BizTimes Milwaukee | May 23, 2022 by BizTimes Media

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BizTimes Milwaukee (ISSN 1095-936X & USPS # 017813) Volume 28, Number 4, May 23, 2022 – June 5, 2022. BizTimes Milwaukee is published bi-weekly, except monthly in January, February, March, July, August and December by BizTimes Media LLC at 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120, USA. Basic annual subscription rate is $96. Single copy price is $5. Back issues are $8 each. Periodicals postage paid at Milwaukee, WI and additional mailing offices. POSTMASTER: Send all UAA to CFS. NON-POSTAL AND MILITARY FACILITIES: Send address corrections to BizTimes Milwaukee, 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120. Entire contents copyright 2022 by BizTimes Media LLC. All rights reserved.

Contents

4 Leading Edge 4 NOW BY THE NUMBERS 5 IN FOCUS – Viking Octantis 6 REV UP – Advanced Ionics 7 IN THE NEIGHBORHOOD – 2-Story Creative 8 BIZ COMPASS 9 BIZ POLL 10 FRESH DIGS – Warren Barnett Interior Design 11 BIZ TRACKER

12 Biz News 12 R ecruitment, retention efforts aimed at addressing severe teacher shortage in Milwaukee 14 SHOP TALK: How can manufacturers attract and retain Gen Z workers?

COVER STORY

16 Real Estate

Foundation for the Future

30 31 32 33

City, businesses confront Sheboygan area’s workforce housing challenges

Special Reports

In addition to the cover story, coverage includes a report on Lakeland University’s Jake’s Café initiative, supported by some prominent local business leaders, to help students pursue entrepreneurship.

28 Manufacturing Coverage includes a look at what some manufacturers are doing to try to protect themselves from cybersecurity threats.

WISCONSIN’S BANK FOR BUSINESS®

HUMAN RESOURCES Liza LeClaire RETIREMENT Cary Silverstein LEADERSHIP George Satula TIP SHEET

36 Biz Connections

26 Business in Sheboygan County

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30 Strategies

36 G LANCE AT YESTERYEAR COMMENTARY 37 PAY IT FORWARD – Olivia Arnold 38 T HE LAST WORD – Rebecca Mitich, Husch Blackwell LLP

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Leading Edge

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

NOW

Milwaukee Tool to create another 1,000 jobs in Wisconsin By Ashley Smart, staff writer Brookfield-based Milwaukee Tool recently announced plans to create an additional 1,000 jobs in Wisconsin by 2027. The company said it will invest more than $206 million in the state to expand its existing research and development facilities, address infrastructure needs and provide equipment at its nine locations across the state.

The Wisconsin Economic Development Corp. will assist the company’s expansion plans by providing an additional $22.5 million in tax credits, which will increase the state’s total investment in the company to $70.5 million. The actual amount of tax credits the company receives will depend on meeting the capital expenditure and job creation goals.

BY THE NUMBERS Potawatomi Hotel & Casino in Milwaukee recently announced plans for a

$100 MILLION

renovation that will create new gaming, food and entertainment experiences. 4 / BizTimes Milwaukee MAY 23, 2022

The announcement comes as the company has experienced rapid growth and been in a major expansion mode in recent years in Wisconsin, with significant expansions at its Brookfield headquarters and plans announced in 2019 to create a campus in Menomonee Falls. The company also recently opened an office at the former Assurant building in downtown Milwaukee, where it could eventually have up to 2,000 employees – there are currently 300 employees moved in. Of the 1,000 jobs the company has committed to creating, many will be in engineering and technical roles needed to support the rapidly advancing technologies used in its products. In 2016, the state created an enterprise zone to support Milwaukee Tool’s expansion in Wisconsin. The latest amendment to the zone will provide up to $70.5 million in state tax credits if the company makes a total capital investment of at least $285 million and creates new full-time jobs in accordance with its Enterprise Zone Tax Credit Agreement requirements by Dec. 31, 2027. From the creation of the enterprise zone for the company through the end of 2021, Milwaukee Tool has invested more than $233 million in the state and created 2,289 new jobs, according to a press release. Over the last decade, the company has experienced double-dig-

