BizTimes Milwaukee | April 17, 2023

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Special Reports

Microsoft plans to create $1 billion data center campus in Mount Pleasant

By BizTimes staff

Microsoft is planning to build a $1 billion data center campus in the village of Mount Pleasant, on a 315-acre parcel of land in the Foxconn complex area. Microsoft plans to buy the land from the village for more than $50 million.

BY THE NUMBERS

Technology Park and is within the tax incremental financing district for the Foxconn site.

Site plans included in village documents show the Microsoft data centers totaling about 1.4 million square feet.

“Microsoft was attracted to this location because it is primed for development,” said village of Mount Pleasant president David DeGroot. “Through local investments, we have transformed this area of Mount Pleasant and equipped it with the infrastructure necessary to support a major investment by Microsoft.”

A news release from village officials states there will be two phases of construction – the first beginning no later than July 1, 2026 and the second beginning no later than July 1, 2033.

Microsoft will be eligible to earn back some of its investment as it constructs buildings. The company may recoup 42% of the annual incremental property taxes it pays on the improvements it builds, not to exceed $5 million per year for the duration of the agreement and the tax incremental financing district (TID).

Payments are contingent on the village having received sufficient tax increment revenue to have first paid all other TID obligations. The village and the county have the option to repurchase the

land being sold to Microsoft at the original per-acre price if Microsoft fails to start construction by the deadlines.

“The agreement does not lessen any of Foxconn’s obligations under its development agreement,” according to the news release. “The agreement does not provide Foxconn any new benefits.”

Foxconn will release all rights to the 315 acres of land that will be sold to Microsoft. After covering the village’s costs, the proceeds of the land sale to Microsoft would go to Foxconn as reimbursement for the $60 million land acquisition advance it provided to the village to fund land acquisition for its complex.

When Foxconn initially selected Mount Pleasant for a planned Gen. 10.5 LCD screen fabrication facility in 2017, local officials set out to acquire almost 3,000 acres of land to support Foxconn’s development. The arrangement called for Foxconn to have the rights to develop or direct the use of the land, but it was initially acquired by the village.

Those plans included Foxconn being reimbursed for the advance, either as the village sold properties off to Foxconn’s suppliers or others locating in the project area, or through elements of the tax incremental financing district supporting the project. n

The site for the Microsoft data center is located along Braun Road, north of Highway KR, east of the Canadian Pacific Rail rightof-way, and west of 90th Street. It’s located in the east section of Area III of the Foxconn Science +

The Foxconn campus in Mount Pleasant.

CURTIS WALTZ, AERIALSCAPES.COM

Houston-based WM, formerly known as Waste Management, announced plans for a rebuild of its recycling facility in Germantown.

$38 MILLION

QUOTE un QUOTE ”

DIANE

HENDRICKS

CHAIRMAN, OWNER AND CO-FOUNDER ABC SUPPLY CO. INC. | HENDRICKS HOLDING CO.

Billionaire Diane Hendricks, chairman and sole owner of Beloit-based construction materials company ABC Supply, reflected on her entrepreneurial journey during a recent appearance at Concordia University Wisconsin in Mequon. Hendricks, who grew up on a Wisconsin dairy farm, is now, at 76 years old, considered the wealthiest self-made woman in the U.S. She co-founded ABC Supply with her late husband, Ken, in 1982 and has led the company since Ken’s death in 2007. She also manages and develops real estate as part of the Hendricks Holding Co. portfolio of companies. n

“I met someone who told me to read a book called, ‘How I Turned $1,000 into a Million’ by William Nickerson. It was on real estate, a simple book on how you buy one (house), how you fix it up and how you rent it out. But, to me, it was a plan. It was the guide I was going to use to start my career.”

“There was no limit in my mind that I couldn’t be successful. It’s like, how could you think that you were ever going to be when you’re doing menial jobs like cleaning toilets and painting walls? But I had seen my parents work and my parents did not die poor.”

“I had a decision to make when I lost Ken. Everybody figured I would quit. That’s a word I was told never to use. You don’t quit, you don’t walk away from a challenge. You just don’t quit.”

“Widgets are widgets. Women can run companies just as well as any man. For all the females, park your gender at the door when you go to work. I’ve been doing it for years. … I respect every woman for pursuing their own dreams and not thinking about the what-ifs.”

“It was never my ambition or my goal to be wealthy. I actually had a very simple expectation of what I want out of life: I wanted a nice life, I wanted healthy children, I wanted to feel good about myself, I wanted my children to feel good about our life and their family, I wanted the associates to like working for us.”

“I never really thought about the fact that I was a girl and that there were limitations to accomplish what I wanted to do. There were no limitations to where I could go in this nation. I never thought that I was working in a man’s industry and that I didn’t belong there. I didn’t know there was a glass ceiling. I knew there were roofs up there, and I liked it.”

RETURNS ON DEMAND

LOCATION: Milwaukee

FOUNDERS:

FOUNDED:

2020

SERVICE: An app for on-demand pickup of online shopping returns

WEBSITE: returnsondemand.io

EMPLOYEES: 2

EXPERIENCE:

Past experience with startups, logistics and technology

Returns on Demand wants to remove the stress of returning packages

By Ashley Smart, staff writer

NEARLY $761 BILLION worth of merchandise is returned to online retailers annually, according to the National Retail Federation. Milwaukee-based startup Returns on Demand wants to make returning those millions of packages as easy as possible for consumers.

Founded by local entrepreneurs Dustin Conrad and Scott Allen, RoD offers consumers an on-demand service that picks up, processes and delivers online shopping returns to UPS, FedEx and USPS locations.

The RoD app allows online shoppers to schedule a pickup date and time. Each package is then picked up by a driver and the app notifies the user. The app also allows shoppers to keep track of online orders and lets them know of expiring return windows. Users can sync RoD with their email, and their previous purchases appear in the app.

“We want consumers to enjoy the returns process so they can feel free to buy more online,” said Conrad.

He has been in the business world for almost 30 years, with most of that time being spent in health care and consulting. However, Conrad does have some past startup experience.

Allen began his career in the world of startups and specializes in the areas of logistics and technology. He helped found a company called

Barcode Resources in Milwaukee in 1990. It was one of the first companies to use barcodes to track products through distribution centers, according to Allen.

Conrad and Allen grew up together and lived about five houses away from each other as kids.

In February of 2020, Allen — whose family is big on online shopping — needed to return a snowboard. This turned out to be an arduous process as he had to drive 15 miles in negative 10-degree weather to stand in a line at a local FedEx store for an hour. And he spent part of that wait time outside.

“I had had it,” said Allen. “I called Dustin and said, ‘The world is becoming an on-demand world. Why can’t we have an on-demand service that will solve this problem?’”

Development of the RoD app took about a year and a half. So far, the RoD app, available in the Apple Store and via Google Play, has hundreds of downloads. Conrad said the download number is growing by double-digit percentages each week.

RoD is partnering with Atlanta-based Roadie, a company that can be likened to the Uber of delivery drivers, for the pickup of packages. Roadie was acquired by UPS in 2021.

RoD has already raised a pre-seed funding round worth more than $500,000. n

Dustin Conrad and Scott Allen

LILA ARYAN PHOTOGRAPHY

Dustin Conrad and Scott Allen

International exports for food, forestry and agricultural products by Wisconsin companies totaled $4.2 billion in 2022, an increase of 7% from 2021.

Jud Snyder

Regional President, BMO Wealth Management

790 N. Water St., Milwaukee

bmo.com

Industry: Banking and Finance

Home sales in the four-county metro Milwaukee area were down

22.6%

in February, year-over-year, according to the Greater Milwaukee Association of Realtors.

• Jud Snyder’s role at BMO has grown with its acquisition of Bank of the West to now cover a 10-state region stretching from Indiana to the Dakotas.

• He said going through BMO’s acquisition of M&I Bank provides a playbook for handling the integration of Bank of the West, which includes remaining engaged in the community, focused on clients and paying attention to how new employees feel coming into the organization. “If we stay focused on that, a lot of good things happen.”

There were

15,937 registered apprentices in Wisconsin in 2022, a new record for the state.

• Snyder previously led teams in equipment finance and commercial banking. Both roles involve building relationships and helping clients plan for the future. “At first blush, not everyone looks at a long career in commercial banking and says, ‘Gosh, that’s natural to go move over into our wealth practice.’ It’s not as unlikely as it seems,” Snyder said.

• In college, Snyder studied Russian and thought he might go into the foreign service as the Soviet Union came to an end. “I thought it would be a neat opportunity to get involved in global change. (But) by the time I got out of college, Russia was no longer in optimistic change, it was a pretty tough place,” he said.

• Serving on boards of the Boys & Girls Club, United Way, Froedtert Health and Teach for America Milwaukee, Snyder looks for opportunities to make positive and sustainable change in

Amtrak’s Milwaukee-Chicago Hiawatha rail service had 501,925 passengers during its 2022 fiscal year, up

107.7% from the previous year.

In January, 416,330 passengers used Milwaukee Mitchell International Airport, an increase of 9.5% compared to January of 2022.

He takes his coffee with 2% milk and honey. “I’ve got such a sweet tooth. … I tried to ween myself off of processed sugar years ago, it absolutely didn’t work, I still eat chocolate all the time, however, I made the move to honey in my coffee and I kind of liked it, and I’ve never looked

The latest area economic data.

TONY PRATO / SHUTTERSTOCK.COM

MEET THE

BLAKE MORET

Chairman and CEO

Rockwell Automation

MILWAUKEE

Education:

Bachelor’s, Georgia Institute of Technology

What was your first job and what did you learn from it?

“A summer intern at Rockwell’s Missile Systems Division, working in a quality team assigned to new defense systems. It was very detailed work, and success was based on the accumulated years of many experts working on difficult problems. It was a great demonstration of the power of combined subject matter expertise and technical innovation.”

What’s the toughest business challenge you’ve ever had to overcome?

“The pandemic presented our company and our customers with some of the biggest challenges to date, and the personal resiliency and responsiveness of our employees got us through, emerging even stronger than before. Early in the crisis, our technology and expertise played a key role in the production of essential goods like packaged food, personal protective equipment and medicine. It would have been impossible for our customers to change course and make these products in necessary quantities without our products and solutions. Beyond technology, salespeople worked tirelessly to expedite critically needed products, development engineers continued to innovate despite serious impediments to following their normal processes, service engineers helped keep lines running, and our own manufacturing associates dealt with new safety processes to keep products coming.”

What advice would you give to a young professional?

“Be relentless. Nothing important is easy. Success takes persistence and a willingness to try different approaches (and sometimes fail) to achieve your goals. Also, don’t ever take a job just because you think you need to in order to get the next one. It will show. You need to have passion for what you spend so much time doing.”

What has been your company’s most significant success over the past 12 months?

“About a year ago, Rockwell acquired Plex Systems, the leading cloud-native smart manufacturing platform. This was our largest acquisition to date and significantly accelerated our strategy to bring the Connected Enterprise to life. The pandemic and supply chain constraints have required customers to urgently increase resilience, agility and sustainability in their operations, and taking a leadership role in providing cloud-native solutions for related industrial applications showed that we could go on offense even during such trying times.”

What would people be surprised to learn about you?

“I recently spent four days kayaking off of Vancouver Island in British Columbia with friends and my 21-year-old son.” Is there a nonprofit cause that has special meaning to you?

“In 2017, Rockwell launched the Academy of Advanced Manufacturing, in conjunction with ManpowerGroup, for returning service men and women. This program includes 12 weeks of hands-on, outcome-based training to complement the instruction these people already received in the military, giving them the skills needed for technician jobs at manufacturing companies. Since we kicked off the program, AAM has placed more than 250 military veterans in highly paid, highly skilled jobs at more than 70 manufacturers. After completion of the 12-week training session, these veterans are now earning salaries of at least $60,000 to $75,000 annually. It’s a huge source of personal satisfaction to me that we stood up this program and have sustained it through the past few years.”

What piece of advice has had the most significant impact on your career?

“When I started this job, a mentor told me that managing my energy was even more important than managing my time. He was right – you never know when you will have to be at the top of your game to deal with a crisis.” n

“When I started this job, a mentor told me that managing my energy was even more important than managing my time. He was right.”

Blake Moret leads Rockwell Automation, one of the largest manufacturers based in Wisconsin, with about 25,000 employees. Since assuming his role in 2016, Moret has led Rockwell’s “connected enterprise” vision, a term used to describe the combination of traditional automation equipment and software with connected devices and the ability to analyze data to improve business operations. He sits on the National Association of Manufacturers’ board of directors and is a member of the national Business Roundtable.

This Q&A is an extended profile from Wisconsin 275, a special publication from BizTimes Media highlighting the most influential business leaders in the state. Visit: biztimes.com/wisconsin275 for more.

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the Interview

A SIMPLE DRAWING of what a weather balloon might look like from above led to Delafield-based artificial intelligence startup Synthetaic being featured in The New York Times. The company’s Rapid Automatic Image Categorization platform was able to track the Chinese spy balloon that was detected over the U.S. in January. BizTimes Milwaukee reporter Ashley Smart caught up with Corey Jaskolski, founder and president of Synthetaic, to learn how the company’s platform was able to successfully locate the balloon 13 times and what that feat means for the future of artificial intelligence.

How did you first learn about the Chinese spy balloon?

“I think when I first learned about it was when it was first sighted in Alaska, and no one was really sure what it was, and then it came to the (continental) U.S. and people became pretty certain what it was. I just heard about it in the news cycle and having launched weather balloons of my own, it immediately caught my attention. When I first heard of it, I actually didn’t even think about trying to find it with our RAIC tool. Not until a week or so later when I was home sick on the couch with nothing to do.”

Why were you interested in trying to track the balloon?

“We had just developed a new feature (geospatial object detection) for our product. Our product had always been able to find pretty much everything in images and video, but we just came up with this feature that allowed us to find individual objects in satellite imagery. That was somewhere in the back of my mind, but then the

Corey Jaskolski

Founder and president Synthetaic Inc.

505 Wells St., Delafield Employees: 45

other thing was I’ve always been interested in using AI to try to find things that seem relatively impossible. While I was at home sick I said, ‘Hey, I think this tool is ready to deploy at a massive scale like this’ and gave it a try.”

What allowed for the RAIC platform to successfully track the balloon?

“I thought there was a pretty big chance it wouldn’t work. The first drawing (of the balloon), I made it thinking of the way I’ve seen airplanes in satellite imagery. When you see an airplane in satellite imagery, the satellite takes multiple images as it’s going over. It takes a red image, a green image and a blue image and then merges them together to get a color image. Anything that’s not on the ground –that red, green and blue – gets spread out as three separate images. I thought this balloon would be going a lot slower than an airplane, so it wouldn’t be as spread out in the imagery. I ended up drawing a sort of snowman with a red, blue and green circle on top of it. The red, green and blue were separated by what I thought the wind speed would be. I thought it would be an accurate representation of what it looked like in the satellite data, but I was really quite wrong. Because the balloon was flying so high, the pattern I drew ended up being spread out a lot

more. It wasn’t a snowman. It was three separate dots separated by a very large distance. But RAIC still got it and still knew what we were looking for from that one drawing. My drawing looked enough like the balloon that RAIC was able to generalize.”

How did you end up working with The New York Times?

“Wired magazine published an article on us about a week or so before we were contacted by The New York Times. We had already found the balloon throughout the entirety of the United States. When we first started working with them all we had was (the balloon) throughout the United States, we didn’t have it anywhere else yet. Working together with them, we made these additional detections all the way back to its launch site in Hainan, China. The New York Times was super involved. There were three reporters working on it. They actually ran wind models themselves and did calculations to back up our calculations. This group is their original investigations group. They, in fact, brought information to us in some cases that we did not have.”

What does RAIC’s ability to find the balloon illustrate about the power of AI technology?

“What it really illustrates is the ability of AI, and specifically the way we do AI with RAIC, to really find needles in a haystack. If you imagine as a general user, you’ve looked through Apple Maps or Google Earth and zoomed in and looked at your house or other properties. Imagine trying to find a single object that’s hidden in Google Earth. It’s sort of the equivalent of what we can do with AI now. We’re hopeful that we’ll be able to use it for everything from defense and security but also for nonprofit and NGO work.”

