BizTimes Milwaukee | March 29, 2021

BIG

A LOOK AT WHAT’S SHAPED THE PAST 25 YEARS, AND WILL IMPACT THE REGION’S FUTURE

BIG GIFTS AND THE EVOLUTION OF LOCAL PHILANTHROPY

AN INTERVIEW WITH BIZTIMES MEDIA OWNERS DAN AND KATE MEYER

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MAR 29 - APR 11, 2021 » $5.00

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LOCALLY OWNED FOR 25 YEARS

» MAR 29 - APR 11, 2021

26

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BizTimes Milwaukee (ISSN 1095-936X & USPS # 017813) Volume 26, Number 18, March 29, 2021 – April 11, 2021. BizTimes Milwaukee is published bi-weekly, except monthly in January, February, July, August and December by BizTimes Media LLC at 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120, USA. Basic annual subscription rate is $96. Single copy price is $5. Back issues are $8 each. Periodicals postage paid at Milwaukee, WI and additional mailing offices. POSTMASTER: Send all UAA to CFS. NON-POSTAL AND MILITARY FACILITIES: Send address corrections to BizTimes Milwaukee, 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120. Entire contents copyright 2021 by BizTimes Media LLC. All rights reserved.

Contents

COVER STORY

BIG IDEAS

4 Leading Edge 4 NOW

BY THE NUMBERS 6 BIZ COMPASS 8 FROM CONCEPT TO COMPLETION 10 PUBLIC RECORD

12 Biz News 12 T HE INTERVIEW, WITH DAN AND KATE MEYER 14 REAL ESTATE SPOTLIGHT

FOR M I LWA U K E E ’ S F U T U R E

16 Events that shaped the past 25 years 26 Big ideas for the Milwaukee region’s future 53 Notable Alumni 66 Biz Connections

Special Reports Our 25th Anniversary

BizTimes Milwaukee celebrates the completion of its 25th year of publication with a special edition including 25 big ideas for the region’s future, contributed by business and community leaders, a look back at the past 25 years of local business news and an interview with BizTimes Media owners Dan and Kate Meyer.

66 LOOKING BACK AT BIG GIFTS FROM THE PAST 25 YEARS 68 GLANCE AT YESTERYEAR COMMENTARY 70 5 MINUTES WITH …

DAVID J. WILSON

36 Wealth Management Coverage includes a look at recent volatility in the stock market, asking experts how investors should regard stocks that see sudden surges in price.

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Leading Edge

BIZTIMES DAILY – The day’s most significant news → biztimes.com/subscribe

NOW

The Roundy's distribution center at 1111 Delafield Road in Oconomowoc.

Two killed in shooting at Roundy’s distribution facility in Oconomowoc

By Brandon Anderegg, staff writer

BY THE NUMBERS The city of Milwaukee and We Energies recently unveiled a

7,000

solar panel facility, the largest in the city’s history, near Mitchell International Airport.

4 / BizTimes Milwaukee MARCH 29, 2021

Just over a year after a mass shooting at the Molson Coors brewery in Milwaukee resulted in the death of six individuals, including the gunman, another area workplace was rocked by a recent shooting incident.

At about 10:30 p.m. on March 16, law enforcement officials say, two employees at the Roundy’s distribution center at 1111 Delafield Road in Oconomowoc were shot and killed by a coworker. Lifesaving measures were conducted on the two individuals, who were found pulseless and not breathing inside the facility. The victims were pronounced dead at the scene, Oconomowoc police said in a press release.

The victims were identified as Kevin Schneider, 39, of Milwaukee, and Kevin Kloth, 51, of Germantown.

The suspect was identified as Fraron Cornelius, 41, of Wauwatosa. His vehicle was later spotted in Milwaukee following the shooting, which prompted a pursuit that ended after the suspect crashed near 92nd and Townsend in Milwaukee, Oconomowoc police said. Oconomowoc police say Cornelius was pronounced dead at the scene from a self-inflicted gunshot wound.

Thomas Bennett, secretary-treasurer of General Teamsters Local Union No. 200, said two shootings occurred in separate parts of the Roundy’s facility.

Bennett said the victims and the

suspect were all union members and worked on the same shift for more than 20 years.

The distribution center employs up to 750 people, while between 150 and 200 people were working at the time of the incident, he said.

“Think about this for a second,” Bennett said. “We had the (Molson Coors shooting last year) and we never thought something like that would happen in this traditional and old-fashioned community of Milwaukee. We always think it’s going to be somewhere else. This has hit home and it has impacted people that have been coworkers for probably half their adult life. Those workers at that facility, there are 750 of them. It’s a family. It’s heavy. It’s heavy in everybody’s hearts right now.”

The distribution facility was closed for the investigation, and counseling services were provided to employees, a Roundy’s spokesperson said in a statement.

“We are deeply saddened by the incident that occurred at our Oconomowoc distribution center,” the Roundy’s spokesperson said.

“The entire Roundy’s family offers our thoughts, prayers, and support to the families of our colleagues during this difficult time.”

Law enforcement has not identified a motive for the shooting, Oconomowoc Police Chief James Pfister said in a press release. n

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Leading Edge BIZ COMPASS

What gives you

THE MOST OPTIMISM ABOUT

M I L WA U K E E

AND SOUTHEASTERN WISCONSIN'S FUTURE?

WHITLOCK INGRAM

1 KENDRA

President and chief executive officer, Marcus Performing Arts Center

“The resiliency of this community makes me optimistic for the future of the city, state and the Marcus Center. From our staff members to local officials, the collective eagerness and support in safely returning to the local events and diverse programming our community loves is invigorating and motivating.”

VOELL 2 DAN

Owner, Midwest Label Supply

“While the pandemic has been difficult for many, it’s been reaffirming to watch southeastern Wisconsin communities rally to support local businesses. This strengthening of local communities will snowball as young families in larger cities look to move to mid-tier cities with good job prospects, education, parks, food, and entertainment.”

1 3

3 NIKKI PURVIS

Chief equity officer, City of Milwaukee Office of Equity and Inclusion

“I’m optimistic about Milwaukee’s future because there’s finally some authentic dialogue and action around equity and inclusion. The recent commitments to creating and lifting up a region for talented diverse professionals to thrive in, in southeast Wisconsin, makes me hopeful that our future leadership will be reflective of the community.”

2

4 JAMES SCHNEBERGER President, New Berlin Plastics

5

“Wisconsin has a great reputation for business and leisure.

We’re known for our strong work ethic, high quality educational institutions, and business-friendly climate. We believe these factors will continue drawing business and innovation to the area, while the wide variety of leisure activities will help attract and retain talent.”

5 TERESA ESSER

Managing director, Silicon Pastures

4 6 / BizTimes Milwaukee MARCH 29, 2021

“The organizations that educate, mentor and inspire our region’s future leaders. In addition to the teachers who work at our excellent public and private schools, I am inspired by organizations such as Fiveable, Junior Achievement, Launch, Riverworks, Rotary Club of Milwaukee, Secure Futures, the Urban League, YES and the YWCA.” n

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LEADERS IN INNOVATION biztimes.com / 7

Leading Edge

from

Menomonee River Valley redevelopment

CONCEPT

to

COMPLETION 1986: The closure of Menomonee River Valley factories happened gradually, starting around the 1970s. “I would say the nail in the coffin was ’86, and that’s when the Milwaukee Road Shops closed,” Zetts said. This created 120 acres worth of blighted buildings between where Palermo’s and American Family Field exist today.

The Menomonee River Valley was once known as the industrial powerhouse of Milwaukee. It then became infamous as a swath of blighted land as factories shuttered.

After decades of redevelopment efforts, it is widely recognized as an economic and environmental success story, driven by the city of Milwaukee along with other private and public partners.

Since those efforts began, the area has had “300 acres redeveloped, more than 50 companies … move in, more than 5,000 jobs and 60 acres of parks and trails,” said Corey Zetts, executive director of Menomonee Valley Partners Inc. It now boasts major centers of industry, tourism and recreation. Over its course of revitalization, the Valley set new standards of sustainable development in the city.

1

2

2013-14: These two years are milestones in the Valley becoming an attraction for residents and visitors. Three Bridges Park opened in 2013, marking the first big park space in the Valley. Potawatomi opened its hotel the next year, creating an overnight destination in the Valley.

5

4

2006: Palermo’s established itself in the Valley’s west end, the first to do so. Before that, Zetts said, some were skeptical of whether the area would attract companies, given the standards set by the city, like sustainable design guidelines and requirements that companies create meaningful, well-paying job opportunities.

8 / BizTimes Milwaukee MARCH 29, 2021

1998: The city and other partners created a land use plan for the Valley, a blueprint for its revitalization. The nonprofit group Menomonee Valley Partners was formed a year later to facilitate those efforts.

3

2002: A national design competition for the former Milwaukee Road Shops site was held, a precursor to the creation of the Menomonee Valley Industrial Center and 60 acres of parkland.

SPONSORED CONTENT

Left to Right, Morgan Plagenz, Jim Harasha, Jerry Jendusa, Paul Schulls

Finding business growth through collaboration and partnerships

By Jerry Jendusa, Co-Founder, STUCK Inc. AS WE GO through this unique time in history, I want to commend how amazing southeastern Wisconsin has been for our businesses.

Entrepreneurialism is all about growth, however, the term “growth” means something different to every entrepreneur.

I became BizTimes Milwaukee’s first subscriber shortly after starting my own business. My journey came with many mistakes and lessons where I defined what growth meant for me.

In almost all cases, however, growth doesn’t come from one person. It comes from helping each other out, trusting your team, relying on a network of like-minded individuals, and partnering with those who want to grow with you. One of my great pleasures is taking what I learned and now being able to help other businesses grow.

My team turned our mistakes into opportunities and created a systematic method that propelled our growth. After selling, we

opened STUCK where our focus is now helping other businesses grow through our like-minded partners. Those partners use our systems to complement their own services. Scale Up Milwaukee, Lauber Business Partners, Ascend Talent Strategies, IBAW, White Lane Group, and KnotMagic are just some of the partners we work with. When you have a network of individuals that share the same goal of helping entrepreneurs succeed and create jobs, there is no limit to the impact you can have on the community and world.

Another way that our local business owners and leaders are helping each other is with their peer advisory groups. These confidential and non-competing groups are individuals who help each other reach success by providing advice and proven tips.

As an entrepreneur in your extended network, here are 5 tips I have for you: 1. Get out of your own way and grow through others.

Jim Harasha and Jerry Jendusa at their production floor in 1999

2. Share your purpose and your “why” statement. This creates employee and customer loyalty.

3. Always cascade a growth-minded culture.

4. Get everyone on the same page with a single-page plan. Keep others aligned and accountable.

5. Amazing things will happen when you empower, involve, and trust your team There is nothing more powerful than the great minds you surround yourself with. It doesn’t matter if we are facing challenging times or are the greatest time in history. We are always going to be working together to find success.

That concept is truly amazing.

Congratulations to BizTimes on your 25th anniversary and thank you for all the work you do for our business community!

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biztimes.com / 9

Leading Edge

THE

PUBLIC

RECORD Wisconsin’s economy, then and now

By Arthur Thomas, staff writer

FASTER SHIPPING

A lot has changed since BizTimes launched as Small Business Times in 1995. Back then, Tommy Thompson was governor of Wisconsin, Bill Clinton was president, and Brett Favre had just completed his third season with the Green Bay Packers. Here are some other comparisons to highlight the changes in Wisconsin between then and now: n

Money

Then: 58¢ Now: $1

Eggs (per dozen) Then: 83¢ Now: $2.02

Flour (pound) Then: 24¢ Now: 44¢

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Regular unleaded gas

(per gallon, average for year) Then: $1.15 Now: $2.17 (maxed out at $3.64 in 2012)

Milk (gallon) Then: $2.29 Now: $2.94

Wisconsin Fortune 500 companies Then: 5 Now: 8

Wisconsin exports Then: $8.93 billion Now: $20.5 billion

Average annual wage in Wisconsin Then: $25,099 Now: $50,520 (2019)

Median sales price of existing single-family home in metro Milwaukee Then: $114,700 Now: $291,300

Source: U.S. Bureau of Labor Statistics, Fortune.com, U.S. Census Bureau, National Association of Realtors

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the largest family-owned independent agencies in Wisconsin. “The fact that we are family-owned and independent, has allowed us to keep all business decisions local and keep our customers’ asset protection strategies front and center”, said Jack Riesch, Owner of R&R Insurance Services.

R&R Insurance truly believes in investing in the future of its employees. “Success is to be shared” has been famously tagged by the Riesch family. They are deeply committed to all of the communities in which they live, work, and play. Last year alone, R&R Insurance and its employees donated over $200,000 in charitable giving and shared countless hours of volunteering. “We are incredibly proud of the longevity with our business partners – we would not be where we are today without the ongoing support of our community and insurance company partners,” said Riesch.

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ANDREW FELLER PHOTOGRAPHY

BizNews publications designed to cover small, locally owned businesses – a niche that made up 99% of businesses in the region, but was underserved.”

You two were starting a business and a family at the same time. How did you handle that?

Kate: “I was fortunate because I worked for a large corporation and I had the ability to take some significant time off. I knew part of it would be unpaid, but it would be worth it to tap in to some savings because Dan was working so much.”

Dan: “I just remember working a lot. When we first started putting the business together I was at home in one of the bedrooms, but then when our office opened up (in the basement of the Design Center building on North Water Street in downtown Milwaukee), I was down there 18 hours a day, it seemed like, every day.”

Was it difficult to be away?

BizTimes Media owners Kate and Dan Meyer.

the

Interview

TO COMMEMORATE OUR 25TH YEAR, BizTimes Media owners Dan and Kate

Meyer sat down with reporter Maredithe Meyer, who is also their daughter, to discuss their experience of building and running a locally owned media company.

Dan, publisher, launched the business in January 1995, shortly after he was fired from his job as director of advertising at the Milwaukee Business Journal and a month before Maredithe was born. At the time, Kate worked in sales at a national paper company and was able to provide both financial and emotional support as the then-monthly print publication – and young family – planted roots. Today, the company produces bi-weekly print magazine BizTimes Milwaukee and several annual publications while covering timely breaking news through its website and e-newsletters. The company also presents and sponsors about 20 events each year.

Sitting next to each other in their home in Bayside, the husband-and-wife duo reflected on the growing pains, lessons learned and what’s ahead for the business. Here is a transcript of portions of their conversation: What did the transition of losing your job to coming up with the idea to launch your own business look like?

Kate: “From my standpoint, it was, ‘Wow.’ I was newly pregnant with you, and we had recently moved into a new home. At the same time, I had a wonderful job that I liked a lot, and I was fortunate that my career could support us during what seemed like a temporary period of time.

My assumption was that Dan would just find another job. It was relatively soon after that we were driving Up North and he very definitively said, ‘I know what I’m going to do next.’”

Dan: “I came home and said I lost my job. Kate asked what happened and I explained. I don’t remember much…”

Kate: “I think you were shocked.”

Dan: “I think I was. … Somewhat quickly, I was pretty sure that I knew what I was going to do, partly because of this growing trend of 12 / BizTimes Milwaukee MARCH 8, 2021

Dan: “I was probably in the fight-or-flight mode at that time. (The business) had to work, so that was my number one priority and looking back, that was the only thing I knew at the time. … We were making something out of nothing and there’s a lot you know that you don’t know, and you just try to do whatever you could at the time to make it work.

I knew you were in great hands, so that really allowed me to spend the time getting things going, which took a while. It was probably a year to a year and a half before we started seeing positive financial return.”

Kate: “I remember that you said one of your main motivators was the fear of failure. Fear can be paralyzing for some, but for you it was a motivator.”

Dan: “Yeah. Fear of failure for many years, every day.”

What was the toughest point of the past 25 years?

Dan: “The toughest time was the partner buyout (in 2000). It was this very high amount of debt and stress, losing 20 pounds, and not knowing what the future would be. That was actually more stressful than the pandemic. … The pandemic has been real tough, but looking back, that buyout was really, really, really tough.”

Kate: “We didn’t have the years of establishing ourselves the way we had before the pandemic started. We were still new, a young company trying to buy out a partner, at a period of time when there were a lot of sleepless nights just because you had three little kids. And then put that stress on top of it. Now, we have kids who are older, independent. We could really focus in on the business.”

Dan: “That has allowed (Kate) to do much more (for the business) in the past year, in addition to the few years before that.”

How did you navigate the financial and operational impacts of the pandemic?

Dan: “We pivoted – we switched our events to virtual, which didn’t make up all of what we would do during a normal non-pandemic year.

That, combined with some digital-only issues and expense reductions. …

We (also) had the PPP.” Kate: “We were able to keep all of our employees, which was huge.

And we didn’t know if we’d be able to do that.”

Dan: “And the fact that we started our Insider (paid-subscriber) program, made the year in the black. … We have amazing customers that have supported us, but they have high expectations and we have a team that has come through time and time again with quality content, which allows us to have events that (customers) feel are worthwhile to attend.

Whether they’re pre-pandemic in-person events or the many Zoom and virtual events we had over the past year, even a virtual BizExpo.”

Kate: “I remember during the planning of BizExpo, Dan said that it feels like we are expending 50% more effort to create this and we’re going to bring in about 50% less revenue. And BizExpo is our Super Bowl of the year. We need that. Events have really been a big part of our

revenue base as the whole newspaper industry has taken a hit over the years. Something that really infused us is now really in jeopardy – and it’s still changing.”

Dan: “Yeah, the online events seemingly have been far more work. …

There are so many more moving parts for virtual events if they’re done well. There are all kinds of ways we can cut corners, but we’re the locally owned player, and through the support of our customers, we have built a reputation for having very high standards. If we compromise that, there’s no patience for it among customers. Failure’s not an option. You have to put on a good event; you have to have a good print product; you have to have a good e-newsletter because the expectations are so high.”

Kate: “And the availability of quality opportunities for content are so prevalent now that there isn’t a lot of forgiveness – it’s either you’re worth their time or you’re not.”

What’s the value in remaining locally owned?

Dan: “The beauty of a local ownership is that it all ends here. We grew up here; we know the community. The investment from our customers stays here. We have a vested interest in the community’s growth and challenging issues becoming resolved – from homelessness to crime to access to education. When those things improve, everybody wins.

“Years ago, we made a commitment to cover the nonprofit industry, for example, and that’s probably something not every non-locally owned media company would do. There’s not an immediate payback … but it’s a long-term approach where if we can connect our readers who are affluent and influential with the nonprofit community that has those needs, that’s a good thing for all kinds of obvious reasons.

“I think Milwaukee has a really good opportunity to attract people around the country, with remote working. The pace, the beauty, the

resources, the restaurants, the culture, the arts, the lake, access to bigger cities – it’s all right here.”

Kate: “It’s all right here, yet, Dan and I and the whole team understand the importance of initiatives like (the Metropolitan Milwaukee Association of Commerce) Region of Choice. We, as a community, need to work really hard to be able to attract people of all walks of life to live and work here.”

As the media landscape continues to evolve, what’s in store for the next 25 years?

Dan: “We need to be wherever we need to be. … At one time, we were a monthly publication and then we were a bi-weekly, with several annuals. Now, we probably produce 19 or 20 total issues throughout the year. The industry has changed and continues to change. The beauty of those changes is that technology is much easier to work with and much more affordable. The current website that we have cost a fraction of what the first couple of websites did. It’s only going to become more affordable, and the playing field is level. We can compete with any media company, local or national, because of technology and that’s been huge.

“We’re constantly looking and researching and finding out the trends and where we need to be before we need to be there. Our association (the Alliance of Area Business Publishers) is very helpful with that. …

That’s advice I’d give to anybody, whatever association you’re in. If you’re not, there are networking groups. Don’t go it alone. Find out what the best practices are.”

“You have to constantly be learning, constantly be ready to adjust.

Somebody told me a while ago, change equals opportunity – C.E.O. The world is constantly changing and you have to change with it.” n Read the full Q&A at biztimes.com

Understanding your industry comes from

walking in your shoes

And chances are, we’ve walked in ‘em.

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Real Estate

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Summit Place office complex in West Allis.

Lessons learned from adaptive reuse projects that transformed Milwaukeearea communities

By Alex Zank, staff writer THE FORMER PABST BREWERY in downtown Milwaukee sat vacant for years after the 21-acre complex closed abruptly in 1996.

It is now known as The Brewery, a vibrant city neighborhood, complete with housing, offices, restaurants, hotels, a university building and two public parks. It boasts a total assessed property value of $148.9 million, according to The Brewery Neighborhood Improvement District No. 1.

The massive undertaking was led by Joseph Zilber, founder of Milwaukee-based Zilber Ltd. “The first thing you would see coming off the freeway to downtown Milwaukee was a collection of crumbling buildings, (and) the streets weren’t connected to the city grid, which is not the image Joe thought the city should have,” said John Kersey, executive vice president of Zilber. “He took it upon himself to try to rectify it. The motivation was he wanted to give back to the city of Milwaukee.”

14 / BizTimes Milwaukee MARCH 8, 2021

The Brewery is just one of a number of high-profile adaptive reuse projects in southeastern Wisconsin from the past 25 years.

Others include the Summit Place office complex in West Allis, the Mayfair Collection mixed-use project in Wauwatosa and The Avenue in downtown Milwaukee.

There is potential for more of these types of projects, but they’re not easy for developers to execute. The most successful adaptive reuses of recent memory show how to achieve them.

“Each one is its own work of art,” said Josh Jeffers, president and chief executive officer of Milwaukee-based J. Jeffers & Co. “The adaptive reuse process cannot be made into a cookie-cutter process, and there’s so much thought and creativity that goes into each of these projects that when we’re done, it really is a work of art. And it’s rewarding.”

These projects also show the huge benefits they can provide to

communities. “(Summit Place) did have a major influence on the image of West Allis, and it helped spark the rest of the development that has occurred in that older industrial corridor,” said John Stibal, former West Allis director of development. “It probably has somewhere around $250 million to $300 million in new development in that corridor.”

For its part, the former Pabst brewery was very difficult to redevelop. A group of developers failed to transform it to “PabstCity” after the city rejected a hefty public financing proposal to facilitate the project.

Later, Zilber stepped up to the plate when he purchased the 21-acre complex in August 2006, Kersey said.

A Zilber Ltd. affiliate served as master developer and went about preparing the site for redevelopment. Working with the city, it connected the site to the street grid, replaced infrastructure

and cleaned out the buildings that would be saved. Some were demolished to make building pads for new construction.

It then sold off properties to individual developers. Zilber developed a parking structure that serves the whole site.

“That’s what I would consider the genius of this project,” Kersey said. “We did not have the ego to decide what goes where and what uses were going to come into the project. Joe wanted to create this blank slate, do the heavy lifting so it could be redeveloped but let the market determine what should go into those buildings.”

J. Jeffers & Co. has made historic rehabilitation and adaptive reuse its specialty. It is working on three major projects: the redevelopment of the Horlick Malted Milk Co. complex in Racine, the conversion of the former Journal Sentinel offices in downtown Milwaukee, and the redevelopment of the Milwaukee Athletic Club building, also downtown.

Jeffers says he sometimes refers to the Horlick project as the Pabst Brewery of Racine, due to the similarities. It is a $100 million multi-year, multi-phase mixed-use project involving both adaptive reuse and new construction.

One building is being converted into 60 units of affordable housing. It should be done in May, said Jeffers. Then in April, work will begin on rehabilitating another building into 86 units of market-rate housing. Construction is also slated to begin on another 172 units of new construction next door to the 86-unit building. That will be new construction, unlike the first two buildings. Commercial uses are also planned at the site.

The pieces are also coming together for the Journal Sentinel building conversion. A part of the building is being turned into 195 beds of affordable student housing. That work could finish in July, Jeffers said. Construction is also slated to start this summer on 141 market-rate units in another part

of the building. The southern end of the complex will be turned into a new high school for local charter school system Seeds of Health Inc. Jeffers & Co. has already performed such rehabilitation and adaptive reuse projects as the Mackie and Mitchell buildings in Milwaukee and the Gold Medal Lofts in Racine.

Although each project has its own set of challenges, they all tend to require a similar set of skills. These are skills Jeffers has honed through experience.

The financing can get complicated, he said, requiring developers to find some non-traditional funding sources. They also present design and construction constraints.

Addressing these and other challenges requires a good team behind the developer. Jeffers & Co. uses a historic-rehab consulting firm out of Portland in each of its projects. It also relies on archi-

tects and contractors that have experience with adaptive reuse.

“As a developer you may have the best vision in the world of what this building could be repurposed for, but if you can’t convey that to the architect, then you’re stuck,” Jeffers said.

A major portion of these projects involves figuring out how to retrofit old buildings with the latest mechanical, electrical and plumbing systems. It could wind up being 35% to 45% of total construction costs.

“Half the battle with adaptive reuse is just getting a good MEP retrofit plan,” Jeffers said.