it growth globally and currently employs more than 10,000 people in the U.S., with more than 3,600 employees in Wisconsin. “This state has been our company’s home for nearly 100 years, and we’re proud to continue our investments here,” said Ty Staviski, chief financial officer at Milwaukee Tool. “Our people are the key to our success. We look forward to introducing 1,000 more people to the incredible culture we’ve created at our world-class facilities.” Staviski said Milwaukee Tool will be examining all of its current facilities to identify possible improvements, but no solid project plans are in the works at this time. “Nothing has been determined yet,” he said. “We’re always looking at where do we have adjacent (spaces) to those existing facilities to be able to expand, how we can reconfigure an existing facility, how we can make the density higher in those facilities and what’s that renovation cost look like. The last part is where would we do another green field (development), if we were to, but that’s not currently in the plans.” He said the numerous expansions Milwaukee Tool has completed over the years are a testament to the company’s commitment to Waukesha County and the state. Staviski attributed the company’s rapid growth to its dedication to creating new technology and its end-user verticals. n

inf cus DEPT NAME

THE 665-FOOT Viking Octantis docked at Port Milwaukee for the first time earlier this month, marking the start of the 2022 Great Lakes cruise season. The vessel’s arrival was the first of 33 expected port calls by cruise ships this summer, bringing more than 10,000 visitors and estimated $1.8 million in direct revenue to Milwaukee. That’s up from 10 port calls and 3,214 visitors in 2019, before the COVID-19 pandemic halted all passenger cruise activity for nearly two years. Switzerland-based Viking’s newly constructed Octantis holds up to 378 guests and 256 crew members as the largest cruise ship to sail the Great Lakes. Upon disembarking at the City Heavy Lift Dock, its first group of 307 passengers boarded buses for a day of local sightseeing with Milwaukee Food & City Tours. “People around the globe are clearly taking notice of our city,” said Mayor Cavalier Johnson at a press conference celebrating the vessel’s arrival. “The growing passenger numbers, they speak for themselves. These international cruises are offering more freshwater tourists a glimpse into what makes the city of Milwaukee so special.” As a turnaround port, Milwaukee was the final destination of the group’s eight-day voyage from Toronto, but it was the first port of call for the next set of passengers who embarked two days later. n — Maredithe Meyer biztimes.com / 5

MAREDITHE MEYER

Viking Octantis arrives in Milwaukee

Leading Edge

@BIZTIMESMEDIA – Real-time news

ADVANCED IONICS

LEADERSHIP: Chad Mason, founder and CEO H E A D Q U A R T E R S: 4201 N. 27th St., Milwaukee

LILA ARYAN PHOTOGRAPHY

REV UP

W H AT I T D O E S: Manufacturer of industrial electrolyzers F O U N D E D: 2017 E M P L OY E E S: 13 NEX T GOAL: Launch several pilot programs using electrolyzers in 2023 FUNDING: $4.2 million seed round, $20,000 grant from WERCBench Labs

Chad Mason

Advanced Ionics to use $4.2 million seed round for pilot projects By Ashley Smart, staff writer MILWAUKEE-BASED startup Advanced Ionics plans to use the $4.2 million it secured through its first funding round to launch several pilot projects in 2023. Part of the funding will help accelerate the company’s product development. In late April, Advanced Ionics announced the close of its seed round, led by Boston-based Clean Energy Ventures. The company’s Symbiotic Electrolyzer Technology uses low-cost renewables or nuclear energy to produce green hydrogen for less that the current cost of fossil fuel-derived hydrogen. From a young age, Chad Mason, founder and chief executive officer of Advanced Ionics, knew the importance of decarbonization. He 6 / BizTimes Milwaukee MAY 23, 2022