How has the New York Times story helped the company’s reputation and growth?

“The impact has been tremendous. We’ve been telling folks that our tool can do this, and we do lots of demos and people are always blown away. I think this is still so new of a concept in AI that we still run into a lot of skepticism and disbelief, which is important in the world of AI, where a lot of people have some misguided views of what AI can really do. Having that quick response and being able to find the true needle in the haystack – as if we brought a magnet to the party – I think really showed people what we’ve been saying is true.”

What are your thoughts on how quickly AI has developed? Are things moving too fast?

“In general, the pace of AI has been so rapid lately. We’ve always been on an exponential curve with technology and there are just some points in time where you really feel that acceleration. This is one of those times, with ChatGPT and the other generative AIs. One thing I think people don’t realize is AI has been around in the background for a very long time. These (current) applications of it capture the public’s imagination. AI researchers have been using data to check for credit card fraud, to try to estimate housing crises from real estate listings, all that stuff has been around.

“Do I think it’s moving too fast? No. I think one misperception is that AI can run amok and do its own thing. We’ve all seen Terminator and The Matrix. The reality is AI right now is nowhere near that. We are at a point where AI only works in a human-machine collaboration. You still have to prompt ChatGPT with a sensible question for it to come back with a sensible answer. What AI can really do right now is make us better at our jobs.” n

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Planned 100 East conversion to apartments creates opportunity for other office buildings

BEFORE FORECLOSURE proceedings officially began against 100 East, speculation about the office tower’s future was a top conversation topic among downtown Milwaukee real estate observers.

Now, as a Milwaukee County Circuit Court judge prepares to weigh the potential sale of the building to developers that plan to convert the office building into apartments, office space brokers across the city have been fine tuning their pitches, hoping to secure some of the building’s remaining tenants.

But while netting a tenant like Gruber Law Offices or The Marcus Corp., which currently occupy about 18,000 and 35,000 square feet, respectively, would markedly reduce the vacancy of any individual office building, the impact to the central business district’s overall office vacancy rate would be minimal.

Removing all of the building’s 435,557 rentable square feet from the market, in fact, would only reduce the vacancy rate among multi-tenant office buildings in the central business district by 1.6%, according to data compiled by Catylist and REDIcomps, dropping that rate from 27.1% (where it was at the end of the fourth quarter of

UGLY BUILDING: FORMER WHITE EAGLE HOTEL

Protected by a local historic designation, the former White Eagle Hotel at 738 W. Maple St. in Milwaukee’s Historic Mitchell Street neighborhood has been vacant for decades and a fire department placard urges people not to enter.

Constructed in 1907 by Polish immigrant Leopold Chroscicki, the three-story building was a rooming house and saloon for nearly 100 years before it was sold in 2001.

According to a Historic Preservation Commission study, Chroscicki likely chose the “White Eagle” moniker because the bird is a symbol of the Polish people.

A subsidiary of Milwaukee-based Palermo Villa Inc. purchased the building in 2001 as part of future expansion plans in the area, but then sold it for a dollar to DTB2 LLC in 2017. Attempts to reach the LLC’s registered agent, Derek Benedyk, were unsuccessful.

The 100 East building in downtown MIlwaukee.

2022) to roughly 25.5%.

The vacancy rate could fall further once the tenants leaving 100 East fill empty spaces at other buildings, but that all depends on how much space they end up leasing, explained Jeremy Bengtson, chief executive officer of REDIcomps.

It also depends on when REDIcomps, and other real estate tracking firms, officially stop considering 100 East to be an office building, which typically doesn’t happen until the conversion begins, Bengtson said.

SHOPPING AROUND

In the meantime, office brokers are busy courting 100 East’s remaining tenants. In addition to Marcus Corp. and Gruber Law Offices, 100 East tenants in play include Sperling Law Offices LLC, Grant Thornton LLP, Hinshaw & Culbertson LLP, Marietta Investment Partners and Holter Financial Group. Representatives with Wells Fargo – which has a 3,000-squarefoot branch space on the lobby floor – and restaurant Tua Pasta on the building’s lower level, said neither business is looking to relocate at this time.

“We are in negotiations to see if we will be staying in the building. We still don’t know,” said Alvaro Nino de Guzman, owner of Tua Pasta.

As for the largest of the building’s tenants, they’ll likely be taking their time to find the right space and the right terms.

Marcus Corp., for instance, is searching for about 50,000 square feet of Class A office space and was most recently considering three serious options, said broker Bill Bonifas, executive vice president at CBRE in Milwaukee.

“They are committed to a new headquarters. We have a broadbased search going, and it’s all in the CBD,” Bonifas added.

At Gruber Law Offices, company leaders don’t appear to be in any rush.

options,” said attorney Steven Gruber in a statement.

With BMO Tower roughly 83% full, other Class A buildings could end up snagging some of 100 East’s biggest remaining tenants.

The Huron Building, which has 58,000 contiguous square feet available, could do well, as could the Associated Bank River Center, which is currently undergoing renovations, said Ned Purtell, a principal at Founders 3 who handles leasing at The Huron.

The U.S. Bank Center could also attract larger tenants, said leasing agent Jim Cavanaugh, partner at Cushman & Wakefield | Boerke.

“We have the 32nd, 33rd and 34th floors (at U.S. Bank Center) available,” Cavanaugh said. “We think it will make a logical fit for any number of downtown office tenants, but certainly those tenants coming out of 100 East. It’s the three highest (available) floors of any building in Milwaukee.”

Jenna Maguire, vice president of Colliers’ Wisconsin office brokerage group, is hoping 100 East tenants will consider Michels Corp.’s R1VER building, just south of downtown in the city’s Harbor District. Constructed in 2021 along the Kinnickinnic River, the glass office building has three 27,200-squarefoot floors available.

“We are definitely engaging in conversations with 100 East tenants and trying to get them through to look at the space,” Maguire said. “With everything happening at BMO Tower, there are probably only a few, true Class A spaces available on the market in the central business district.” n

NEW JOHNSON CONTROLS BUILDING PLANNED IN GLENDALE

Johnson Controls recently announced plans to construct a 105,116-square-foot building near its current headquarters campus in the City of Glendale.

Planned for a site northeast of West Florist Avenue and North Baker Road, the two-story building will accommodate up to 250 employees, a company official said.

The building systems manufacturer is working with Milwaukee-based Weas Development Co. on the project, which had worked with the company on an earlier plan to construct a 109,000-square-foot building on a 6.3-acre site at North Green Bay Avenue and West Civic Drive. Those plans were later dropped. Construction is slated to begin in May and be completed by next June.

DEVELOPER: Weas Development Co.

SIZE: 105,116 square feet

ADDRESS: West Florist Avenue and Baker Road in Glendale

CARA

Reporter

SPOTO

Embedded technologies power Milwaukee

BY ASHLEY SMART, staff writer

City’s ambition in becoming a tech hub lies in its traditional industries

Leaner is better. That’s what Meta chief executive officer Mark Zuckerburg said when he announced in March that the company would be laying off 10,000 workers. That sentiment sums up the ongoing shift in the technology sector as several well-known companies, including Google, Amazon, Microsoft and Spotify, have let tens of thousands of workers go.

The eruption of tech layoffs in recent months has given people both inside and outside the industry cause for concern.

Amazon laid off 9,000 people in March alone. At the start of the year, Microsoft announced plans to cut 10,000 positions. Locally, companies including Zywave and Fiserv made undisclosed reductions in their workforces.

All told, more than 100,000 global tech positions were cut in just the first two months of 2023, according to data compiled from the website Layoffs.fyi.

In the U.S., job cuts have impacted tech workers ranging from artificial intelligence specialists and software engineering to administrators. The tech sector also encompasses industry segments like engineered products, advanced manufacturing, software and IT.

Some tech industry experts, like Milwaukee Tech Hub Coalition’s chief executive Kathy Henrich, believe the actual scope of ongoing tech industry layoffs has been a bit overstated.

“If you go beyond the headlines of all these layoffs, systematically we have this gap in demand (for tech workers) that is going to continue,” said Henrich.

Kathy Henrich

Nationwide, the tech occupation unemployment rate is below 2%, according to January data from CompTIA. During the same period, the national unemployment rate saw a slight increase.

For the past few years, there’s been a growing gap in the number of open technology positions across the U.S. and the number of people being hired. That gap is expected to widen by another 160,000 people this year, according to data from the Bureau of Labor Statistics.

Meanwhile, Milwaukee has set out to become one of the country’s next tech hubs, a goal being shepherded by groups like the Milwaukee Tech Hub Coalition and by Mayor Cavalier Johnson. Several experts say the ongoing efforts to strengthen Milwaukee’s tech ecosystem through talent attraction and increased innovation is tethered not just to the region’s tech companies but perhaps even more so to its legacy industries, particularly manufacturing, which employed nearly one-third to half of all workers in Milwaukee in the late 1800s, according

to University of Wisconsin-Milwaukee’s Encyclopedia of Milwaukee.

Today, those legacy industries are home to a large portion of the region’s technology infrastructure and workforce, which is more robust than one might think.

“We spend a lot of time talking about how we’re trying to re-message this whole concept of a tech hub,” said Jon Finch, senior vice president of talent at Brookfield-based Milwaukee Tool. “In my mind, it’s not about trying to make us a tech hub as much as making technology prevalent and clearly visible to everybody. It’s in everything that we do.”

A search for open tech roles in the Milwaukee area yields no shortage of results. Milwaukee Tool alone hovers around 100 open positions; building systems company Johnson Controls has 500 open tech-related positions.

Milwaukee-based insurance company Northwestern Mutual is also actively recruiting to fill about 100 open tech-related positions, using a mix of tactics including upskilling and reskilling, social media and networking, and strategic partnerships.

“We actually have the highest percentage across any city in the country of our tech occupations being embedded in our traditional industries,” said Henrich. “We just aren’t known for it, but we actually have a high density compared to other cities. If you look at us compared to Nashville, we actually have almost twice the density of tech here in Milwaukee.”

Key to Milwaukee realizing its full potential as a hub for technology and innovation is tapping into its existing strengths.

Fighting the narrative

Despite data that shows there is still plenty of work for people in the tech industry, skepticism surrounding the sector remains as layoffs continue. The concern rose to such a high level that Experis, an IT staffing firm connected to Milwaukee-based ManpowerGroup, held a two-day virtual recruiting event aimed at “disrupting” the current narrative around the tech sector. The firm connected with 100,000 workers looking for a job in tech. Experis normally places between 15,000 and 20,000 people each year.

“The hype is often hype,” said Ger Doyle, head of Experis. “I’m not saying there weren’t layoffs, because there were. But when you look deeply, a lot of it was recruiting teams being let go and more administrative roles.

Certainly, some companies had layoffs of tech people as well, but it’s never as bad as the hype.”

Doyle said there’s still extreme demand for any positions related to software development, data development, the cloud and IT. The financial services sector has some of the highest demand for tech workers throughout the country. Demand for workers in the logistics industry has also rebounded post-pandemic, according to Doyle.

Despite ongoing layoffs across the tech industry, Doyle said Experis has not experienced hesitation from workers looking to continue in the field.

“We haven’t seen anybody say they wouldn’t take a job in tech – absolutely not,” he said.

The same can be said for companies that are investing heavily in technology. Despite the period of uncertainty, many aren’t concerned about having to change course.

“Tech and digital talent underpin much of our long-term strategy at Northwestern Mutual,” said Kara Hughes, vice president and human resources business partner at the company. “Specifically, we want to enable the business with technology solutions that are innovative, secure and reliable to be the most powerful digital engine in financial services. Like many companies during this period of uncertainty, we are very thoughtful and intentional about our hiring efforts.”

Johnson Controls has not only kept up its pace for hiring, but also increased it. Last year, the company hired 1,000 people into tech-related roles. Half of those roles were new and created to keep up with demand for the company’s services, said Marlon Sullivan, chief HR officer.

“While we are not considered ‘Big Tech,’ we

have been through a big technology transformation and will continue to move forward with our plans to welcome new talent to the team in remote and on-campus roles,” said Sullivan.

Experis has also seen the trend of demand for tech workers outweighing supply. Over the next year, the company will work to place the 100,000 workers it connected with during its recent virtual recruiting event at companies across the U.S. The firm matches each candidate based on career objectives and in-demand skills.

“A lot of the candidates we work with here locally in Milwaukee, the conversation has really been how can we help them upskill and even cross-skill,” said Mario Cortez, senior manager for the global service delivery team at Experis. “I think that’s really effective because the conversations aren’t really around how they can leave the tech market.”

How legacy industries use tech

A single battery made by Milwaukee Tool is encrypted with more lines of code than the space shuttles launched in the ‘80s.

The tool manufacturer has seen hypergrowth in its use of technology in the past two decades, according to Finch. After the introduction of lithium ion, used as a new way to power tools, Milwaukee Tool has continued to lean heavily into innovation.

Milwaukee Tool has taken a different approach to how it reels in talent. Finch said not everyone who works with technology would say they have a tech job, at least by definition of what most people consider technology roles. So, the company is instead focused on being known for innovation and

Milwaukee Tool employees soldering and assembling an electronics circuit board for a rotary hammer.

MILWAUKEE TOOL

Jon Finch

Ger Doyle

leveraging technology to solve its problems. Finch sees the use of technology within the company being more about the actual application.

“I think what’s been even more impactful for us is the volatility and uncertainty that’s been in that remote tech, consumer-focused sector,” said Finch. “You’re seeing companies like ours that have decades of growth and consistent opportunity. The tech sector that we’ve been fighting with in Silicon Valley isn’t quite as shiny.”

Brown Deer-based water meter manufacturer Badger Meter is another legacy Milwaukee-area company that leans heavily on technology. Almost half of the company’s cash flow is deployed into areas of innovation, whether that be traditional research and development or acquiring other businesses and their technology. A combination of acquisitions and expansion of its own software has led revenues to climb at 45% compound annual growth rate over the past five years.

“Every single company has some aspect of technology, and it’s really important for us to highlight what technology means to manufacturers in the Milwaukee area. Education about what technology is and what we have to offer needs to be first,” said Karen Bauer, vice president of investor relations, corporate strategy and treasurer at Badger Meter.

The company was first to market with an ultrasonic meter 15 years ago and has continued to focus heavily on innovative new products. Modern technology, including artificial intelligence, is utilized in some of the company’s software to help gather data.

“I think people think we just chuck out these water meters month after month and that’s basically our business, but like most things, the industry has moved into a more technology-based fashion,” said Bauer.

Tech companies themselves are looking to Milwaukee’s legacy industries to blaze a trail for continued growth within the local tech ecosystem.

Jesse DePinto, co-founder and CEO of Milwaukee-based shortterm apartment rental company Frontdesk, a rapidly growing startup, says a conservative Midwestern mindset can pay dividends for the region’s economy.

“History is showing that Milwaukee was more right than people thought. There’s a reason people are risk-averse. Times are not always great,” said DePinto. “As much as Milwaukee likes to compare itself to Silicon Valley, as if Silicon Valley is do-

ing everything right, these past few weeks have demonstrated that’s not always the case.”

He pointed to ongoing layoffs and the collapse of Silicon Valley Bank, which invested heavily in startups and technology companies – as signs of cracks in Big Tech’s foundation.

While he’s a bit skeptical of the goal of making Milwaukee a “tech hub,” DePinto does think there are some underlying outcomes that would be a good thing for the city.

He believes most people in the local business community want a vibrant economy, with a growing workforce and thriving businesses. They see technology as the way to get there. However, DePinto also believes people across the globe are realizing technology is not “as much of a silver bullet as they thought it was.” How much value cities and organizations place on tech careers could come more into question in the future.

“I actually think there’s some merit to us having more diversification and traditional, small manufacturing type of businesses,” said DePinto. “When people say tech hub, they want the next generation of Harley-Davidson and Rockwell Automation to be created. Our issue is young people are not staying here to create businesses.”

Sheryl Hopkins, vice president of human resources at Badger Meter, also sees shortcomings in the idea of Milwaukee becoming a traditional tech hub. About 80% of the company’s 2,000 em-

ployees work in manufacturing. As some of the technology positions in Silicon Valley have been leaning more toward remote work, Hopkins said she just doesn’t see a city like Milwaukee being able to do the same.