Sometimes developers will also be tasked with selling their vision to stakeholders and the community. This was the case of the Horlick redevelopment. Jeffers said some people had trouble understanding how the buildings could be saved to start with, let alone converted to new uses.

“Getting people to rethink those buildings was a real challenge,” he said.

The Summit Place projct also required creative financing. It was developed by Whitnall Summit Development Co. on the former Allis-Chalmers campus. The complex has 650,000 square feet of rentable office space. Approximately 2,500 people work there, according to the development’s website.

The developer started the project in 2003, Stibal said. The collection of three buildings got a four-story addition, along with a large new atrium, new windows and modern mechanical systems.

The project received a brownfield grant at the start and later tax incremental financing to act as near equity, which made the project profitable and allowed the developer to recruit investors, Stibal said.

The development also needed land to build a parking structure.

Stibal said the free parking was needed to make Summit Place competitive with western suburban office buildings, but also an attractive alternative to downtown offices.

The project ended up with a Department of Natural Resources grant to turn a huge stormwater pond into a smaller and more efficient one. This in turn freed up enough land to build the parking structure, Stibal said.

It was also designated a local historic landmark, allowing the developer to use historic building codes versus modern ones and saving the project about $250,000.

Stibal said West Allis has been asked about Summit Place’s success by a number of other cities in the region. One lesson, he said, is to seize opportunity. But if opportunity isn’t there, help create it.

“The secret to success is to be ready when opportunity comes,” Stibal said. “And if opportunity doesn’t knock, build a door.” n

THE MILWAUKEE SYMPHONY ORCHESTRA HAS PLANS. FIRST MIDWEST BANK HAS IDEAS. We’re proud to support the Milwaukee Symphony Orchestra’s plans for growth, At Park Bank, we helped secure funding for their new home and are excited about the future of the MSO. Our commitment to local leadership and decision making will continue as we become part of First Midwest Bank, creating greater resources, products and services. If you have plans to grow your business, we have ideas to help. Give us a call.

Dave Werner Market President 414.270.3231

biztimes.com / 15

25 trends, issues and companies 25 years from the past

that are shaping

MILWAUKEE’S

FUTURE

IT IS EASIER TO KNOW WHERE YOU ARE HEADED in the future if you know where you’ve been in the past. We took that approach as we looked back at the past 25 years for the BizTimes Milwaukee anniversary issue. Rather than assemble

trends, issues and companies that shaped where Milwaukee and southeastern Wisconsin are headed today. Certainly, picking just 25 topics to cover a 25-year period won’t touch on everything, but this list does present a glimpse into the 1

Downtown Milwaukee

16 / BizTimes Milwaukee MARCH 29, 2021

forces – some local, some global – shaping our economy going forward.

JOSEPH SOHM / SHUTTERSTOCK.COM

a list of the biggest events or most important people, we’ve sought to highlight

DOWNTOWN REVITALIZATION Downtown Milwaukee was one of many downtowns in large American cities that waned several decades ago as it lost people and jobs to the suburbs, but the trend has shown signs of reversal in the past 25 years.

Massive redevelopment efforts often led the way in downtown Milwaukee’s resurgence. The old Schlitz brewery, which was turned into an office campus in 1983, got a $30 million update in 2012 and is undergoing another. The former Pabst brewery underwent a dramatic transformation over several years and is now a mix of apartments, hotels, office buildings and more.

The RiverWalk system, which began in 1993, now catches the eyes of developers and urban enthusiasts alike.

An influx of condos and apartments boosted the population and brought new life to downtown.

City leaders often point to Northwestern Mutual’s new 32-story office tower as the catalyst for downtown Milwaukee’s latest renaissance. Since its announcement in 2013 and completion in 2017, a number of other major projects have moved forward such as the BMO Tower, and more companies have migrated downtown, including Bader Rutter and Graef-USA Inc. There’s also Fiserv Forum, which served as a catalyst of its own for development west of the river. Other recent Westown projects include The Avenue and the Bradley Symphony Center.

SIGNIFICANT HIGHWAY PROJECTS Southeastern Wisconsin’s freeway system is a vital component of the region’s economy. It enables companies to easily move goods in and out of the area.

But rebuilding and expanding the freeway corridors come at a high cost and controversy, as some say too much is spent on expanding Milwaukee-area freeways and not enough on mass transit.

The Wisconsin Department of Transportation has embarked on some of the biggest highway projects in the state’s history in recent decades, with plans for more.

The Marquette Interchange was rebuilt between 2004 and 2008 at a cost of $810 million. Following that was phases one and two of the Zoo Interchange reconstruction, which was substantially completed in 2018 at a cost of $1.7 billion. Work recently started on the interchange’s North Leg, the project’s final phase.

WisDOT last year wrapped up work on the I-94 North-South project, which was fast-tracked a few years ago due to the Foxconn announcement. The $1.9 billion project, which began in 2009, was finally completed in 2020.

Construction is to start this year on the latest southeastern Wisconsin freeway megaproject: a $550 million expansion of I-43 between Glendale and Grafton.

On deck is the $1.1 billion expansion of I-94 EastWest between the Marquette and Zoo interchang-

2

City Hall and downtown Milwaukee’s new BMO Tower

es. It was put on pause by the Walker Administration, but Gov. Tony Evers is trying to get it back on track. He has requested the project be enumerated in the new two-year state budget.

DEVELOPMENT OF THE I-94 NORTH-SOUTH CORRIDOR There likely are few hotter development corridors in the state than I-94 North-South between southern Milwaukee County and Pleasant Prairie.

It is bustling with new developments, spurred by commercial developers and companies moving to the area, many of them from across the state line.

Defectors from Illinois often say that southeastern Wisconsin is more appealing due to its friendlier business climate and its availability of land.

Along the freshly rebuilt freeway are massive distribution centers developed for Amazon and Uline. Haribo’s gummy candy factory will soon join their ranks. Foxconn Technology Group’s campus also lines the corridor in Mount Pleasant, although it’s nowhere near the complex originally promised by the company.

Farmland along the corridor is turning to business parks. Elsewhere are landmark commercial developments such as the Ikea store in Oak Creek.

It wasn’t always this way. I-94 North-South was once a sleepy part of the region, while the I-94 EastWest segment of the freeway in Milwaukee and Waukesha counties enjoyed most of the economic development attention.

MASS TRANSIT CONTROVERSIES Wisconsin is a tale of two transportation worlds. On the one hand, massive freeway projects always seem to find a way to get funded and move forward, though not without controversy. On the other hand, mass transit projects seem to always hit major roadblocks, and even more controversy.

The stage was set in the late 2000s for Wisconsin to get high-speed rail service from Milwaukee to Madison, thanks to a federal stimulus program.

But then newly elected Gov. Scott Walker declined the federal money and canceled the project.

Milwaukee’s downtown streetcar came with plenty of its own controversy. Debate over the streetcar goes back many years, but city officials agreed to provide local funds for it, combined with federal funds, in 2015. The streetcar opened in 2018. Additional extensions are in the works, but so far city leaders haven’t agreed on a funding plan, and some want a proposed Walker’s Point extension to go farther south than currently planned.

Meanwhile, Milwaukee County’s bus rapid-transit system is soon to break ground. It will run from Milwaukee to Wauwatosa.

State transportation leaders are moving forward with rail improvements that will allow trips to be added to the Milwaukee-to-Chicago Amtrak Hiawatha service, but they need to reconfigure some aspects due to some Illinois communities’ resistance to its original design.

MENOMONEE VALLEY REVITALIZATION The Menomonee River Valley is perhaps Milwaukee’s greatest redevelopment success story of the past 25 years and a national model of economic and environmental sustainability.

The 4-mile-long stretch of land between the Harley-Davidson Museum and American Family Field was once filled with factories. But by the late 1900s, as those companies and jobs left, the area became blighted with abandoned industrial buildings and contaminated land.

The Menomonee Valley that exists today started taking shape back in 1998. That’s when the city and other public and private partners joined together to create a new vision for the area.

There have been many successes since then, including the Menomonee Valley Industrial Center; Potawatomi Hotel & Casino; public spaces such as Three Bridges Park and the Hank Aaron State Trail extension; the Harley-Davidson Museum; and redevelopment of the Milwaukee Gas Light Co. buildings. biztimes.com / 17

4

3. Miller Valley 4. Midwest Airlines plane

3

THE DEMISE OF MIDWEST EXPRESS By 1995 Midwest Express had established itself as a successful and growing regional airline, based in the Milwaukee area and operating a hub at Mitchell International Airport. The “Best Care in the Air” had a loyal customer base that appreciated its high level of service, wide leather seats, and its quality food and beverage offerings, including its signature warm chocolate chip cookies.

The cult-like support of its customers helped Midwest Express grow, adding additional aircraft and more destinations.

Then the Sept. 11, 2001 terrorist attacks devastated the airline industry. That forced Midwest Express to start making changes to reduce its costs and lower fares, which meant the elimination of some amenities, such as gourmet meals served on china, which had set the airline apart.

In 2002, Midwest Express changed its name to Midwest Airlines. In 2007, a hostile takeover attempt by AirTran Airways was rebuffed by Midwest’s board and the company was instead sold to a private equity group, including Northwest Airlines. Just two years later, Midwest was sold again, to Republic Airways Holdings. A year later, Republic merged Midwest with Frontier Airlines, eliminating the Midwest Airlines brand.

A recent attempt by a group to revitalize the Midwest Express brand has so far been unsuccessful.

CHANGING FACE OF CORPORATE MILWAUKEE Some of the Milwaukee area’s most prominent corporate names in 1995 are no longer part of the local business landscape.

Look no further than the downtown Milwaukee skyline for evidence. The tallest office tower in the city, and state, is the 42-story U.S. Bank Center. Originally known as the First Wisconsin Center, the building was known as the Firstar Center in 1995, named after its anchor tenant. Firstar expanded with several acquisitions and in 2000 18 / BizTimes Milwaukee MARCH 29, 2021

acquired U.S. Bancorp, assuming that company’s name and then moving the headquarters to its city, Minneapolis.

Milwaukee lost its other big bank headquarters when Marshall & Ilsley Corp., which was devastated by a large amount of nonperforming loans during the Great Recession, was acquired by Bank of Montreal in 2010, establishing the BMO Harris brand in Wisconsin.

One of the biggest changes to the region’s retail landscape was the loss of Boston Store, which was founded in Milwaukee in 1897. Its Milwaukee and York, Pennsylvania-based parent company, The Bon-Ton Stores Inc., went bankrupt in 2018 and went out of business, shuttering stores at Mayfair Mall, Bayshore, Southridge Mall and downtown Milwaukee.

Perhaps no corporate name in Milwaukee was more ubiquitous in 1995 than Miller Brewing Company. The company was then owned by Phillip Morris, which sold Miller in 2002 to South African Breweries. In 2008, it became part of the MillerCoors joint venture, which moved its headquarters to Chicago, and was then acquired by Molson Coors in 2016.

While the local business community lost those prominent corporate headquarters, other growing companies like American Family Insurance, Generac and Fiserv have emerged to take a leadership role in the area.

GREAT RECESSION Officially the Great Recession lasted from the third quarter of 2008 to the second quarter of 2009 in the United States. But its effects lasted much longer than that throughout the world, the nation and southeastern Wisconsin.

The Great Recession was largely a financial and residential real estate crisis, caused by reckless lending and financial practices that led to a housing market bubble. When the bubble burst the housing market collapsed and financial institutions took heavy losses. The impact reverberated from Wall Street to Main Street. Fearing the econ-

omy was on the verge of collapsing into a depression, the federal government funded a massive financial industry bailout, which supported firms across the industry, from major Wall Street financial institutions to local banks.

That wasn’t enough to save Milwaukee-based Marshall & Ilsley Corp. Founded in Milwaukee in 1847, M&I Bank suffered heavy losses from the Great Recession and was then acquired by Bank of Montreal in 2010.

The housing market collapse was devastating to many homeowners who saw the value of their homes fall dramatically, in some cases lower than what they owed on their mortgage. That led to a foreclosure crisis that decimated the housing market. Low-income neighborhoods in Milwaukee were hit particularly hard.

The Great Recession created a credit crunch, which made it difficult for businesses to borrow money to grow. The real estate industry especially had a difficult time gaining access to capital.

The result was years of slow economic growth.

However, the slow, steady growth lasted a long time, from 2010-‘19, until the economy was rocked by the COVID-19 pandemic.

RACIAL DISPARITIES A PERSISTENT PROBLEM Systemic racism, racial inequality and segregation are longstanding problems in America, and especially in Milwaukee.

In 2019, 24/7 Wall St., a Delaware-based financial company that produces financial news, ranked Milwaukee the worst city and Racine the second worst city in America for Black people to live.

In recent years, Milwaukee-area business and civic leaders have increasingly pointed to systemic racism and racial inequality as the biggest challenge facing the region and its economy.

A 2018 survey of members of the Metropolitan Milwaukee Association of Commerce identified racial disparities as the region’s biggest problem.

It was the first time in the history of the MMAC’s member survey that racial inequality was identified as the No. 1 issue of concern.

In response, the MMAC launched its “Region of Choice” initiative, asking its members to sign a pledge to increase hiring of African American and Hispanic workers and to put more in positions of leadership. As part of that initiative, the MMAC wants to see 12,000 more African American and Hispanic employees, and 875 more managers of color, in the region by 2025.

As of January 2021, the MMAC has received commitments from more than 110 employers to the Region of Choice initiative, representing more than 140,000 employees in the region.

INITIAL FOXCONN HYPE FIZZLES Perhaps no business story has ever drawn more attention on southeastern Wisconsin than Foxconn Technology Group’s 2017 pledge to invest $10 billion and create 13,000 jobs while building an LCD factory in Mount Pleasant. There was the White House announcement, special legislation for $3 billion in incentives, fast-moving land acquisition, a presidential groundbreaking and questions along the way of whether the project would live up to the hype.

So far, it is tough to see the final project living up to the original vision pitched to Wisconsinites.

True, a lot of dirt has moved, buildings have gone up and millions of dollars have been invested, but those things don’t add up to the kind of project that transforms an economy. Globally, Foxconn is involved in the kind of advanced manufacturing that could help push Wisconsin industry forward, but as it stands now, the project is a long way from the $1.4 billion in annual supply chain purchases that were originally expected.

For now, the Foxconn project is left with a lot of questions: What will the Mount Pleasant campus become? What will happen to the company’s contract with the state? Will local communities be left on the hook for the cost of infrastructure upgrades?

WAUKESHA’S WINDING WATER JOURNEY

5

5. Foxconn founder Terry Gou and Gov. Scott Walker.

6. Metal work at Design Specialties in Milwaukee in 2019.

7. Act 10 protest at the state Capitol.

7

6

The city of Waukesha has been on a two-decade-long odyssey in search of a new source of water for its community. The EPA ordered Waukesha to get a new water source because its water has a high level of radium (a carcinogen).

There’s been lots of squabbling, lobbying and politicking along the way, but the city finally has approval to divert Lake Michigan water outside the Great Lakes basin.

Despite planning to source water from Oak Creek, Waukesha eventually struck a deal with the city of Milwaukee. A groundbreaking was held in late 2020 on a nearly $300 million project that includes a combined 36 miles of supply and return pipeline. That work is expected to be done by 2023.

Even after the water is flowing, Waukesha’s water issues could shape events locally and internationally by how it impacts the city’s growth and how the precedent set by its diversion approval plays out around the Great Lakes.

MANUFACTURING EMPLOYMENT DECLINES It is no secret that Wisconsin’s manufacturing employment has changed over the years and metro Milwaukee is no different. Since 1995, manufacturing has gone from around 23% of private sector employment to around 15%, a loss of about 45,000 jobs even before the COVID-19 pandemic. More of those jobs are now in the suburban counties of Waukesha, Ozaukee and Washington. In 2001, the WOW

counties had 51% of the metro manufacturing employment, but by 2019 that had shifted to 57% to Milwaukee County’s 43%.

There are any number of reasons for these changes, from local policies and perceptions of manufacturing careers to technology changes and rising automation to globalization and geopolitics. At the same time, manufacturing has not left the region and its proponents say its local capabilities can compete with anyone. In fact, manufacturing has grown as a percentage of the region’s GDP, from less than 16% in 2002 to nearly 19% in 2013 and around 17% as of 2019.

Whether the sector grows or shrinks going forward will shape the careers of many people and destinies of a lot of companies.

UNION MEMBERSHIP DECLINE ACCELERATED BY ACT 10, RIGHT-TO-WORK In 2000, Wisconsin was among the top 10 states for highest rates of union membership and representation. At the time, around 485,000 workers in the state were represented by unions, a figure that dipped to as low as 233,000 in 2018 before

rebounding the past two years. Wisconsin went from 18.9% union representation to 8.6%. Last year the state had 10.2% representation.

That organized labor has seen declining numbers is not news, but the shift in Wisconsin over the past decade took the state to the middle of the pack in terms of representation rates. First in 2012 and then again since 2015, Wisconsin’s representation rates dipped below the U.S. as a whole. The shift is the result of major changes in the state’s labor laws, first with Act 10, which dramatically curtailed collective bargaining for most public-sector employees and then right-to-work, which prevents making union membership a condition of employment.

Proponents say changes like right-to-work make the state more attractive for economic development and opponents contend they take power away from workers. While unions have made gains in the state in recent years, they are a long way from having the influence they once held. biztimes.com / 19

GROWTH OF E-COMMERCE AND RETAIL STRUGGLES The retail industry has experienced significant change during the past 25 years, as have the places that we shop in the Milwaukee area. During that time some stores and shopping centers in the area have closed, while several others have been built and some have been updated.

The retail industry has been upended by the rise of Amazon and e-commerce. As consumers have shifted purchasing habits away from brick and mortar, the health of regional shopping malls has severely declined, taking their big-box anchors down with them.

Northridge Mall in Milwaukee closed in 2003.

Others have hung on through industry upheaval and the Great Recession, later catching a second wind.

Bayshore in Glendale has undergone two major redevelopment projects since the early 2000s. The most recent, following the exits of Sears and Boston Store, has sought to replace vacant retail space with brands that draw foot traffic, including Target and Total Wine & More. Brookfield Square has taken a similar redevelopment approach, adding dining and entertainment concepts like Whirlyball and Marcus Theatres’ Movie Tavern.

Shifts in local retail have laid fertile ground for new mixed-use developments such as The Corners of Brookfield and Drexel Town Square in Oak Creek, both offering a mix of retail, restaurants, residential and other uses.

Several major retail brands familiar to consumers 25 years ago are gone today, including Boston Store, a Milwaukee retail icon that disappeared when its Milwaukee-based parent company went out of business in 2018.

But Menomonee Falls-based Kohl’s Corp. wasn’t among the fallen. From 1995 to 2019, sales grew from $1.9 billion to almost $19 billion, with its national store count jumping from 150 to about 1,100.

However, the company faces major challenges going forward after losing $163 million in 2020 and some of its investors are seeking new board members and a different direction for the company.

NEW VENUES FOR BUCKS AND BREWERS In 1996, a 0.1% sales tax was implemented for the construction of the Brewers’ new $392 million baseball stadium in the Menomonee River Valley.

Miller Park, now American Family Field, opened in 2001 and before the COVID-19 pandemic drew an average of 2.7 million paid attendees annually, despite Milwaukee’s position as Major League Baseball’s smallest market.

Under the 23-year tax, residents in five counties contributed approximately $605 million to the ballpark’s construction and ongoing maintenance, but not without complaints and criticism. However, it has returned upwards of $2.5 billion in economic impact to the state (according to an MMAC-commissioned study), with nine years remaining in the 20 / BizTimes Milwaukee MARCH 29, 2021

8

8. Fiserv Forum; 9. Erin Hills

current Brewers’ lease agreement.

When the Milwaukee Bucks opened Fiserv Forum in 2018, the new $524 million downtown sports and entertainment arena (paid for with a mix of public and private funds) brought an end of the Bradley Center’s 30-year life. But it was only 9 the beginning of the new ownership’s big plans to develop 30 acres of vacant land surrounding the arena into the mixed-use Deer District. Fiserv Forum’s first year included a historic playoff run that generated national exposure and drew thousands to the newly complete entertainment block and a boon for downtown businesses.

The pandemic slowed the Bucks’ momentum on and off the court, but a five-year contract extension for two-time NBA MVP Giannis Antetokounmpo promises accelerated business recovery driven by star power – and the hope of a championship.

CHANGES BREWING FOR BREW CITY BEER The past 25 years saw the fall of big beer and the rise of microbreweries. For a city named after its legendary history of brewing, the shift in consumer tastes toward craft beer, wine and spirits left a mark.

In 1996, Pabst Brewing Co. shuttered its Milwaukee brewery after 150 years, leaving behind a 21-acre downtown campus and a dozen buildings, most of which eventually were redeveloped.

Pabst returned to the complex in 2015 to open a microbrewery, but the operation didn’t survive the pandemic.

Miller Brewing Co., which had a 21% market share in the mid-‘90s, was acquired by SAB in 2002, later formed a joint venture with Molson Coors Brewing Co. to become MillerCoors LLC, and was fully acquired by Molson in 2006. Milwaukee has tried to hold on to what’s left of the Chicago-based brewer’s local footprint as it struggles to adapt to newer industry trends like hard seltzers.

Microbrewers Lakefront Brewery, Sprecher Brewing Co. and Milwaukee Brewing Co. emerged during the rebirth of local brewing in the 1980s and 1990s and paved the way for the city’s growing craft beer landscape, now about 40 breweries strong.

MAJOR GOLF The Greater Milwaukee Open had a decades-long history, including Tiger Woods’ professional debut in 1996. But the PGA Tour event, later named the U.S. Bank Championship, ceased operations after 2009 due to a lack of sponsorship.

Meanwhile, other parts of the region have hosted major championship golf events, starting with the 1998 U.S. Women’s Open at Blackwolf Run and the 2004 PGA Championship at Whistling Straits, both in Sheboygan County. Whistling Straits went on to host the U.S. Senior Open and two more PGA Championships, building a reputation fit for the Ryder Cup, taking place there in September.

Erin Hills was the site of the 2017 U.S. Open and will host the 2025 U.S. Women’s Open, as well as the 2022 U.S. Mid-Amateur Championship with Blue Mound Golf & Country Club. SentryWorld in Stevens Point was recently named host site of the 2023 U.S. Senior Open.

Wisconsin is nationally recognized as a golf destination thanks to the likes of Kohler Co. (which owns Blackwolf Run and Whistling Straits), Erin Hills and newcomer Sand Valley, which has become a major destination in its own right since opening in 2017.

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10. A scension clinic 11. Milwaukee Art Museum 12. A urora Sinai COVID-19 unit nurse Liz LaSelva

11 12

10

CALATRAVA AND LOOMING CULTURAL CHALLENGES

HEALTH SYSTEM CHANGES A lot has changed in the local health care market during the past 25 years, beyond the large number of new or expanded hospitals and clinics that have been built.

Twenty-six years ago, there were a few more players in Milwaukee’s hospital scene, before a wave of consolidation swept the health care industry. In 1995, Columbia and St. Mary’s hospitals in Milwaukee combined forces, forming an entity that, four years later, was folded into the country’s largest Catholic health system, St. Louis-based Ascension. Ascension further expanded its regional reach with its 2016 acquisition of legacy health care system Wheaton Franciscan Healthcare’s southeastern Wisconsin operations.

The consolidation of the Milwaukee-area Catholic health systems allowed Ascension to grow its market share against competitors Aurora Health Care and Froedtert Health. Another big industry shakeup came in 2018, when Milwaukee-based Aurora and Downers Grove, Illinois-based Advocate Health merged to create a $12 billion health system, the 10th largest in the country.

Beyond those high-profile deals, the trend of mergers, acquisitions and increased partnerships among providers has played out throughout the state, with health systems often saying the deals boost efficiencies and quality of care. But in Wisconsin, where health care costs trend higher than the national average, many remain skeptical that patients will see those efficiencies reflected on their medical bill, as industry consolidation has rarely translated to lower costs for consumers.

22 / BizTimes Milwaukee MARCH 29, 2021

The Santiago Calatrava-designed Quadracci Pavilion and Burke Brise Soleil sculpture at the Milwaukee Art Museum quickly became a favorite Milwaukee landmark when they made their debut 20 years ago.

As visually striking today as it was then, the wing-like structure stands as a revitalization symbol of one of the region’s many beloved cultural attractions and a testament to the philanthropic community successfully rallying behind an ambitious project.

Originally planned as a modest addition, the project swelled in size to become a much higher-profile, $125 million undertaking and was supported by a large capital campaign. The facility has since garnered national and international awards and become a major point of pride for the city.

Today, the homes of Milwaukee County’s other cultural attractions – which were largely built in the mid-20th century – are at a critical juncture.

Many are undergoing major capital projects, including the Milwaukee Public Museum, Milwaukee Symphony Orchestra, Marcus Performing Arts Center and Milwaukee County Zoo. With those facilities needs now at an inflection point, the community yet again is being asked to think big and lend its support for these projects that, if done right, could breathe new life into the cultural institutions that make the region distinctive.