grew up on a family farm in central North Dakota, where he first observed large energy usage. “(Farming) is very energy intensive, and it’s one of the places where hydrogen is utilized,” Mason said. “There’s hydrogen in ammonia, which goes into fertilizer in the fields, and hydrogen was in fuels and the chemicals we used so even in the late ‘90s, at an early age, I already understood the need for sustainability in hydrogen.” After pursuing a degree in engineering, Mason started working in electro-chemistry, particularly with hydrogen fuel cells. In 2017, he came to the realization that no one seemed to be doing much in the way of decarbonization within industrial companies. That’s when he launched Advanced Ionics, later moving the company to Milwaukee in 2018 due in part to the Midwest Energy Research Consortium’s WERCBench Labs Accelerator. Advanced Ionics is focused on tackling the decarbonization of heavy industry, one of the most carbon-intensive sectors, responsible for 20% of greenhouse gas emissions. Products including ammonia and other energy-intensive chemicals, steel and machinery, fuels and oils

are all targets. “When you look around the room, most of the things you see have had hydrogen used in their production,” Mason said. Advanced Ionics also provides a sustainable, low-cost alternative amid the need to reduce reliance on natural gas for climate and geopolitical reasons. Advanced Ionics’ Symbiotic Electrolyzer Technology reduces costs by integrating with industrial facilities and pre-existing industrial processes. Power-intensive alkaline and membrane-based electrolyzers require high electricity usage, typically above 50 kilowatt-hour per kilogram. Advanced Ionics’ electrolyzers work with on-site waste and process heat supplies, reducing up to 40% of the typical electricity requirement, the dominant cost driver of green hydrogen production. Mason leads a team of 13 people at the Century City Tower at 4201 N. 27th St. on Milwaukee’s north side. He wants to triple the number of employees by the end of 2023. Another short-term goal is finding a larger manufacturing facility to serve the company’s North American and European markets. n

2-STORY CREATIVE

IN THE NEIGHBORHOOD

2-STORY CREATIVE 641 W. National Ave., Milwaukee NEIGHBORHOOD: Walker’s Point in Milwaukee FOUNDED: 1994 OWNER: Ellen Homb EMPLOYEES: 9 SERVICE: Marketing, advertising, content creation, web design, and more.

What’s the history of 2-Story and this office location? Ellen Homb, owner: “In 1994, I opened 2-Story, an award-winning marketing and communications firm. A commitment to the revitalization of the neighborhood drove the decision to purchase a ‘2-story’ building, rehab it completely and relocate the business there in 2007.” How has the neighborhood changed since you’ve been there? “Our office has been in the Walker’s Point neighborhood since

1999. We moved here because of its history and diversity, and we stay here because of the deep sense of community that’s here. “We’re committed to growing not only our Walker’s Point neighborhood, but all the neighborhoods in our city. We have seen many changes since 1999, and we know we will continue to see the neighborhood grow and evolve.” Who are your clients? “We have a wide variety of clients, ranging from individual business owners and

small nonprofits to large corporations and high-profile entities. “We’ve developed partnerships and campaigns for several health initiatives through the Milwaukee Behavioral Health Department as well as the Cudahy and Kenosha Health Departments. We work hard every day with our transportation accounts such as The Hop and Milwaukee Mitchell International Airport, and we are also proud to work with area attractions such as the Milwaukee County Zoo and Milwaukee County Parks.” n

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biztimes.com / 7

Leading Edge

BIZTIMES MEDIA – Like us

BIZ COMPASS

What does

WOR KER FLEXIBILIT Y LOOK LIKE WITHIN YOUR COMPANY RIGHT NOW?

HOUSE 1 REBECCA

Senior vice president, chief people and legal officer at Rockwell Automation

“We have flexibility around where and when people work. Our hybrid workplace program allows eligible employees to work remotely about 50% of the time, depending on their personal and work needs. And our caregiver and parental leave benefits provide paid time off at important points in people’s lives.”

GAARE 2 ASHLEY

President, North America at SoftwareONE

“A flexible culture is about employees knowing their role and value and the company laying the foundation for an environment that allows them to perform at their best. SoftwareONE provides the tools that empower employees to be collaborative, creative and influential from wherever they work. The future of work is hybrid, and we’re excited to enhance our hybrid model with our new NORAM headquarters in downtown Milwaukee.”