“It may be difficult to think of Milwaukee as this true Silicon Valley hub when we have so much manufacturing and hands-on work here,” said Hopkins.

Retaining young workers

One thing most experts in the tech sector can agree on is that Milwaukee needs a better plan to retain young talent. Milwaukee-based SoftwareOne, a software and cloud solutions provider, is looking to position itself as a symbol of the city’s future for students who will soon enter the technology workforce.

“SoftwareOne wants to be a central tech hub to be able to say Milwaukee is tech centered. Look at all of these organizations that are coming here now,” said Ashley Baird, president of SoftwareOne North America.

The company, which is hiring nationally and has accelerated its recruiting process amidst ongoing tech layoffs, recently relocated its headquarters and 135 workers to Milwaukee’s Third Ward from Waukesha County, in part to gain a closer proximity to the area’s numerous colleges and universities.

Baird believes the city needs a forward-looking, progressive technology company to attract young talent that might not believe there are job opportunities in the Midwest.

“You have to start somewhere and get exposure,” she said. “The cool thing about tech is there’s

Ashley Baird

Karen Bauer

Jesse DePinto

Sheryl Hopkins

ANDREW FELLER

this ecosystem. Once you can leverage the ecosystem, then your brand starts evangelizing and then you get talent coming in. I’d love to say in five years we’ve doubled our size in Milwaukee.”

SoftwareOne has a multi-faceted outreach plan. Within its brand-new headquarters office, the company plans to host numerous training sessions and summits with representatives from technology companies across the country. This will help spread word of the opportunities that lie within the city. Baird also aspires to bring a more cohesive feeling to Milwaukee’s tech-related efforts by making sure best practices between organizations are shared. She said this can be done by working to foster a more collaborative environment across all organizations and leaders.

“What we need to do in Milwaukee is break down barriers and stop working in silos and bring all of these leaders together,” said Baird, who believes the opening of SoftwareOne’s new office signifies noteworthy progress in Milwaukee becoming more tech savvy. “Milwaukee has such a great historical foundation in companies like Generac and Rockwell and Johnson Controls. You have these classic companies that have continued to employ people in an industry that’s tough. What’s fascinating is those industries, especially in manufacturing, is that they are aggressively in need of tech. You have two poles kind of coming together.”

In working with companies across the country, Experis’ Doyle has found that Milwaukee has a particularly high concentration of tech talent coming out of area colleges. Because of this, he thinks the city already has the necessary infrastructure in place to become a tech hub.

“I was at a meeting recently with one of our top clients – one of the biggest software companies in the world – and three of their top executives graduated here in Milwaukee,” said Doyle.

His theory is a combination of efforts to retain incoming tech workers and upskilling the area’s existing talent would be a good way to boost Milwaukee’s overall tech workforce.

One approach could be placing “technological centers of excellence” at businesses, like manufacturers, to train and upskill workers while they’re on the job, said Doyle.

Some companies, like Northwestern Mutual, are already leaning heavily on upskilling programs and coding academies to find tech talent. The company takes advantage of existing programs like i.c.stars, Flatiron School and Udacity.

“That’s a reasonable hypothesis, that we should maybe focus on the industries we’re strong in, but tech on its own, if we can get it right, has a very sustainable future,” said Doyle.

Playing to Milwaukee’s strengths

Another thing most people can agree on: Milwaukee needs to do better at marketing itself as a

desirable place to live in order to not only attract, but also keep workers.

Local tech entrepreneur Matt Cordio has noticed an uptick of newcomers to the city who have been relocating for different reasons than usual.

“Historically, I used to hear a lot of people say they’re here because of family,” said Cordio, owner of Skills Pipeline and co-founder of Wisconsin Startup Coalition. “Now, I’m hearing more of, ‘I did my research, and this is a cost-effective, great place to live.’”

In talking to some newcomers, several noted they were drawn to the city’s robust higher education landscape, in hopes of pursuing degrees in the tech sector.

Beyond striving to be a great place to work and live, said Cordio, Milwaukee needs a leader who can spearhead the region’s numerous tech-related initiatives with enough capital to truly push forward a transformational vision. He pointed to ExactTarget co-founder Scott Dorsey, who helped transform Indianapolis’ tech scene, as an example. Burnout from leaders trying to make Milwaukee a tech hub city can be detrimental to the overall goal.

“There are a lot of folks in Milwaukee trying to do the right thing, and sometimes they’re under-resourced but well-intentioned. I think that’s a serious problem and sometimes the people that have the resources are not allocating their resources to the best need,” said Cordio.

Finch agrees that both the state and municipal-

ities need to work together to make Wisconsin an exciting place to live. That means supporting some of our best-known attractions, like the Milwaukee Brewers and Summerfest, and making sure there is a plan in the works to address the shortage of affordable housing. He thinks Milwaukee can attract tech workers who don’t want to give up having a challenging job but might be considering a city with a bit of a slower pace and family-friendly environment.

“Milwaukee is uniquely going to have to figure out its path to being a (city) that embraces tech. A city can’t survive and an economy can’t survive without technology,” said Cordio. “Every company here has gone through or will go through a digital transformation.” n

Inside SoftwareOne’s new headquarters office in Milwaukee’s Third Ward.

Matt Cordio

What’s the greatest challenge and greatest opportunity facing Milwaukee County over the next 30 years?

BIZTIMES MEDIA’S MILWAUKEE COUNTY 2050 event will explore the issues shaping the future of Wisconsin’s most populous county, from workforce development to the rise of artificial intelligence. In advance of the event, taking place April 20 at the Italian Community Center in Milwaukee, we asked our panelists to their share thoughts on the greatest challenges and opportunities facing the community in the coming decades. Here are their responses:

ABBY KURSEL Partner gener8tor

“From my vantage point in venture capital, Milwaukee self-defeats by not believing our community and the people within it can produce the same outcomes as any other venture hub. We’re casting our investments elsewhere and reeling in a safe return, but the benefits of that investment (jobs, wealth, leaders) stay in the communities where we casted. The opportunity here is in believing that our own are just as qualified to deliver top returns and can create jobs, generational wealth and community leaders here. Let’s bet on us.”

DAVID CROWLEY County Executive Milwaukee County

“Milwaukee County’s greatest opportunity is inextricable from its greatest challenge. We have a vision at Milwaukee County, to become the healthiest county in the state of Wisconsin. It is an incredibly ambitious vision, but it is our lodestar in the journey to foster a place where people want to live, work and raise their families. Our greatest challenge is working to remedy decades and, in some cases, generations of disinvestment and neglect. The task at hand is prioritizing housing, mental health and substance abuse and transportation to make a healthier and safer Milwaukee County. It is a monumental climb that requires time and investments in the immediate and upstream.

“By working to address that challenge head on, we have a grand opportunity to change the narrative about Milwaukee County. An opportunity to redefine the region and our place in the state. We have an opportunity to further build an economic driver that creates a greater Wisconsin and lifts up communities historically left behind.”

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Supporting Sponsor Message:

JAMES PHELPS President JCP Construction

“The greatest challenge facing Milwaukee County in the next 30 years is the inability of being able to think differently to make sure that all of our young people have access to a great education, which ultimately drives a thriving county and grows the middle class. Municipalities are challenged by current revenue sources which constrain their ability to support and drive that growth. The greatest opportunity in Milwaukee County is seeing the ROI on the additional resources to address the challenges noted above. This will help us retain and grow the population in the county, so it is in the place that we all know we are capable of being.” n

United Way of Greater Milwaukee & Waukesha County is focused on building a better community today and every day. As we look ahead to the future of our city and surrounding area, we know that giving back and working together on key issues is what will allow us all to thrive.

We are thankful for our generous donors and volunteers who are creating lasting change throughout our area. In a time of need, everyone should have someone they can turn to for help. Together, we can be that help.

United Way of Greater Milwaukee & Waukesha County has one simple purpose: help people live better lives.

A modern vision for Greenfield

Cobalt capitalizes on appetite for unique developments in long-overlooked suburb

BY CARA SPOTO, staff writer

WHEN GREENFIELD MAYOR Michael Neitzke was first elected in 2005, he had already heard plenty of excuses from developers about why more ambitious developments wouldn’t work in the small suburban city just southwest of Milwaukee.

Carrying an iPad to meetings, he highlighted potential redevelopment sites to any Milwaukee-area developer he spoke to. But he didn’t get many bites, until that is, he sat on a board with Scott Yauck, president and chief executive officer of Milwaukee-based development firm Cobalt Partners.

That was back in 2014, Neitzke recently recalled, and the site Yauck took interest in was a sprawling area northwest of South 84th Street and West Layton Avenue.

Nine years later, the 48-acre mixed-use development – dubbed 84South – includes a bevy of retail spaces and restaurants, including Fresh Thyme, Ulta, Kohl’s, Total Wine & More, a 267-unit apartment development and an Aurora Health Care ambulatory surgery and health center.

The site will also soon be home to two new Lowlands Group restaurants, a Café Hollander and a brand-new concept called The Feisty Loon.

But back in 2014, the site was a mismatched patchwork of users and owners.

It was Yauck and partners, like apartment developer Fiduciary Real Estate Development, that had the patience, perseverance and open mindedness to make the project a reality, Neitzke said.

“Redevelopment is always much more difficult than development,” Neitzke said. “Most developers don’t like the heartburn and the headaches associated with property acquisitions and complicated financing, and the whole pallet of challenges. And most of the ones that are willing to do those things aren’t going to look at Greenfield as a place to do them. Scott was one of the first people that actually looked at the demographics closely.”

It's that tenacity, Nietzke said, that has led the city to partner with Yauck on other high-profile projects, like the 38-acre Loomis Crossing redevelopment at I-894 and West Loomis Road; the 273-unit townhome-style apartment development it’s doing with Joseph Property Development near South 92nd Street and West Cold Spring Road; and the potential redevelopment of the 23.8-acre Spring Mall shopping center at 4200 S. 76th St.

Yauck says he keeps coming back to Greenfield to do the complicated work such redevelopment projects require because Nietzke and city staff are eager to work with him to push the

projects forward. The fact that there’s plenty of properties in Greenfield ripe for redevelopment – like the nearly vacant Spring Mall – also make the projects prime candidates for tax incremental financing, Yauck said.

When Cobalt Partners first began compiling properties for 84South, the 48-acre site’s entire taxable property value was roughly $8 million. Today, the development site is worth $215 million.

“It was a similar situation at Loomis Crossing. It gives you a lot of room to create value, which allows tax incremental financing to really work,” Yauck said. “When we set out to do 84South, we were committed to creating $107 million of incremental tax base, and we are at $215 million now. We have doubled what we committed to.”

Having grown up just a few blocks east of Greenfield, on Milwaukee’s far southwest side, Yauck said he also knew enough about the area not to discount it.

“I think the market is a bit underserved. People tend to look to other areas, but that southwest part of the city is a good market,” Yauck said. “The mayor is working really hard to reposition the city. He has really created a main street of sorts along Layton Avenue. Loomis Crossing is at the east end of Layton, and our 84South is really the bookend at the west end. The Portillo’s at 84South was the second Portillo’s in the state. That really says something about the market, as well as the fact that nobody has left the 84South development.”

For Nietzke, the goal is simply to make Greenfield a better place and to deliver amenities that will add to the things that already make the community attractive to families, like good schools, strong public services and a close proximity to Milwaukee.

“My goal is to make this city a better place, and I have learned that the way to do that is to make the places here better,” he said. “Everything now is about maximizing the value of the property. The parking lot isn’t the focus of our developments. Parking fields that lay vacant and create stormwater issues nine months out of the year – that’s not where it’s at anymore.”

Yauck recognized the fact that Greenfield is a great community, Nietzke said, and the mayor continues to be heartened by Cobalt Partners’ continued investment in the city.

“These are complicated projects that create a lot of headaches, but they have been enormously successful by any metric,” Nietzke said. “The city was always branded with this penny-pinching, dollar-foolish moniker with haphazard development and crappy roads, and we have managed to transform it from that.” n

Sign for 84South, the large mixed-use development by Cobalt Partners off of I-894 in Greenfield.

COBALT PARTNERS

RESTORING OUR HISTORY. BUILDING OUR FUTURE.

CG Schmidt is family-owned and has been for over 100 years. We built our reputation as a trusted partner by tackling the most recognizable projects across the state, shaping the physical landscape of cities everywhere.

MILWAUKEE // MADISON // CGSCHMIDT.COM

Milwaukee Athletic Club

‘Medtail’ tenants becoming more common at shopping centers

BY ANDREW WEILAND, staff writer

THE VILLAGE MARKET shopping center on Highway 100 in Hales Corners is a good example of how health care tenants have become increasingly important for filling spaces in retail buildings.

Located at 5760-5810 S. 108th St., the shopping center is anchored by a 61,665-square-foot Pick ‘n Save grocery store. Village Market also has four health care-related tenants – known in the retail real estate industry as “medtail” – including Paramount Pediatric Dentistry (occupying a former Blockbuster Video space), Orthodontic Experts (in a space formerly occupied by a U.S. Cellular store), The Joint Chiropractic (in a space formerly occupied by YoFresh Yogurt Cafe) and Team Rehabilitation Physical Therapy (in a space formerly occupied by Super Cuts and Papa Murphy’s Pizza).

The presence of “medtail” tenants in retail shopping centers isn’t new, but it is growing, retail real estate industry experts say, as health care-related operations increasingly seek out retail spaces and retail building owners take advantage of that interest to fill vacancies in their shopping centers.

Health care-related operations including dentists, orthodontists, chiropractors, physical therapists and others have become increasingly interested in locating in retail shopping centers, in large part because they offer convenient and highly visible locations with plenty of parking and an

opportunity to display large signs for passersby to see, retail real estate experts say.

Traditionally, those tenants were often located in multi-tenant medical office buildings, where they had to share common areas, including bathrooms, and were not highly visible to passersby.

“I think there’s an increasing want by these practitioners to have a storefront and some of the conveniences that go along with it,” said Kevin Schmoldt, managing director for Newmark in Milwaukee. “Direct access from a parking lot, as opposed to being in a medical office building with common areas and shared restrooms, elevators and corridors. And I think there’s also an increasing desire for branding, more than ever. Single occupiers are more brand focused than they were in the past, to have a storefront sign instead of just being on a reader board or a directory inside of an office building.”

The number of medtail tenants in retail spaces has increased dramatically since the COVID-19 pandemic, when many retailers were struggling to deal with health and safety restrictions while demand for health care services increased, Schmoldt said.

Health care-related operations have taken advantage of opportunities to fill smaller retail space vacancies that have emerged in recent years.

“The spaces were occupied years ago by your

independent footwear guy and your specialty clothing guy and your menswear and your small independent retailers that just don’t exist anymore as a result of (competition from) national-branded, big-box retailers,” said Dan Rosenfeld, principal of Mid-America Real Estate – Wisconsin. “We clearly are seeing less retailers selling shirts, slacks and sweaters. When you look at the merchandizing mix of your traditional retail shopping center, that mix today of service retail and medtail tenants is significantly greater than it used to be.”

Retail building owners have become more willing to accept health care-related tenants in their shopping centers, Schmoldt said. Many landlords have dropped requirements for tenants to be open every day and the number of hours they must be open, he said. For shopping centers, medtail tenants help bring in more daytime traffic during weekdays.

“For a shopping center that had more restaurants or more retail service-based tenants and was busier on nights and weekends, that may have been slower during daylight hours. Now, if you add a medical tenant or two into that lineup they can drive more traffic during the business hours during the weekday,” Schmoldt said.

And what’s more, medtail tenants can help drive foot traffic to adjacent businesses as patients or their caregivers look to shop and dine.

“I think we’ve seen traffic transfer, most particularly with individuals that need to be transported. You’re going with a spouse, a family member or a caregiver, so adjacent retail allows for traffic transfer,” Rosenfeld said.

Another thing that retail property owners like about medtail tenants is that they tend to make large capital investments to build out their space and, therefore, are less prone to move to a new location, retail industry experts say.

“It’s perceived to be a very stable category, where the barrier to entry is pretty high,” Schmoldt said. “It costs a lot to build out a medical practice, in any type of building, so when they build a medical practice like a dental office, for example, they are less likely to relocate after five or 10 years once the initial lease term has expired, as compared to somebody who might be selling widgets who could pretty well relocate and build out inexpensively.”