COVID-19 The first 12 months of the COVID-19 pandemic have claimed the lives of more than a half-million people in the U.S., brought devastation to many industries and transformation to others, upended learning for an entire school year, and exacerbated already existing disparities in health outcomes along racial and socioeconomic lines.

In the past year, more than 560,000 people have tested positive for the virus in Wisconsin and more than 6,500 people lost their lives to it, a large majority of whom were 70 or older. Stay-at-home orders

forced many businesses to shut down or widely scale back operations. Office workers continued their work from home, while essential workers remained on the front lines to keep the economy running. Political divisions stymied efforts to bring the virus under control, as political leaders debated how to balance public health concerns with their economic effects. Meanwhile, researchers worked at warp speed to bring effective vaccines to the public within nine months of the pandemic’s onset.

It’s hard to predict how long the reverberations of the health and economic crisis will linger once the country emerges from the pandemic. With the vaccines now being distributed more widely, there is optimism that the state is turning a corner, but the road to full recovery is long and many question what a “new normal” will look like in a postCOVID world.

SUMMERFEST EVOLVES In 1999, Summerfest received its designation from the Guinness Book of World Records as the World’s Largest Music Festival. Bo Black, the leader who steered Summerfest to become the largest event of its kind and served as its public face for two decades, departed the organization in 2003, with Don Smiley hired as her successor in 2004.

Since then, millions of dollars have been invested in upgrades to Summerfest’s home, Henry Maier Festival Park, including new stages and amenities.

The highest profile of those capital projects – the park’s $51.3 million American Family Insurance Amphitheater revamp – came to fruition at a less than ideal time. The grand opening of the renovated amphitheater was planned for the 2020 festival, which ended up being canceled due to COVID-19.

Traditionally held as a 10-day festival in late June and early July, Summerfest will make its debut under a new format this year, as the event is held over three weekends in September. With attendance having fallen from a peak of more than 1 million to 766,192 over the past 20 years, it remains to be seen if the year-plus-long lockdown will lead concert goers to flock to the lakefront later this year or if health-related hesitations will dampen turnout.

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over 5,000 business owners to help them stay informed about the ever-changing PPP loans, tax credits and deductions, and stimulus packages. We recently launched our Business Resilience Hub as a resource center providing relevant information to the business community.

SVA Consulting serves a national client base helping business leaders tackle complex business growth and transformation challenges. Businesses rely heavily on information, automation and the underlying technology. Our firm partners with them to advance their capabilities. Our core services are Data Analytics, Security & Compliance, Business Applications, IT Services, and Business Consulting. SVA Life Sciences is the latest addition to SVA Consulting, assisting the fast-growing life sciences industry. They help biopharmaceutical leaders navigate a successful commercialization journey to launch their products.

One of our firm’s main drivers is our commitment to providing all of our clients

with Measurable Results.™ We like to think of this as the universal goal of every service we provide for our clients. When you hire us to perform a service, we want to ensure you get a quantifiable outcome reflecting your goals.

“We are focused on our future with our commitment to developing deeper specializations for employees, onboarding new talent, and creating new service lines as the market demands,” said Baltes. “We are especially proud to be named a Great Place to Work® Certified Company for three straight years.”

Our SVA team looks forward to serving our clients in the ever-changing challenges ahead with proactive advice, exceptional customer service, and thought-provoking ideas. We are genuinely committed to our mission to Serve. People. Better. n

BY JOHN BALTES CEO and Principal baltesj@sva.com

biztimes.com / 23

HARLEY’S RISE AND DECLINE The smooth and distinct roar of a Harley-Davidson engine coupled with the company’s black and orange branding fueled a fanatical fanbase who saw Harley not just as a product but as a lifestyle in the ‘90s. In 1995, Harley-Davidson shipped 105,000 motorcycles. By 2005, Harley more than tripled that figure to 329,000 and shipments peaked the next year at 349,000, plus another 12,460 Buell motorcycles.

The company’s growth persisted into the 2000s until Harley was hit by the Great Recession, reporting $55 million in losses in 2009. Profits rose to $844 million in 2014, but the company has slid 13 ever since.

The U.S. launched retaliatory aluminum and steel tariffs in 2018, prompting Harley to shift some motorcycle production to overseas facilities for hogs sold in European markets.

Then-president Donald Trump told his supporters to boycott Harley following the measure.

Harley has since turned over its entire leadership team and launched The Rewire, a strategic initiative aimed at resetting the company’s operations. Harley has turned its focus on a new genre of motorcycle popularized in Europe with the launch of Pan America touring models. Now Harley must convert the reverence of its diehard fans to riders in new markets to succeed.

QUAD CONSOLIDATES AND GROWS Sussex-based Quad/Graphics Inc. entered the new millennium with an immediate hurdle after its founder Harry Quadracci died unexpectedly.

Harry’s brother Tom Quadracci assumed leadership until 2006 when Harry’s youngest son, Joel, took the reins on the company’s 35th anniversary.

Four years later, Joel Quadracci made a bold move to acquire World Color in a $1.3 billion deal, making Quad the second largest print and integrated media solutions provider in the hemisphere. Quad became a publicly traded company the same year.

The following years were marked by several strategic acquisitions, expanding Quad’s capabilities and its global presence. However, shifting media and advertising trends in the industry pressured Quad to innovate and consolidate – evidenced by the company’s 47 plant closures since 2010.

Wisconsin generally benefited from Quad’s consolidation efforts when it shifted work from closed out-of-state facilities back to the Badger State. In 2018 the company was setting up to acquire Chicago-based LSC Communications in a $1.4 billion deal, but the Department of Justice blocked 24 / BizTimes Milwaukee MARCH 29, 2021

the deal because Quad/Graphics would have dominated the magazine, catalog and book printing markets.

Now Quad must position itself for a new age of content distribution, with thousands of Wisconsin jobs hanging in the balance.

MILWAUKEE TOOL’S GROWTH

13. Milwaukee Tool headquarters

expansion project A shift from corded to cordless tools paired with a focus on innovation catapulted Milwau14. H arley-Davidson ride 14 kee Tool’s revenue from millions to several billions of dollars over the last quarter century. By 2005, Hong Kong-based Techtronic Industries Co. GE HEALTHCARE’S Ltd acquired Milwaukee Tool, kicking off the company’s journey of becoming a disruptive innovator EVOLVING PRESENCE in the industry across multiple tool and accessory In July 1998, Marquette Electronics co-founder categories.

Michael Cudahy contacted Jeffrey Immelt, then Milwaukee Tool would find its stride over the president of GE Medical Systems, to discuss coopnext decade, harnessing lithium-ion battery tech- erating on the development of a cardiology reading nology and launching multiple cordless systems. station for a common customer. By the end of SepMilwaukee Tool grew its local employee base tember, they announced an $808 million deal for from hundreds to thousands, and by 2016, the com- GE to acquire Cudahy’s company. GE Healthcare pany announced plans to expand its Brookfield already had a long and significant history in the reheadquarters by 200,000 square feet. gion, but the deal was one of several moments that Three years of subsequent growth brought altered that presence over the past 25 years.

Milwaukee Tool to $3.7 billion in sales in 2018.

GE itself held its annual meeting at the WaukeThe same year, TTI chief executive officer Joe sha County Expo Center in 2002, and the compaGalli Jr. told investors to expect 20% growth each ny has thousands of employees in the state. In the year for the next three years, a pace that would mid-2000s GE Healthcare made a significant inbring Milwaukee Tool’s revenue near $6.5 billion vestment in facilities in Wauwatosa, but its headby the end of 2021. quarters also shifted to London. Years later, the HQ Milwaukee Tool has grown 23% annually on av- returned to the U.S., but to Chicago, not Wisconsin. erage for five years and is now building an 120,000 More recently, the company announced plans square-foot technology center in Menomonee Falls to shift thousands of jobs to Wauwatosa and West as part of a second corporate campus that could Milwaukee as part of a $50 million investment. Its eventually reach 2.5 million square feet. Few in the Waukesha campus near I-94 has been listed for region have captured a cultural shift as expertly as sale, opening new possibilities for the site. GE’s WisMilwaukee Tool, which has served as an example consin presence may have evolved over the years, of what Wisconsin manufacturers will need to do but its future will also significantly shape the directo compete globally. tion of multiple communities in the region. n

SPONSORED CONTENT

BY JIM SCHWALEN

Senior Vice President – Personal Lines and Marketing

West Bend Mutual Insurance Company thesilverlining.com (262) 334-5571

THE STORY OF WEST BEND MUTUAL INSURANCE COMPANY starts with a mission to help others. That mission was born back in 1894 when 38 West Bend businessmen needed to help each other. After a fire destroyed an entire commercial block, these men united to build West Bend Mutual Fire Insurance Company. Even then, they began to see that something good could come from something bad.

We soon learned that helping our independent insurance agents, and establishing trust, is paramount to success. For nearly 127 years, West Bend has earned a reputation in the industry for building and nurturing strong relationships with agents through personal contact, responsible actions, and a genuine concern for our valued partners. Today more than 1,500 independent insurance agencies across 13 states represent West Bend.

Our associates develop and nurture strong relationships by providing them with fast and fair claim service and thorough underwriting and loss prevention services. Inspecting storm damage on a weekend, calmly walking a nervous claimant through the claims process, or making sure an urgent overnight delivery gets out on time. All of it done while responding to their needs quickly,

empathetically, and ethically.

The spirit of helping others is alive and well today. West Bend associates continually rise to the challenge. Whether it’s pounding nails at a Habitat home, selling baked goods for Relay for Life, or collecting money and gifts for local families in need during the holidays, help is always given with a smile, with pride, and with a strong desire to make things better.

The West Bend Mutual Insurance Company Charitable Fund, established in 1995, focuses on programs that support the arts, strengthen children and families, protect the environment, and enrich community life, primarily in Southeast Wisconsin.

Since then, more than $13 million in grants have been awarded.

Today, nearly 127 years after its founders brought their mission to fruition, West Bend Mutual Insurance is still helping people. It will continue to be the story of a company that grows with purpose, where decisions are always predicated on doing what’s best for our customers and associates. It will continue to be the story of a company with a simple desire to help our customers through problems and adversity; to make sure positives come from negative situations; to step up when they need us. To do the right thing. n biztimes.com / 25

STORY COVER

BIG IDEAS

FOR M I LWA U K E E ’ S F U T U R E

W

hen we set out to plan for the 25th anniversary issue of BizTimes Milwaukee, we knew we wanted it to be forward-looking and we didn’t want it to focus too much on us and the past. Sure, it is nice to reflect on the growth of BizTimes over the past 25 years, but it is more important to help move our region forward. So, we asked business leaders from around the community

to share their vision for Milwaukee and southeastern Wisconsin’s future. Specifically, we asked them to look ahead at the next 25 years and come up with their “big, hairy, audacious goal” or “BHAG” for Milwaukee and the region. We hope the goals described below inspire you to dream big about the future of Milwaukee. Of course, explaining an ambitious goal in just 100 to 200 words is a challenge, so we’re posting full versions of these goals at biztimes.com/bigideas.

26 / BizTimes Milwaukee MARCH 29, 2021

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CHIEF IDEA OFFICER, CO-FOUNDER, NEWAUKEE

CREATE A DEPARTMENT OF TRANSFORMATION

Milwaukee needs notable work. One idea will not resolve the city’s problems; however, if that one idea turned into numerous projects that lead to innovation, behavior change, and saving money, Milwaukee would be set up for a culture shift.

Milwaukee needs a Department of Transformation to solve problems and uncover inefficiencies while also working to improve systems, inspire innovation across sectors, and evaluate outdated projects and procedures.

The Department of Transformation could develop private-public partnerships to build a new economy, design a better, more equitable city, and paint a future vision.

It’s no one’s job right now to seek national alternative resources, reassess legacy solutions that no longer work, or create new approaches to solving problems that have hampered our ability to grow as a city.

Austin Ramirez CEO, HUSCO INTERNATIONAL

HAVE THE HIGHEST PERFORMING SCHOOLS IN THE NATION

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Jeremy Fojut

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We need a bold new commitment to urban education: Our city will have the highest performing schools in the nation.

Milwaukee has invested significant time, work and resources to improve our schools.

We’ve achieved bright spots worth celebrating, but access to great schools here still falls largely along lines of race and income.

Too often, we focus on the persistent trouble spots that keep us below state and national performance averages. This approach implies getting to “average” is the extent of our ambition. Milwaukee’s kids deserve “exceptional.”

Some will say this just isn’t possible. After decades without meaningful progress, it’s tempting to concede the problem as an unavoidable reality of life in a big city. Fortunately, evidence from other cities – Denver, Indianapolis, New Orleans, Washington D.C. and Chicago – prove otherwise, and provide a roadmap.

Milwaukee can accomplish this goal. We need only the political will to do it. This is no time for Midwestern humility or “Milwaukee nice.” We must aim high and do whatever it takes to get there.

Educational opportunity is the birthright of every Milwaukee child. It’s our moral obligation to provide it, and it’s necessary to secure the future of our city.

There is a growing coalition built around this vision for Milwaukee’s future, including parents, educators, and leaders from across our city’s many communities. Join us at cityforwardcollective.org.

Jeff Morin PRESIDENT, MILWAUKEE INSTITUTE OF ART & DESIGN

INCREASING DIVERSITY OF FACULTY IN HIGHER EDUCATION Diversifying higher education has been a long-standing challenge not only in Wisconsin but nationwide. Nearly three-quarters of faculty at colleges and universities nationwide are white, which often doesn’t reflect the diversity of students on those campuses. Diversifying faculty isn’t simply about increasing numbers of BIPOC faculty. It’s about fostering a culture of equity and inclusion and changing the ecosystems and policies that have created systemic inequities in higher education.

In art and design education, gaining the two to three years of teaching experience needed to be considered for full-time faculty positions is often a barrier.

At the Milwaukee Institute of Art & Design, the college is taking a different approach to recruiting faculty by addressing this barrier through partnering with the Association of Independent Colleges of Art and Design Post-Graduate Teaching Fellows program.

The AICAD Fellows program matches high-achieving master’s degree recipients from underrepresented populations with college-level teaching positions.

During the one-year fellowships, colleges provide mentors for each fellow. With the experiences gained, fellows become eligible to apply for full-time faculty positions either at MIAD or other art and design colleges nationwide. In fall 2020, MIAD hired four AICAD fellows, and was one of only two art and design colleges nationwide hiring new fellows. biztimes.com / 27

STORY COVER

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the average number to 25 within five years. The large organizations should assign some of their best and brightest to help the owners of these businesses with access to markets, capital and skilled employees so they can provide jobs to their neighbors.

PUBLIC-PRIVATE PARTNERSHIPS ON TALENT AND INFRASTRUCTURE DEVELOPMENT

Frank Cumberbatch VICE PRESIDENT FOR ENGAGEMENT, BADER PHILANTHROPIES

A MILWAUKEE RESET Every disaster, be it war, depression or pandemic, presents an opportunity for a reset. This pandemic is no exception. It has resulted in thousands of businesses closing forever and many lives destroyed. It has also laid bare the size of the inequity between those who have and those who don’t in this city. However, it has also presented us with the opportunity for Milwaukee to let go of its past and begin again.

MINORITY BUSINESS GROWTH Most of the minority-owned businesses in Milwaukee have less than three employees and no strategy for growth. Milwaukee’s large corporations and institutions should “adopt” these businesses and work closely with them to move

Ian Abston DIRECTOR, HOAN GROUP

PITCH MILWAUKEE, MADISON AND CHICAGO AS A POWER TRIANGLE Thirteen million people live in the Power Triangle of Milwaukee-Madison-Chicago, and we need to make a pitch to top talent around the globe to join us.

Leveraging the resources of each of the three cities collectively, the world needs to know we have everything they need for their future within a 150-mile radius. Our three cities need to work together to define our collective future. This means businesses collaborating on remote workers, governments working together to find world-class solutions to transportation and policy issues, schools and universities shar28 / BizTimes Milwaukee MARCH 29, 2021

Corporations, unions, contractors and Milwaukee area school systems should join forces to create the most robust apprenticeship program this country has ever seen. This will expose young people to 21st century careers and inspire them to discover their passion and give them the confidence to turn their passion into a career.

Create a broadband cooperative – managed and operated by low-income individuals who are trained and mentored by the best engineers available – to build and operate a gigabit network infrastructure and a state-of-the-art data center, located in Century City, to provide affordable high-speed broadband to every household in the city of Milwaukee and internet access and data storage to small businesses throughout Wisconsin.

REBUILD BLACK FAMILIES If the state of Wisconsin does not find a way for African Americans to have the opportunity to clear their criminal records, gain 21st century skills and get access to an abundance of family supporting jobs, this city will never come close to its full potential. I will leave the how to the politicians.

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ing their top teachers to provide the best virtual learning environments, and tourism working together on joint advertising campaigns.

It’s time we stop operating within the confines of our own imaginary state and county lines and start believing like we belong on the world stage.

Dr. Eve Hall PRESIDENT AND CHIEF EXECUTIVE OFFICER, MILWAUKEE URBAN LEAGUE

DEVELOP A REGIONAL TRANSPORTATION SYSTEM For the next 25 years, Milwaukee Urban League’s big idea is proposing that southeastern Wisconsin develop a regional transportation system. We believe having a metro/train rail system will increase residents’ ability to travel within, especially for employment reasons, the state of Wisconsin.

Since Wisconsin, especially Milwaukee, has recently been exploring ways to keep the city and state current with constant re-developing of tourist attractions and living accommodations, we realize public transportation also serves as a barrier. The city of Milwaukee’s transit system mainly consists of buses, which although helpful to residents, does not reach all surrounding Milwaukee counties.

Milwaukee’s newest transportation streetcar, The Hop, is a decent start, but it is extremely limited to one area of the city and does not serve the greater needs of residents.

Similar to other states like Illinois, New York, and Georgia, Wisconsin developing affordable regional transportation would alleviate the problem of lack of access to jobs around the state, and it would simply create better socioeconomic opportunities for all Wisconsinites. Through a regional transportation system, our tendency to be isolated and racially segregated, especially beyond the boundaries of Milwaukee, can finally be broken. It can encourage new opportunities for us to work and play together in an environment of respect and understanding of how our commonalities outweigh the differences in wanting access to quality of life.

August Ball FOUNDER, CHIEF EXECUTIVE OFFICER, CREAM CITY CONSERVATION CORPS., CREAM CITY CONSERVATION & CONSULTING

MAKE MILWAUKEE THE ENVIRONMENTAL COMEBACK KID My BHAG is 50% of the environmental industry will be led by BIPOC (Black, Indigenous and people of color) people, including philanthropic, governmental, and NGOs. This will include board, executive leadership and staff representation at all levels by 2045.

8 Benjamin Juarez FOUNDER, CREAM CITY CODERS

ESTABLISH THE MILWAUKEE VISIONS ACADEMY A product of Milwaukee’s neighborhoods and its universities’ STEAM-based departments, the Milwaukee Visions Academy (MVA) would be a non-academic, nonprofit STEAM academy for gifted students from Milwaukee’s low-income neighborhoods, where housing and meals are included, making it easier for students to focus on their project-based learning.

The 300-student academy would be populated by individuals that are recommended by their school’s teachers and/or guidance counselors.

Local, state, and/or federal academic standards would be ignored, focusing all attention on the students’ learning and need for exploration. (But) a portion of the teaching would be focused on material that would help students acquire their GED. A high school diploma would not be necessary, as they would be placed in a STEAM pipeline that would guarantee them a place in one of the partner universities.

Most teaching would involve hands-on, project-based learning in software engineering, robotics, physics, electronics and design.

One of the top goals for the creation of the MVA would be to rigorously prepare underserved students in order to bring their perspectives and creativity into the technology arena. If successful, this would lead to greater diversification of local companies’ tech teams and leadership.

Why this goal? The environmental industry employs under 20% BIPOC people, paling in comparison to the tech industry that employs 40%.

According to Brookings, the racial demographics of the U.S. by 2045 will be 50.3% non-white.

And BIPOC and low-income communities have the most first-hand experience with environmental hazards and climate change impacts.

A more basic goal is to change the face of environmentalism by fostering a critical mass of environmentalists of color through workforce program pathways that serve a dual purpose of addressing underfunded maintenance of public green space.

Joel Quadracci CHAIRMAN, PRESIDENT AND CHIEF EXECUTIVE OFFICER, QUAD/GRAPHICS INC.

EMPLOYERS INVESTING IN EMPLOYMENT OPPORTUNITY EQUITY Our big idea for Milwaukee is unity through employment opportunity equity. Now. Among all employers.

Milwaukee continues to face significant racial disparities that not only divide the community and stymie our region’s economic potential, but limit career opportunities for Black and brown people.

What we know in our hearts and what our neighbors experience every day is borne out by the facts.

For change to occur, we must create employment opportunity equity through serious investments in targeted programs for underrepresented neighborhoods that are teeming with talent but have little to no employment opportunities. This means finding creative ways to connect people to jobs through education, job and life-skills training,

10 Lisa Reardon CHIEF EXECUTIVE OFFICER AND CHAIRMAN, OWNERSEDGE

CREATE A VIBRANT WATER TRAIL In 25 years, my vision is for downtown Milwaukee to become a premier destination for

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and transportation.

Milwaukee is fortunate to have many organizations doing meaningful work to employ people. The desire is there. The jobs are there. We just need to use our resources to connect the dots. This includes funding apprenticeship and internship programs in parts of Milwaukee that desperately need access to local jobs and the skills to fill them.

As an employer, we have the responsibility to do more than just employ people. We can change the trajectory of our entire community and tap the untapped potential of a more inclusive workforce.

living, working and playing. I think it’s possible by harnessing the natural beauty and power of the Milwaukee River and its tributaries and Lake Michigan. Those amazing bodies of water really define us, so I’d like to see a strategic vision and plan for how they can be turned into true features that distinguish us from all other U.S. cities and draw residents, visitors, tourists, corporate headquarters and world leaders to Milwaukee.

I envision a city that’s centered around the river and lake. The river and lake become a vibrant commuter and tourism transportation hub that connects the city from the north side to the south side and from the east to American Family Field. It’s a water system that’s easily available for everyone to access and use. A series of docks allow water taxies to carry people from their house, condo or apartment to their employer. After work, the taxi takes you to dinner and then back home. By creating a “water trail” and enhancing it with more green space, playgrounds, restaurants, hotels and entertainment venues, we can make the river and Lake Michigan destinations for all. biztimes.com / 29

STORY COVER

11 Julia Taylor PRESIDENT, GREATER MILWAUKEE COMMITTEE

A CALL TO ACTION FOR MILWAUKEE NOW FOR 2046

Denise Thomas PRESIDENT AND OWNER, THE EFFECTIVE COMMUNICATION COACH

In 2046, systems will be more complex, and life will be more straightforward. The pandemic will cast a long shadow for years. We will be nearing the end of the fourth industrial revolution – the digital fusion of the physical, digital and biological worlds driven by AI. As AI becomes predominant, the ability to monitor and regulate it will be a significant issue over the next few decades. If we build AI on our current human biases we will make the struggle for equity more complex and challenging.

My big idea is a call to action for Milwaukee to address our racial equity issues head on now.

We commit to change the policies, practices and systems that created the worst place to live in the country for people of color and figure out why systemic racism is so persistent in Milwaukee. We become clearly intentional as a community in how we invest for transformative change.

If we do this, the next two decades will see significant progress in racial and gender equity, including stronger educational outcomes, higher incomes, business and homeownership, and neighborhood integration.

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DEVELOP A RESIDENT ATTRACTION PLAN FOR MILWAUKEE Over the past three years, it has become rejuvenating to see the Milwaukee skyline filled with cranes, newly developed high-rise buildings and even a new sports/entertainment arena (Go Bucks!). This representation of growth and development provides Milwaukeeans a sense of confidence that our city is moving in the right direction.

I believe that the same influencers, power brokers and developers that spearheaded this much-needed makeover could also combine their innovative minds with the unsung heroes of Milwaukee to develop a resident attraction plan.

Residents will not even consider moving into a suburb or out of Milwaukee in order to align with their current family status. Milwaukee will

30 / BizTimes Milwaukee MARCH 29, 2021

become the most desired “go-to city” in the Midwest, bringing about national recognition of being one of the top five cities in the United States to reside. Milwaukee will be on the receiving end of diverse people packing their possessions and eagerly relocating to Milwaukee to experience thriving lifestyles. Milwaukee will no longer be a hidden secret but a city that ensures existing and new residents feel connected and valued to everything the city has built over the past three years and beyond.