1 3

3 JOELLE ROSEN

Director of talent at gener8tor

“At gener8tor, we pride ourselves on granting complete worker flexibility to our 116 employees. As employees are spread throughout six time zones, we encourage flexible remote work and provide co-working spaces as well as unlimited PTO. This emphasis on work-life balance helps us attract and retain top talent.”

4 JESSE DEPINTO

Co-founder and chief product officer at Frontdesk

“At Frontdesk, worker flexibility means being able to pick up your kids from school and spend the day with your dog by your side. It means adjusting hours to go to a doctor’s appointment or being able to work while you travel. Our remote-first culture allows our employees to work from wherever, on their schedule.”

5 THOMAS DEAN

President and chief executive officer at Renaissant

4 8 / BizTimes Milwaukee MAY 23, 2022

“Renaissant is a fast-growing company. Flexibility is in our DNA from our products to daily routines, so much so that it’s a core company value. We seek adventurous people whose personality tends to fit this environment. We do not require specific office hours, and we allow work time flexibility; our base expectation is that daily plans will regularly change.” n

BIZ POLL

A recent survey of BizTimes.com readers.

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Would you be interested in taking a cruise on the Great Lakes? NO:

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Leading Edge

BIZTIMES MEDIA – Connect

JAKE HILL PHOTOGRAPHY

FRESH DIGS

WARREN BARNET T INTERIOR DESIGN OW N E R : Warren Barnett Interior Design A RC H I T E C T S/ DE S IG N E R S : Emily Ebben, Barbara Bachman and Mike Bachman

C ON T R AC TOR : David Kaiser Jr. of Amalfi Guild LLC C O S T S : Undisclosed C OM PL E T E D : March 2022

10 / BizTimes Milwaukee MAY 23, 2022

A HISTORIC CHURCH building in Elm Grove is the new home of Warren Barnett Interior Design. After 23 years on West Capitol Drive in Brookfield, the business in March moved its showroom, design center and offices to the former St. Mary’s Visitation Catholic Church at Watertown Plank Road and Juneau Boulevard. A two-month renovation project modernized the space while preserving some of its original design elements, including wood flooring, ceiling arches and medallions, and wall frescos. Its large stained-glass windows were removed and gifted to St. Mary’s Parish. “We didn’t want to look like your typical box store anymore,” said Emily Ebben, director of de-

sign and marketing. “We have really morphed into more of an in-design studio and wanted the future of our business to reflect that, so the goal was to find a space that was more inspiring and looked more like us.” The firm’s six interior designers have settled into their new office space in the old choir loft, overlooking the staged inventory of Warren Barnett’s designer furnishings, custom upholstery fabrics, accessories, lighting and rugs. Between the ground floor and lower level, customers have 8,000 square feet of showroom to browse. It’s a slightly smaller footprint than the previous spot, but Ebben said the size – and the locale – is a better fit. “We’re really happy to be in a neighborhood setting,” she said. n

The latest area economic data.

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

8.2% in April to 1,690.

52.86

The southeastern Wisconsin manufacturing index was

in April, down from 53.81 in March. A reading above 50 indicates the sector is growing.

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BizNews

CENTER FOR URBAN TEACHING

FEATURE

Recruitment, retention efforts aimed at addressing severe teacher shortage in Milwaukee By Lauren Anderson, for BizTimes EMERALD COLLIER always wanted to be a teacher, just like her mother. But when she took a step toward that career by becoming a teaching assistant in a Milwaukee school while pursuing her education degree, the reality of being in the classroom proved difficult. “I was struggling, floundering and crying every day, not knowing how to manage the classroom,” Collier said. Discouraged, she faced the decision of whether to stick with it or walk away from education altogether. Collier wouldn’t have been alone if she chose the latter. A survey released earlier this year by the National Education Association found 55% of educators are considering leaving the profession earlier than they had planned, a figure the organization deemed “alarming.” That was up from 37% of those surveyed less than a year prior. At the onset of the 2021-‘22 school year, 30,000 public school teachers resigned across the country, according to the U.S. Labor Department. Attrition among teachers combined with a dwindling pipeline 12 / BizTimes Milwaukee MAY 23, 2022