Schmoldt estimates that about 15% of retail space in Milwaukee-area shopping centers is now occupied by medtail tenants, which he says is probably about double from three to five years ago. The presence of medtail tenants at area shopping centers “is becoming larger and larger,” Rosenfeld said. n

Orthodontic Experts is one of several ‘medtail’ tenants at Village Market shopping center in Hales Corners.

Waukesha’s new water source has important implications for businesses

BY KATHERINE BECK, for BizTimes

FOR ABOUT TWO DECADES, Waukesha elected officials and city staff have worked hard to ensure that residents have a sustainable source of water, and finally, there is light at the end of the water tunnel as the city prepares to switch over to Lake Michigan water in August.

For the past few years, the project was highly visible as construction crews laid miles of pipeline to and from Milwaukee County to bring water to Waukesha and then to return it to a Lake Michigan tributary as part of the agreement the city reached under the Great Lakes Water Compact.

It’s a move that became necessary after the Environmental Protection Agency ruled that

Waukesha needed to find a long-term sustainable water solution after it was discovered that the city’s deep aquifer was contaminated with radium, as well as a declining amount of water in the aquifer. In the interim, the city has been blending water to provide safe and EPA-compliant water.

In March, the significant milestone of raising the booster pumping station near Broadway and the Waukesha West Bypass was reached. While all of these highly visible milestones have been achieved, the city has laid a lot of groundwork behind the scenes as it helps area businesses prepare for the water switch.

Businesses big and small will feel the impact

when treated Lake Michigan water runs through their taps, including food producers, pet stores and hospitals. The major reason being that the City of Milwaukee treats its water differently by using chloramines versus Waukesha’s application of chlorine.

Mayor Shawn Reilly said the Waukesha Water Utility has reached out to businesses across the city to make sure they are informed of what they need to do to prepare.

“The business community has been an enormous champion to get water from Lake Michigan. I think that kind of tells you that they recognized how important it is,” Reilly said.

Companies like Lifeway Foods Inc., which makes kefir products, and Raised Grain Brewing Co., which brews beer, could be impacted by the different chemical composition of the treated water from Lake Michigan.

“Beyond comprising most of what’s in the beer

Waukesha’s new booster pumping station.

glass, water’s unique chemistry has tremendous effects on the brewing process and the flavor of the resulting beverage,” said Andrew Nordquist, creative lead for Raised Grain.

The brewery, which also has a taproom open to the public in Waukesha, purchased a reverse osmosis water-treatment method which removes impurities and minerals in water.

“With an RO setup, Raised Grain can take whatever water, whether it’s Waukesha spring or Lake Michigan, strip it down to almost pure H2O, and build it back up to our exact specifications. The RO water is a blank canvas ready to be colored by our brewers,” Nordquist said.

Pet stores and pet owners will be impacted as well by the water change, primarily those who sell and keep fish aquariums and reptiles. Water will need to be dechlorinated before it is provided to the animals. Even hospitals need to be cognizant of the change when it comes to how it performs kidney dialysis.

City staff is not alone in keeping business leaders informed. The Waukesha County Business Alliance has worked with its members closely during the process and has openly supported the city acquiring Lake Michigan water. Suzanne Kelley, president and chief executive officer of the alliance, said there is a “high level of understanding” among city businesses thanks to extensive education during the course of several years.

Kelley said the Business Alliance worked closely with the city to make sure businesses had the knowledge and tools they needed to understand how the water transition would affect them and if they needed to alter their operations at all.

“We have been hearing from and talking to Business Alliance members all along. This has been an important issue for us and we have been educating members to understand its importance,” Kelley said, adding that the Alliance was involved at many levels, from its policy committee to its board of directors. “The completion of this

project is a big win for the community.”

Should questions remain for business owners, they should reach out to the Waukesha Water Utility, which has experts who can meet with businesses and help them navigate the change, said Dan Duchniak, director of Waukesha Water Utility.

WHAT THE TRANSITION WILL LOOK LIKE

Switching to Lake Michigan water won’t be an immediate change. Duchniak said the transition will take about a week to 10 days to complete as water storage and reservoirs are emptied and then refilled with new water from Milwaukee. During the transition, Waukesha will increase the chlorine concentration in its water so the chloramine in Milwaukee’s water does not eliminate the chlorine in the city’s water.

He said during this period people might notice the smell of chlorine from their water, but it is safe to drink. It also might taste a little different because Waukesha’s water has a higher mineral content currently and Milwaukee’s water will be softer, an attribute that Reilly said will help people’s appliances like dishwashers and water heaters last longer.

While water rates have increased incrementally in Waukesha during the past few years, the changes are not over, with two more significant increases planned for the end of 2023 to the start of 2024 and another one at the end of 2024 or beginning of 2025 to account for construction costs.

Even with the increase in the cost to use Waukesha’s water, for many businesses it’s a low cost when compared to the rest of the costs that a business accrues, Reilly said.

“Generally, water is a very low cost in the processes, and we have worked with many of the manufacturers who use a lot of water to reduce the consumption of water,” Reilly said, adding that in recent years companies have begun to recycle their water and reuse it. By using less water

through these conservation methods, companies won’t feel the rising cost of a gallon of city water.

In the end, having a sustainable source of water for the next 100 to 200 years is a strong selling point for businesses and residents to locate in Waukesha, said Reilly, especially considering the water plight in other parts of the country such as the Southwest.

Based on conversations with real estate agents, Duchniak said rising water bills for home usage is not a deterrent for people wanting to live in Waukesha.

“The biggest factor is a long-term water source,” he said, adding that a family of four generally pays more for cell phones monthly than they do for sewer and water.

Mike Ruzicka, president of the Greater Milwaukee Association of Realtors, said while having a sustainable source of water is important, it’s not something that is of much concern for home buyers and sellers.

“Everyone thinks it has already been dealt with,” he said, explaining that real estate agents were more concerned about the process about 15 years ago, including if they would need to issue a disclosure about the water when selling a home.

“At the end of the day, it will be water and it’s clean,” Ruzicka said. “This is a good example of how the government did something proactive and did it well.” n

“The completion of this project is a big win for the community.”

— Suzanne Kelley, Waukesha County Business Alliance

Tight labor market, rising wages among upward pressures on health care costs

BY LAURA BENGS, for BizTimes

IN A GROWING job market, many industries are seeing rising wages and increased spending on salaries. The health care industry is no exception.

In order to address shortages in health care positions and fill high-demand positions, hospitals have been forced to try a variety of strategies like offering higher salaries, increasing recruitment and retention bonuses and using agency staff – all of which are very expensive, said Ann Zenk, senior vice president of workforce and clinical practice for the Wisconsin Hospital Association.

Average hourly wages for Milwaukee-area general health care practitioners and technical occupations rose 7.7% from May 2019 to May 2021, according to the U.S. Bureau of Labor Statistics. Positions in high demand saw increases even higher: 8.6% for health care support positions, 8.9% for clinical laboratory technologists and technicians and 10.8% for nursing assistants.

Financial filings from local hospital systems suggest wage increases from 2021 to 2022 may be almost double from 2019 to 2021.

Wauwatosa-based Froedtert Health saw a 17.5% growth and ProHealth Waukesha Memorial Hospital saw a change as high as 23% in spending on salary and wages from 2021 to 2022, almost double the state average of 7.9%.

Wisconsin health systems are also seeing an overall growth in expenses in the past three years, with some systems reporting increases over 8%. According to hospital financial filings, the en-

tire Milwaukee-based Advocate Aurora Health system saw an 8.9% increase in overall expenses for the first nine months of the year from 2021 to 2022; Waukesha-based ProHealth Care saw an 8.6% increase for fiscal 2022; and Froedtert Health saw a 12.4% growth in total expenses for the year ending June 30, 2022.

Zenk said increased spending on salaries and wages – a line item that accounts for about half of a hospital's budget – is contributing to growing health care costs, an area of concern among businesses wanting to stay competitive in a growing labor market.

"All industries are competing for this shrinking pool of workers as baby boomers retire, but for health care, the impact is doubled,” Zenk said.

By 2030, one out of five Americans (in Wisconsin, close to one out of four) will reach retirement, according to WHA's 2023 Health Care Workforce report. And though those at retirement age (over 65) make up 20% of the population, they account for more than 40% of health care utilization.

Zenk says that as the large population of baby boomers ages – a phenomenon known as the “silver tsunami" – the health care system is seeing a rapidly increasing demand on hospital care, further increasing the already-high demand for health care workers.

"Our workforce isn't going to grow fast enough to keep up with all that demand," Zenk said.

In addition to increasing demand and a com-

Increased wages, total expenses at Milwaukee-area hospitals

petitive labor market, shifting priorities in a younger workforce, like work-life balance, are making positions harder to fill, especially entry-level positions, which are some of the highest in demand.

Though increasing compensation demands are contributing to rising health care costs overall, they're not the only responsible factor, said Brian Potter, senior vice president of finance and chief operating officer for the Wisconsin Hospital Association. He said it's important to keep in mind the impact of government-funded contributions on health care costs.

According to the American Medical Association, government-funded programs Medicare and Medicaid are responsible for 38.5% of national health care spending. In Wisconsin, the portion of government-funded programs is closer to 60%, said Potter.

"They set the rates, and you've got to take that rate," Potter said. "Their rates are pretty stagnant, and their increases never keep up with inflation, through budgetary concerns of the government."

Conversely, the average health benefit cost per employee for employer-sponsored insurance is expected to grow by another 5.4% in 2023, according to the 2022 Mercer National Survey of Employer-Sponsored Health Plans. Since 2017, average family premiums have increased by 20% and annual deductibles are up 17%, according to the Kaiser Family Foundation.

As cost of care rises, Potter said the difference needs to be made up somewhere – often through increases to private insurance costs – in order for hospitals to continue providing services the community needs. Private insurance or employer-sponsored insurance, on average, pays 224% of

Medicare rates for hospital inpatient and outpatient services, according to a 2022 report from the Center for American Progress.

Several other factors contribute to rising private health insurance costs. Consolidation has created a monopolistic environment in the health care and insurance industries, creating artificially high pricing, said Peter Frittitta, director of client strategic services at Waukesha-based R&R Insurance Services Inc.

The Peter G. Peterson Foundation cites new, innovative technologies – which result in more expensive procedures and products – as another source of health care cost increases.

Dustin Hinton, chief executive of UnitedHealthcare of Wisconsin and Michigan, also attributes rising health care costs to rising prescription medication expenses and wasteful administration costs. But similar to demands brought on by the silver tsunami, Hinton also credits rising costs to an increased demand on the health care system as a whole.

Hinton said UnitedHealthcare research shows "employees made less-than-optimal health care choices 38% of the time, which directly impacted their health – and increased the cost of health care

for everyone."

A Rand Corp. study reported that Wisconsin ranks fourth highest nationally for spending on hospital care – a spending category that accounts for about 37% of all health care spending for those with private insurance. Heavy spending on hospital care to treat chronic conditions, like obesity, may be reduced through better efforts to maintain better overall health and wellness, Potter says.

In fact, Frittitta said there is a direct relationship between wellness programs and lowering underlying health care costs by changing the risk or severity of services needed. Taking a consumer-centric approach that focuses more on preventative care with amenities like weight-loss programs, accountable care organizations, rewards programs and advocacy programs is an approach UnitedHealthcare is taking, Hinton said.

John Torinus Jr., owner and chairman of Serigraph, a manufacturing company with about 500 employees in West Bend, says by working together with employees on preventative care, he's been able to keep average family plan health care costs around $13,000 per family per year – about half of the reported national average ($22,463, according to the Kaiser Family Foundation).

Serigraph's free on-site primary care clinic is available to anyone enrolled in the company's health care plan. When employees need secondary and tertiary care, Serigraph is able to provide high-quality procedures at low costs thanks to relationships it's developed with independent providers, like the Orthopaedic Hospital of Wisconsin.

"In today's talent and labor market, benefits play an important part of what is needed to compete in that market and attract and retain the workforce you need," Frittitta said.

Though Potter said businesses are likely to continue seeing increases as they renegotiate multi-year insurance contracts that were in place before inflation rates rose, "enhancing benefits to improve attraction and retention" continues to be a top strategic priority among businesses, according to Mercer’s 2022 survey.

"There's no quick fix," Potter said. "Health systems are trying to get more efficient, insurance companies are trying to figure out best strategies and employers are challenged with seeing what's out there. These pressures are all difficult, but it forces some creative thinking and some new ways of doing stuff." n

and so are we.

No matter what comes your way, you can be sure that Children’s Wisconsin is here to help your kids. That's why we’re doing more than ever to advance the health and safety of kids at home, at school, in the community, and wherever else parents need us to be.

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THE EXECUTIVE

3855 County Road C, Town of Polk

Listing price: $3.5 million

Meticulous attention to detail unfolds in this French Country 7.6-acre estate. Constructed in 1994, the 7,362-square-foot, brick home has six bedrooms and six-and-a-half bathrooms. The sprawling grounds feature a heated outdoor pool, restored barn with living quarters, garage, iconic rebuilt silo with a staircase leading to an art studio, and panoramic views of Washington County’s rolling countryside and wildlife. Listed by Katrina Hanson, broker and owner of West Bend-based Hanson & Co. Real Estate.

LISA MINUE/HANSON & CO. REAL ESTATE

LUXURY HOMES ON THE MARKET IN SOUTHEASTERN WISCONSIN

W4321 N. Lake Shore Drive, Town of Linn

Listing price: $7 million

This 2-acre lakefront legacy property on Geneva Lake is as rare as it gets. Totally renovated and available turnkey, the 3,550-square-foot home features four bedrooms – two with balconies – three full bathrooms and two half-baths. With windows galore and soaring ceilings, stunning views are available from almost every room. A leveled front yard leads to 64 feet of lake frontage with enough space for additions such as a pool, pool house or a new garage. In the meantime, enjoy a built-in grill, two fire pits and a pier that can house up to three boat lifts. Listed by Dan Hodgman of Dawn McKenna Group, Coldwell Banker Realty.

34595 Springbank Road, Village of Oconomowoc Lake

Listing price: $4.5 million

With 126 feet of lake frontage on a more than 2.23-acre lot, this 5,694-square-foot home offers breathtaking southern views of the glistening waters of Oconomowoc Lake. A grand foyer, high-quality workmanship and furniture-grade millwork guild the front entrance and great room of this lakeside estate, boasting four bedrooms, three full bathrooms and two half-baths. The family room has a coffered ceiling, wet bar and fireplace, while the spacious lower level offers a beautifully finished living area that opens to a large patio. The additional detached three-car garage is ideal for lake toys. Listed by Jon Spheeris of The Spheeris Team, Coldwell Banker Elite.

CHRIS KAYSER

ROCKROSE PRODUCTIONS

4496 N. Lake Drive, Shorewood

Listing Price: $2.8 million

This 8,136-square-foot spectacular tudor residence sits on a 1.7-acre site overlooking Lake Michigan and has six bedrooms, five full bathrooms and three half-baths. A gated entrance opens to a European courtyard with a fountain. The home has a two-story foyer staircase entry with stone floors, several fireplaces, a grand formal living room with plaster crown moldings, formal dining room with wood paneled walls, library and sun room. As you head east toward the lake, leaded-glass doors lead to a blue stone patio. Other highlights include an island granite kitchen with a Viking range, sitting area and breakfast nook. Listed by Scott Campbell of RE/MAX United – Cedarburg.

2705 Bieneman Road, Town of Burlington

Listing Price: $2.1 million

Enjoy this one-of-a-kind home situated on more than 50 acres in rural Burlington. At 5,448 square feet, it offers four bedrooms, three full bathrooms, two half-baths and multiple fireplaces. Custom folding doors open to a screened porch and family room showing off cedar ceilings, while indoors a chef’s kitchen offers cooking amenities, including a pub bar and wine closet. The main floor also has a laundry room and master bedroom, while the four-car garage offers plenty of room for vehicles and storage. Listed by Chris Slinker of Berkshire Hathaway Home Services.