13 Matt Rinka PARTNER, RINKA

DEVELOP MORE USES FOR FESTIVAL GROUNDS While we advocate for the preservation of the mostly passive parkland on our lakefront, our big, hairy, audacious idea is to convert/reclaim the Henry Maier Festival Park grounds (currently only utilized a fraction of the year and a dead zone for the rest) into a new, active mixed-use live/work/play neighborhood. This would be accomplished by providing unrestricted water access to the public via boardwalks and piers, denser residential developments offering a range of dwelling options for people of all economic means, hotels, destinational retail and restaurants that cater to all pay scales, and civic structures and attractions that can continue to host the festivals that we all love.

The combination of festivals occurring within a neighborhood that can generate excitement and activity year-round will transform our lakefront into a new, engaging heart of our city while connecting local commerce, recreation and tourism.

If done right, this could become a regional example of conscientious coastal waterway development. Again, to be clear, this is not a proposal that Summerfest and subsequent annual festivals should cease to occur, rather creatively develop the festival grounds to support more than an annual event that requires an admission fee.

Crystal Miller PRESIDENT, FRONTIDA ASSISTED LIVING

THE BURDEN OF CARING SHOULD FALL ON ALL OF US On Aug. 23-26, 2020, the city that I love, Kenosha, Wisconsin, was ravaged by riots and civil unrest. The days of that week, I experienced the greatest joy watching the people of Kenosha come together to serve others. It wasn’t the government that was there to solve the challenge, it was the people.

My BHAG for our region is that the burden of caring for each other would naturally fall on the shoulders of each of us as we think about and interact with our fellow humans.

What will this look like? The people of our community shouldering the weight of the needs of the people of the community. Our citizens readily accepting and promoting the question

15 Lisa Caesar

CHIEF OPERATING OFFICER, NŌ STUDIOS

LEVERAGE NEW MEDIA TO ADVANCE THE ARTISTRY OF MKE CREATIVES Wisconsin is well positioned to exploit emerging new media, including social media and portable immersive experiences (i.e., podcasts, audio books, VOD streaming applications, etc.). The excellent regional higher education system supplies a network of skilled media experts and production technicians, and Wisconsin is home to a talented stable of musicians, filmmakers, visual artists, writers, dancers

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Mike Anderes PRESIDENT AND CEO OF INCEPTION HEALTH, THE INNOVATION ARM OF THE FROEDTERT & MEDICAL COLLEGE OF WISCONSIN HEALTH NETWORK

“What can I do to help?” instead of “When will they do something?”

How will we accomplish this? Cooperation by faith-based and nonprofit organizations, businesses, educational institutions and government agencies knitting themselves together with the goal of supporting people in the mission. Leaders in our community casting vision for the people being the answer. Citizens who are committed to both readily look for challenges to solve and the willingness to ask for help when they need it.

BUILD A HEALTH OPERATING SYSTEM FOR THE REGION Let’s target a goal to radically increase life expectancy and the daily quality of that life in southeastern Wisconsin. In order to achieve such a lofty goal, we should build a health operating system that is: 1. Founded on the true health influencers: Health outcomes are most correlated with individual behaviors, social and economic factors, environmental factors, genetics and personal preferences.

2. Deeply personalized: We each need a way to assess, understand, and be supported in improving the unique factors that are detrimental, or enhancements, to our health.

3. Self-service: We should strive for individual empowerment everywhere possible.

4. Partnership based: It will take a partnership of organizations that can come together on a shared platform through transparency, universal access, trust and security.

and other creatives offering fresh perspectives that have been underexplored. These assets can be organized to satisfy consumers that, increasingly, crave authentic content reflecting their lived experience.

Harnessing Milwaukee’s rich history as a production hub, NŌ Studios is embracing new media as a vehicle to advance the artistry of Milwaukee creatives. We have invested in upgrades to our production capacity and e-production expertise to further this ambition. In addition, we have formed partnerships with like-minded organizations with national and international footprints so that our platform can bridge Milwaukee creatives to a broader audience.

It is now possible to mitigate the inherent bias resulting from media consolidation through the reimagining of production techniques and distribution channels that break down barriers to entry. And with this, the tools are available to satisfy an audience that increasingly demands to see themselves reflected in the content that they are consuming. Wisconsin can play a leading role in the new media industry and, in doing so, support communities that have not had equal participation on traditional media platforms.

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Such a platform will serve to help individuals in our community understand their own health and take charge to improve it in meaningful ways through the thousands of organizations in our community ready to support them.

Not just a job, a lifestyle.

Our great employees make Inpro a Top Workplace.

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STORY COVER

Tom Fotsch

Nancy Hernandez

CHIEF OPERATING OFFICER, EMBEDTEK

PRESIDENT, HISPANIC COLLABORATIVE

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John W. Daniels IV

CHIEF EXECUTIVE OFFICER, PONTEM

BUILD A THINK TANK TO SUPPORT YOUNG ENTREPRENEURS

I may have time to dream big since I’m only 12, but I don’t want to wait. If I could fast forward to being almost 40, my “40 Under 40” story would describe a young kid who was relentless not only for his own success but more importantly success for others. One of my “now” dream-goals is building “Big Kids Business,” a think tank that builds a bridge across younger entrepreneurs to learn from, invest in and support each other. I always hear people say “that’s grown folks business,” and ™ I think there should be a platform of exposure and investment to an emerging generation of for Ultima®entrepreneurs Health Zoneto™beand encouraged to think big ® Fine ™ Ceilings about whatFissured inspires them.

So, in 25 years, I School Zone dream of a next gen of Big Kids Business, for Gen Alpha and beyond, with a community that supports them, and an established investment pool to grow more BHAGs.

BUSINESS LEADERS WORK TOWARD A ‘COLORBLIND’ COMMUNITY

CLOSE THE COLLEGE DEGREE GAP In the U.S. today, 32% of the population has attained at least a bachelor’s degree. If you are white, your cohort bumps to 33.5%. Bachelor’s degrees are important to both individuals and society. Compared with non-college graduates, individuals who hold a bachelor’s degree have higher lifetime earnings, lower odds of unemployment and better health outcomes.

It is one of the most effective tools to combat poverty and to improve the living standards of a population.

So, if I am asked whether I hope for the Latino population’s educational attainment to be on par with our white counterparts, my response is a resounding “heck yeah!” Closing the disparity between the proportion of whites and Latinos with a college degree (20 percentage points) would mean an additional 15,000 Hispanic college graduates in Milwaukee County alone. It would also mean that Milwaukee would lead the nation for the highest percentage of college-educated Latinos. This is a laudable big, hairy, audacious goal that I’m hoping doesn’t take a quarter-century to attain. We just don’t have that kind of time.

If there was ever an issue that we could throw money at and actually get great results, this one is it. Hispanics are currently 25% of our K-12 universe. Soon enough, Hispanic students will be close to 40% of the K-12 pipeline. The question for us is, are they college bound?

I believe that Milwaukee has potential, but unless we deal with the social/economic disparity in our community, we will never meet our potential. My BHAG for Greater Milwaukee is that we are “colorblind”: There is no difference between the Third Ward, near north side, near west side, Mequon, south side, Hales Corners, Hartland, etc. It does not make a difference if you are brown, white, Black, male, female, gay, straight, transgender, etc. Everyone has the same opportunity for a world-class education and career. What individuals do with that opportunity is up to them.

Our local government officials have tried for decades to make a difference. I think that they, for the most part, want to make a positive difference. Unfortunately, the situation frankly hasn’t changed. To make this happen I believe we need business leaders, working with all other resources (churches, community organizations, foundations, government, etc.) in the community, to demand and make the lasting change for Milwaukee. Anything less than complete success needs to be viewed as failure.

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James Barry III PRESIDENT, THE BARRY COMPANY

MILWAUKEE FULLY IMPLEMENTS ITS COMPREHENSIVE PLAN My aspirational goal for the Milwaukee region for the next 25 years would be for the city of Milwaukee to fully implement its Comprehensive City Plan throughout all of Milwaukee.

We have seen the success of this planning process during the past 25 years: Areas of Milwaukee that had been in decline and were facing significant challenges were transformed by a methodical, strategic approach to economic development involving highest and best property uses, infrastructure improvements

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and inspirational catalytic projects.

All of this is crucial to having an economically viable city for the next 25 years, but we should build upon this successful planning process to implement successful economic development planning in all areas of the city.

As the city’s comprehensive plan shows, every area of Milwaukee has strong potential for robust economic development if the proper planning steps are implemented. The past success of the city’s planning process portends future success in neighborhoods that have not yet fully partaken in the revitalization that has occurred downtown and in areas adjacent to downtown. A renewed focus on the potential for these areas of Milwaukee should be a priority of city government, as well as the Milwaukee business community, during the next 25 years.

Oby Nwabuzor FOUNDER, ENVISION GROWTH

DEVELOP THRIVING ECOSYSTEMS The 2020 County Health Rankings rank Milwaukee County at 71 out of 72 counties in the state of Wisconsin. When we take into consideration the city of Milwaukee that lies within the county, it paints a pretty clear picture as to why the ranking is what it is. The city of Milwaukee continues to face challenges like many other disproportionately underserved cities

around the nation. As stated by the Robert Wood Johnson Foundation, “due to various manifestations of structural racism, including redlining and discriminatory hiring practices, families of color are disproportionately represented among households of lower income and in neighborhoods segregated from economic opportunities, quality goods, and services.”

As a native of the city of Milwaukee, I believe the answer to these challenges lies in collective ownership, belonging and civic pride and, through that, creating an ecosystem that embodies all the social necessities to live an equitable life.

We must develop what doesn’t exist in every community in the city: access to healthy options, housing, gainful employment, quality of care, vocational training and social integration. To fulfill this will be a result of the voices of constituents at business tables that stand to profit from being in their communities. Consider a Brookings Institution report that states “reducing the costs of living for lower income families by just 1% would add up to over $6.5 billion in new spending power for these families. This would enable lower and modest-income families to save for, and invest in, incoming-growing assets, like homes and retirement savings, or to pay for critical expenses for their children, like education and health care.”

biztimes.com / 33

STORY COVER

22 Mark Fairbanks CO-FOUNDER AND EXECUTIVE DIRECTOR, ISLANDS OF BRILLIANCE

ESTABLISH THE BRILLIANT RESEARCH LAB FOR NEURODIVERSE CREATIVITY Neurodiversity as a competitive advantage has begun to receive more attention, in large part due to autism hiring initiatives by companies like Microsoft

and JPMorgan Chase. These companies have focused on hiring individuals living with autism in skilled tech positions, namely Q+A and coding. While these efforts are laudable and noteworthy, the conversation is often narrowly focused on rote skills and pattern recognition as it applies to tech. Our experience at Islands of Brilliance is that the talent and skill of this uniquely abled community is far broader, and opportunities around divergent thinking, innovation and creativity are being overlooked.

Islands of Brilliance has begun a collaboration with Dr. Nathaniel Stern, Dr. Celeste Campos-Castillo and Dr. Ilya Avdeev at the University of Wisconsin-Milwaukee to establish the Brilliant Research Lab for Neurodiverse Creativity. This partnership will focus on yielding empirical insights into how creativity can serve as a vehicle for preparing individuals on the spectrum for the workforce, while at the same time preparing workplaces for people living with autism. Our long-term goal is to become an international hub for modeling, studying, publishing and scaling models of innovative workforce development and welcoming work environments specifically for people living with autism.

Katherine Gehl

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CO-FOUNDER OF DEMOCRACY FOUND, FORMER CEO OF GEHL FOODS

INSTITUTE FINALFIVE VOTING IN WISCONSIN In 2020, I wrote in Harvard Business Review that: “There is no greater threat to American economic competitiveness and social progress — no greater threat to the combination of free-market economies and liberal democracies that has delivered more human advancements than any other system—than our passive acceptance of a failed political system. Business leaders would not tolerate such performance in any of their organizations. Rather, they would diagnose the problem, design a solution, take action, and fix it.”

The big idea is that it doesn’t have to be this way, and Wisconsin can lead the way to a better Congress.

Business leaders from across the political spectrum and across Wisconsin have come together to support Final-Five Voting to do just that. This electoral system eliminates our party primaries in favor of a single-ballot primary where the top-five finishers advance to the general election and uses instant runoff voting in the general election.

My goal is for Wisconsin to be a leader and pave the way for this kind of political innovation in states across the country.

A functional, representative and accountable democracy is essential. It allows all the other big ideas we care about to thrive. Delivering on the promise of electoral innovation is the big idea.

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34 / BizTimes Milwaukee MARCH 29, 2021

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Tim Sheehy PRESIDENT, METROPOLITAN MILWAUKEE ASSOCIATION OF COMMERCE

LET’S DOUBLE DOWN ON OUR GREATEST ASSET: OUR PEOPLE To ensure our future, the big idea is to double down on our greatest asset: our citizens.

The biggest challenge we face for the foreseeable future is not which industries will call the region home, what tax policy we develop or which incentive tools we embrace. It is to solve for the biggest need we hear from employers: to develop educated and skilled lifelong learners whose talents drive our growth and innovation.

Nowhere is this opportunity more starkly represented than in the growing and diverse pool of talent across the city. This is the next generation of our workforce. But with only 8% of the city’s students graduating from high school and going on to obtain a two-

or four-year degree, this is a drag on their prosperity and on our capability to sail forward. This is where our big ideas must focus. Ideas executed to include an equitable, parent-driven K-12 system of schools, with clear pathways from career awareness to career connections for students. We need to put more of our citizens in a position to gain from, and fuel, our prospects for growth.

The business community, as a shareholder and stakeholder, must stay engaged in helping address what is not only the big idea. It is the big answer.

Advertise in these upcoming special reports to get your message in front of area business executives.

Todd McLees PRINCIPAL, FULL CIRCLE INNOVATION

TRAINING FOR DIGITAL, DATA AND HUMAN SKILLS In 1990, if you learned a new technical skill, the half-life of that skill’s value was 26 years. Today, that value erodes far faster.

When we teach new technical skills today, they have a half-life of 18 months to five years.

Facts like that one and other accelerations related to industries, innovation and societal change indicate that we must create a talent engine that is far more adaptive than the system we have in place today.

Our generational imperative is to create collaborative innovations designed to create human-centric, adaptive networks that train digital and data skills, other career-based skills and human skills. These are the

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high-cognitive and socio-emotional skills that are highly valued today and for which there is no depreciating halflife. Human skills appreciate, in part, because they enable individuals to learn other new skills more quickly.

No training or education we provide today will satisfy the needs they will encounter during that career, except the ability to learn how to learn and recognize that human beings’ sense of purpose will continually increase in importance in the years to come.

CONGRATULATIONS BIZTIMES ON YOUR 25TH ANNIVERSARY! WE JOIN YOU IN CELEBRATING OUR 25TH ANNIVERSARY AS WELL.

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Special Report WEALTH MANAGEMENT

How to navigate market volatility

BY STACY VOGEL DAVIS, for BizTimes Milwaukee STOP ME IF YOU’VE HEARD THIS ONE: A global health crisis, shifting politics and social unrest have wreaked havoc on the stock market. That same health crisis has kept people home for an entire year, causing them to spend more time watching the news and browsing social media. Meanwhile, apps make it easy to trade online and trading fees have evaporated. Throw in some extra cash in the form of stimulus payments, and you have the makings of a wild ride.

The truth is, none of us has seen this scenario before, said Michael Antonelli, managing director and market strategist of Milwaukee-based Robert W. Baird & Co.’s private wealth division. The market is more accessible than ever but also more volatile than ever.

“It’s easy to get into trouble when you’re in waters that you don’t understand how to swim in,” he said.

GameStop is the latest and flashiest example of a “meme stock,” when a stock catches fire on social media and starts building off its own hype. Other companies caught up in the craze are AMC Entertainment Holdings, whose revenue plummeted during the pandemic as people stayed away from movie theaters, and Milwaukee-based 36 / BizTimes Milwaukee MARCH 29, 2021

headphone maker Koss Corp.

Experts say if you want to jump on the “meme stock” bandwagon, or just try your hand at self-directed trading, you should know your appetite for risk, create clearly defined goals and work with your financial adviser to determine how retail trading can fit into a well-rounded financial plan.

The GameStop craze started on Reddit, a social media platform, as retail traders using the Robinhood app drove the stock price up to squeeze hedge funds that were short selling it. As the stock soared, more traders jumped on the bandwagon, driving the price even higher. The price crashed after Robinhood restricted GameStop trading but started climbing again a few weeks later.

Much of the motivation for these bandwagons is “FOMO”: Fear of Missing Out, Antonelli said.

“It’s really hard to watch other people get rich and not want to join in, especially in this version of the world where throwing money at something requires pushing a button on a phone,” he wrote recently on his blog, Bull & Baird. “Magnify that by the fact that we are ensconced in a 24-hour social media cocoon where people flaunt their ‘gainz’ like they are Cortez who just discovered the New World.”

But when your co-worker tells you he made $11,000 in two days by investing in GameStop, keep in mind that he probably isn’t telling you about the times he bets big and loses, said Jeremy Pawlak, a Milwaukee-based financial adviser with The Pawlak Prochnow Group.

“We’re all victims to our own sets of personal biases,” he said. “The appetite for upside volatility is not equal to our appetite for downside volatility.”

Whether it’s trendy stocks like marijuana-based businesses, IPOs like Roblox and Bumble, or cryptocurrency like Bitcoin, the media feeds into the frenzy.

“It literally is like going to Vegas with bells and whistles and alarms and cheering and clapping,” said Julie Ellenbecker-Lipsky, president and senior wealth adviser at Ellenbecker Investment Group Inc., Pewaukee. “That is not sound financial management. It’s entertainment.”

Not that there’s anything wrong with going to Vegas, if you can afford to and know your limits, she added.

“It’s fun for some clients,” she said. “But with any kind of gambling, you have to be willing to weather the loss. You don’t gamble everything you have.”

Put another way, a financial plan is like a baseball game, she said. Speculative investments are like swinging for the fences – sometimes you hit a home run, but you often strike out. You also need reliable base hitters and benchwarmers – and don’t forget about coaches.

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Special Report

“Whatever amount you want to trade on your own, and you want to try to follow trends and fads, that has to be an amount you’re willing to strike out on,” she said.

If you still want to swing for the fences, here is some advice from local financial advisers:

Know your tolerance for risk.

“The most important thing to keep in mind is the risk you’re willing to take,” Ellenbecker-Lipsky said. “If you’re going to buy more speculative investments, you want to make sure you’re willing to experience volatility and potentially lose it all.”

“You have to also be willing to keep your emotions in check,” she added. “Emotions are probably one of the biggest risks when it comes to investing.”

If you can’t stomach that, playing the market might not be for you.

Do your research and form a plan.

“The first thing an investor needs to do is determine whether they’re speculating or whether they’re investing,” Antonelli said.

Speculating is using a sum of money to bet on short-term movements – anywhere from a day to a year – while investing is a long-term process where

you’re building a strategy to reach a goal, he said.

“I don’t know if a lot of people who are looking to gain something (from trending stocks) are saying, ‘I’m going to make a long-term portfolio out of this,’” he said.

Keep in mind the tax implications, Pawlak said.

If you hold an investment for less than a year, you will be taxed on the gains at your ordinary income rate. If you sell after more than a year, you pay the lower capital gains rate.

It’s also important to know the difference between a market order, which places an order for a stock and pays the next available price, and a limit order, which sets a maximum amount you are willing to pay, Pawlak said.

“When the market is really volatile like it has been, you may be paying a lot more than what you see on the screen,” he said.

Make sure you set parameters for selling the stock as well.

“A lot of people make the mistake of buying something without a good plan for how to get out of it,” Pawlak said.

Don’t forget to coordinate the trading account with your estate plan so it goes to the right beneficiaries if something happens to you, Ellenbecker-Lipsky said.

“You don’t want to have this side account that is not going to pass the way you want it to pass,” she said.

Work with your adviser.

While the advisers don’t encourage clients to trade on their own, they said they can help clients set up a trading account and fit it into their financial plans.

“We set them up in a way that we can view what they’re doing and walk them through the process the first couple of times,” Pawlak said.

It’s important to disclose your trading to your adviser so if you’re taking a lot of risk, your adviser can develop a core plan that minimizes risk in other investments, Ellenbecker-Lipsky said.

“An adviser can still be helpful for you if they understand what your goals are, and you can use them as a sounding board,” she said.

An adviser can help you stick to your plan when your emotions start getting the better of you, Antonelli said.

“Build some guardrails around yourself such that you aren’t your own worst enemy when it comes to investing,” he said. “Greed and fear are human emotions that we all experience, and they can overwhelm rational thought.” n

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38 / BizTimes Milwaukee MARCH 29, 2021

anniversary

2021

CELEBRATIONS

this year's celebrations 150 YEARS Rundle-Spence Mfg. Co. 110 YEARS Gateway Technical College 100 YEARS WaterStone Bank 100 YEARS The Barry Company

Starting a business is hard work. It requires courage and a good idea, a great team and even better execution day in and day out, month after month, year after year. To grow and sustain that business for one, two or several generations, it requires innovation, teamwork and determination.

According to data from the U.S. Bureau of Labor Statistics, about 20% of U.S. small businesses fail within the first year. By the end of their fifth year, roughly 50% have faltered. After 10 years, only around a third of businesses have survived. The businesses in this anniversaries section have survived and thrived for many times that.

So, it’s time to celebrate and POP THE CHAMPAGNE! For 25 years we at BizTimes Media have been happy to shine the spotlight on business success. These metro Milwaukee companies are celebrating special anniversaries from 10 to 150 years. Enjoy their stories and read about their plans for the future.

DAN MEYER Publisher/Owner, BizTimes Media

75 YEARS

Ansay & Associates

50 YEARS

SEEK Careers/Staffing

50 YEARS

The Horton Group

35 YEARS

Lauber Business Partners, Inc.

30 YEARS

Creative Business Interiors

30 YEARS

WFA Staffing Group

25 YEARS

Trivera

20 YEARS

Innovative Signs

10 YEARS

Mr. Dye’s Pies biztimes.com / 39

ANNIVERSARIES

Sponsored Content

Left: Rundle-Spence trucks, lined up in the warehouse

Above left: Rundle-Spence’s Cooler Fountain; Above right: An early Rundle-Spence bubbler design.

Above center: Image depicting the Brass Foundry & Finishing Building.

celebrating

YEARS in business

Rundle-Spence Mfg. Co. 2075 S. Moorland Road New Berlin, WI | 53151 Rundle-Spence.com facebook.com/rundlespence linkedin.com/company/rundle-spence-co 262.782.3000 40 / BizTimes Milwaukee MARCH 29, 2021

RUNDLE-SPENCE MFG. CO., has been part of Milwaukee’s landscape since 1871, serving plumbing, heating and industrial customers for 150 years Just imagine, in 1871 Ulysses S. Grant was our 18th president, the cable car was invented and the first major league baseball game was played. We have quite a history - in fact, our first deliveries were made with horse and buggy.

Thomas Spence and Joseph Rundle founded the business to fill a need for quality plumbing products in a brand new industry.

Our brass, iron and china foundries, located in Milwaukee, manufactured quality plumbing products which were shipped all over the world. South Water and Virginia Streets housed our iron foundry and finishing as well as many other departments. Brass plumbing faucets and fittings were manufactured in our plants on 4th street. Our showroom, also located on 4th Street, allowed customers to visualize these new plumbing products which were becoming more common in homes.

Drinking fountains, known as “bubblers’’ to Wisconsinites, also have quite a history which involves Rundle-Spence. Through the years, Rundle-Spence manufactured a wide variety of these drinking fountains and has used the term ’bubbler’ in our catalogs dating back to the early 1900s.

Drinking fountains became essential to provide a good source of freshwater for the public in urban communities. Early versions of drinking fountains included a bubbling stream for humans, a trough for horses, and a bowl for dogs.

Throughout our long history, it has been our goal

to provide our customers with the latest technology in plumbing products as well as a vast inventory and knowledgeable staff.

As Rundle-Spence evolved, our customer base diversified. In addition to serving plumbing, heating, and industrial contractors, we also serve manufacturers, architects, and institutions such as municipalities, utilities, and schools. Other services we extend to our customers include on-staff engineers who aid our customers in planning and design, fabricating, and our RedHot Services which include commercial water heater delivery, water heater and boiler repair, and onsite startup services for commercial heaters and boilers installations.

Our plumbing showrooms allow our contractors to send their customers for assistance in plumbing selections. We have also broadened our offerings to include our main website atrundle-spence.com, a website specific to our ShowPlace at showplace.rundlespence.com and customer service via text messaging at our main line, 262-782-3000.

Today, the 5th generation, still locally owned and operated by the Spence family continues the company’s long legacy of exceptional customer service from our three locations in New Berlin,Madison and Fond du Lac.According to David Spence, president, “Although manufacturing ceased in the 1950’s the company continues to thrive, serving the plumbing, industrial, heating, well and septic industries through innovative products and services as a wholesale distributor.” We are thankful to our many customers and vendors who have helped Rundle-Spence attain this monumental anniversary and look forward to serving our trade professional for years to come. n

ANNIVERSARIES

Sponsored Content Nursing students use human-patient simulation units to train hands-on for their careers. Nursing education has long been a hallmark of Gateway dating back more than 50 years.