of education majors have created severe shortages nationally and in Milwaukee in particular. From 2011 to 2019, the number of graduates earning degrees in education from southeastern Wisconsin colleges and universities decreased 13%, according to recent research from the Wisconsin Policy Forum. When interviewed for the WPF study, deans of the education programs at those institutions attributed that trend to perceptions of increasing demands and pressure on education professionals, a perceived decrease in public respect for the profession, increasing politicization and de-professionalization of the field, lingering effects of the 2008 recession and a lack of competitive pay compared to other fields. The crisis predates the pandemic but has accelerated over the past two years, forcing the sector to put a focus simultaneously on retention of existing educators and recruitment of more to the profession. “We’ve been sounding the alarm on this,” said Krysta DeBoer, executive director of the Center

for Urban Teaching. “Where we are today has been fast-forwarded, and the problem has been made worse by the pandemic, but there have been warning signs over the past decade that where we are today has been coming down the pipe.” City Forward Collective, the Milwaukee-based nonprofit organization that emerged out of the 2019 merger of Schools That Can Milwaukee and Partners Advancing Values in Education, has put its focus on teacher recruitment and retention in recent years. A full – and fully prepared – workforce is key to the organization achieving its goal of adding at least 5,000 high-quality school seats in the city by 2025, said Patricia Hoben, president and executive director of City Forward Collective. Hoben, who founded and led the Carmen Schools of Science and Technology charter school network from 2007 until 2019, said she observed the narrowing of the candidate pool as a school leader. Teacher openings in the early years at Carmen received 15 to 20 applications; by the end of her time at the then well-established

Emerald Collier is a seventh- and eighthgrade lead teacher at HOPE Christian Schools’ Fidelis campus.

network, she was seeing about three applications per position. “We can’t possibly do enough to try to address it,” Hoben said of the teacher shortage. “That’s the reality we face right now.” Now at City Forward Collective, Hoben said the city needs to grow its pool of teachers of color. Research shows the link between academic gains and students of color learning from teachers who look like them. One of the organization’s strategies is to provide grants for paraprofessionals to continue their education at area colleges so that they can receive their licensure to become teachers in the city. In 2020, City Forward Collective was awarded $500,00 in funding from the Wisconsin Department of Workforce Development to support the training of 140 new public school teachers, but it later scaled those plans back to 90 teachers due to disruptions from the pandemic. The organization also initiated a “Why They Teach” campaign, which highlights the stories of Milwaukee teachers and their different paths to the profession, and it partners with Teach for America on recruitment efforts that focus not only on new teachers, but also on drawing back experienced teachers who have stepped away from the profession or are coming from other cities. The Center for Urban Teaching launched in 2001 within Wisconsin Lutheran College with the goal of improving educational outcomes for students in Milwaukee’s central city. In 2013, it became an independent nonprofit organization to grow its capacity to recruit prospective teachers and prepare them to teach specifically in an urban setting. Currently, 375 of its program alumni teach in the city of Milwaukee. When searching for candidates, potential talent comes from “anywhere and everywhere,” said DeBoer, though the search for

CENTER FOR URBAN TEACHING

Jomoni Haynes, now the dean of behavior and culture at St. Marcus Lutheran School’s Harambee campus, received support through the Center for Urban Teaching as a new teacher.