DANIEL GARCIA

JAMES MEYER

2010 Ferrari California

Listing price: $109,995

Reina International Auto, Brookfield

This dark blue 2010 Ferrari California has 25,256 miles on it and is powered by a 4.3L V8 460HP engine. The car has a sevenspeed double clutch transmission. Features include: brown leather interior, power convertible roof, double wishbone front suspension and multi-link rear suspension. It can go from 0 to 60 mph in 3.5 seconds, according to MotorTrend.

HOT CARS FOR SALE IN SOUTHEASTERN WISCONSIN

2016 McLaren 650S Spider

Listing price: $178,995

Reina International Auto, Brookfield

This “mantis green” 2016 McLaren 650s Spider with 17,729 miles on it is powered by a 3.8L twin turbo V8 641HP engine. The car has a seven-speed double clutch transmission. Features include: black leather interior, power retractable hard top convertible roof, butterfly side doors, double wishbone front and rear suspension. The vehicle can go from 0 to 60 mph in less than 3 seconds, according to Car and Driver magazine.

2011 Lamborghini Gallardo LP 560-4 Spyder

Listing price: $144,995

Reina International Auto, Brookfield

This white 2011 Lamborghini Gallardo LP-560-4 Spyder with 17,389 miles on it is powered by a 5.2L V10 560HP engine. The car has a six-speed shiftable automatic transmission. Features include: blue leather interior, power convertible roof, double wishbone front and rear suspension. The car can go from 0 to 60 mph in less than 4 seconds, according to MotorTrend.

2013 Lotus Evora

Listing price: $64,995

Reina International Auto, Brookfield

This red 2013 Lotus Evora has 10,702 miles on it and is powered by a 3.5L V6 276HP engine. The car has a six-speed transmission. Features include: black leather interior, double wishbone front and rear suspension. It can go from 0 to 60 mph in 4.5 seconds, according to Motor Trend.

HIGH-END OUTDOOR RECREATION

2023 Renegade RV Valencia 38BB

REV Group | Brookfield (corporate headquarters)

Price: $314,500 (manufacturer’s suggested retail price)

Seamlessly combine travel and every-day living with the 2023 Renegade RV Valencia. The awardwinning Class C diesel motorhome features a functional yet spacious interior, complete with plush furniture, maple cabinetry, stainless-steel appliances, a master suite, bunk beds and a bathroom that features a fiberglass shower with a glass door and overhead skylight. Enjoy the outdoors under a lateral-arm electric awning while watching a show or movie on the exterior 32-inch LED TV – that’s in addition to the 40-inch and 32-inch LED TVs in the living area and bedroom. The Renegade’s Cummins engine produces 360 horsepower and 800 pounds-feet of torque, while the Freightliner S2RV chassis smooths the journey with standard air ride cab seats complete with adjustable armrests and air ride rear suspension.

Sea-Doo SWITCH CRUISE

Milwaukee Powersports | Oak Creek

Action Power Sports | Waukesha

Cedar Creek Motorsports | Cedarburg

Price: $31,399 (manufacturer’s suggested retail price)

Hit the water in style and convenience with the Sea-Doo SWITCH CRUISE, a versatile cross between a jet ski and pontoon boat. Manufactured in Sturtevant by Quebec-based BRP, the watercraft features a modular deck with an innovative tile system, allowing the user to redesign the onboard layout in seconds without tools. At 18 feet long, the SWITCH seats up to eight people and is available in three colors: Caribbean blue, neon yellow and coral blast. With a Rotax 1630 ACE engine, the SWITCH can reach a max speed of 30.5 miles per hour, while handlebar steering with “Intelligent Brake and Reverse” technology stops the boat sooner and simplifies docking and handling. Other features include an expansive swim platform and retractable boarding ladder, bimini top, waterproof Bluetooth audio system and Garmin touchscreen GPS.

The Burnham

Grand Craft | Genoa City

Price: $479,000

One of Grand Craft’s signature models, The Burnham pays homage to the classic wooden boats of the 20th century. The 26-foot-long vessel was constructed using sustainably sourced mahogany, with each precision-cut plank fitted, layered and varnished by hand. Powered by an allaluminum 430 horsepower V8 engine run through a V-drive transmission, The Burnham is equipped with a premium sound system, swim platform, hydraulic steering, options for a custom interior, navigation system, sun pad and more.

LUXURIOUS SPA DAYS

Pfister WELL Spa + Salon

424 E. Wisconsin Ave., Milwaukee

Need to get away without going very far? Look no further than a luxurious spa day at WELL Spa + Salon. Located within The Pfister Hotel in downtown Milwaukee, the spa offers a variety of relaxing and rejuvenating services ranging from massages to full-body treatments.

The spa’s two-room private suites offer added luxury, complete with personal private restrooms, walk-in showers, heated floors, heated robes and heated treatment tables, slippers, back and neck hot packs, customized music options, and steam-free mirrors.

Enjoy an indulgent and luxurious head-totoe pampering experience with a signature massage. This 120-minute customized massage includes all the bells and whistles: a relaxing or deep tissue massage utilizing hot volcanic stones, skin-quenching Pure Fiji coconut oil, a warm coconut oil scalp massage as well as softening treatments for hands and feet. Your choice of essential oils and hot towels are also incorporated to personally customize your treatment.

Price: Relax Me, $260 | Deep Tissue, $340

WELL Spa + Salon at Grand Geneva

7036 Grand Geneva Way, Lake Geneva

Grand Geneva Resort & Spa offers a grand selection of services at its WELL Spa + Salon to fit the needs of any guest. One of the spa’s newer offerings, the CBD massage, is growing in popularity. This specialized treatment includes all the benefits of WELL Spa’s “relax me” massage with the additional benefits of a Kalyan CBD massage cream that contains 200mg of CBD and 20mg of CBG for fast-acting relief from muscle soreness and pain. Based on Swedish modalities and customized to guests’ needs, this massage uses gentle pressure to aid in relaxation. Price: 50-minute, $160 | 80-minute $220

There’s also the hydration ritual massage, which begins with a luxurious scalp treatment. Elements of Swedish modalities are then used to soothe tired muscles while hands and feet are replenished with hydrating serum. Price: 50-minute, $170 | 80-minute, $240

For extra pampering, the WELL Spa package includes four hours of spa bliss. Guests receive a 50-minute “relax me” massage; a 50-minute WELL Spa facial; grand manicure and a grand pedicure.

Price: $330 per person

“Toi et Moi” necklace

Kesslers Diamonds | Milwaukee, Germantown, Greenfield, Brookfield

Price: $9,998

Part of Kesslers’ exclusive “Toi et Moi” collection, this diamond pendant is sure to turn heads with two stones set side by side in 14-karat yellow gold. The pear-cut diamond weighs 3/4 carat and the radiant-cut diamond weighs 1 1/2 carats.

Sundara Inn & Spa

920 Canyon Road, Wisconsin Dells

Tucked back in a fragrant 80-acre pine forest on the scenic outskirts of Wisconsin Dells, the Sundara Inn & Spa celebrates its 20th anniversary this year, with accolades from Travel + Leisure, Town & Country, Condé Nast Traveler, Midwest Living, and Organic Spa magazines. This adult-only overnight destination spa – where the tag line is “energize your soul” – is electronics-free in the common areas for a soothing digital detox.

Savvy spa travelers seek out this oasis of calm for its luxe amenities, including outdoor pools heated year-round, a complimentary indoor purifying bath ritual with hot and cool plunge pools, spa treatments that blend modern wellness with ancient Ayurvedic healing principles, complimentary wellness classes including yoga and meditation and a farm-to-table restaurant with rooftop greenhouse. Intimate by design, Sundara’s newest accommodations, spacious woodland reserve suites, are richly appointed with private balconies featuring oversized hot soaks and fireplaces.

For a full spa immersion, consider the shea body butter indulgence, a 90-minute treatment that begins with a salt scrub to gently polish the skin, followed by a wrap that features Sundara’s creamy signature shea body butter. While you’re enveloped in this richness, your head, face, and neck are massaged. The final indulgence – the remaining shea butter is massaged into the skin during a full body massage, leaving skin hydrated and muscles soothed. Price: $255 per person

FINE JEWELRY

Diamond cuff

Rohr Jewelers | Milwaukee

$40,000

This one-of-a-kind, eye-catching bracelet was designed by Brilliant Stars, a third-generation jeweler based out of Great Neck, New York. The cuff was handcrafted with 18-karat yellow gold and a total diamond weight of 4.29 carats.

Emerald-cut diamond eternity band

Schwanke-Kasten Jewelers | Whitefish Bay

$36,400

Designed by L.A.-based Rahaminov Diamonds, this stunning band features 18 emerald-cut diamonds set in platinum for a comfortable fit. Weighing a total of 7.22 carats, the diamonds are all GIA certified and range in color from D to F and in clarity from VVS1 to VS2.

MCTS BUS SERVICE IS AT RISK OF FACING MAJOR CUTS

To Everyone Living and Working in Milwaukee County:

Great cities rely on great public transit. If you live or work in one of the 19 municipalities that make up Milwaukee County, I hope you’ll help us save transit.

The Milwaukee County Transit System (MCTS) is facing a crisis whose ripple effects would touch the entire community. MCTS is confronting a projected $26.5 million budget shortfall in 2025 after relief funds provided during the COVID-19 pandemic run out. Despite our ongoing efforts to control costs (which have us ranked second among our peer systems in cost-per-vehicle and third in cost-per-passenger) we are hurtling toward a fiscal cliff.

Without a sustainable funding solution, MCTS bus service will shrink by more than 20 percent which represents nearly one half of all routes in the system.

Failing to invest in transit will have cascading, cross-sectoral ramifications for all of us—setting back the regional economy, exacerbating labor shortages, and impacting education and health outcomes. And the harm done by such drastic reductions would fall on those least able to absorb additional burdens.

Most large cities invest in their transit systems with sustainable funding, like a local sales tax, that is indexed to grow year over year. MCTS receives local funding through a combination of property taxes and a vehicle registration fee—both of which don’t match the scale of the gap we face. Without a reliable source of local funding, the proposed transit funding cuts would cripple Milwaukee County. We need allies like you to help position MCTS for growth.

Here’s how you can help:

• Let the state legislature know that you support Milwaukee County Executive David Crowley and the Move Forward MKE coalition to create sustainable local funding for local priorities through at least a 1 percent local sales tax. (Sample e-mails and a directory of legislators can be found at ridemcts.com/savethebus)

• Put an MCTS “#SaveTheBus” logo on your website and social media pages. (Download at ridemcts.com/savethebus)

• Register your company for the MCTS Commuter Value Pass (CVP) program. Enrolling your employees not only provides a business tax deduction, it also frees up parking spaces, supports sustainability and equity goals, and more. Get the details at cvpass@mcts.org.

The bottom line: MCTS helps support and grow our economy by getting employees to their jobs and customers to local businesses. Every strong community in the U.S. has and needs a strong transit system.

We hope you’ll join MCTS, support our great city and county, and help #SaveTheBus!

Denise Wandke Donna Brown-Martin President and Interim Managing Director Director of Transportation Milwaukee County Transit System Milwaukee County

BETTER JOBS FOR A BETTER WORLD

As a forward-looking, family-owned company, Sellars is committed to being a catalyst for positive change by providing attractive jobs with comprehensive employee benefits while also being responsible stewards of the environment and Earth’s natural resources.

We are a leading manufacturer of wipes, absorbents and towel and tissue products that are used in industrial, JanSan, foodservice and health care facilities and by consumers. Our retail customers include Home Depot, Lowe’s, Walmart and Napa Auto Parts. For our customers and employees, we follow the Golden Rule. For our products, we follow sustainable practices and are proud to say our wipes, absorbents, towels and tissues are made from recycled and renewable materials.

Our business success is driven by our care for people. We have been recognized nationally for the past several years, earning the Company Impact Awards and MO 100 Top Impact CEO.

Our dynamic work environment includes an annual Sellars Chili Cookoff, Food Truck Friday and a friends-and-family Milwaukee County Zoo outing.

We also offer:

» An attractive compensation package

» Quality health insurance that includes medical, dental, vision and prescription drugs with coverage on the first day of employment

» 401(k) plan with 100% company match up to 5% and full vesting after two years

» Tuition reimbursement

» Hybrid schedule

» Convenient, on-site access to health and wellness services

» Quarterly performance and annual attendance bonuses for our manufacturing team

» A degree completion program through Milwaukee Job Corps

» A homeownership program through Havenwoods Neighborhood Partnership

Above all else, it’s our employees who make the difference so we’re dedicated to creating a workplace that’s focused on making their world and our world a better place.

800-237-8454

Sellars Absorbent Materials employees

Tom Sellars, CEO

N OTA BLE WO ME N I N CONSTRUCTION & DESIGN

BizTimes Milwaukee is proud to present its showcase of Notable Women in Construction and Design, spotlighting accomplished leaders in the fields of construction, commercial and industrial design, architecture and engineering.

The individuals profiled on the following pages were nominated by their peers at work and in the community and showcase the diversity of talent in our market.

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 review by our editorial team. To qualify for the list, nominees must be based in southeastern Wisconsin and must be currently employed in a construction or design-related role at a business or nonprofit in the region.

JENNIFER KILP VICE PRESIDENT OF DESIGN CORPORATE DESIGN INTERIORS

Jennifer Kilp, vice president of design at Waukesha-based Corporate Design Interiors, has been in the design and commercial furniture industry for more than 24 years. During that time, she was a member of a group of designers from across the country that helped shape many of the core functions of the software that is now a commercial furniture industry standard.

She joined Corporate Design Interiors in 2014 as a director of design, and today Kilp oversees a team of six designers.

“Jen is not only extremely talented and knowledgeable with design and furniture, but is also an outstanding person,” said Chandra Kenny, key account and marketing manager at Corporate Design Interiors. “She has the ability to connect with employees and clients alike and has passed those traits to her team of designers, giving them the autonomy to be creative and put their skills to use.”

Kilp has done volunteer work at Waukesha Food Pantry and Waukesha Habitat ReStore. She also has mentored a Girl Scout troop and assisted them with creating storage solutions for a women’s shelter.

ANDREA NEMECEK FOUNDER AND PRESIDENT ALLUME ARCHITECTS

Andrea Nemecek has worked in the design and construction industry for more than 26 years.

In 2013, she founded Elm Grove-based Allume Architects.

“Andrea’s vision and focus for the company is to create spaces which strengthen community and improve quality of life. This statement embodies how Andrea, and the firm, delivers architecture, interior design and project management services,” said Laurie Karrels, office manager at Allume.

Nemecek has volunteered on grant committees, as a school board member and with multiple nonprofit organizations.

“Her service carries over to mentorship for young people entering the industry as well. Andrea continues to act as a role model to architecture and interior design students, with shadowing opportunities, project critiques and career mentoring,” Karrels said.

Nemecek was recognized by the 2015 Wauwatosa Chamber of Commerce Civic Appreciation Award, was a finalist for the 2015 BizTimes Nonprofit Excellence Awards and was nominated for the State of Wisconsin’s Marketplace Business Excellence Award.

ANDREA BUKACEK CEO BUKACEK CONSTRUCTION

In 2019, Andrea Bukacek, chief executive officer of Racine-based Bukacek Construction, bought the firm that her grandfather started.

“I’ve known Andrea since she was 18 months old and so proud that she took the step she did,” said colleague and mentor Jean Stevens, senior managing director of consulting firm Korn Ferry.

“Andrea has always been a determined and focused person. She gained a place on the Marquette tennis team, initially as a walkon before she won a scholarship.”

Before buying Bukacek Construction, Bukacek built a career in commercial banking.

“She is an astute learner and great communicator which has supported her success,” said Stevens. “She is a natural leader; it is no surprise to me that she now leads a construction business in a male-dominated industry with grit and finesse. She doesn’t shy away from tough conversations or decisions.”

Bukacek also serves as president of Junior League of Racine and leads a number of initiatives within the Racine community. She currently sits on the Prairie School Advisory Board and the Racine County Economic Development Council.

KELLY SULLIVAN STRATEGY AND PROJECT DEVELOPMENT | MILWAUKEE LEAD GARDNER BUILDERS

Kelly Sullivan has worn multiple hats on multiple projects in the three years she has been with Gardner Builders in Milwaukee.