Above left: A Gateway Technical College student trains in a cutting-edge Industry 4.0 lab at the college’s SC Johnson iMET Center.

Above right: A Gateway Engineering student prepares for his career at one of the college’s hands-on labs.

GATEWAY TECHNICAL COLLEGE: A GATEWAY TO EDUCATION FOR 110 YEARS

celebrating

YEARS in business

Gateway Technical College 3520 30th Avenue Kenosha, WI | 53144 g t c . e du 1.800.247.7122

Technical colleges are a very unique Southeastern Wisconsin legacy.

It was here 110 years ago at the Racine Continuation School where America’s first publicly funded technical colleges were born, providing the means for students to gain a life-changing education strong enough to support a family and create a career.

A total of 325 students attended that first year, receiving training in pattern making, cabinet making, molding, cooking, dressmaking and drafting.

That continuation school expanded and grew into Gateway Technical College, bringing together the Racine County campuses and centers with those in Kenosha County and Walworth County along the way.

Now, more than 20,000 students attend Gateway, receiving training in 70 career fields in such areas as information technology, robotics, nursing, automated manufacturing, human services and business.

Some things have changed little since that first continuation school in Racine. Gateway continues to provide a solid education and the skills needed to enter a career with family-sustaining wages. What’s changed is the technology and the workplace, and Gateway has made sure to stay on the leading edge in its curriculum, training equipment and educational experience.

With that in mind, our SC Johnson iMET Center in Sturtevant was remodeled and expanded in 2019, and has become known nationally for the advanced manufacturing, engineering and information technology training that takes place there. We also have plans in place to remodel our Racine Campus, adding a state-of-the-art Nursing education center to provide training for the ever-

expanding need for health care professionals.

Keeping on the leading edge has helped us serve students with an emphasis on industry-focused career pathways which, in turn, supports the employment and economic growth of the region. Our mission has always been a win-win for students and employers as we align the skills we provide students with the needs of employers.

Students gain career skills, but area employers also gain career-ready employees who help them succeed.

We also help the current workforce succeed.

Our customized, employer-based training focuses on company-specific topics and skills needed for productivity and efficiency from their current workforce.

It includes soft skills, technical skills, or both — a learning plan developed in direct concert with the business client to meet their exact needs.

Finally, responding to global events is nothing new to Gateway, and the recent COVID-19 pandemic is no exception. The college remained open and continued to meet the educational needs of its students through new delivery methods and increased technology, among other efforts. Says Gateway Technical College President and CEO Bryan Albrecht: “Gateway is rooted in continuous improvement and will use what we have learned from the COVID pandemic to strengthen access to students, building the very foundation of our region’s essential workforce.”

It is in times like this Gateway’s name aligns with its mission more than ever: We must continue to be a gateway for a brighter future — brighter for our students, community and the greater society in which we all live. n biztimes.com / 41

ANNIVERSARIES

Sponsored Content

Left: WaterStone Bank’s first branch

Above left: WaterStone Bank staff volunteers at the farm Above right: WaterStone Bank today

celebrating

YEARS in business

WaterStone Bank Corporate Headquarters 11200 W. Plank Ct. Wauwatosa, WI | 53226 w sb o nline. co m 414.761.1000 42 / BizTimes Milwaukee MARCH 29, 2021

FOR 100 YEARS WaterStone Bank has served local communities as a financial institution known for its tradition of stability and community involvement.

From 1921 until 2008, WaterStone Bank was primarily known as Wauwatosa Savings Bank. The bank was founded by Edward F. Geske and other local businessmen in Wauwatosa on the site that is now 7615 W. State Street in the Village of Wauwatosa.

Today, the bank’s long-time Wauwatosa branch is located at 7500 W. State Street in a facility that was built in 1971.

The bank experienced significant growth leading up to 2008. New branch offices were opening throughout Milwaukee and Waukesha counties, additional product lines were being offered, and in 2005 the bank’s public stock began trading on NASDAQ. WaterStone Bank named Doug Gordon president and CEO in 2007 and felt that a rebranding was necessary in order to better reflect the growth and future of the bank.

In 2008, Wauwatosa Savings Bank solicited ideas from employees for a new name. The top three choices went to a community vote, receiving over 1,700 responses. On May 19, 2008, Wauwatosa Savings Bank became WaterStone Bank, SSB. Today, WaterStone Bank has 14 branch locations in southeastern Wisconsin. It’s most recent branch addition is the bank’s first location in the City of Milwaukee at 6801 W. Oklahoma Ave. In 2020, the bank upgraded its technology to offer customers a new digital banking platform. WaterStone prides itself on its many unique programs that provide special banking benefits to

military members and veterans, first responders and healthcare workers, students, children and more.

WaterStone Bank started the WaterStone Bank Fund with the Waukesha County Community Foundation in 2002 in order to ensure the bank’s ability to continually give back to the communities it serves. Annually, the bank supports hundreds of local nonprofits that promote education, children’s and women’s causes, veteran’s initiatives and community development.

In 2020, WaterStone Bank employees volunteered 571 hours, and the WaterStone Bank Fund donated over $750,000 to local nonprofits. Notable partnerships include the Milwaukee Air & Water Show, the Betty Brinn Children’s Museum, SecureFutures, Susan G. Komen and the Zoological Society of Milwaukee.

WaterStone annually provides scholarship funds to over 25 local high schools.

To celebrate its 100th anniversary, WaterStone Bank is hosting a nonprofit giving campaign, in which $100,000 will be split between five deserving nonprofits. And, the bank recently featured some of its longtime customers and employees in new radio commercials as they sing the WaterStone Bank jingle “it’s all here for you.” There’s even more planned for this milestone anniversary.

“WaterStone Bank is thankful for the contributions each and every employee has provided throughout the years,” said Gordon. “Our growth and success is a direct result of their commitment to provide exceptional customer service. We have been fortunate to have loyal customers and outstanding communities we have served for 100 years.” n

ANNIVERSARIES

Sponsored Content The Barry Company headquarters in downtown Milwaukee.

Photo left: from left to right are David L. Barry, James T. Barry III and Kevin Barry.

Above right: from left to right are James T. Barry, Sr., James T. Barry III, and James Barry Jr.

celebrating

YEARS in business

Commercial Real Estate Services For 100 Years 1921-2021

The Barry Company 1232 N. Edison St. Milwaukee, WI | 53202 B a r r y CRE.com 414.271.1870

BARRY COMPANY 100TH ANNIVERSARY Founded in 1921 by James T. Barry, Sr., the Barry Company originally focused on suburban residential development in and around Milwaukee.

When the Great Depression hit, the company shifted its focus to handling foreclosures and brokerage assignments for First Wisconsin Bank.

In the 1940’s, the company helped the federal government locate factory space for the war effort, and in the 1960’s, the company became involved in the development of Wisconsin’s first industrial and office parks.

The Barry Company has consistently been involved in many of Wisconsin’s largest and most consequential real estate transactions, such as arranging the land assemblage for the development of the US Bank building, for the massive Amazon distribution center in Kenosha and for the site of the new Milwaukee Public Museum.

The firm has been a leader in the structuring of sale/ leasebacks for corporations such as Harley-Davidson, Snap-On, Inc., Harken, Bentley Worldwide Packaging and many others. The Barry Company’s specialty has always been the brokering of large industrial, office and land transactions.

The Barry Company has routinely been awarded the Commercial Association of Realtors of Wisconsin (CARW) “Deal of the Year Award,” having won most recently in 2020 for the structuring of an office lease and sale transaction for the Bradley Foundation. The company has received scores of other awards for its transactional acumen and creativity from numerous organizations.

Throughout its history, the Barry Company has maintained a very strong commitment to the Milwaukee community. James T. Barry, Sr. was a corporate and civic leader who handled real estate matters for the Archdiocese of Milwaukee and other non-profit organizations. James T. Barry, Jr., who died in 2019, served as President of the Milwaukee Board of Realtors and on the boards of many civic and charitable groups including the Metropolitan Milwaukee Association of Commerce. James T. Barry III, who currently serves as President of the Barry Company, is a past chairman of CARW, the Rotary Club of Milwaukee, the Wisconsin Policy Forum, the Milwaukee Chapter of the American Red Cross and past co-chair of the United Performing Arts Fund (UPAF). He currently serves on the boards of the Bradley Foundation, the Boys & Girls Clubs of Greater Milwaukee, the UWM Foundation and on the Finance Council of the Archdiocese of Milwaukee as well as numerous other organizations.

“We are proud that the Barry Company has been such an integral part of Milwaukee’s business and civic community for over a century,” said James T. Barry, III. “We believe this is a testament to our strong commitment to our clients and the Milwaukee community as well as our reputation for creativity and hard work. We eagerly look forward to the next century.”

Kevin Barry and David Barry hold senior positions at the Barry Company and are also part of the third generation of the Barry family to work at the company. n biztimes.com / 43

ANNIVERSARIES

Sponsored Content Ansay & Associates Senior Executive Committee. Back row, from left: Tim Rusch, Erik Mikkelson, Mike Ansay, Alan Neva, Front row, from left: Heidi Nienow, Angie Sikowski, Wendy Bushell, Rachel Ansay, Pete Valiska.

Below: Ansay & Associates corporate headquarters, located in downtown Port Washington, WI.

celebrating

YEARS in business

Ansay & Associates Celebrates 75 Years Family-owned Port Washington agency that began with humble origins now reaches across state with over 45,000 customers

www.ansay.com 1.888.738.0558 44 / BizTimes Milwaukee MARCH 29, 2021

PORT WASHINGTON, WI – Adolph Ansay had a simple philosophy, one that served him well throughout life: “You have to give to get.” That encompassed not only his charitable works in Ozaukee County, but his business life as well. When he began Ansay & Associates in 1946, he knew if he provided value and services to customers, he’d get their respect and trust in return.

What began in 1946 by insuring a few customers in the area is now in its 75th year of existence, serving over 12,000 Wisconsin businesses and 45,000 individual customers. The company ranks #55 on the Insurance Journal’s 2020 Top 100 P/C Agencies list, and was named one of Milwaukee’s Best and Brightest Places to Work for 2021.

Even with that tremendous growth, the agency has remained family owned since its founding. Adolph’s son, Mike Ansay, is the current Chairman and CEO of the company.

“You have to help people,” Mike Ansay said. “If you work hard and do the right thing by customers, you’ll have success. That’s how you build the company for 75 years -- and for the next 75 years.”

Certainly, Ansay & Associates has grown and changed over the decades. Perhaps nothing has changed more than the technology used to serve clients. In 2019, the agency was the first to adopt the Internet of Insurance Operating System, which provides an all-digital, 24/7

insurance marketplace to consumers.

It positioned Ansay & Associates as a leader in digitization and innovation in the insurance space.

That commitment to technology has its roots in the culture of the company. Adolph Ansay was one of the first to push Ozaukee County to an all-computerized system when it was still relying on paper.

“He was always pushing forward,” Mike Ansay said.

“It’s the same model we have.”

One thing that hasn’t changed over the years is a commitment to the values of integrity and respect, while coming to work every day with a “can-do” attitude and a willingness to give back.

Indeed, Ansay & Associates isn’t just about business. It’s about community. They pay all their employees to take time off to volunteer in their local communities. They also proudly work with dozens of charities, supporting communities at events like cookoffs, concerts, sporting events, and fundraisers.

So no matter how much technology changes over the years, or how big Ansay & Associates grows, the family values of giving back and human connection will never waver.

“Over the next 20 years, connections with people will still be the most important thing, even though the medium will change,” Mike Ansay said. “Everything will be quicker and faster, but you’ll still be working with people, the same way my dad did in the 1940s.” n

ANNIVERSARIES

Sponsored Content

SEEK staff having fun on the job.

celebrating

SEEK company leadership

YEARS in business

What does the future of SEEK look like?

Another 50 years?

The future of SEEK looks exciting! We decided years ago that ours would be a family business and continue across the generations. Accordingly, my son, Joel, is the President. We have three of his children working for SEEK and the son of one of my other sons is with us as well! It’s fun to watch these kids grow both personally and professionally!

How does company culture play into the success of a business?

What we hear most often in today’s interviews is the importance of “company culture.” People want to know that their companies care about them. The workplace is an extension of family life and employees want the flexibility to live their lives while producing for the company. As the world around us becomes more complicated, the workplace needs to feel “safe” for our work families! Oh, and having “fun” on the job is also critical!

What does it mean to you, that you change lives and give people opportunities? Give people a second chance?

We Americans tend to put people into slots and not consider that everyone wants to be self-actualized!

We look for people who want an opportunity to step up and become better tomorrow than they were yesterday! To see someone who has no idea how wonderful they are – because no one has ever appreciated them – grow into a contributing member of society overwhelms our hearts and makes life worth living!

SINCE ITS HUMBLE BEGINNINGS in 1971, SEEK CAREERS/STAFFING has always been about Passion, Integrity and Extraordinary Customer Service (PIE). Founder and CEO, Carol Schneider, started SEEK out of her own frustrations with how women in the workplace were treated. After being overlooked for a promotion at her place of employment, Carol decided that sometimes, you need to take matters into your own hands to create your own destiny. From there, SEEK was born.

Many people come to SEEK looking for a second chance. A piece of paper, such as a resume, does not always tell the whole story. SEEK focuses on the person, by listening to their needs and wants to find the best opportunities that fit them. SEEK recruiters are matchmakers, pairing exceptional employers with the best talent.

They do it by providing the most extraordinary customer service possible. How? By being available “in person” 24/7. In an automated and technology-driven world, SEEK chooses to use the best technology to streamline hiring processes, but never lose the human touch on the phones.

Fifty years later, SEEK still operates with the same core values in which it began. Approximately 125 passionate staff people in twenty branch offices across most of Wisconsin and the Twin Cities, continue the legacy that Carol established.

As a legacy company, Carol, along with her son, Joel Schneider and grandchildren, continue the family legacy that she founded. Joel is currently acting president of the organization working closely side-byside with Carol to continue the vision of the company.

Perseverance in times of adversity is something that SEEK has successfully accomplished many times over the years. Surviving times of low unemployment, high unemployment, an economic recession and everything in between, the pandemic has been yet another challenge to overcome.

Celebrating 50 years in business, is a tremendous accomplishment, but to have achieved it during this incredibly challenging time, makes it all the more humbling. In each situation, it becomes necessary to change and adapt the way you do business.

SEEK offices have not been open to the public since March 2020 yet continue to successfully operate. All aspects of hiring have been transitioned to a virtual or remote process. Steps have been taken to ensure safety among staff workers in each office by exercising proper social distancing and masking guidelines, implementing sanitizing procedures and allowing remote work capabilities where needed.

The success of SEEK would not be possible without the continued support of the employees, staff, client employers and community partners who have helped along the way. It is with passion that we serve all these groups, with integrity to look beyond the paper, but instead to focus on the people, and always act with extraordinary customer service.

Thank you for being a piece of SEEK’s PIE. n

SEEK Careers/Staffing S EEKCA REERS .com 262.377.8888

biztimes.com / 45

ANNIVERSARIES

Sponsored Content

The Horton summer picnic

Above: a mural in the Waukesha office Left: Horton ‘Big Brother’ volunteers

celebrating

YEARS in business

The Horton Group N19W24101 Riverwood Dr. Waukesha, WI | 53188 Th e H ort o nGro up.com 800.383.8283 46 / BizTimes Milwaukee MARCH 29, 2021

THE HORTON GROUP, one of the largest privately-held insurance brokers in the United States, is celebrating its 50th anniversary this year.

The company will commemorate this milestone by celebrating the past, and using it as a reason to transform and make the changes to align the company with their future goals.

“Fifty years is a remarkable feat, considering many businesses barely make it 10 years,” said Dan Horton, Chief Executive Officer. “We are excited to use our ‘golden anniversary’ as a ‘golden opportunity’ to celebrate everything we’ve accomplished while ushering in change.”

The company was founded in 1971 as an eightperson agency as a single location in Orland Park, Illinois. Since then, The Horton Group has successfully transitioned from being a founder-run organization to a scalable enterprise. Today, there are approximately 400 employees located in six states across the Midwest, specializing in insurance, employee benefits and risk advisory solutions.

The Horton Group has had a presence in southeastern Wisconsin since 1998, after acquiring the Laub Group in Waukesha. After conducting business in the Milwaukee area, the owners observed that many Wisconsin-based businesses

shared the same hardworking, service-oriented values as Illinois, and were inspired to expand to more areas in the Midwest.

“Our strong culture keeps us together as the economy ebbs and flows,” Dan Horton said. “It is certainly a challenge to maintain a sense of ‘togetherness’ during these unprecedented times, but we were able to make it work through new apps, websites and virtual gatherings.”

The Horton Group expanded their digital footprint by hosting a wider variety of webinars and rolling out a new digital program for open enrollment. Internally, they’ve made training resources easily accessible online, and implemented new communications platforms to keep everyone connected. And most impressively, despite an economically challenging year, they experienced significant growth in 2020: they welcomed 79 new hires, promoted 45 employees and secured hundreds of virtual insurance renewals and benefit open enrollments for customers.

“This is a special place to work because everyone prioritizes our community and our clients,” Dan Horton said. “Even in a year as challenging as 2020, we were still able to come together and think of innovative ways to achieve success. I look forward to seeing what lies ahead for us.” n

ANNIVERSARIES

Sponsored Content Left: Julie Tolan (Co-Owner) and Jane Schroeder (Business Partner/Coach)

Above left: Mark Wiesman (CEO/CoOwner) and Julie Tolan (Co-Owner) Above right: Mark Wiesman (CEO/CoOwner) and Scott Rasmussen (President)

LAUBER PROVIDES A BROAD RANGE OF SERVICES TO DRIVE CLIENT SUCCESS

celebrating

YEARS in business

Year of Founding: 1986 Number of consultants: 50 924 E Wells St #408 Milwaukee, WI | 53202 L AU B ER -PART N E R S.com 414.273.8060

Since 1986 Lauber has provided experienced leadership in times of growth and change for its clients. John Lauber founded the firm as Lauber CFOs and sought to bring the value of an experienced CFO to businesses of any size by providing part-time CFO services. Over time, Lauber added interim services as well as executive search for permanent full-time senior financial leaders.

Lauber has always sought to help clients grow their organizations and navigate challenges by bringing deep insight and expertise that can make an immediate impact on their organizations. In 2017, Julie Tolan and Mark Wiesman acquired Lauber CFOs. They rebranded the business as Lauber Business Partners, Inc. to allow for expanded service offerings.

They added human resource services and expanded the executive search services to include other c-suite positions beyond finance.

“We immediately recognized the tremendous reputation of the firm, its experienced consultants and the many strong relationships it enjoys,” said Wiesman.

“While many still see Lauber as a ‘finance firm’, HR now represents almost 20% of our business and we also have several other rapidly growing service lines.”

As Lauber listened to clients and prospects, they continued to hear clients asking, “How can we grow?”

This led to the development of a growth planning service line that helps its clients put strategic growth plans in place for their organization. Lauber is deploying the same methodology it offers its clients

for its own growth planning. Fundamentally, business is about talent – how to provide it, how to attract it, how to retain it and how to optimize it. Sometimes Lauber provides talent on an outsourced basis, like it does in finance and HR. Other times it helps clients build out their internal talent pool. Recently, Lauber launched several coaching offerings and a recruiting process insourcing (RPI) service line.

The battle for talent is only becoming more intense. One way to deal with this is to grow your organization’s talent to be more effective, both individually and as a team. Lauber provides coaching expertise through various delivery models to align talent development needs with organizational goals, creating a competitive advantage with increased productivity and job satisfaction, and a healthy and engaged culture.

Lauber saw its clients struggling to find the right talent and in February 2021 added the recruiting process insourcing service line. Lauber manages the recruiting process on its client’s behalf by offering a scalable, fixed-fee and flexible RPI model that provides organizations a dedicated recruiter that works exclusively on filling its positions. Like its fractional consultants, Lauber becomes a part of its client’s team.

“Bringing critical expertise and insight to our clients to help them optimize their success through times of growth and change is our mission,” said Tolan. “We are excited to be able to do this now with such an integrated offering of services.”n biztimes.com / 47

ANNIVERSARIES

Sponsored Content Left: Milwaukee Showroom (showcasing our Falkbuilt Conference rooms).

Gary Zimmerman, Stephanie Anderson and early team (first office).

celebrating

30 YEARS in business

Creative Business Interiors 1535 South 101st Street Milwaukee, WI | 53214 CreativeBusinessInteriors.com 414.545.8500 48 / BizTimes Milwaukee MARCH 29, 2021

GARY ZIMMERMAN AND STEPHANIE ANDERSON established Creative Business Interiors on September 5, 1991 with only four employees.

Operating out of a borrowed 12’x16’ office space, it wasn’t long before the company found great success.

Now, Creative has locations in Milwaukee, Madison and Northeast/Central Wisconsin, over 70 employees and operates under three owners, with John Norfolk joining in 2002.

Locally owned and operated, Creative’s success is due in part to its closely involved owners dedicating time and energy to every department, ensuring quality work.

With contemplation, Stephanie Anderson, Gary Zimmerman and the company look back at their success as they celebrate 30 years of operation:

What is a challenge Creative has faced in the past 30 years?

Technology has completely changed over 30 years. We use technology in every department and every aspect of our process. It took us some time to adapt to the changing need of technology in our workplace. The shift has been costly and challenging to keep up with, but worthwhile in creating a fully integrated work process.

What is Creative’s mission?

Creative leads business owners through every aspect of the interiors project process. We take the burden of planning, logistics and implementation off owners’ shoulders so they can stay focused on what matters most: their business. We help organizations go through serious change by curating facility interiors, providing consistent, high-quality and timely results.

Does Creative have any new products to announce?

In early 2020, we opened our third location in the Appleton/Green Bay markets. We also became the Wisconsin branches of Falkbuilt. As branches of the Calgary-based factory, we now offer Digital Component Construction—pre-manufactured materials used for building commercial interiors. Falkbuilt combines proven construction methods with next-gen technology to pre-build high-performing, cost-effective, beautiful environments while also shortening on-site construction and reducing waste to landfills. This truly is the future of interior construction.

What is the secret to your success over 30 years?

We appreciate our talented senior staff while embracing young leaders. This is a very complicated industry, so we are constantly providing training for our people. We are proud of the expertise of our associates, and we offer abundant opportunities for our people to grow in their field. Our work process is highly detailed, in written and graphic form, so every employee understands their place in the business, encouraging informed, intentional decisions in every department.

How have you found success in difficult times?

First, we focus on staying positive. By eliminating negative conversation in the workplace, we encourage everyone to be motivated and optimistic. We also incorporated lightly-used furniture for rent or purchase to accommodate tight client budgets in trying times.

Where do you see the future of Creative?

Since our inception 30 years ago, we have adapted to an ever-changing workforce and helped our clients grow their business. Our management team represents the future of Creative, ready to take the reins and lead us through the next 30 years.n

ANNIVERSARIES

Sponsored Content

Fred D’Amato, Roberta Murphy, Todd Strehlow, Megan DeGeorge, Joe D’Amato, Tom Krist (L to R)

celebrating

YEARS in business

WFA Staffing Group Milwaukee, WI W FA STAF F IN G .com 414.365.3651

THIRTY YEARS AGO IN 1991 WFA Staffing Group opened for business as a staffing agency focused on entry level through executive positions.

In 2005, Tom Krist and Fred D’Amato were joined by friend and relative, Todd Strehlow, CFO. They purchased the company and moved it to a larger office on Milwaukee’s northwest side.

This location still serves as the company headquarters today. In 2020 our vice president, Roberta Murphy, and our Germantown branch manager and recruiting manager, Megan DeGeorge, both became owners in the company as well.

The steady growth of WFA Staffing Group has led to numerous awards which include two Fastest Growing Company recognitions, three MMAC Future 50 Awards including Master Mettle, the Wisconsin Business Ethics Award, and a Central City Business Award. The company was also recently named Best Recruiter by the Daily Reporter.

While this recognition is appreciated, our greatest pride is in our experienced staff and low turnover rate. Our employees have developed many long term relationships with our clients over the years and we

Above left: The West Allis office.

Above center: The WFA office headquarters in Milwaukee Above right: The WFA office in Germantown

credit those relationships for our success.

WFA’s achievements can be credited to our employees finding great candidates in a tight labor market and to our wonderful customers who use our services on a regular basis. We appreciate their loyalty.

Today WFA has expanded our Milwaukee headquarters and we have added two offices –one in West Allis and our newest Germantown office location.

Although we started with just 5 employees, we have now expanded to 31 permanent employees.

We have also grown from employing 90 contract employees in 2005 to over 400 working for us today.