teacher candidates largely begins during their freshman year of college. In addition to local universities and colleges, CfUT reaches out to organizations that serve college students, such as All-In Milwaukee, to find prospective educators. The pitch often begins with the need and opportunity for teachers in the community. “The reality is even our college students who are attending local universities sometimes do not understand the landscape of education in Milwaukee and what the need is,” DeBoer said. “… You don’t need to go to a different country across the world to serve students in need. They’re literally in our backyard and there’s an opportunity right here.” CfUT provides guided immersion tours that highlight good teaching in urban schools across the country, with the goal of “demystifying the magic of teaching,” DeBoer said. Novices often observe well-behaved or poorly behaved classrooms and misattribute that behavior to the students being “good” or “bad,” she said. “The reality is, no, what you just observed was a great teacher and a struggling teacher,” DeBoer said, adding that the immersion tour guide helps explain the techniques teachers use to keep students engaged and on task. The organization also offers intensive, six-week summer school training programs, where teacher

candidates have the opportunity to put theory into practice with coaching from CfUT. Beyond lesson planning and delivery, DeBoer said, it’s necessary for teacher candidates to get practice setting up procedures and routines, building classroom culture, communicating with parents and working with other adults. “And it’s a short-term experience. If you fall flat on your face, after six weeks you get back up and you can take a break and try again. You’re not being thrown in for the first time ever and expected to make it through a full school year,” she said. To support their retention, teachers who complete the CfUT’s program receive ongoing coaching and professional development through the organization during their first few years in the field. DeBoer said having someone who isn’t a coworker or boss to share struggles with as a new teacher is important. During Jomoni Haynes’ first year as a teacher, she spoke multiple times a week with a coach through CfUT. “That looked like her coming into my classroom and observing. After she would observe me teaching, we would meet one-on-one and talk about how I was feeling with the lesson, things I wanted to change, and some things she noticed. And because she knew me, she knew where I could give a little more or re-examine how to do

something,” said Haynes, who now is the dean of behavior and culture at St. Marcus Lutheran School’s Harambee neighborhood campus. Emerald Collier attributes CfUT coaching to her staying in the field. While she struggled with classroom management as a teacher assistant, she heard about the organization from a colleague and enrolled in its summer school program. “Through that process I realized, ‘Oh, maybe I can teach. I just didn’t know how,’” she said. When she returned to her school the following fall, Collier said, she “killed it.” “My students grew so much, and I realized I do have a place here,” she said. Today, Collier is a seventhand eighth-grade lead teacher at HOPE Christian Schools’ Fidelis campus and provides coaching for a fellow teacher. CfUT reports that 86% of its alumni remain teachers for four or more years. Nationally, 50% of teachers leave the field within their first five years; 30% leave after the first year. While she ultimately stayed the course, Collier has seen friends leave the profession. She said feeling a lack of support in their jobs combined with non-competitive wages and the added responsibilities that have come with the teacher shortage have all contributed to burnout among her peers. “I would be lying if I said I didn’t feel overwhelmed sometimes,” she said. “But I think that’s the difference: It’s feeling like you are supported and have the tools but also the people you need to be successful.” While overall education degree completions in the region are declining, data indicates a growing share of college students of color are earning education degrees – a trend that could contribute to a more diverse workforce in the coming years, according to the Wisconsin Policy Forum report. Both Haynes and Collier said they were among the only Black women in their education classes and field placements when they

trained to become educators. That reality has reinforced their commitment to remaining in the central city. “I knew when I was working as a TA in the inner city, in the ‘urban’ setting, when I looked at my students, I was looking at myself and that drove me even more to stay,” Collier said. “They are the future leaders and decision-makers in our city,” she added. “And if I’m going to live in this city, I need to make sure I’m preparing those future leaders and decision-makers to then fill my role or (other) roles they’ll have in this city.” DeBoer said there are potential solutions that could have an immediate impact on the teacher shortage crisis. Establishing funding parity across the city’s three main publicly funded sectors – Milwaukee Public Schools, charter and private-choice – would create an even playing field for recruitment, she said. Under current funding formulas, charter and choice schools receive less in per-pupil funding than the public school district. Many charter and choice school leaders say this limits their ability to offer competitive wages and benefits. “The sustainability of high-performing charter and private schools really depends on how well they’re going to be able to keep teachers,” Hoben said. “Often you see the years of experience (of teachers) in private and charter schools is much less than in traditional districts for those reasons.” DeBoer said the state could also remove entry barriers by relaxing some of its licensure processes, including requiring teacher candidates to complete the Foundations for Reading Test. Overall, more collaboration is needed all along the teacher-preparation pipeline, she said. “The problem right now is quite honestly simply too big for any one organization, sector or entity to put their arms around,” she said. “Nobody is going to be the knight in shining armor on this one. Everyone needs to work together.” n biztimes.com / 13