As the local head of strategy and project development, Sullivan has helped the Milwaukee office double its portfolio and staff each year. In 2018, Gardner had no existing projects in Milwaukee, but with Kelly’s leadership, the team has done nearly 200 projects in Milwaukee to date, including Central Standard Distillery’s Crafthouse & Kitchen in downtown Milwaukee and Little Village Play Café in Wauwatosa.

“Kelly has made a tremendous impact as a member of the Milwaukee commercial real estate community. She is quick to make new connections, works very hard at her craft and has great vision for her firm’s growth,” said Vedran Rimarcuk, associate vice president at Old National Bank.

“Construction has one of the highest rates of suicide compared to other industries and can oftentimes be a thankless profession,” said Cailin Rogers, principal at Alta Via Consulting. “It’s through essential community projects, and a person-centric culture, that Sullivan helps demonstrate to the Gardner team that the work they do matters. It’s community. It’s families It’s making our city better and the people in it better.”

MAGGIE BORK PROJECT MANAGER MORTENSON CONSTRUCTION

Maggie Bork, project manager at Mortenson Construction in Milwaukee, has known since high school that architecture, design and construction are where she wanted to spend her career.

She received a bachelor’s degree in architectural studies from the University of Wisconsin-Milwaukee. After graduation, she began her construction career at J.H. Findorff & Son Inc. and Triad Construction Inc. before joining Mortenson in 2014.

“Maggie is an incredible woman leader in construction. She exhibits pride in her profession and in her work. She is a team player and shares in the success of her team and her employer,” said Elizabeth Sheehan, vice president of operations at Community Smiles Dental.

During her time at Mortenson, Bork has contributed to several notable projects including Fiserv Forum in Milwaukee and, currently, the UW Health Eastpark Medical Center in Madison.

“She is also an advocate for Mortenson’s work in building sustainably as well as women in construction,” said Sheehan.

AMANDA KURT VICE PRESIDENT AND MANAGING PARTNER KURK CONCRETE INC.

Amanda Kurt, vice president and managing partner at Union Grove-based Kurk Concrete Inc., has implemented new construction technology and doubled the revenue of the field team since becoming a partner in 2013.

“Amanda also gives back to the community, working with Habitat for Humanity of Kenosha to elevate the need for affordable homes and working to build more homes, positively impacting more people’s lives,” said Angela Elliot, executive director of Habitat for Humanity of Kenosha.

Kurt currently serves as Habitat’s Women Build Week chairperson and is involved with site coordination, subcontracts, and volunteers.

“She has worked with many different publications and businesses to elevate the voice of women in construction as well as share the opportunity of building a career in construction for all people. She is currently working with the local home builders’ association to organize a Build My Future event for southeast Wisconsin students and parents to raise awareness of the careers in construction,” said Elliot.

In addition, Kurt volunteers in high schools, hosting job site tours and meeting with students to discuss career pathways.

ANGIE TABRIZI DEVELOPMENT PROJECT MANAGER MANDEL GROUP INC.

Angie Tabrizi, development project manager at Milwaukeebased Mandel Group Inc., is a founding board member of Women in Design: Milwaukee, a national organization focused on making architecture and design fields more diverse, inclusive and equitable.

“Angie initiated and raised funds for the first WID scholarship fund established in 2022,” said Robert Monnat, senior partner of Mandel Group. “WID can now make a material impact on students who have a record of contributions towards the advancement of women in design-related fields.”

“Through her commitment to expand the influence of the award, this year we were able to double the scholarship value, further supporting the winner’s ability to advocate for women in design. Angie, herself a mentor, organizes and recruits exceptional speakers for our events focusing on mentorship, leadership,and equity,” said Mo Zell, WID board member and interim dean at the University of Wisconsin-Milwaukee School of Architecture and Urban Planning.

Tabrizi also collaborates with other women’s groups throughout the city to increase WID visibility and impact.

KATIE KAWCZYNSKI PARTNER AND DIRECTOR OF ARCHITECTURE VJS CONSTRUCTION SERVICES

Katie Kawczynski, partner and director of architecture at Pewaukee-based VJS Construction Services, has spent the past eight-plus years of her 15-year career dedicated to helping VJS strategically expand.

Kawczynski joined VJS in 2014 as the firm’s first in-house architect. She became a licensed architect in 2017, a certification held by approximately 400 women in Wisconsin. She was named partner and director of architecture at VJS in 2020, making her the first woman to ever hold a partner/ ownership, non-family position at the firm.

Previously, design-build services represented 5% of VJS’ annual volume. Under Kawczynski’s leadership, it now represents 20% of VJS’ volume, a 400% increase in the past few years, according to Pamela Lyons, VJS communications manager.

“Working in male-dominated industries, Katie prioritizes creating spaces that give everyone at the table an equal opportunity to be successful,” said Lyons. “She spearheads the diversity, equity, and inclusion initiative at VJS and is an advocate to evolve the company culture to support work-life integration by allowing flexibility as far as when, where and how employees work.”

ABBY LOCOCOHEINECK SENIOR DESIGNER RCS INNOVATIONS

Abby LoCoco-Heineck has been instrumental in the nationwide expansion of Milwaukee-based RCS Innovations’ commercial interiors division, working closely with division head Jill Myles.

“While developing a division from ground zero, their main goal was to inspire and motivate young design students and professionals,” said Lizzy Swiger, designer for RCS Innovations’ commercial interiors division.

LoCoco-Heineck designs and renovates work environments to contribute to employee health, wellness and productivity. A recent project involved designing a workspace for a local Milwaukee business to promote better communication between departments when employees returned to the workplace after a period of remote work due to the COVID-19 pandemic.

“Interns at RCS Commercial Interiors are exposed to diverse aspects of the commercial industry including construction, space planning, specifications, building codes, finish selections and project management,” said Swiger. “Abby and Jill’s desire is to help build a great foundation for interns and foster career development; their mentorship is inspiring and helps instill confidence.”

JILL

MYLES

COMMERCIAL INTERIORS MANAGER RCS INNOVATIONS

Jill Myles started the commercial interiors division at Milwaukee-based RCS Innovations, and she continues to guide the division’s nationwide expansion while keeping the focus in Wisconsin. As commercial interiors manager, Myles leads the design and renovation of work environments that focus on company health, wellness and productivity.

Jill’s passion is reflected in the projects she creates with her team, particularly senior designer Abby LoCoco-Heineck, according to Lizzy Swiger, designer for RCS’s commercial interiors division.

“(Myles and LoCoco-Heineck) have rightfully earned the title of ‘dream team’ from customers with whom they’ve built and continue to cultivate long-term relationships. Their longevity and commitment to RCS over the past 19 years is evident in their work and rapport,” said Swiger.

A recent project involved designing a workspace that promoted better communication between departments when employees returned to the workplace after the COVID-19 pandemic.

Prior to starting the commercial interiors division at RCS, Myles worked for eight years in sales and design at National Business Furniture in Milwaukee.

NOTABLES & RISING STARS 2023

Keep up with BizTimes’ 2023 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 marketing departments, and investing in growth throughout the region. The notable individuals profiled in these categories are nominated by their peers at work and in the community.

N OTA BLE NONPROFIT BOARD LEADERS

Profiling Notable Nonprofit Board Leaders who are credited with making Milwaukee a better, healthier and more equitable place to live.

Nomination Deadline: June 5, 2023

Issue Date: April 28, 2023

Look for these Notable and Rising Stars nominations in 2023!

Notable Leaders in Accounting

Nomination deadline: June 16, 2023 | Issue date: July 24, 2023

Notable Alumni

Nomination deadline: July 14, 2023 | Issue date: August 21, 2023

Notable Leaders in Sustainability

Nomination deadline: August 4, 2023 | Issue date: September 11, 2023

Rising Stars in Manufacturing

Nomination deadline: September 1, 2023 | Issue date: October 9, 2023

Notable Women in Insurance

Nomination deadline: September 15, 2023 | Issue date: October 23, 2023

Notable Women in Hospitality

Nomination deadline: October 13, 2023 | Issue date: November 20, 2023

Notable Health Care Leaders

Nomination deadline: November 3, 2023 | Issue date: December 11, 2023

SARAH DUNN SENIOR VICE PRESIDENT CG SCHMIDT

As Milwaukee-based CG Schmidt’s first female executive in its 102-year history, Sarah Dunn directs business development and client strategies for the company’s Milwaukee and Madison offices and geographic expansion.

Throughout her 13-year career at the firm, Dunn’s ongoing business development, community engagement, fundraising and diversity, equity and inclusion efforts have made a positive, lasting impact across southeastern Wisconsin communities, according to Eric Schmidt, president of CG Schmidt.

“Sarah is a champion for women in construction, advocates for women and underrepresented business participation on all CG Schmidt projects and serves as a mentor to women pursuing careers as professionals and tradespersons in the field,” Schmidt said. Dunn’s work expanding opportunities for diverse candidates takes the form of mentorship, engagement, and workforce development on projects.

In partnership with the City of Racine, Dunn set and exceeded a construction employment opportunities goal with small, minorityowned businesses and underrepresented populations within Racine County. The mayor of Racine adopted the model as a standard workforce plan for future development projects as a result.

TRACY GROSSPIETSCH DIRECTOR OF SALES AND DESIGN AB&K BATH & KITCHEN

Tracy Grosspietsch, director of design and sales at Greenfield-based AB&K Bath & Kitchen, works to advance the field of remodeling design while encouraging and supporting aspiring designers and tradespeople, according to colleagues.

“Chief among recent accomplishments, Tracy transformed AB&K’s supply chain sales and production processes to fortify its customer experience following the COVID-19 outbreak,” said Jeff Klement, president of Delta Partners (dba AB&K).

“She expanded their crew of trusted, skilled workers, negotiated AB&K contract adjustments and production schedules, tempered expectations over lead times that quadrupled virtually overnight and established ties with key national manufacturers to shorten lead times,” said Klement. “As a result, her team was quoting project completion dates 50% faster than many competitors, improving AB&K’s close rate.”

Grosspietsch took home nine of the 21 NARI awards won by AB&K last year, including the MKE Lifestyle “Readers’ Choice” award for the most-voted-for bathroom in the category.

In 2022, Grosspietsch was among the group of designers and decorators selected by the Wisconsin Breast Cancer Showhouse to provide support.

HEATHER TURNER LOTH PRACTICE LEADERPROJECT DEVELOPMENT | PRINCIPAL SHAREHOLDER EPPSTEIN UHEN ARCHITECTS

During her eight-year career at Milwaukee-based Eppstein Uhen Architects, Heather Turner Loth has opened up new business opportunities, working with more than 30 different companies, leading to more than $500 million in construction projects.

She also serves on the board for the Commercial Office Real Estate Network Global - Chicago, representing Wisconsin membership. Loth is a member of the Hoan Group and has served as past president of WCREW and board member for Commercial Association of Realtors Wisconsin.

Loth also works to advance the role of women leaders in the community. She is the incoming board chair for Tempo Milwaukee, and currently serves as a mentor and co-chair for Tempo’s Emerging Women Leader taskforce.

“As an advocate for women and people of color in engineering, design and real estate industries, Heather is actively involved in mentoring high school students in these fields,” said Andrew Hunt, Vieth Director for the Center for Real Estate at Marquette University.

ERICA OSTENDORF MULLINS EXECUTIVE VICE PRESIDENT | DIRECTOR OF INTERIOR DESIGN STRANG INC.

Erica Ostendorf Mullins, executive vice president and director of interior design at Madison-based Strang Inc., recently became the first woman and first interior designer at the company to be named a principal.

“Being a designer at an integrated architectural engineering firm has given her a platform to challenge traditional thinking,” said Kaitlyn Fox, marketing manager at Strang. “Since joining the leadership team, Erica has led firmwide strategic planning that has not only afforded Strang significant growth, but also furthered our efforts around creating a higher level of organization, structure and accountability while maintaining growth projections.”

Mullins has also advocated for diversity, equity and inclusion at all levels and disciplines at Strang, said Fox, guiding the company to be a stronger, more inclusive organization.

Mullins is currently pursuing her MBA at the University of Wisconsin-Milwaukee and is involved in the community as Strang’s point person for the company’s annual United Way drive. She is also a continued supporter of Habitat for Humanity, with contributions through pro-bono design work, participating in frame-ups and the annual women’s build.

KRIS BILTY CO-OWNER RENAISSANCE DESIGN & RENOVATION

Kris Bilty founded Elm Grovebased Renaissance Design & Renovation in 2009 with Jody Ryg.

According to former employee April Noelle Lyndon, Bilty’s approach to the business reflects architect Ludwig Mies van der Rohe’s philosophy that “God is in the details.”

“Her passion and enthusiasm for good design is matched with the quality and refinement of the end result,” said painter Jennifer Weichelt of Sparrow Designs. “She knows how to resource and collaborate with creative people, allowing them to be a part of the process, resulting in exceptional and unique artistry.”

Other colleagues agree.

“(Bilty is) thorough, creative, organized, has excellent attention to detail and is responsive to customer needs and preferences,” said Laura Richter of Pieces into Place Organizing.

“Kris Bilty is a force of nature. As a woman in construction, she redefines the concept of perfection and quality along with her drive to create legacy additions to the homes that RDR touches,” said Bridget Lutz of Bella Tile and Stone.

LYN FALK FOUNDER AND PRESIDENT RETAILWORKS INC. | LMF GROUP

Lyn Falk, founder and president of Milwaukee-based Retailworks Inc. and the LMF Group, is a registered interior designer, consumer behavior specialist, author and international speaker.

“Lyn is passionate about independent businesses,” said Lisa Morgen, marketing and communications director at Retailworks, a commercial interior design, display and branding firm. “She has worked directly with thousands of business owners to strengthen and grow their brands, revitalize their storefronts and interiors and create exceptional customer experiences.

Falk has been a consultant with Main Street America for more than 20 years and has worked with business improvement districts, chambers, economic development professionals, and Main Street directors in more than 70 communities. For the past six years, she and her team have partnered with the Wisconsin Economic Development Corp. on its makeover programs, which are designed to revitalize small businesses and assist with economic development of the business district.

Falk has taught at the University of Wisconsin-Madison and is a frequent guest lecturer at Marquette University and UWMilwaukee.

JESSIE CANNIZZARO OWNER MILESTONE PLUMBING

Colleagues say Jessie Cannizzaro, owner of Wauwatosa-based Milestone Plumbing, is a “true leader in every sense of the word.”

“She is also a trail blazer and an inspiration to everyone in our industry,” said Jack Golatke, partner at Story Hill Renovations. “She has the admiration and respect of everyone she connects with. Her company, Milestone Plumbing, is the best trade partner our company has ever used in our 20 years in the remodeling industry.”

“Her team sets the standard for the rest of our trade and vendor partners. Her team recognizes the needs of our clients and are always working with our team to be sure our clients are well taken care of. This all starts with Jess. She is a tireless mentor and advocate for our industry,” said Golatke.

Cannizzaro also volunteers with the Associated Builders and Contractors, where she trains the next generation of plumbers, at NARI Milwaukee and on the School District Trades advisory board.

ANNA PETERSON DIVISION MANAGER - FIRE PROTECTION TOTAL MECHANICAL

As the fire protection division manager at Pewaukee-based Total Mechanical, Anna Peterson leads a team of designers, project managers, support staff and 10 to 15 sprinkler fitters. Peterson joined the company five years ago as a project manager. Some of the projects she has been involved in include ProHealthcare Medical Group Clinic - Mukwanago, Froedtert West Bend Health Center, Milwaukee Tool Red Tag office remodel, Red Line, Bucyrus Club and Park 151 Commerce.

“Anna leads her team with confidence and a no-nonsense approach that is earned her the confidence of owners, general contractors, subcontractors and field crews,” said Rebecca Schloer, an operations executive at Selzer-Ornst.

Peterson started in the construction industry in 2011, working for an exterior building consultant. She traveled the country reviewing existing building conditions to assist clients with property acquisitions and budgeting for future building maintenance and capital needs. She also assisted in the design, bid document development, and construction management of roofing, hardscape and building envelope projects nationwide.

KATHLEEN KUGI-TOM SENIOR PROJECT MANAGER MARQUETTE UNIVERSITY

In her 30 years at Marquette University, Kathleen Kugi-Tom, senior project manager for the department of facilities planning and management, has helped lead efforts on many of the university’s major construction projects, including the Dr. E. J. O’Brien Jesuit Residence, the law school’s Eckstein Hall, Raynor Library and The Commons residence hall. She recently completed work on Dr. E. J. and Margaret O’Brien Hall, which houses the business school.