We would like to thank all of WFA Staffing Group’s partners, employees, clients, and talented candidates for their contributions to our success.n biztimes.com / 49

ANNIVERSARIES

Sponsored Content

Trivera EVP Christina Steder conducts one of Trivera’s monthly (pre-COVID) Lunch and Learns.

Team Trivera (and, Charlie, one of the office dogs) starting the week with a planning meeting.

Trivera founders Tom and Marjie Snyder

celebrating

YEARS in business

Trivera N88W16447 Main Street, Suite 200 Menomonee Falls, WI 53051 Tr i ve ra .com 262.250.9400 50 / BizTimes Milwaukee MARCH 29, 2021

IN 1996 when Tom Snyder launched Trivera 1.0 (or Websight Solutions as the company was known back then), 85 percent of CEOs believed there was no use for the internet. Given the abundance of technology in our lives today, it is hard to imagine the leap of faith it took to launch a website development company at a time when the first smartphones were still a decade away and the only way to get online was with a desktop computer connected via a landline modem.

But for Tom, there wasn’t any doubt.

After a long career as a music/program director and on-air personality with several Milwaukee-area radio stations, he’d gone on to work for a software company, and was introduced to this new thing — the world wide web.

So excited about the possibilities, he started as a one man shop, working 20-hour days, meeting with clients by day, and designing and programming their websites in his basement at night. A year later, he hired his first employees: a web designer, then a programmer and a salesperson. A few months later, he convinced his wife, Marjie, to join the company “with one condition,” she said, that the company move out of their basement and into real office space.

25 years later, the Snyders’ small company has grown to become a full-service digital marketing firm whose current clients include General Mitchell International Airport, Strattec Security Corporation, Milwaukee Metropolitan Sewerage District, Rogers Behavioral Health, Derse, UPAF, Kalmbach Media, and more.

Innovation has always been the main ingredient to success at Trivera. Digital marketing is a constantly

evolving field, and Trivera has always tried to take advantage of its potential, particularly the ability to use data to drive business decisions and create measurable results.

But it is more than that.

According to Snyder, it has always been about the team.

“From the beginning, my goal has been to surround myself with people smarter, more talented and more accomplished than me,” he said. “Team Trivera’s designers, developers, programmers, search and marketing specialists, project/account managers, salespeople, and strategists have always demonstrated that. As web design evolved into strategic digital marketing, our success has come from encouraging our amazing people to drive us to grow and change.”

Trivera begins its next chapter with plans to continue learning, growing and improving. While 2020 forced Trivera to adapt to its team working remotely, it raised market awareness of the importance of digital marketing and its potential.

Now in 2021, as the company sets its course for the months and years ahead, it does so poised for truly great things: new clients, more team members, several exciting announcements and a future that’s brighter than ever.

“It is with profound gratitude for the team members and clients who have made Trivera what it is today, that we head into the next 25 years with even more enthusiasm and a renewed commitment to our original vision to be the best digital agency in Southeastern Wisconsin,” said Snyder. n

ANNIVERSARIES

Sponsored Content

Chad Schultz, President of Innovative Signs

Chad and Stephanie Shultz dine at Harbor House in Milwaukee

celebrating

YEARS in business

Innovative Signs Waukesha, WI IN NOVATIVE-SIGN S .com 262.432.1330

INNOVATIVE SIGNS WAS FOUNDED in August 2001 by Chad and Stephanie Schultz. “Ever since I was young I wanted to start my own business,” said Chad Schultz, owner of now a 20-year-old company.

Innovative signs was built on three ideals: highquality products, service second to none, and fair pricing. Schultz explained how the beginning years caused him to wear many hats, yet his interest in leadership encouraged him to continue learning. This education helped Schultz find the mantra “take care of your staff and they will take care of your customers.”

Now, with 18 employees, Schultz has been able to disperse leadership positions amongst his staff. The ability the delegate tasks amongst his staff has proven to be a beneficial way to execute goals. The expansion has also included upgrading printers to the highest quality, increasing equipment used for installation, and relocating twice. “One of the things I’m very proud of is the fact that we are able to do everything in-house, and we have other sign companies coming to us to do work for them.” Innovative Signs has manufactured products and shipped them to 30+ states, as well as Canada, Mexico and Germany.

Within the Milwaukee area, Innovative Signs has produced work for The Bavarian Bierhaus, Advocate

Aurora Health, The Milwaukee Brewers, Summerfest and The Milwaukee Zoo. Innovative Signs produced about 15,000 social distancing signs and decals for hospitals, schools and other companies during the pandemic. The products “were used in Wisconsin, as well as shipped across the country,” Schultz said. “By doing this we were able to do something beneficial in the effort to help people stay safe.”

Being an active member within the community has contributed to the success of Schultz’s company.

Through the donation of signs to charity organizations, joining associations and chambers he has been able to make a positive impact. “Part of the philosophy of taking care of staff and customers is also taking care of the community,” Schultz said.

“With a great staff and continued support from the community, our goal is to double sales in the next 3-5 years and just keep looking toward the future.”

After suffering a devastating fire, Innovative Signs is operating out of a temporary location in Pewaukee but has maintained all production and installation capabilities. The company is set to relocate in June with the goal to continue growing with staff, equipment and clients. n biztimes.com / 51

ANNIVERSARIES

Sponsored Content

Just a few of the many varieties made by Mr. Dye’s Pies

Above right: : Johnathan Dye and Sharon Dye (his Mother)

WE ARE CELEBRATING OUR 10TH YEAR IN BUSINESS!

celebrating

YEARS in business

Mr. Dye’s Pies 8103 W. Tower Avenue Milwaukee, WI | 53223 52 / BizTimes Milwaukee MARCH 29, 2021

The journey has been rewarding and I’m thankful for all of it. First and foremost, I have to give thanks to my wonderful mother and my family for all of the ongoing support.

Thank you to each and every customer of ours that we’ve had over the years and to everyone who told a friend or kept our card on their fridge. Thanks for this and all of your other support.

I would like to especially thank the Superior Restaurant Equipment company for always caring about small businesses and for going above and beyond to take care of us. To Suzy’s Cheesecakes, thank you for being a great business mentor to me.

Thanks to our wholesale outlets for believing in us, carrying our pies and getting our pies to our customers. To Pete’s Fruit Market, the Malicki’s Piggly Wiggly Stores, Rupena’s Fine Foods, Bunzel’s Meat Market, Red Snapper Fish Company, Miller & Son’s

Supermarket, the Hawley Road Mobil Station, the Corner House on the Lake, Miss Katie’s Diner and the Fox Brothers’ Piggly Wiggly Stores, thank you.

We couldn’t be more lucky to have these community-focused, family-owned operations as partners! Thank you all, I appreciate it. Here’s to another ten years! What are grandmas going to do now? n

Johnathon Dye Owner - Mr. Dye’s Pies 414.759.4992 Facebook: facebook.com/dyespies/ IG: @dyespies

SCOTT COONEY SENIOR VICE PRESIDENT AND DIRECTOR, COMMERCIAL BANKING

JOHNSON FINANCIAL GROUP BizTimes

Milwaukee

is

proud

to

present

University of WisconsinMilwaukee - 1998

the inaugural showcase of Notable Alumni, spotlighting accomplished professionals in the region and the higher education institutions that attract and develop that talent. The leaders profiled on the following pages were nominated by their peers and showcase the diversity of talent in our market. The leadership shown by the individuals profiled here is setting an example to shape a better future for our region.

METHODOLOGY: The honorees did not pay to be included. Their profiles were drawn from nomination materials.

This list features only individuals for whom nominations were submitted and accepted after a review by our editorial team. To qualify for the list, nominees must be based in southeast Wisconsin. Criteria considered for inclusion includes holding a senior leadership position in their firm, holding a leadership position in their industry outside of their own organization or acting as a role model or mentor.

A commercial banker with 23 years of experience in southeastern Wisconsin, Scott Cooney launched his career in 1998 with a BBA from the University of Wisconsin-Milwaukee. Today, as senior vice president and director, commercial banking, Cooney is responsible for leading the strategy and execution of Johnson Financial Group’s commercial banking business across all markets.

With a focus on long-term relationships, he works to help business owners grow their companies and, when needed, develop a succession plan.

Recognizing that the COVID-19 pandemic has posed a threat to the stability of many clients, Cooney and his team worked to get them federal Paycheck Protection Program funding. This effort required the mobilization of associates from various business lines to assist clients through the process. The team completed nearly 2,100 applications, totaling more than $600 million, in a few weeks. Cooney, along with other senior executives at Johnson Financial Group, reviewed applications and determined eligibility. These funds, in many instances, allowed clients to keep their doors open and helped keep the Wisconsin economy strong, according to Denise Domian, chief human resources officer for Johnson Financial.

Cooney is also focused on the health of the community and is currently a board member for the Crohn’s and Colitis Foundation.

MICHAEL HOSTAD EXECUTIVE DIRECTOR AND CO-FOUNDER

THE COMMONS Cardinal Stritch University - 2010 Michael Hostad, the executive director and co-founder of The Commons (an initiative of the Greater Milwaukee Committee), earned a bachelor’s degree in management from Cardinal Stritch University in 2010.

The Commons connects Milwaukee-area high school and college students with businesses and community organizations. The Commons supports the belief that the greater Milwaukee region is positioned to be “the most collaborative, connected and active talent ecosystem in the country.”

“We use the entrepreneurial mindset and design thinking process to create the perfect environment for people of any age, background, or skill set to collaborate and grow,” Hostad said.

Hostad co-led the Light the Hoan project with fundraising efforts that have surpassed $3.5 million. The Hoan Bridge’s lights, which can change color and pattern, have since marked notable milestones including the inauguration of President Joe Biden, Black History Month and were part of the national COVID-19 memorial, which earned the bridge recognition in the Smithsonian Institute.

Light the Hoan’s monthly Shine a Light program showcases a nonprofit organization that receives a percentage of bulb donation proceeds. Area students who participate in the Code the Hoan project develop their STEM skills by programming the LED light bulbs on the two-mile bridge along Lake Michigan near downtown Milwaukee.

Congratulations

SCOT T COONE Y for being recognized as a most distinguished Notable Alumni in the region by Biz Times

Scott is responsible for leading the strategy and execution of Johnson Financial Group’s Commercial Banking business across all markets. For more than 20 years, Scott has been dedicated to helping businesses reach their goals.

Scott Cooney Senior Vice President

Thank you for dedication and leadership, Scott!

JohnsonFinancialGroup.com

biztimes.com / 53

DAVID METZGER

MATT NEUMANN

DR. ZACH SHIELS

CEO AND PRESIDENT

CEO

ACCELERATED ANALYTICAL LABORATORIES

NEUMANN COMPANIES

DOCTOR OF CHIROPRACTIC, PRESIDENT/CEO

David Metzger earned a Bachelor of Science degree in biology from Wisconsin Lutheran College in 2014 and since then he’s been combining his education in science with a talent for business as a “serial entrepreneur.”

Metzger now leads several science-focused companies within the pharmaceutical and clinical lab settings: Accelerated Analytical Laboratories, Accelerated Clinical Laboratories, Accelerated Hemp Laboratories and Titan Laboratories.

These laboratories employ more than 350 scientists, registered nurses, certified nursing assistants and support personnel in Wisconsin. Metzger also finds time to partner with local high schools to build interest in STEM learning for female students through threeweek shadowing opportunities at his laboratories.

Currently, Accelerated Clinical Laboratories is contracted by the state of Wisconsin to provide COVID-19 testing services, processing approximately 20% of Wisconsin’s COVID-19 tests weekly. The company has also recently launched a testing initiative for K-12 schools.

Metzger has also established a field collection service in which Accelerated Clinical Laboratories took on the sampling duties of the Wisconsin National Guard, allowing the Guard to focus on its next mission of distributing vaccines.

ELITE SPORT & SPINE

Wisconsin Lutheran College – 2004 (bachelor’s)

Wisconsin Lutheran College - 2014

Wisconsin Lutheran College - 2009

Marquette – 2006 (MBA) Matt Neumann, CEO of Pewaukee-based Neumann Companies, graduated from Wisconsin Lutheran College with a Bachelor of Science degree in business economics in 2004, then received an MBA in marketing and finance from Marquette University in 2006.

Since then, he has been an active part of the communities his companies serve. In 2015, Neumann Companies donated two homesites and built one home in Jackson for Operation Finally Home - a program where local builders construct mortgage-free homes for wounded war heroes and their families.

When Hurricane Harvey hit Houston in 2017, Neumann’s team helped the flood victims by filling a semitrailer with supplies bound for Houston.

Neumann and his companies have honored nearly 300 veterans with Stars & Stripes Honor Flights to Washington, D.C. Neumann Companies also participates in Kids Building Wisconsin – a non-profit organization that focuses on encouraging and inspiring kids and their families to consider a career in the construction industry.

He has partnered with various high schools over the years giving students the opportunity to assist with home builds and learn the trades. Neumann also supports the Wisconsin Chapter of Special Spaces.

Dr. Zach Shiels graduated from Wisconsin Lutheran College with a bachelor of science degree in 2009 and from Palmer College of Chiropractic with a doctorate of chiropractic degree in 2013. Since then, he has worked to give his time and talents back to the community, according to Lisa Leffel, director of alumni relations at Wisconsin Lutheran College.

“He has a strong passion for community involvement and giving back, which has led him to be involved with multiple community organizations and serve on several boards,” Leffel said.

Shiels has served on the Alumni Board at Wisconsin Lutheran College since 2015 and acted as chairman of the board from 2016 to 2019. He has also served on the Wisconsin Lutheran College Board of Regents since 2017.

In addition to his service for his alma mater, Shiels is actively engaged in his church community at Christ the Lord Lutheran Church in Brookfield.

Professionally, Shiels is an active member in the Wisconsin Chiropractic Association (WCA), having served on the Government Affairs Committee from 2016 to 2018.

Shiels also is a passionate supporter of New Beginnings: A Home For Mothers in Milwaukee. New Beginnings provides a loving and supportive place for single mothers to start a new life.

ACT S HOUSIN G

CONGRATULATIONS,

PHONE: (414) 933-2215 WEB: actshousing.org

CHRISTIAN SERVANT LEADERS!

Empowerment through homeownership.

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BRYON RIESC H PA R A LYSI S FOUN DATION PHONE: (262) 547-2083 WEB: brpf.org

David Metzger ’14

Matt Neumann ’04

Dr. Zach Shiels ’09

CEO/President Accelerated Analytical Laboratories, Inc.

CEO Neumann Companies

Founder/Owner Elite Sport & Spine

WLC.EDU 54 / BizTimes Milwaukee MARCH 29, 2021

The Bryon Riesch Paralysis Foundation’s goal is to find a cure for paralysis through funding the latest in medical research and to provide assistance to those that suffer from neurological disorders.

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“

A big thanks to Wisconsin Lutheran College, both for their tradition of quality education and for their kind recognition of the work we’ve done at Accelerated Analytical.

- Dave Metzger

Congratulations Dave Metzger on being named one of BizTimes’ Notable Alumni.

With over 300 employees the Accelerated family of companies can help you meet your testing needs. Accelerated Clinical Labs is a state contracted laboratory performing COVID PCR analysis and onsite testing throughout the state of Wisconsin. Accelerated Analytical provides microbiology and analytical chemistry testing for a variety of industries including FDA, OTC, API’s and pharmaceuticals. Accelerated Hemp Labs is Wisconsin’s only hemp testing ISO 17025 accredited laboratory.

Accelerated Clinical Laboratories has recently launched a testing initiative for K-12 schools.

This three-phase plan is designed to save both time and money and, most importantly, get kids and teachers back together in the classroom safely. Interested in learning more about testing your student body? Call Brett at Accelerated Analytical Labs (414) 308-8805.

acceleratedlabs.com

CHARLES HELM

LARRY NELSON

PATTI PLOUGH

EXECUTIVE VICE PRESIDENT

PRESIDENT AND CEO

PRESIDENT/CEO OF OPERATIONS

MOTOR SPECIALTY

Gateway Technical College - 1973

Gateway Technical College – 2004 (associate degree) Concordia University – 2010 (bachelor’s degree) Charles Helm first started working for Racine-based Motor Specialty Inc. in 1983 as a general laborer. During his 38 years at Motor Specialty, Helm has worked in field setup, machine shop setup and armature setup; as Armature Department Foreman and Armature and Field Department foreman — all before becoming plant manager, vice president of manufacturing and eventually executive vice president.

At Gateway Technical College, he earned his machine tool operator certificate and an associate degree in supervisory management.

He later went on to earn a bachelor’s degree in business management from Concordia University. He continues to connect with and support the Gateway Technical College Foundation.

As a leader, Helm promotes the importance of responsibility.

In fact, “Being Responsible to Your Position” is officially a registered trademark owned by Charles Helm.

Helm currently serves as a member of the Leadership Racine program, using his knowledge of project management to help local non-profit organizations. He also serves as a member of the Racine Community Development Committee and was recently appointed by Racine Mayor Cory Mason to be on the Community Development Block Grants Advisory Board.

BANE-NELSON, INC.

Larry Nelson’s family and professional roots are in southeastern Wisconsin. In 1970, he joined the family company, Bane-Nelson, Inc., a commercial and industrial construction company in Kenosha.

After earning an associate degree in civil/structural engineering from Gateway Technical College in 1973, Nelson attended classes at University of Wisconsin-Parkside and the Associated General Contractors Construction Supervisor program at the Milwaukee School of Engineering (MSOE).

He serves Gateway Technical College as a supporter and volunteer. Nelson has served multiple terms as a Gateway Foundation Board member and is a member of the Gateway Foundation’s Golf Scramble planning committee. His support was especially important as the committee adapted to COVID restrictions last year, according to Ashleigh Henrichs, foundation and alumni relations coordinator for the Gateway Technical College Foundation.

Nelson has received several “Building of the Year” awards for projects he has designed and built. He is the chairman of the Police and Fire Commission of Pleasant Prairie, a member of the Kenosha Area Business Alliance (KABA) and a charter member of the Kenosha Area Noon Optimist Club. He served on the board of the Kenosha Area Convention & Visitors Bureau (KACVB) for 24 years and was chairman of the board at Kenosha Area Chamber of Commerce.

HEALICS INC. Gateway Technical College - 1976 Patti Plough, president/CEO of operations of Milwaukee-based Healics Inc., has established a number of successful businesses in the past 30-plus years. Several have provided information and a pathway to wellness in southeastern Wisconsin.

Plough earned a nursing degree from Gateway Technical College in 1976 and worked as a nurse for several years before establishing her first company, Corporate Health Planners, in 1990. Plough also started Events-R-Us LLC in 1993, eventually purchasing three other companies from 1999-2003 and combining the three into Speakers & Events-R-Us LLC. In 1990, she became involved with Healics and, when its founder retired in 2011, she partnered to purchase the company. Healics then acquired two other companies and merged with another. In 2019 Plough spearheaded selling Healics through an ESOP (employee stock ownership plan). Most recently, Plough launched Excel Legacy Group, LLC to help business owners prepare for retirement or exiting their business through selling to their employees through ESOPs. Healics offers – to employers and their employees – professional health coaching, employee wellness programs, biometric screenings, employer clinics and face-to-face customized health and wellness services.

S N O I T A L U T A R ONG

C

to e’s g e l l o C l a c i n Gateway Tech

i n m u l A e l 2021 Notab

Charles Helm

ay alum? /alumni. w e t a G a u o Are y tc.edu d alumni at g y of prou

’s famil Join Gateway

Patti Plough

Larry Nelson Logo Color

56 / BizTimes Milwaukee MARCH 29, 2021

PRESIDENT AND CEO

KAREEDA CHONES AGUAM

MOLLY SCHWEIGER

GREENFIELD REHABILITATION AGENCY INC.

SENIOR VP OF PARTNER STRATEGY AND MANAGEMENT

VICE PRESIDENT AND CLIENT & COMMUNITY RELATIONS DIRECTOR

MILWAUKEE BUCKS

PNC BANK

KATE BREWER

Marquette University – 1996 (bachelor’s), 1998 (master’s) Cardinal Stritch – 2002 (MBA) Kate Brewer, president and CEO of Greenfield Rehabilitation Agency Inc., began her career at two of southeast Wisconsin’s leading universities. She graduated from Marquette University in 1996 with a Bachelor of Arts in communication and in 1998 with a Master’s in Physical Therapy. She then obtained her MBA from Cardinal Stritch University in 2002.

Brewer has held many roles in the Wisconsin Physical Therapy Association including state treasurer. She has transitioned into national roles and is now serving her second term on the board of the American Physical Therapy Association (APTA) – Geriatrics as treasurer and on the Finance and Audit committee.

She is a member of the Young President’s Organization (YPO) since 2016 and served on Wisconsin’s board of directors since 2019.

Brewer is YPO’s assistant learning officer and is in the leadership track to be learning officer. She will also be the first woman Chapter Chair for Wisconsin.

Brewer also has a passion for helping her local community, including as treasurer of the Wisconsin Parkinson Association board.

Marquette University 1998 Kareeda Chones Aguam, senior vice president of partner strategy and management for the Milwaukee Bucks and Fiserv Forum, is a 1998 graduate of Marquette University with a degree in communication and public relations.

Chones Aguam has been widely recognized for her strong leadership in her professional life, as well as being an example for women seeking leadership roles in various industries, including professional sports — a historically male-dominated field, according to Brittany Warren, associate director of development, athletics, university advancement at Marquette .

“Through her leadership, she is making a pathway for others to follow and help achieve their own goals,” Warren said.

Before her role with the Bucks, Chones Aguam served as the host of Marquette Women’s basketball coach Terri Mitchell’s show on Time Warner Cable and worked as a voice-over artist.

Chones Aguam serves on the board for Penfield Children’s Center, an agency which aims to create a positive start in life for infants and children with developmental delays or disabilities by providing early education, health services and family programming.

An active member of TEMPO Milwaukee, she currently helps with the organization’s marketing and event planning.

DIS CO V ERY W O RL D PHONE: (414) 765-9966 WEB: discoveryworld.org

Discovery World is a 501c3 registered nonprofit organization, operating to provide educational experiences through interactive exhibits and programs for families and students in Milwaukee, the region and throughout the Midwest. Discovery World serves over 300,000 visitors annually, over 65,00 students and over 1,600 campers each summer. Discovery World exists to inspire the next generation of engineers, designers, scientists, inventors, and community leaders.

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Marquette University 2000 As a Marquette University alum, and vice president and client & community relations director for PNC Bank in Wisconsin, Molly Schweiger has embraced the idea of “cura personalis” (care for the whole person) that is at the core of a Marquette education, according to Sarah Burkhart, executive director of Marquette’s Alumni Association in the Office of University Advancement.

Through her role at PNC, Schweiger, who graduated in 2000 with a degree in public relations, supports two key Marquette projects: MKE LAX and Technology Needs.

MKE LAX is a weekly after-school program through which coaches and athletes on Marquette’s men’s and women’s lacrosse teams conduct mentoring sessions and lacrosse practices with students from the Milwaukee Academy of Science.

Technology Needs provides technology support for Marquette students who are unable to afford the technology — laptops and internet access — necessary for successful remote education during the coronavirus pandemic.

“Schweiger has used Marquette as a portal to address the needs of the community. Her work and commitment are clearly helping not just Marquette community members, but citizens across southeast Wisconsin,” Burkhart said.

MARQUETTE UNIVERSITY

CONGRATULATES OUR NOTABLE ALUMNI HONOREES

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DANIELLE BERGNER, LAW ’05 KATE BREWER, COMM ’96, PT ’98

WAU KESH A CO U NTY CO M M U NITY FO U NDATION PHONE: (262) 513-1861 WEB: waukeshafoundation.org

The Waukesha County Community Foundation is a pool of permanent endowment and project funds created primarily by and for the people of Waukesha County to provide grant support to charitable organizations.

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KAREEDA CHONES-AGUAM, COMM ’98 LAURA GUTIERREZ, GRAD ’01 MATT NEUMANN, GRAD ’06 MOLLY SCHWEIGER, COMM ’00 MATTHEW TADISCH, GRAD ’09

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ANTHONY SMITH DIRECTOR OF COMMUNITY ENGAGEMENT AND INCLUSION

MARCUS PERFORMING ARTS CENTER Milwaukee Area Technical College – 2012 To market and communicate successfully can be a challenge, but Anthony Smith, Milwaukee Area Technical College 2012 alumnus (and now MATC Foundation Inc. board director), makes it work as director of community engagement and inclusion for the Marcus Performing Arts Center, according to Laura Bray, vice president of college advancement and external communications for MATC. Smith had years of work experience in his field with the Milwaukee Journal Sentinel and Children’s Hospital of Wisconsin before attending college. After graduating with an associate degree in marketing and communication, he continued his education at Marquette University in its executive leadership program.

In his current role, he stewards the Marcus Center’s community engagement programs including Arts Connect, Family First Nights, Opening Our Doors, KidZ Days, Dr. Martin Luther King Jr. birthday celebration and Cantos de las Americas.

Smith also volunteers on several boards, including the Bronzeville Milwaukee Advisory Board and boards for the Hmong American Chamber of Commerce and the Salvation Army.

TIA RICHARDSON INTEGRATIVE COMMUNITY ARTIST Milwaukee Area Technical College – 2003 Community mural artist Tia Richardson not only does beautiful work, but she brings people together to create it. She is a muralist, filmmaker, teacher and entrepreneur, and she exemplifies both the creative and the practical education she received at Milwaukee Area Technical College, according to Laura Bray, vice president of college advancement and external communications at MATC. Richardson’s murals can be seen all over the city, as well as her website, www.cosmic-butterfly.com. Her mural sites include the Milwaukee Public Schools central offices, the I-794 overpass at Broadway and the Milwaukee County Courthouse. Her art is community-based. Members of the community take part in workshops — planning and painting many of her projects.

“The positive effects on the Milwaukee community can be felt not only in the 50+ murals she has created, but in the many people Tia Richardson has collaborated with and taught,” Bray said.

In 2003, Richardson graduated from MATC with an associate degree in graphic design. Since then, she was named the Milwaukee Arts Board 2018 Milwaukee Artist of the Year, has been featured twice on Milwaukee PBS’s Black Nouveau and was chosen by the Milwaukee Art Museum in 2020 to design their annual holiday ornament.

DANIELLE BERGNER COO, GENERAL COUNSEL

J. JEFFERS & CO. MATC, University of Wisconsin Milwaukee – 2002 (bachelor’s), Marquette University – 2005 (J.D.) Danielle Bergner, chief operating officer and general counsel for Milwaukee-based real estate development firm J. Jeffers & Co., takes a solutions-oriented approach to deal making.

She pairs private sector experience with public sector perspective. Her experience includes the financing and development of historic adaptive reuse projects, professional sports and convention facilities, community and cultural assets, medical office buildings, multi-family residential and mixed-use commercial developments, hotel and retail facilities, industrial facilities and commercial office buildings.

During her 17 years practicing real estate law in Milwaukee, Bergner has been involved in several major projects including Fiserv Forum, BMO Tower and the redevelopment of the former Journal Sentinel complex.

She is a considered a principled, civic leader with vision to have high-end real estate built in tandem with community-based development, according to Laura Bray, vice president of college advancement and communications at MATC. “MATC changed my life,” Bergner said. “I was able to afford college and get a start in my career which I didn’t know was possible.”

Congratulations to These BizTimes Media Notable MATC Alumni!

Danielle Bergner

COO and General Counsel, J. Jeffers & Co.

Tia Richardson

Milwaukee Community Mural Artist

Anthony D. Smith

Director of Community Engagement and Inclusion, Marcus Performing Arts Center

#ProudToBeMATC | matc.edu/alumni MATC is an Affirmative Action/Equal Opportunity Institution and complies with all requirements of the Americans With Disabilities Act. MATC is accredited by the Higher Learning Commission, Commission on Institutions of Higher Education, the national standard in accrediting colleges and schools for distinction in academics and student services.

MICHAEL BARBER

MATTHEW TADISCH

CYNTHIA LACONTE

CHIEF DIVERSITY OFFICER

PRESIDENT, CEO AND OWNER

CEO

GENERAL ELECTRIC

SELZER-ORNST CONSTRUCTION

MSOE - 1982 Michael Barber has had a variety of roles in engineering, operations, product management and executive leadership during his 40 years at General Electric, where he is the chief diversity officer.

His career at GE began prior to his graduation from MSOE in 1982 with a B.S. in electrical engineering. Today he leads the company’s inclusion and diversity strategy to drive sustainable change.

Barber also was the first leader for GE’s strategy on global health, healthymagination. He and his team delivered 50 products targeting cost, quality and access, while establishing key partnerships for GE in the cancer, maternal and newborn health, and emerging markets.

Barber has been a champion of GE’s employee resource groups including the African American Forum, focused on professional development for African-American employees, and for over a decade was the executive sponsor for the sustainability portion of GE’s $30 million philanthropic commitment to improve health care in sub-Saharan Africa.

Barber, who also holds an honorary Doctor of Engineering from MSOE, is a member of the MSOE Board of Regents. He is a staunch supporter of the university, student scholarships and MSOE’s chapter of the National Society of Black Engineers, which he co-founded with his now wife, Jacqueline Herd-Barber, when they were MSOE students.

MSOE - 2006 Matthew Tadisch spent his early childhood knee-deep in Legos and Lincoln Logs. They led him to MSOE, where he double-majored in architectural engineering and construction management and graduated in 2006.

Today, Tadisch serves as president, CEO and owner at Selzer-Ornst Construction and co-owner of Wisconsin Redevelopment.

He also purchased ABCO Building Corp.

Since his graduation, Tadisch’s career in construction has included various roles, such as project engineer, project manager, owner’s representative and project executive.

He also worked as a business development manager/account executive for Riley Construction and was manager of construction for Kohl’s, overseeing retail and non-retail construction across the country. Tadisch was one of the youngest executives at Gilbane Building Company, where he worked before purchasing Selzer-Ornst.

Tadisch is a director with the Associates in Commercial Real Estate (ACRE) Program in Milwaukee. ACRE is an industry-supported initiative that recruits and retains people of color for careers in commercial real estate, spanning from development and property management to construction management.

He is also a lecturer in the Civil and Architectural Engineering and Construction Management Department at MSOE.

DOHMEN COMPANY FOUNDATION Mount Mary University – 1984 Cynthia LaConte, a 1984 graduate of Mount Mary University in Milwaukee, is the chief executive officer of Milwaukee-based Dohmen Company Foundation. in 2009, when she became CEO of the Dohmen Company, a health care supply chain firm, LaConte increased the company’s size and founded the Dohmen Company Foundation. In 2019, Dohmen transitioned from a for-profit S-Corp to a not-for-profit philanthropic enterprise, prioritizing social health over shareholder wealth. “(LaConte) believes affecting change in Milwaukee happens when all voices are represented in leadership, and when resources build upon wellness,” said Christine Pharr, president of Mount Mary University.

The 2020 launch of Dohmen’s Food for Health program is one example. Using medically tailored meals as a way to prevent and reverse chronic disease, Dohmen partnered with Common Ground Healthcare Cooperative to supply 14 free meals per week to 100 CGHC members throughout Milwaukee.

The Dohmen Company Foundation has worked to build healthier communities in a variety of ways, most recently funding a Milwaukee satellite for Chicago-based tech training 501(c)(3) i.c. stars and also securing a $7.5 million line of credit to ensure Milwaukee could meet host-city requirements for the Democratic National Convention.

CONGRATULATIONS TO MSOE’S NOTABLE ALUMNI!

#1 IN WISCONSIN #3 IN MIDWEST

Matthew Tadisch

Dr. Michael J. Barber

MSOE Class of 2006 President/CEO Selzer-Ornst Construction

MSOE Class of 1982 Chief Diversity Officer GE

MSOE alumni are making an impact in Milwaukee, in Wisconsin and around the world. Learn about the MSOE Advantage at msoe.edu.

U.S. News & World Report ranks Mount Mary among the best in the Midwest for graduating women of all backgrounds.

mtmary.edu

Congratulations to Mount Mary Alumna Cynthia LaConte ‘84! biztimes.com / 59

KRISTIN FRITZ

RANDY BRYANT

VICE PRESIDENT, HUMAN RESOURCES BUSINESS AND TECHNOLOGY

PRESIDENT AND CEO

TAMMY BELTONDAVIS

TEN CHIMNEYS FOUNDATION

FOUNDER AND PRINCIPAL

ROCKWELL AUTOMATION University of Wisconsin – Parkside (bachelor’s -1987, master’s – 1990) Since 2002, Kristin Fritz has been a leader at Rockwell Automation, where she now leads HR for the Intelligent Devices Business segment, Integrated Supply Chain and headquarters functions.

Rockwell executives have cited Fritz’s work as industry leading, enabling the company to improve the diversity of their workforce, hire and retain critical advanced manufacturing technologists, and initiate new programs, according to Linnea Booher, director of donor and alumni engagement at University of Wisconsin-Parkside.

Drawing on her service experience in the Army, Fritz spearheaded the Academy of Advanced Manufacturing, a Rockwell Automation initiative in partnership with ManpowerGroup to provide job training and placement for up to 1,000 veterans annually.

From this veteran training program, more than 80% of graduates have been placed in career-advancing roles.

Fritz earned both bachelor’s and master’s degrees in business administration (1987, 1990) at Parkside. She continues to support the education of future HR professionals as an adjunct instructor in UWParkside’s business program and serves on the UW-Parkside College of Business, Economics, and Computing advisory board.

ATHENA COMMUNICATIONS, LLC

University of WisconsinParkside - 1980 Before turning his talents to nonprofit leadership, Randy Bryant, president and chief executive officer of the Ten Chimneys Foundation, had a career in international business.

Bryant’s business background has identified strategies to build audiences, increase tour traffic, and foster new audiences for Ten Chimneys. He created agricultural programming using the estate as a place of learning, growth and creativity.

Ten Chimneys is a National Historic Landmark and resource for theater, historic preservation, arts and arts education in Genesee Depot. Bryant leads the Lunt-Fontanne Fellowship Program.

The program brings actors from across the country to participate in a week-long master class and retreat with a world-renowned master teacher. During his tenure, Bryant has brought renowned talents such as Alan Alda, Jason Alexander, Phylicia Rashad, Alfred Molina, David Hyde Pierce, and hundreds of other Broadway and regional theatre talent to Wisconsin through the Lunt-Fontanne Program.

In addition to his leadership of Ten Chimneys Foundation, Bryant serves the arts and historical community through board and committee roles with organizations including the Milwaukee Art Museum and the National Trust for Historic Preservation.

A 1980 graduate with a degree in labor relations, Bryant was recognized as a UW-Parkside distinguished alumnus in 2019.

Alverno College - 1993 Tammy Belton-Davis graduated from Alverno College in 1993. In 2017, she was inducted into its Vanguard Society, whose members have “achieved prominence in their careers and are highly involved in their communities.”

Belton-Davis is the founder and principal of Athena Communications, LLC. Established in 2009, Athena is a Milwaukee-based brand-management firm offering public relations and communication services.

During the past year, the company’s client work has touched on many of the key issues of 2020, including the COVID-19 pandemic, the presidential election, and racial equity. Belton-Davis has developed and launched a new service program called Athena’s IDEA (inclusion, diversity, equity, and action) in pursuit of a more equitable society for all Milwaukeeans.

She is also the first-ever chief diversity officer for Milwaukee Rep. She is a board member with the Center for Self-Sufficiency, Bronzeville Arts Ensemble and Groundwork Milwaukee and a volunteer at the Dr. Howard Fuller Collegiate Academy. She has just been elected to Alverno College’s Board of Trustees and is a member of Tempo Milwaukee, Professional Dimensions and the Public Relations Society of America.

CONGRATULATIONS NOTABLE

MINORITY EXECUTI

VES

RACHAAD HOWAR

D

OWNER LOUNGE CREAM CITY PRINT

in a little ago, making shirts he more than 10 years Three years later started his business out of a backpack.

Rachaad Howard and selling the shirts to grow ever since. two-bedroom apartment shirts and has continued and bike cart to sell his kept working hard had built his first were failing, Howard many small businesses diversity and inclusion.

In 2020, a year when to carry his line promoting a trend.” a deal with Kohl’s not “Black culture is it paid off, including is 12 designs including The West Allis business The Kohl’s line included just over a year ago. hang out, City Print Lounge guests a space to Howard opened Cream lounge that allows printing party. apparel and private t-shirt making an interactive retail or host their own it be even have a drink for a cause. Whether print t-shirts and art or it is a walking billboard youth on business, not just a business, mentoring or “His business is the helping the homeless, founder of Against social injustice, inclusion, is here to help,” said Brianna Roeck, , Rachaad marketing new businesses. entrepreneurship with branding and and blog that helps Grain LLC, a life brand

ECUTIVES INORITY EX N O TA B L E M

Kristin Fritz ’87, ’90

|

I LWA U K E E BIZTIMES M

22, 2021 : FEBRUARY

ORDER YOUR REPRINTS!

Randy Bryant ’80

UW-Parkside Alumni: Powering Progress in Southeastern Wisconsin since 1968

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AMBER BURKE DIRECTOR OF MARKETING AND BUSINESS DEVELOPMENT

IBC ENGINEERING SERVICES, INC. Alverno College - 1993 Amber Burke is an Alverno College graduate with a BA in communication and a business management minor, who leads the marketing and business development efforts at Pewaukee-based IBC Engineering Services, Inc. At Alverno, she was a charter member of Pi Sigma Epsilon, a coed business fraternity focused on sales, marketing and management.

In addition, she studied abroad in the Soviet Union, gaining insight and a global perspective.

According to Burke, becoming an Alverno alumna exemplifies the lifelong learner principal, demonstrating that leadership goes far beyond a job.

“At Alverno, educational focus is on ‘eight abilities’ which are aimed at not just academic development, but also social, community and global engagement. These abilities highlight problem solving, decision making, interaction and other skills which are the basis for sound leadership,” she said. “My education has prepared me for the job I have today and inspired me to help others achieve success through the Society of Marketing Professional Services (SMPS) and go above and beyond to help IBC be as successful as it can be. … Alverno has given me the specialized knowledge and the skills needed to stay relevant, compete and thrive in a changing world.”

DENNIS SLATER PRESIDENT

ASSOCIATION OF EQUIPMENT MANUFACTURERS Carroll University - 1980 A 1980 graduate of Carroll University with a bachelor’s degree in journalism, political science and history, Dennis Slater has been president of the Association of Equipment Manufacturers (AEM) since 1998.

Headquartered in Milwaukee, AEM represents off-road equipment manufacturers and suppliers, with more than 1,000 member companies in the agriculture and construction-related industries worldwide.

Slater has grown AEM by 700% to $60 million annually and the membership by 50% to 1,000+ member companies. Slater joined AEM’s predecessor CIMA (the Construction Industry Manufacturers Association) in 1982, becoming president of CIMA in 1998, and overseeing the merger of CIMA and the Equipment Manufacturers Institute (EMI) into AEM in 2002.

He now oversees AEM trade shows, including CONEXPO-CON/ AGG (North America’s largest construction trade event), The Utility Expo and World of Asphalt. As president, Slater sets the strategic direction and the operation of all AEM programs to support the membership and the industry.

Slater also serves as a member of the U.S. Chamber of Commerce’s Association Committee of 100, National Association of Manufacturers (NAM) Council of Manufacturing Associations, among other groups.

BARKHA LIMBU DAILY OWNER/CHEF

THE CHEEL, THE BAAREE, DAILY TACO Lakeland University – 2007 (bachelor’s) Alverno College – 2011 (master’s) Barkha Limbu Daily came to Wisconsin as an international student at Lakeland College (now Lakeland University). Fourteen years later, in 2011, Barkha and her husband, Jesse Daily, moved to Thiensville.

They helped rejuvenate the Thiensville Village Market and eventually started their own restaurant, the cheel, which has won more than 40 awards since its opening as well as a loyal following.

The Dailys also opened the baaree, an outdoor food/libation and entertainment beer garden, as another venue to complement the cheel, and in 2020 they launched another restaurant, Daily Taco, featuring traditional Western-Mexican cuisine. Barkha also found time in 2018 to appear on the Food Network as a judge with Chef Tyler Florence.

Unfortunately, 2020 brought challenges. The cheel had a fire and, as a result, the historic location was razed.

“It led to an outpouring of support from the Thiensville community and customers from all over the region,” said David Gallianetti, director of external relations at Lakeland University.

Several area restaurants offered nights for Barkha to serve signature cheel dishes. The Dailys have already made plans to rebuild.

JEFF SPENCE DIRECTOR OF COMMUNITY OUTREACH AND BUSINESS ENGAGEMENT

MILWAUKEE METROPOLITAN SEWERAGE DISTRICT Lakeland University - 1983 Jeff Spence, who graduated from Lakeland University in 1983 with a bachelor degrees in chemistry and business administration, has served more than 20 years in the public sector managing a wide range of functions at the Milwaukee Metropolitan Sewerage District (MMSD).

He is currently director of community outreach and business engagement, and his responsibilities include oversight of the Small/ Women/Minority-Owned Business Enterprise Program, Milorganite operations and marketing, communications, educational, business and community outreach, the Workforce and Business Development Training Program and the Household Hazardous Waste Program.

Prior to joining MMSD, he worked in the private sector as a chemist and manager at Aldrich Chemical.

Spence is also a longtime civic leader. He is currently a board member for First Stage Children’s Theater, the Milwaukee Youth Arts Center, Hope House and the Urban Ecology Center. He has been a member of the Lakeland University Board of Trustees for nearly 20 years and was recently elected board chair.

DR. JON LEHRMANN

LAURA GUTIÉRREZ

CHAIR AND PROFESSOR IN PSYCHIATRY AND BEHAVIORAL MEDICINE

EXECUTIVE DIRECTOR

MEDICAL COLLEGE OF WISCONSIN ASSOCIATE CHIEF OF STAFF FOR MENTAL HEALTH

CLEMENT J. ZABLOCKI VA MEDICAL CENTER Carroll College – 1986 (bachelor’s) Medical College of Wisconsin – 1990 (M.D.) Dr. Jon Lehrmann, the chair and Charles E. Kubly professor in psychiatry and behavioral medicine at Medical College of Wisconsin and associate chief of staff for mental health at the Clement J. Zablocki VA Medical Center, has spent his career working to expand mental health care access.

Lehrmann, who graduated from Carroll College in 1986 and MCW in 1990, helped establish the Wisconsin Child Psychiatry Consultation Program to help pediatricians get guidance about patients from psychiatrists. Recently, Gov. Tony Evers announced funding to expand the program to cover the entire state.

He helped launch MCW Green Bay and Wausau psychiatry residency programs to train psychiatrists and keep them employed in areas of greatest need. Both programs will host their first graduations this year, and six of the seven inaugural residents have accepted positions in underserved areas or will continue training in fellowships serving youth.

UNITED COMMUNITY CENTER Carroll University – 1995 (bachelor’s) Marquette University – 2001 (master’s) Laura Gutiérrez, executive director of the United Community Center (UCC), is the first woman and first person from its south side neighborhood to lead the agency.

Before taking over the role in May 2020, Gutiérrez had been a part of UCC for decades. She has held a variety of roles, including assistant principal and director of instruction at Bruce Guadalupe Community School, middle school science teacher, and youth worker when she was a teen.

In addition to her educational work at UCC, Gutiérrez has led St. Anthony’s School, one of the largest private schools in the state. Prior to returning to UCC, Gutiérrez was appointed Wisconsin’s Secretary of the Department of Safety and Professional Services, managing a biennial budget of $100 million.

Gutiérrez grew up in Milwaukee and graduated with a Bachelor of Science degree from Carroll University in 1995 and a Master of Arts in leadership and policy from Marquette University in 2001. Additionally, she completed the District Administrator Licensure Program at Cardinal Stritch University and received her superintendent license in 2016.

Shortly after she became executive director, COVID-19 changed everything about how UCC could serve the community. Gutiérrez guided UCC’s staff to continue providing community services, while avoiding staff layoffs.

biztimes.com / 61

JEFFREY JOSLYN

LILLIANN PAINE

DIRECTOR OF FOOD RESOURCES

PUBLIC MEMBER

VICE PRESIDENT OF DEVELOPMENT AND COMMUNICATIONS

GOVERNOR’S HEALTH EQUITY COUNCIL

FEEDING AMERICA EASTERN WISCONSIN

University of WisconsinMilwaukee - 2005 (bachelor’s), 2013 (master’s)

University of Wisconsin – Milwaukee - 1996 Jeffrey Joslyn is currently the director of food resources for Feeding America Eastern Wisconsin. He graduated from the University of Wisconsin – Milwaukee with a bachelor’s in English in 1996, and has more than 17 years of experience in the food industry. Prior to his work with Feeding America Eastern Wisconsin, he worked with farmers, institutional buyers and consumers within the local food system as a chef, wholesaler, retailer, and developer of a regional food hub.

Because feeding people is about more than simply providing food, Joslyn’s approach to sourcing food is to focus on increasing the healthy, building-block foods (produce, dairy, meats, grains) available and distributed throughout Milwaukee communities, said Lisa Endl, director of communications for Feeding America Eastern Wisconsin.

Joslyn’s work with local food producers shortens the timeline of getting food from farm to consumer and results in tasty, fresh and healthy foods distributed throughout the region.

According to Joslyn, one of the most gratifying things from his role over the past few years — and especially during the COVID-19 pandemic — has been watching people from the community come together under a common thread, helping build resilient systems making better food options a reality, and learning that every action can create drastic, positive changes.

SCOTT MARSHALL

Lilliann Paine, MPH, is a member of Gov. Tony Evers’ Health Equity Council and serves as a board member of Wisconsin Public Health Association (WPHA).

She was the chief of staff for the Milwaukee Health Department from December of 2019 to March 2021. Paine helped coordinate the city’s COVID-19 response and expanded COVID-19 testing at Miller Park through a partnership with the Milwaukee Brewers.

“Ms. Paine has had a remarkable impact on the public’s health in a short time,” said Zilber School of Public Health’s Acting Dean Amy Harley. “Her work recognizing racism as a public health crisis in Milwaukee and Wisconsin illustrates her commitment to social justice and to systems change, key goals here at ZSPH. She is a driving force for positive change in the Milwaukee community and beyond.”

Paine was recognized with 2019 and 2020 WPHA Presidential Citations and the 2020 Milwaukee County Board of Supervisors Citation for Visionary Leadership. She is a 2020 YWCA Circle of Women Face of the Future.

FEEDING AMERICA EASTERN WISCONSIN University of WisconsinMilwaukee - 1998 Growing up in Milwaukee, Scott Marshall didn’t realize his family was food insecure, thanks to local food pantries and free lunches at school. The lightbulb didn’t go on for him until many years later when he started working at a food bank.

Since then, Marshall’s goal as vice president of development and communications at Feeding America Eastern Wisconsin is to ensure kids who grow up in similar situations can just be kids and not have to worry about where their next meal will come from.

Marshall earned degrees in sociology and mass communication from the University of Wisconsin-Milwaukee, graduating in 1998. He puts both degrees to great use in his current role.

Marshall’s career started with 10 years of radio marketing and the occasional overnight shift DJ’ing. The past 11 years have been spent fundraising, with the past five years at Feeding America Eastern Wisconsin, where he leads the organization’s efforts in fundraising, marketing, communications and volunteer engagement.

Through strong ties with community partners and donors, his leadership in fundraising, communications and volunteerism helps ensure that the pantries in their network have enough food to meet the increasing need.

NOTABLES 2021 Keep up with BizTimes’ 2021 roundup of the leaders making a difference throughout southeast Wisconsin.

At companies across southeast Wisconsin, notable executives are running businesses, navigating company restructurings, serving on boards, running HR and marketing departments, and investing in growth throughout the region. These notable individuals also mentor, teach and volunteer in their communities.

The leaders profiled in these categories are nominated by their peers at work and in the community.

NOTABLE

EXECUTIVE ASSISTANTS

These are the people behind the people. The unsung heroes on this list are keeping their own organizations running smoothly while shaping their own futures.

Nomination deadline: April 9, 2021 Issue date: May 24, 2021

NOTABLE WOMEN

ON CORPORATE BOARDS This list recognizes the accomplished women serving on corporate boards or as non-employee senior advisors to public or private companies with a connection to southeastern Wisconsin.

Nomination deadline: May 7, 2021 Issue date: June 21, 2021

Nominations Open in 2021: Notable Women in Education, Marketing Executives, Women in Insurance, Commercial Real Estate Leaders, and Food & Beverage Executives.

Visit biztimes.com/notable for information and deadlines 62 / BizTimes Milwaukee MARCH 29, 2021

Marketplace

SECTION 106 NOTICE Pramira is seeking comments for a proposed communications tower on behalf of T-Mobile from any interested parties on the impact of the proposed tower on any districts, sites, buildings, structures, or objects significant in American history, architecture, archaeology, engineering or culture that are listed or are eligible for listing in the National Register of Historic Places. Site location is 400 E. Wisconsin Avenue in Milwaukee, Wisconsin proposing to replace panel antennas with new panel antennas and associated equipment.

Correspondence should be directed to Sheldon McLeod at 520 S Main St. #2531 Akron, OH 44311, phone (330) 572-2284 or smcleod@gpdgroup.com

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BizConnections BIZ PEOPLE

Advertising Section: New Hires, Promotions, Accolades and Board Appointments

FINANCIAL SERVICES

Brumfield Joins Wisconsin Bank & Trust as Senior Vice President, Private Banker

Wisconsin Bank & Trust is pleased to announce that Christine (Fredrickson) Brumfield has joined the organization as Senior Vice President, Private Banker. With over 20 years of private banking and wealth management experience, she is a highly accomplished banker who specializes in providing private banking services to highnet-worth individuals, families and organizations. Most recently, Chris served as Regional Bank Manager at US Bank for the past 13 years. She earned her Bachelor of Business Administration from Cardinal Stritch University and named to The Milwaukee Business Journal’s 40 Under 40.