“She is described by her colleagues as a team player who is skilled and calm under pressure, handling every obstacle that comes her way with a professional and positive attitude,” said Lora Strigens, Marquette’s vice president of planning and facilities management.

“Perhaps the most remarkable example of Kathy’s servant leadership was during the COVID-19 pandemic,” said Strigens. “When the pandemic hit, Kathy was the lead person from facilities planning and management who worked to evaluate and reconfigure instructional spaces to allow for precautions such as social distancing. In a time when many were working from home, Kathy was on campus ensuring that campus was ready and safe for all.”

HAILEY SCHWOBE PROJECT MANAGER | SENIOR ASSOCIATE

AG ARCHITECTURE

Hailey Schwobe, project manager and senior associate at Wauwatosa-based AG Architecture, started her career in architecture during her undergrad and graduate studies at the University of Wisconsin-Milwaukee.

Schwobe worked for university housing, which exposed her to the workings of mechanical, electrical and plumbing systems and the admin side of working with contractors. She is currently serving as project manager on the multi-phased repositioning and renovation of Eastcastle Place, a senior living community on Milwaukee’s East Side. She is also managing the construction of a 138,000-sqare-foot assisted living and memory care project in West Dundee, Illinois.

“Hailey has been a strong project manager that understands and does her work with a holistic approach,” said Tracey Schnick, chief operating officer at AG Architecture. “From business development and office management to the nuts and bolts of contracts and legal matters, she has a well-rounded understanding of firm operations. She is invested in the success of every aspect of our business.”

LINDA PAWLAK VICE PRESIDENT OF STRATEGIC IMPROVEMENT WALBEC GROUP

Linda Pawlak, vice president of strategic improvement for Waukesha-based Walbec Group, has played a critical role in helping the company and the industry grow and evolve, according to colleagues.

“Her contributions have been significant and impactful, and she has been responsible for leading various teams and strategic initiatives that have helped shape the direction of the organization,” said Kurt Bechthold, chairman and chief executive officer of Walbec.

Pawlak’s career at Walbec began as an intern while she was in college. After graduation, she joined the organization and has held various management positions, including leadership of nearly all administrative functions. She is currently leading the implementation of a new enterprise resource planning software system.

“One of Linda’s most significant contributions was developing a marketing department and rebranding the family of companies to the Walbec Group,” Bechthold said. “She has also led the implementation of many organizational software initiatives that touch all facets of the organization. Her work with construction software leaders, HCSS and Command Alkon, led to opportunities to contribute to future industry software developments.”

JESS TIMMER SENIOR VICE PRESIDENT | RESIDENTIAL PRACTICE LEADER RINKA

In just over five years at Milwaukee-based RINKA, and little over a decade in professional practice, Jess Timmer has become senior vice president, residential practice leader and shareholder at the architecture firm.

“This firmwide leadership position was earned through her dedication to excelling in the practice of architecture, leadership of complex projects and teams, and gaining of client trust through proven project results,” said Chad Griswold, partner at RINKA.

“Jess’ effect and influence on the direction of the profession can be seen in many areas. As RINKA’s residential practice leader, she continues to raise the bar for multifamily architecture in the Milwaukee area and beyond. Her dedication to improving living environments ensures an atmosphere of iteration and innovation that keeps our firm delivering best-in-class designs.” Timmer also works to train and mentor the next generation of designers and architects.

“She pairs leadership with one-on-one attention to ensure her team’s growth of knowledge and applied experience from project to project,” said Griswold.

CONGRATULATIONS HAILEY SCHWOBE

Notable Women In Construction & Design

MARY COLLINS PROJECT EXECUTIVE GILBANE BUILDING CO.

Mary Collins has been a member of Gilbane Building Co.’s Milwaukee team for more than seven years, currently serving as project executive.

“She understands the intricate details of construction needed to be successful, and in the same moment, never loses sight of the big-picture purpose of her projects. She is known for her dedication to excellence, strong work ethic and being an advocate for her clients,” said Fred Wenger, sales and marketing specialist for Gilbane.

Collins is involved with the renovation work at Potawatomi Casino | Hotel, which is taking place while the building remains fully occupied, and the Milwaukee City Hall Foundation restoration project that included renovations in a historic, occupied building in downtown Milwaukee.

“Mary is passionate about mentoring the next generation of builders and positively impacting the local community where she lives and works. For the past several years she has served as mentor for the ACE Mentor Program of Wisconsin, whose primary goal is to build a larger, more diverse and betterprepared workforce,” said Wenger.

ALICIA DUPIES VICE PRESIDENT AND BUSINESS UNIT LEADER GILBANE BUILDING CO.

Alicia Dupies, vice president and business unit leader for Gilbane Building Co. in Milwaukee, has more than 20 years of experience in the construction industry.

“She is a catalytic and passionate ideas person with a bias for action and results,” said Bridget Kraus, vice president of Walbec Group. “No matter what she’s doing, it is always with tenacity and follow through. Alicia is a consummate listener and a people-centric operational leader. As a woman in construction, she is highly sought after as a mentor.”

In 2022, Dupies received the TEMPO Milwaukee Mentor of the Year award. At that time, Jennifer Dirks, president and CEO of TEMPO, said, “One of the greatest things we can give each other as women is encouragement. Alicia takes the job of mentoring and encouraging the next generation of leaders seriously.” Dupies supports Milwaukee Academy of Science and serves on the board of directors for Carmen Schools of Science & Technology, an urban charter school. She is also the research committee co-chair for the Wisconsin Policy Forum and a past program chair for TEMPO.

SIMMI URBANEK DIRECTOR OF MARKETING GREENFIRE MANAGEMENT SERVICES

When Simmi Urbanek joined Milwaukee-based Greenfire Management Services as director of marketing, company leaders insisted that she be on the leadership team and have a voice.

“Her knowledge across the industry is a unique quality as she sees the big picture,” said Jeb Meier, president of Greenfire. “She has been an asset to the team as a leader.”

“Simmi has a great feel for marketing strategies and tactics, and she is fantastic at engaging our Greenfire team members and building and solidifying our client relationships,” said Pepi Randolph, vice president of business development.

“With her nearly 20 years of marketing experience, she has developed a keen ability and intense passion for planning and implementing successful marketing strategies and initiatives. She is a natural leader, and her organizational skills are exceptional. Simmi is a tremendous asset for Greenfire,” said Randolph.

In 2022, Simmi coordinated a presentation on the strategic initiatives of the company, complete with custom shirts delivered to each team member across the state.

GINA SPANG FOUNDER AND PRINCIPAL SPANG STRATEGIES LLC

Since founding Milwaukeebased Spang Strategies LLC in 2022, Gina Spang has worked on the construction of an elementary school in Wauwatosa, the high school addition to the Hmong American Peace Academy, restoration of the Oriental Theatre, and a new stadium and addition to the science center at Ripon College.

Throughout her career, Spang has created spaces that support learning. For example, she facilitated a public-private partnership to build Bradley Tech High School in Milwaukee. She also oversaw a collaboration between Milwaukee Public Schools and the Boys & Girls Clubs of Greater Milwaukee to build one facility to be shared by both organizations.

Prior to launching her own company, Spang served as a strategic market executive at VJS Construction Services and, earlier, as the first female director of facilities and maintenance services for MPS before being promoted to chief of staff.

“Gina is particularly interested in paving the way for other women to work in the male-dominated construction industry. She does this first by serving as an example that a woman can be successful,” said Catherine Knipstein, vice president of strategy at Athena Communications LLC.

Spang is also working on a collaboration called “Girls - Let’s Build!” to engage girls in grades 5-8 in construction projects.

Sarah Coffey, senior project controls manager at The Boldt Co., has worked her entire 30-year career in the construction industry at the Appleton-based company. As senior project controls manager, Coffey leads financial management for projects and mentors coordinators and emerging personnel.

“Sarah is that unique individual who is able to bridge the gap between field and office. She has worked in both roles extensively throughout her career and brings a much-needed perspective to light when problemsolving. She does this all with a down-to-earth and approachable personality that makes everyone feel valued,” said Shauna Gerczak, risk management business partner at Boldt.

“Sarah not only excels in her role, but also actively supports and mentors other women in the field,” said Nicole Marchese, regional project controls manager at Boldt. “Her willingness to roll up her sleeves and take on any task has contributed to the success of several key projects. Her strong communication and collaboration skills have been instrumental in fostering positive relationships with clients and colleagues.”

ROBERTA BREHM PRESIDENT VYRON CORP.

Roberta Brehm, president of Waukesha-based HVAC contractor Vyron Corp., joined the company in 2014 as a VRF division coordinator, advising customers on new HVAC technology. From there, she served as Vyron’s Milwaukee office branch manager. Then in 2018, Brehm purchased Vyron from her father, Keith Hill, and has been the face of the company from that time on.

“In a male-dominated industry, she leads the pack by providing the vision and strategy necessary to grow Vyron in an ever-changing industry landscape spurred by the ‘Amazon expectation’ and advancement of intelligent controls,” said Art Flater, principal at Central Office Systems.

“Roberta finds pride in investing in her team to accomplish Vyron’s common vision of being the HVAC experts our customer can depend on and trust,” said Flater. “To provide value that far surpasses the customer expectation.”

SARAH COFFEY SENIOR PROJECT CONTROLS MANAGER THE BOLDT CO.

LAURA CULLEN TRAINING & DEVELOPMENT MANAGER JP CULLEN

As training and development manager for Janesville-based JP Cullen, Laura Cullen is responsible for employee training and development, recruitment and performance tracking. She is also a fifth-generation owner of the company.

Prior to her current role, Cullen was in marketing and business development for JP Cullen’s industrial division.

“Laura is the definition of a servant leader,” said Colleen Wischnewski, marketing coordinator at JP Cullen. “She is focused on serving others and creating a space that allows others to thrive. Laura has been charged with not only leading JP Cullen’s training and development, which is a significant focus given our 650 employees, but also our recruitment and hiring efforts.”

Cullen has also taken on many human resource responsibilities, including compensation and benefits review and onboarding.

Cullen is the executive in charge of JP Cullen’s internship program, which employees 30-plus interns each summer.

She also led the creation and rollout of JP Cullen’s Building Women Leaders group, which focuses on training and development of JP Cullen’s female employees.

KATIE MUTH DIRECTOR OF MARKETING JP CULLEN

Katie Muth, director of marketing for Janesville-based JP Cullen, began her career in the construction industry when she joined the company’s Milwaukee division in 2005.

Her first role was project assistant for the Milwaukee City Hall exterior renovations. The project won the AGC’s Marvin Black Award for Project Partnering.

When JP Cullen’s Milwaukee office opened, she took on the role of interim director of business development for a short time, and when that position was filled, she became the sole marketing staff member for the Milwaukee division.

“Katie has been an integral attribute to not only the division’s but also the firm’s growth and successes over the years,” said Jeannie Cullen-Schulz, co-president and former health care division manager.

“She displays out-of-the-box thinking for marketing collateral and presentations, creating dynamic ways to show what we can offer to our customers. She has transformed our construction staff in the field. Katie bleeds JP Cullen red and understands what the firm stands for,” said Cullen-Schulz.

SAMANTHA POTTS CHIEF ESTIMATOR JP CULLEN

Samantha Potts started as an intern at Janesville-based JP Cullen in 2013 and is now the company’s chief estimator.

Potts has led more preconstruction projects for JP Cullen than any other estimator within the company this year. Colleagues say Potts understands the complete life cycle of a project and is willing to go further to set project teams up for success.

“She goes above and beyond to make sure newer estimators understand their role and the process of preconstruction to build the team out more,” said Brenden Polkinghorn, estimator at JP Cullen.

“Sam is training me on preconstruction with the Edgewood Campus School project, and there have been several instances in working with the architect and client where I have been very impressed,” said Polkinghorn. “With the architect, she has very tactfully kept some site concerns top of mind as the project moves forward.”

Potts also manages small projects for UW Athletics.

JODY OWENS PROJECT MANAGER HUNZINGER CONSTRUCTION CO.

Jody Owens joined Brookfieldbased Hunzinger Construction Co. just a year ago, and has 20 years of construction management experience. Owens previously served as construction project manager for Foley & Lardner and led the law firm’s $25 million renovation at the U.S. Bank tower in downtown Milwaukee. Hunzinger served as general contractor for the project, which included six phases of work on 165,000 square feet on eight floors of fully occupied offices.

Prior to Foley, Owens worked 15 years as IT/construction project manager at Amundsen Davis (formerly Davis & Kuelthau s.c.), where she oversaw several renovation projects and multiple software system upgrades.

“Jody works seamlessly in the male-dominated world of construction management and building,” said Joan Zepecki, director of corporate affairs and diversity and inclusion at Hunzinger. “She brings an owner’s perspective, and her clients appreciate her expertise and dedication to getting things done right the first time.”

JOAN ZEPECKI DIRECTOR OF CORPORATE AFFAIRS | DIVERSITY AND INCLUSION COORDINATOR HUNZINGER CONSTRUCTION CO.

Joan Zepecki, director of corporate affairs and diversity and inclusion coordinator at Brookfield-based Hunzinger Construction Co., has led the company’s diversity and inclusion efforts for more than 28 years. During that time, more than $585 million in contracts were awarded directly to minority- or women-owned firms.

“I have worked directly with Joan Zepecki for more than seven years and have witnessed firsthand her dedication, passion and strategic efforts to work with and provide accessible opportunities to established minority-owned firms,” said Ugo Nwagbaraocha, president of the National Association of Minority Contractors – Wisconsin.

Zepecki was instrumental in managing the City of Milwaukee’s equity and inclusion requirements for Komatsu’s headquarters project, which opened in spring 2022 in Milwaukee’s Harbor District.

“Joan’s leadership ensured a successful project,” said Doug Kiser, global director of facilities and asset management for Komatsu Mining Co.

N OTA BLE WO ME N IN CONSTRUCTION & DESIGN

Joy at work

Clever ways to let your employees have fun

WHY DO MOST companies act like having fun on the job is illegal, especially when they’re struggling to keep workers?

That’s the question Jeff Kortes asks. He’s the president of Milwaukee-based Human Asset Management. He’s also a national speaker on employee retention and author of the book “Give Your Employees C.R.A.P. – and 7 Other Secrets to employee Retention.”

C.R.A.P. stands for caring, respect, appreciation and praise.

“The best way to foster fun in an organization is to leave your folks alone and let them have fun,” Kortes says. “They’ll figure out ways to have fun. When they do, have fun with them.”

Many leaders fear that employees will think they aren’t serious about work. That’s crazy, Kortes says.

“The last thing you should want is your folks to feel like they’re doing time,” he said. “After all, you’re leading an organization, not running a penal colony.”

I asked several Wisconsin CEOs and human resource managers to share how their employees have fun at work. Here’s what they said:

Holiday-themed and seasonal events

• Halloween dress-up day, with a potluck lunch and Halloween movies playing.

• During the Christmas season, R&R Insurance in Waukesha hid 11 elf dolls in the building. Human Resources director Nicki Johnson said everyone who found an elf won a prize.

• A family Christmas Party complete with Santa, gifts for the kids, raffles and food.

• Monthly on-site happy hours and summers on the patio.

• Employees at Max Weiss Co. in Milwaukee receive St. Nick, Easter, Mardi Gras and Halloween treat bags. Kate Klister, HR and accounting manager, hands them out while wearing a festive hat or headband.

• A January party with dinner, drink tickets, axe throwing and go-kart racing.

Food and drink

• A free on-site popcorn machine and a flavored water dispenser.

• A catered lunch on the workday before a holiday.

• Food trucks throughout the year.

• Once a month an employee chooses a lunch menu, and a member of the leadership team cooks for everyone.

• Family Fridays – team members can invite their family to join them at lunch.

On-site and off-site fun and freebies

• Free passes for the Milwaukee County Zoo and the Milwaukee Public Museum.

• On-site karaoke afternoons.

• Brewery tours – very popular!

• Tickets for Brewers, Bucks and Admirals games.

• Free on-site chair massages and a chiropractor monthly.