CONSTRUCTION

FINANCIAL SERVICES

Michael Weber Joins Wisconsin Bank & Trust as Vice President of Commercial Banking

Wisconsin Bank & Trust is pleased to announce that Michael Weber has joined the organization as Vice President of Commercial Banking. For over 15 years, Mike has provided various client advisory services to middle market, privately held companies in the Midwest. His expertise spans financial and strategic acquisitions and financing CAPEX projects/ expansions. He has an in-depth knowledge of various payment solutions and full-service treasury management products. Mike holds a Bachelor’s degree in Finance and International Business from the Kelley School of Business at Indiana University.

EDUCATION

Justin Silva Joins Lemberg Signs and Lighting.

Justin Silva joins Lemberg Signs and Lighting as Outside Sales Representative. He has 15 yrs of experience in the signs, hospitality, entertainment, banking, & manufacturing industries, earning him a unique understanding of business branding needs.

ARCHITECTURE FIRM

Kahler Slater Promotes Tracie Parent to Vice President and Chief Operating Officer.

Kahler Slater has promoted Tracie Parent to Vice President and Chief Operating Officer. Parent will continue as Chief Financial Officer and expand her duties to be a member of the firm’s Executive Team which oversees strategic direction and planning.

BANKING Mike Eckl joins Commercial Banking Team at Old National Bank Downtown. Adding to the Commercial Banking bench at ONB, Mike Eckl has 22+ years in banking and finance. He will be working with clients throughout southeastern Wisconsin & specializes in Owner-Occupied projects. Mike is based in downtown Milwaukee.

Seandra Mitchell, VP of student affairs and campus inclusion, provides leadership and direction to help improve diversity and strengthen the climate of equity and inclusion at MSOE.

Regal Ware Names New Vice President of Marketing.

Regal Ware is pleased to announce Milissa Rick has joined the organization as Vice President of Marketing. Milissa will assume responsibility for marketing structure and approach, digital platforms, and enhancing the customer/consumer experience.

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(262) 346-8448 • www.RELAXULLC www.RELAXULLC.com .com 64 / BizTimes Milwaukee MARCH 29, 2021

Kahler Slater promotes Aaron Ebent to Principal.

Kahler Slater has promoted Aaron Ebent, AIA, LEED AP BD+C to Principal. Ebent, an award-winning Designer, has been with the firm since 2006 serving Kahler Slater’s Corporate and Hospitality markets with projects in Wisconsin and across the country.

BANKING

MANUFACTURING MSOE promotes Seandra Mitchell to VP of student affairs and campus inclusion.

ARCHITECTURE FIRM

40% Off

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New Mortgage Officer for Old National Bank - Tony Trahan

Tony Trahan joins Old National Bank as a Mortgage Loan Originator. Tony brings wide experience in banking & financial services to clients throughout the area. He has special programs for professionals and construction projects & is based downtown.

ANNOUNCEMENTS o place your listing, or for more T information, please visit biztimes.com/bizconnect.

BIZ PEOPLE

Advertising Section: New Hires, Promotions, Accolades and Board Appointments

LEGAL SERVICES

ARCHITECTURE FIRM

Kahler Slater promotes Joseph Sinnett to Principal

Kahler Slater has promoted Joseph Sinnett, AIA to Principal. As a Team Leader for Kahler Slater’s Corporate, Residential, and Hospitality markets, Sinnett brings over 15 years of market experience in directing complex projects to completion.

BANKING Jason Eggert, MBA joins ONB’s Corporate Banking Team based in Milwaukee.

Rounding out Old National’s Corporate Banking Team, Jason Eggert, MBA has joined Old National Bank. With over 16 years of banking experience, Jason is leading the practice with midmarket and larger companies with deal sizes over $5 million.

N2 Advantage announces addition to their M&A platform

N2 Advantage Law, Ltd. | N2 Advantage, LLC announced the addition of Dain L. Anderson as a M&A Finance Analyst. Dain’s experience as a financial planning associate and investment banking financial analyst, expands the level of talent at N2 that will leverage the capabilities of the entire team. Dain specializes in financial modeling and analysis, financial planning, as well as accounting and will be an integral part of N2’s strength in M&A transactions.

GET THE WORD OUT! News? Awards?

Press Releases?

Show them off in BizTimes’ new BizUpdates section.

Submit your company news at biztimes.com/bizconnect

MANUFACTURING

Perlick Welcomes New Facilities Manager

Perlick is pleased to welcome Pat Holden to our team as Facilities Manager. Pat has nearly 20 years of experience in Maintenance Supervision from his roles at Poclain Hydraulic, Weasler Engineering, and Borg Warner.

In his new role, Pat will lead the maintenance, machine shop, inspection & plating teams, and will also oversee the environmental, health, and safety functions of our manufacturing facility. Based in Milwaukee, WI, for over 100 years, and headquartered on Good Hope Road, Perlick designs, engineers and manufactures luxury refrigeration equipment and systems for the bar and beverage and home industries.

MEDIA & MARKETING

Core Health Hires Senior Healthcare Strategist. Core Health, Core Creative’s specialized healthcare marketing practice, has added Laila Waggoner to its team of healthcare-specific strategists.

With 30+ years of experience, she will be a key part of the business development and marketing teams.

MANUFACTURING

Perlick Welcomes New Chief Financial Officer

Perlick is pleased to announce Tracy Pearson joined our team as Chief Financial Officer. Previously, Tracy held positions as CFO and Senior Vice President at Regal Ware Worldwide and brings to us over 30 years experience. In her new role, Tracy will provide key value to Perlick’s financial function with her expertise in driving revenue and facilitating strategies to create high-performing organizations.

Based in Milwaukee, WI, for over 100 years, and headquartered on Good Hope Road, Perlick designs, engineers and manufactures luxury refrigeration equipment and systems for the bar and beverage and home industries.

NONPROFIT

Hunger Task Force Names New Director of Advocacy. Hunger Task Force has named Colin McGinn as the organization’s Director of Advocacy. In this position, McGinn will be responsible for leading Hunger Task Force’s advocacy and public policy initiatives to pursue legislative change for hungry families.

New Hire?

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Announce new hires, promotions, accolades, and board appointments with BizPeople.

Visit biztimes.com/bizconnect to submit your news!

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BizConnections NONPROFIT

25 big gifts from the past 25 years PHILANTHROPY has played a big role in the Milwaukee area’s development over the years, helping fund cultural attractions, education initiatives, and essential needs and services. Here’s a roundup of some significant donations that have helped shape the region over the past 25 years.

1. Quad/Graphics Inc. founders Harry and Elizabeth Quadracci in 1997 issued the lead $10 million gift to fund the Milwaukee Art Museum addition, which was designed by Santiago Calatrava and would be named the Quadracci Pavilion.

2. Alverno College supporters John Morgridge, former chief executive officer and chairman of Cisco Systems, and his wife, Tashia, issued a $6 million matching grant in 1997 to build the colllege’s teaching, learning and technology center. Also prolific donors to UW-Madison, the Morgridges gave $50 million in 2006 to help establish the Wisconsin Institutes for Discovery and the following year donated $175 million to create an endowment for low-income students attending Wisconsin’s two- or four-year public colleges and universities.

3. In May 1998, a significant, undisclosed gift from Don and Kate Wilson established the Sharon Lynne Wilson Center for the Arts in Brookfield. The couple also supported the renovation of the Wilson Theatre at the Marcus Performing Arts Center’s Vogel Hall in 2014.

4. Late Milwaukee developer John Burke Jr. and his wife, Kathryn Murphy "Murph" Burke, donated the brise-soleil, the iconic wings at the Milwaukee Art Museum which bears the couple’s last name and made its debut in 2001.

5. The Jane Bradley Pettit Foundation gave $20 million to the Milwaukee Trade and Technical High School, which was renamed the Lynde & Harry Bradley Technology and Trade School (better known as Bradley Tech) in 2002. It was one of several significant gifts from Pettit’s foundation, including $13 million to help build the Calatrava addition at the Milwaukee Art Museum and $9 million to the Pettit National Ice Center.

6. Michael Cudahy, the founder of Marquette Medical Systems Inc, was a driving force behind several of the city’s most prominent cultural assets, with one of his biggest contributions being the development of Discovery World’s lakefront location in the mid-2000s, a project he supported with a reported $32 million donation.

7. Marquette University alumni Ray and Kay Eckstein – who founded the river transportation business Wisconsin Barge Lines now known as Marquette Transportation Company – gave $51 million in 2007 toward the university’s law school building, named Eckstein Hall. In 2014 the couple donated to the construction of the Dr. E.J. O'Brien Jesuit Residence, and in 2017 they issued a $10 million challenge toward the construction of the university's new residence hall facility, named The Commons.

8. In 2008, the Dohmen Family Foundation funded the Milwaukee County Zoo’s new hippo exhibit, a roughly $12 million project. A decade later, the foundation gave a lead gift in support of a $25 million capital campaign to fund the “Adventure Africa” project at the zoo.

9. From 2008 to 2018, the Zilber Family Foundation – the grant-making foundation formed in 1961 by real estate developer Joseph Zilber and his wife, Vera – invested more than $50 million to three targeted Milwaukee neighborhoods – Lindsay Heights, Clarke Square and Layton Boulevard West – through its Zilber Neighborhood Initiative.

10. Kohl's pledged in 2010 to give more than $7 million to the American Cancer Society and the Milwaukee affiliate of Susan G. Komen for the Cure, at the time the largest corporate gift ever made to the Komen Milwaukee affiliate.

11. In 2014, philanthropist and former U.S. Sen. Herb Kohl pledged a $100 million gift for the development of a new arena for the Milwaukee Bucks, what would later be known as Fiserv Forum.

66 / BizTimes Milwaukee MARCH 29, 2021

12. The late Michael Kubly and his wife, Billie Kubly, gave a $5 million endowment in 2015 to Marquette University’s College of Health Sciences to start the Charles E. Kubly Mental Health Research Center. Soon after, the couple donated $2.5 million to the Rogers Memorial Hospital Foundation to support expanding a residential treatment program for young adults with depression and mood disorders.

Their son, Charles, a Marquette alumnus, died by suicide in 2008.

13. Sheldon and Marianne Lubar gave $10 million in 2015 to develop the Lubar Center for Entrepreneurship on the University of Wisconsin-Milwaukee campus.

That gift followed another $10 million gift to UWM from the Lubars in 2006 to endow professorships and student scholarships in the business school, known as the Lubar School of Business.

14. Hal Leonard Corp. executives and longtime Boys & Girls Clubs of Greater Milwaukee supporters Keith Mardak and Mary Vandenberg in 2015 donated $5 million to start an extended learning day program in partnership with Milwaukee Public Schools at the clubs.

15. Milwaukee School of Engineering alumnus Dwight Diercks and his wife, Dian, gave $34 million in 2017 to build a new computational science hall on the school’s downtown Milwaukee campus.

16. In 2017, the Kern family and its foundation gave $37.8 million to establish the Robert D. and Patricia E. Kern Institute for the Transformation of Medical Education at the Medical College of Wisconsin.

17. The Ramirez family – led by Husco chairman Gus Ramirez and his wife, Becky – committed $60 million to St. Augustine Preparatory Academy, the K4-12 non-denominational Christian school on Milwaukee’s south side that they founded in 2017.

18. Reiman Publications founder Roy Reiman and Bobbi Reimann provided an undisclosed lead gift for Discovery World’s $18 million expansion project in 2017.

19. Philanthropists Donald Baumgartner, the founder of Paper Machinery Corp., and Donna Baumgartner gave $10 million in 2018 to help fund the Milwaukee Ballet’s new facility in the Historic Third Ward, named the Baumgartner Center for Dance. It wasn’t the couple’s only significant contribution to the community; the Baumgartners have also given $8 million to the Milwaukee Art Museum’s endowment for museum directors’ salaries and $1.5 million gifts to Milwaukee Film, the Milwaukee Symphony Orchestra and the Florentine Opera, among other contributions.

20. The Midwest Athletes Against Childhood Cancer (MACC) Fund announced in 2019 it would give $25 million, its largest-ever pledge, to advance medical discoveries at the Medical College of Wisconsin and Children’s Wisconsin related to pediatric cancer and blood disorders.

21. An anonymous donor gave $10 million in 2019 to construct a new research vessel for UWM’s School of Freshwater Sciences, one of the largest gifts in the school’s history.

22. In 2020, an anonymous donor pledged $15 million to match donations to Children’s Wisconsin that are designated to support mental and behavioral health services.

23. David and Julia Uihlein, Lynde Uihlein, and The Lynde and Harry Bradley Foundation gifted a total of $52 million in 2020 toward the renovation of the former Warner Grand Theater, named the Bradley Symphony Center.

24. In late 2020, three nonprofit organizations in southeastern Wisconsin were the recipients of philanthropist MacKenzie Scott’s national $4.2 billion charity spree: United Way of Greater Milwaukee & Waukesha County, which received $25 million, United Way of Racine County, which received $5 million, and Goodwill Industries of Southeastern Wisconsin and Metropolitan Chicago, which received $15 million.

25. In 2021, philanthropists Darren Jackson, the former chief executive officer of Advance Auto Parts, and Terry Jackson, pledged $31 million to support Marquette University’s College of Nursing students and programs.

NONPROFIT INTERVIEW that, to Amy’s point, was employee-driven. It was individuals and the talent that they’re trying to attract that said ‘I want to work for a company that’s socially responsible,’ and that was not a conversation prior to 1995 that you had. Frankly, it would have been the kiss of death. You didn’t talk about that. That was something you did on your own time.”

How have changes in the corporate sector – like mergers and acquisitions, companies leaving or coming to the region – affected giving over the years?

Lindner

Young

A conversation on philanthropy, then and now

THE PHILANTHROPIC LANDSCAPE has shifted over the past 25 years as giving

trends have changed, corporate donors have fluctuated, and the community has rallied around different issues as new needs have emerged. BizTimes Milwaukee associate editor Lauren Anderson recently spoke with the president and CEO of United Way of Greater Milwaukee and Waukesha County, Amy Lindner, and her predecessor in that role, Mary Lou Young, about how the nonprofit and philanthropy sector has evolved and where it’s headed.

What would you point to as catalyzing moments in philanthropy over the past 25 years?

Young: “In the late 1990s, United Way moved from giving general operations dollars to impact grants. That was a big change in the United Way system and I think a lot of that was the result of corporations doing similar things. They no longer were just arbitrarily giving away general operations grants to nonprofits but started to focus them. … There was also a shift where (for) B2B companies, shareholders started looking at their vendors and saying, ‘are they invested in the communities? Are they invested wisely and why?’ Versus, ‘why are you spending our money on community philanthropy?’ That was a major shift around that period of time, we’re talking 1995 to 2005.”

What caused that shift?

Lindner: “I have a theory. … My thinking on what was the big shift in the last 25 years is really the democratization of who gets access to information. … There was a time when, if you wanted to give to your community, the legwork of figuring out what nonprofits were there, who was doing a good job, who could actually point to results, that was tricky work. The United Way network was one of the gatekeepers of ‘we are the only (place that has) that information.’ But once everything started going on the internet, the problem now was on the other end of the spectrum – that anybody now could Google the issue they care about and find an organization somewhere that would support that (cause).

Lots more people started to understand there are a lot of great places you could give to, and one of the trends is that people started giving in new and different and Go Fund Me sort of ways.”

Young: “Philanthropy, in my mind, when I first started working was about just doing the right thing. And there was a definite shift as leadership changed and became younger and a little more savvy to look at making investments in communities, anticipating returns and a lot of

Young: “We’re blessed in this community to have a culture of giving back. And United Way is blessed to have Fortune 500s so highly engaged. When Bucyrus sold to Caterpillar and M&I sold to BMO, that year of course we had anxiety about what does that mean? To be honest with you, it wasn’t even a bump in the road. There was such an intentional shift to ensure the acquirer was involved in the community, that … we actually grew in some of those markets. …. Certainly, with things like Bon-Ton, when it went bankrupt and left, that was a hiccup because they were a big United Way supporter and we couldn’t react fast enough to make up the difference on some of that.”

What needs to happen to engage the next generation of philanthropists and volunteers in Milwaukee?

Lindner: “I think we’re going to have to keep getting better at both delivering results and communicating the results and the existing needs in our community. When I say democratization of data, that sounds like a positive thing and I think it mostly is, but it’s also this tidal wave of data.

So, I hope we can continue to earn the trust of the community … that if you need help navigating this space to know what’s most urgent, most important, you can trust that United Way is digging through that data to figure out what issues are rising to the top in terms of need in our community and how do we identify the single best strategies to work on that.”

What lessons did you learn from tackling a big, challenging issue, like teen pregnancy, during your tenure?

Young: “At the time we had enough data supporting that teen birth was not only costing us in a health care perspective for the region, but it was (also) certainly the catalyst for why women in particular were not maturing into careers that supported our community. No one was working collectively to try to make needle-moving change. What we learned was a couple things: first, we did social change before it was a buzzword, or being a community convener, we didn’t really know we were doing that, we were just engaged. … I also realized you can’t really pull away from something you’ve invested in, because teen pregnancy will not go away.

It’s diminished right now but if you take your eye off the ball, it will just continue to creep up. Like (United Way’s current) homelessness initiative, you have to put in place continual efforts that ensure, once you meet your goal, that you have another goal or continue to erode whatever it is that is making that such a community problem.”

What gives you optimism for the community over the next 25 years?

Young: “Young leadership. I’m really, really enthusiastic and elated to see the passion that our young leaders are bringing, not only to the nonprofit sector, but also to our corporate sector.”

Lindner: “I’m with Mary Lou, but I also want to pay credit to our history. Leaders before us fought harder fights with less data, and fewer tools and have shown we can do this. With what we’ve learned about what works, with how we’ve gotten better with data, with how we’ve gotten better at actually implementing data to influence choices going forward, with a group of people who care about our community as much as our young people do, the sky’s the limit. We’re going to solve big problems in this community.” n biztimes.com / 67

BizConnections VOLUME 26, NUMBER 18 | MAR 29, 2021

GLANCE AT YESTERYEAR

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Looking back on issue No. 1 The first issue of Small Business Times in April 1995 featured Nick Bukacek of Bukacek Construction on the cover. Since then, more than 8 million copies of Small Business Times and later BizTimes Milwaukee have been delivered to readers across southeastern Wisconsin.

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SALES & MARKETING

DIRECTOR OF OPERATIONS Mary Ernst mary.ernst@biztimes.com COMMUNITY ENGAGEMENT / OWNER Kate Meyer kate.meyer@biztimes.com

EDITORIAL EDITOR Andrew Weiland andrew.weiland@biztimes.com ASSOCIATE EDITOR Lauren Anderson lauren.anderson@biztimes.com ASSOCIATE EDITOR Arthur Thomas arthur.thomas@biztimes.com REPORTER Brandon Anderegg brandon.anderegg@biztimes.com REPORTER Maredithe Meyer maredithe.meyer@biztimes.com

DIRECTOR OF SALES Linda Crawford linda.crawford@biztimes.com CONTENT SOLUTIONS MANAGER Maggie Pinnt maggie.pinnt@biztimes.com ACCOUNT EXECUTIVE Paddy Kieckhefer paddy.kieckhefer@biztimes.com ACCOUNT EXECUTIVE Christie Ubl christie.ubl@biztimes.com ACCOUNT EXECUTIVE Dylan Dobson dylan.dobson@biztimes.com SALES ADMIN Gracie Schneble gracie.schneble@biztimes.com

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PRODUCTION & DESIGN

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Independent & Locally Owned — Founded 1995 —

COMMENTARY

Restore local control

LOCAL PEOPLE and local officials are best informed to make decisions for their communities.

But Republicans in the state Legislature often disagree with things liberal Milwaukee local officials want to do. Although local control has long been a conservative value, Republicans that control the Legislature often make an exception when it comes to Milwaukee.

The latest example of this is Gov. Tony Evers’ proposal to allow local communities to increase their sales tax, if approved by voters. But with Republicans opposed to any and all tax increases, it’s dead on arrival in the Legislature.

School districts in Wisconsin can increase property taxes if voters approve a referendum, but local communities can’t increase their sales tax, even via referendum, without permission from the Legislature.

Two years ago a coalition that included the Metropolitan Milwaukee Association of Commerce and the Greater Milwaukee Committee backed an increase in the Milwaukee County sales tax to reduce property taxes and fund 68 / BizTimes Milwaukee MARCH 29, 2021

local government. Despite that endorsement from business community leaders, Republicans in the Legislature remain opposed.

Whether you think increasing the sales tax is a good idea or a bad idea, shouldn’t that decision be made by local residents instead of by legislators who live in other parts of the state?

The main reason Republicans give for opposing tax increases is they feel our taxes are already too high and the state’s residents and businesses shouldn’t have to pay any more.

Local governments should find ways to cut spending instead.

Act 10, the biggest achievement of Republicans during Scott Walker’s time as governor, stripped collective bargaining power from public employee unions and gave local officials new tools to reduce spending. However, Act 10 does not apply to police and fire unions. It should, but Republicans made an exception, so it doesn’t.

This is an issue for Milwaukee which has large, and therefore costly, police and fire departments. If you want Milwaukee officials to lower their costs, the Legislature should make Act 10 apply to police and fire unions as well.

There has been discussion about lowering the Police Department budget in Milwaukee.

Of course, totally “defunding the police” is

a terrible idea. But reallocating some of the Police Department budget towards other programs that could help prevent crime in the first place is worth considering. Again, whether you think this is a good idea or a bad one, shouldn’t it be made by local officials?

Well, some Republicans disagree and have drafted legislation to reduce funding from communities that cut their police budgets. In other words, cut spending, but not that spending.

Republicans in the Legislature also hurt Milwaukee by outlawing the city’s residency rule, another policy decision that should be made locally.

Wisconsin’s municipalities are not all the same. Big cities, suburbs, small towns and rural areas all have different needs. The solutions to their problems are not one-size-fits all, dictated from Madison. Allow local officials the control to solve local problems. n

ANDREW WEILAND EDITOR

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ences, food processing, consumer packaged goods and industrial automation and they have a track record of delivering double-digit growth.”

HARTLAND-BASED DORNER MANUFACTURING CORP. is being acquired by Columbus McKinnon Corp., a New York-based maker of motion control and automation products, from EQT Private Equity. The $485 million deal marks the second Waukesha County acquisition Columbus McKinnon has made since 2015, when the company purchased Menomonee Fallsbased Magnetek for $188.9 million.

In a recent interview with BizTimes reporter Maredithe Meyer, Columbus McKinnon president and CEO David Wilson discussed the significance of the deal and what Dorner brings to the table.

SOUTHEASTERN WISCONSIN PRESENCE “The addition of Dorner really allows us, and extends the opportunity, to leverage the control solutions expertise that we acquired within Magnetek. I would say that southeastern Wisconsin is a hub for industrial automation, with easy access to talent and the engineering and controls space. Wisconsin has four accredited engineering schools and Menomonee Falls for us is a large and successful plant that we’ve made investments in and continue to make investments in, so Wisconsin’s been a key area of focus for us.

“Dorner being situated so close to Menomonee Falls did add a layer of attractiveness. That team is a valued part of our workforce … and we’re encouraged to develop and grow within that region. Today, we have about 400 employees in Wisconsin and with the addition of Dorner, we’ll end up with almost 700.”

WHY DORNER? “Dorner is a company that fits directly in line with our strategy. We developed our ‘Blueprint for Growth 2.0’ strategy, which had us focusing on developing our business both organically and through M&A activities.

In the M&A space, we were really targeting attractive micro-segments within the automation landscape, and one of those was specialty conveyance. Dorner, as a precision conveyor company participating in that $5 billion global specialty conveyor market, was a very attractive company within that space; and situated in Wisconsin, very close to our Magnetek business in Menomonee Falls.

“We see Dorner as really broadening our expertise in material handling and intelligent motion solutions. They participate in some really attractive, strong secular growth markets such as e-commerce, life sci-

INDUSTRY EVOLUTION “I believe we’re in the early stages of what some are calling an automation revolution. … In the wake of the (COVID-19) pandemic now there’s even more demand and mega-trend drivers for accelerating the pace of that automation work. Because you want to make sure you can keep people at safe distances, you want to have more machines able to do the things that can be automated.

“Dorner’s specialty conveyance products are really the hub of most automation solutions: they connect machines to machines, they travel through machines, They interact with robotic arms and just about every piece of equipment you can imagine in a factory, and ultimately, they can connect those machines to people and be connected as well through the Internet of Things and Industry 4.0 and 5.0 technologies.” n

President and chief executive officer Columbus McKinnon Corp.

70 / BizTimes Milwaukee MARCH 29, 2021

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