Healthy competition

• Bingo every other week with prizes. Aimee Dankmeyer, HR director at HED Inc. in Milwaukee, said it’s a stress reliever. The comments, play on words and one-liners exchanged between teams are more fun than shouting “bingo!”

• Team competition at Escape the Room Milwaukee.

• On-site scavenger hunts and prizes.

• A Friday afternoon bowling team challenge at the local alley.

Fun helping others

• Patricia Schauer, CFO/CHRO at Core Cre-

ative in Milwaukee, said employees select and host charity events for Habitat for Humanity, Milwaukee Riverkeeper, Islands of Brilliance, Boys & Girls Club, Milwaukee Rescue Mission and Ride for MS.

• At Thanksgiving, employees at one company choose several charities. The company makes donations on their behalf.

• HED Inc. gives employees a voluntary time off day so they can help at their favorite local charity.

Kortes, the employee retention speaker and author, says those types of activities help keep employees happy and fulfilled and contribute to a company’s profitability.

“When we’re having fun, we’re making better decisions, serving our clients better, have greater personal and professional fulfillment, and increased retention and engagement, while reducing the cost of turnover, just to name a few of the benefits,” he said.

This year, what can you do to help your employees have fun? If you’re not sure, ask them. Or borrow some of these ideas. n

DAVID HILDRETH

David Hildreth is a Vistage chair for two groups. Each is a private advisory board for growth-focused, high-integrity CEOs, executives and business owners. He is also a coach for small business owners. He can be reached at David.Hildreth@ VistageChair.com.

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Why waste time crafting and sending newsletters when AI can do it for you? AI-powered programs can scan your go-to sources for relevant articles, place them in an email and, over time, tailor content to the preferences of individual recipients. All in a fraction of the time.

CONTENT CREATION

If content creation is part of your marketing strategy, consider using AI-powered content creation software to help produce high-quality content quickly and easily. Jasper.ai, Adobe Photoshop, Khroma and Let’s Enhance are just a few of the many platforms that can help simplify the process, from photo editing to copy writing and beyond.

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

CONSTRUCTION

Hunzinger Welcomes

Maggie Pinnt as New Business Development Director

Hunzinger has hired Maggie Pinnt as Dir of Business Development. A grad of Carroll University in public relations and communications, Maggie spent 7 years at BizTimes Media, specifically focusing on Construction and Manufacturing. She brings a deep knowledge of the SE Wisconsin business community and looks forward to working with new clients to drive Hunzinger’s growth and develop new market opportunities. “I am excited to be a part of a company with such a storied history that is recognized for its quality, integrity and ethical conduct”. She sits on advisory boards of GPS Ed Partners, CVI, & MKE Co. War Memorial.

NONPROFIT

FINANCIAL SERVICES

CHATBOTS

Your team might not have the capacity to engage with every customer every time they need assistance, but chatbots do. “Many times, customers don’t realize they’re not conversing with a human because these bots have become so sophisticated,” writes Ambrose.

SIMPLIFY ACCOUNTING

Keeping track of your business’ finances is an important yet time-consuming task. Luckily, AI can help with this, too. Tools such as Xero and QuickBooks use machine learning to automate tasks such as invoicing, tracking expenses and preparing financial reports. Using these applications will not only free up time for other important tasks, but also, as Ambrose points out, “provide valuable insights into spending patterns and help businesses to identify ways to save money.” n

Wellpoint Care Network Hires Director of Equity, Culture and Belonging

Jenna Finley is the Director of Equity, Culture and Belonging at Wellpoint Care Network. This new role supports the organization’s commitment to advancing inclusion, ensuring that those served and employed are valued, accepted, respected and treated equitably. As a current Adjunct Instructor at UW-Whitewater, Jenna teaches The Diversity Credential, supporting early childhood providers, educators and facilitators on diversity and related topics. She is also the founder and primary consultant of Value Our Voices (VOV) Consulting, LLC and works with employers to advance equity for all people.

Brent Adam

Promoted to Managing Director and Partner at Borgman Capital

Brent Adam was promoted to managing director and partner at Borgman Capital. Adam joined the firm in May 2020 as chief financial officer. He is a certified public accountant and was named a 2022 Notable CFO by BizTimes Milwaukee.

FINANCIAL SERVICES

Matthew Pikus

Promoted to Senior Associate at Borgman Capital

Matthew Pikus was promoted to senior associate at Borgman Capital. Pikus joined the firm in July 2021 as an associate. Since then he has supported the team in completing four acquisitions.

FINANCIAL SERVICES

Michael Montgomery named CEO/CIO of Marshall Street Capital Montgomery to lead wealth strategy and investment, staff and philanthropic initiatives for family office. He previously was President/ CEO for Ford Estates and Brush Street Investments, the Ford family office and private investment arm, respectively.

ADVERTISE TODAY!

To place your listing, or for more information, please visit biztimes. com/bizconnect

DOHMEN COMPANY FOUNDATION LAUNCHES $60 MILLION IMPACT INVESTMENT FUND TO SUPPORT HEALTHY FOOD INITIATIVES

Milwaukee-based Dohmen Company Foundation continues its fight against diet-related disease, with the recent launch of a $60 million impact investment fund.

The fund will infuse capital into for-profit social enterprises that are working to improve health outcomes through food-related solutions. Dohmen is planning to invest in five to 10 food-focused businesses that are looking to scale their work and drive increased impact, with the ultimate goal of improving the health of more than five million consumers over the next five to 10 years, according to a news release.

“Our nation is sick. The standard American diet and its underlying dependency on processed food is largely to blame,”

SPOTLIGHT

said Rachel Roller, president and chief executive officer of Dohmen.

“The DCF Impact Investment Fund seeks to advance a healthier food system through strategic investments in solutions that align with our mission to reverse and prevent diet-related disease.”

The fund builds upon the foundation’s ongoing $75 million commitment to reduce the morbidity of diet-related disease. Dohmen announced that pledge in September during the White House Conference on Hunger, Nutrition & Health, when the Biden administration rolled out a national strategy to end hunger, improve healthy eating and physical activity, and reduce diet-related disease by 2030.

— BizTimes Staff

MILWAUKEE RIVERKEEPER

600 E. Greenfield Ave., Milwaukee, WI 53204 414-287-0207 | milwaukeeriverkeeper.org

Twitter, Facebook, Instagram: @mkeriverkeeper

Year founded: 1995

The Brewers Community Foundation will hold a pet supplies drive for the Wisconsin Humane Society on April 20 from 7 a.m. - 5 p.m. at American Family Field, as part of the foundation’s 2023 Drive for Charity.

The Lueder Financial Group of Northwestern Mutual will hold a Prom Night with raffles and silent auctions to raise money for the fight against childhood cancer on April 21, from 6-10:30 p.m. at the Schlitz Audubon Nature Center, 1111 E. Brown Deer Road, Bayside.

The Professional Fire Fighters of Wisconsin Charitable Foundation will hold its seventh annual Fired-Up Fundraiser and Charity Ball to support burn survivors, champion firefighters and help keep communities safe across the state on April 22, at 5 p.m. at the Pfister Hotel, 424 E. Wisconsin Ave., Milwaukee.

DONATION ROUNDUP

The Wisconsin Public Service Commission is awarding $500,000 in funding from its Energy Innovation Grant Program to Revitalize Milwaukee, a nonprofit organization that provides free home repairs to low-income homeowners in southeastern Wisconsin. | U.S. Cellular has donated 100 wireless hotspots and two years of service – the equivalent of $112,600 – to Sojourner Family Peace Center as part of its After School Access Project. | The City of Milwaukee awarded more than $500,000 in grant funding to six Milwaukee nonprofits that address food insecurity: Bay View Community Center, Silver Spring Neighborhood Center, Northcott Neighborhood House, WestCare Wisconsin, United Methodist Children’s Services and Milwaukee Christian Center. | Milwaukee Area Technical College, in partnership with New York-based Beam, will administer more than $75,000 in emergency aid to MATC students, with an expected average award of $500 per student for housing, transportation, childcare and other critical expenses.

Mission statement: Our mission is to protect, improve and advocate for water quality, riparian wildlife habitat and sound land management in the Milwaukee, Menomonee and Kinnickinnic river watersheds. We envision a future in which people from all walks of life can enjoy the healthy waterways of the Milwaukee River Basin. Milwaukee Riverkeeper is a licensed member of the Waterkeeper Alliance, an international coalition ensuring clean water and strong communities.

Primary focus of your nonprofit organization: As a grassroots, science-based, advocacy organization, our primary focus is to engage the community in fighting for our waterways, so that they are swimmable and fishable.

Other focuses of your nonprofit organization: To protect the Milwaukee River Basin, we monitor water quality and use that data to educate and advocate for better policies and compliance with current standards. To restore the Milwaukee River Basin, we conduct projects to improve fish passage, improve flow, increase green infrastructure and remove trash from our waterways. To further connect people to the river, we host a variety of events that encourage Milwaukeeans to be stewards and protectors of

the rivers, including an education program that reaches young children all the way to retired adults.

Number of employees at this location: 6

Key donors: Our key areas of funding come from private foundations, government grants, corporate and individual donors.

Executive leadership: Jennifer Bolger Breceda, executive director

Board of directors: Juan Alsace, president; Mark Boyce, vice president; Catherine Mercuri, treasurer; Patti McNair, secretary; and members Michael Bork, Joseph Cincotta, Beth Handle, William Morely, Brian Spahn, Peter Thornquist and Matt Wolter

Is your organization actively seeking board members for the upcoming term? Yes

Ways the business community can help your nonprofit: Become a business member; join the adopt-ariver program; invite us to present to your employees; go plastic free; get involved and join us on the river for an engaging event.

Key fundraising events:

• Milwaukee Riverkeeper Spring Cleanup, April 22

• Annual River Regale, June 22

• Milwaukee Riverkeeper Boat Parade, Sept. 24

Former Gugler Lithographic building

This 2003 photo shows the west side of the former Gugler Lithographic Co. building at 1339 N. Milwaukee St. The building was later occupied by Milwaukee Center for Independence and was torn down in 2006. There have been multiple development proposals for the site over the years. Site work is currently underway for a 197-unit apartment development by Chicago-based LG Development Group.

— Photo courtesy of Wisconsin Historical Society

COMMENTARY

Crisis Within the Corridor

WHAT INITIALLY was one of the most encouraging recent development projects in Milwaukee has become a crisis for its residents and developers.

Minneapolis-based Roers Cos. and Milwaukee-based Scott Crawford Inc., led by Que ElAmin, have been transforming a former Briggs & Stratton manufacturing complex on Milwaukee’s north side into a mixed-use campus with 197 apartments. The $68.5 million redevelopment project is the type of investment Milwaukee’s central city desperately needs. Such projects in low-income neighborhoods are difficult to pull off, so Community Within the Corridor had generated much excitement.

But the city’s Health Department recently issued an emergency health order for closure and evacuation of the complex. The city said it was informed by the state DNR of a chemical hazard at the complex. Elevated levels of trichloroethylene (TCE), a known carcinogen, were found.

More than 150 residents of Community Within the Corridor were forced to pack up and leave. Temporary housing was provided in hotels.

Some of the residents had lived in the complex for eight months. The city Health Department believes the contamination was likely present the entire time. How in the world could that have happened?

A DNR official said the agency didn’t know people had moved into Community Within the Corridor, and only realized recently the contamination mitigation system at the complex is “not effective enough.” The DNR official said the agency was aware of the chemical at the site and warned developers to monitor the levels of contamination.

This fiasco raises a lot of questions including: How could the DNR be unaware people had moved in? And, why did the city issue an occupancy permit if there were concerns about contamination? The city said it wasn’t notified about dangerous levels of TCE at the complex until late March. In January, the DNR recommended that nobody should be living there and met with city officials to discuss concerns, but the mayor’s office says the DNR did not recommend evacuation at that time, according to WISN-TV Channel 12 reports.

This situation makes the city, state and the developers all look bad.

VOLUME 29, NUMBER 1 | APR 17, 2023

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EDITORIAL

EDITOR

Andrew Weiland andrew.weiland@biztimes.com

MANAGING EDITOR

Arthur Thomas arthur.thomas@biztimes.com

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Maredithe Meyer maredithe.meyer@biztimes.com

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SALES & MARKETING

DIRECTOR OF SALES

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Christie Ubl christie.ubl@biztimes.com

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Independent & Locally Owned Founded 1995 —

The developers say testing systems were put in place to monitor the living conditions at Community Within the Corridor, and they notified the DNR when elevated levels of TCE were found. But it took a week for environmental consulting firm KSingh & Assoc. to tabulate and share the test results with the DNR, according to Channel 12.

The DNR said it had strongly recommended that the developers, who now face possible prosecution, complete all rounds of testing before having residents move in.

“We will continue to work with the Department of Health, WDNR and our partners to return the indoor air quality in the east building to safe levels,” the developers said in a press release.

But after all of this, it won’t be easy to address the contamination issue at Community Within the Corridor and convince people that it’s a safe place to live. n

ANDREW WEILAND

EDITOR

/ 414-336-7120 / andrew.weiland@biztimes.com / @AndrewWeiland

5 MINUTES WITH… GINA STILP

Executive director, Zilber Family Foundation

AS THE COVID-19 PANDEMIC subsided, the Zilber Family Foundation watched as federal aid programs for low-income families dried up just as rising inflation created more economic hardship. Seeing the impact on the Milwaukee community – particularly on underserved populations – the foundation in February set out to increase support to its existing nonprofit partners and forge new partnerships by awarding $3.9 million in grants to 15 local nonprofits, including $300,000 in “Gratitude Grants” specifically targeting employee wellness. BizTimes Milwaukee associate editor Maredithe Meyer recently spoke with ZFF executive director Gina Stilp about how economic uncertainty has shaped the foundation’s grant-making strategy. The following portions of their conversation are edited for length and clarity.

PRIORITIZING RENEWED SUPPORT

“Many of the groups that we’ve worked with have faced increases in rent, increases in energy bills, increased cost of staff retention. We went to our board a year ago and started this conversation on what else we could do and how we could structure our grant making to consider these increases in costs so that we can prioritize the groups that we love to work with. Many of the organizations we work with, we have partnered with for 10 years or more in some circumstances, so we renew funding for them frequently. We looked first and foremost at those partners that we’ve had long-term relationships with and put an 8% booster on all of those organizations that were applying for renewed support – if they applied for $100,000 for a year, they got $108,000.

“We know it’s just a drop in the bucket in terms of what the organi-

zations need, but I think it really represents the way the foundation tries to work, which is listening first, hearing the struggles our nonprofits are having and then trying to act as quickly as we can to help fill a gap.”

SELECTING NEW GRANTEES

“Our current strategic plan in Milwaukee focuses primarily on the issues of affordable housing and economic development as our two flagship program areas. When we’re looking at (grant) requests, we look through the lens of the goals we set out to accomplish in one of those buckets.

“We just started working with the Reclaiming Our Neighborhoods (RON) Coalition, which was a really exciting opportunity for us. It’s a coalition that works across central city neighborhoods in Milwaukee, north side and south side, and what they do is prioritize resident leadership and identifying affordable housing issues or housing quality issues in each of their neighborhoods. They’re a great example of the foundation really looking to local organizations and local leaders to come up with the right solutions for their neighborhoods. It’s not a top-down approach.”

CARING FOR CAREGIVERS

“When we hear from our executive directors or program directors that they are burning the candle from both ends and they know that their staff, volunteers and boards have gone above and beyond during this time of considerable need, they also say, ‘I don’t know what to do, how to say thank you. I don’t want to spend valuable dollars that could be helping our program participants.’ And so, while our objective normally is to be a very flexible funder and allow nonprofits to decide how to use the dollars, in the instance of our Gratitude Grants, we required recipients to use those dollars to take care of their teams, whether it was bonuses, gift cards, (or) an appreciation party.

“As funders, we have an obligation to make sure that the nonprofit community that we partner with is OK and is better than OK, is thriving. This was a very small step for us to acknowledge that, and hopefully it’s something we can build into our practice and encourage other funders to think about when making their commitments.” n

Volunteers with the Reclaiming Our Neighborhoods Coalition conduct housing surveys in a Milwaukee neighborhood.

Gina Stilp

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