BizNews

SHOP TALK

How can manufacturers attract and retain Gen Z workers? By Ashley Smart, staff writer IT’S A PUZZLE that is yet to be completely solved. With thousands of manufacturing positions open across the state, companies are left to figure out how to attract the next generation of workers. And an ongoing worker shortage has only exacerbated the issue. Nick Novak, vice president of communications and marketing at Wisconsin Manufacturers & Commerce, Novak said the organization estimates there are around 45,000 manufacturing jobs available in the state. WMC’s first line of defense when combatting the ongoing worker shortage is educating students about their options. “There really is a lack of awareness of the jobs that are available in manufacturing,” Novak said. “The first step is just getting the kids in the room with the manufacturers and letting them see for themselves. That’s a home run right away.” WMC hosted its “Manufacturing Inspirations” event for the first time in April at Muskego High School. Over 1,500 students passed through the school’s gym and parking lot to learn about the 30 Wisconsin manufacturers that participated. Improving social media strategies is another tactic WMC has seen manufacturers use. 14 / BizTimes Milwaukee MAY 23, 2022

“You need to go out and actually recruit them where they already are,” Novak said. “In many cases, that means finding them on Twitter, Instagram, Tik Tok, … trying to build these brands that are recognizable and getting in touch with these people at a very young age.” Manufacturers should also consider what they want their company culture to be. This is critical to not only attracting, but also retaining young workers. Novak said making sure workers feel welcome and building a greater sense of community are important aspects of building a positive company culture. One Wisconsin manufacturer employing some of these techniques is Elkhorn-based Precision Plus. The company works to maintain visibility by attending local career fairs and seeking volunteer opportunities. It also has a 10-year partnership with Elkhorn Area High School through its youth apprenticeship program. Precision Plus hosts an annual manufacturing day each October to get the community into its facility and get a feel for what modern manufacturing looks like. In addition, the company spends $15,000 per year on scholarships for young adults interested in pursuing careers in the manufacturing industry. Its tuition reimbursement program offers students up to $5,250 per year. “We do all we can to recognize them and their journey, recognizing there’s multiple jump-off

High schoolers like Josiah Haggerty are exposed to manufacturing careers through Precision Plus' outreach efforts.

points (into the industry),” said Mike Reader, president of Precision Plus. The company has also worked Reader to improve its social media channels by using hashtags effectively and creating engaging content. “Besides our visibility at different events, we also have really great branding on social media Griffoul platforms. We know for … Gen Z, (social media) is like their newspaper,” said Amanda Griffoul, human resources manager at Precision Plus. “Making sure you’re present there is very important.” Precision Plus works to retain young talent by showing them opportunities for growth within the company and making sure they have a clear career path. When mixing younger and older generations on the shop floor, consider keeping those with more experience involved in a positive way, said Griffoul. Precision Plus workers are asked to drop “knowledge bombs” to help train the next generation, and that helps create a positive company culture, she added. At the state level, the Wisconsin Department of Workforce De-

TIPS FOR ATTRACTING GEN Z WORKERS •

Recruit Gen Z where they’re at. This includes re-examining and brushing up on social media content and strategies.

•

Work to build brand awareness by maintaining partnerships with area schools and offering volunteer opportunities.

•

Examine your company culture and make sure you’re fostering a welcoming environment that will attract young workers and make them want to stay.

velopment is also looking to help teens and young adults as they transition into the workforce. DWD recently announced the creation of a “Welcome to the Workforce” video library, which features clips of teens discussing a range of topics including youth apprenticeship, working with a disability, workplace safety and what to do if harassed on the job. “Teens are an important part of Wisconsin’s labor force, and we want their first experience in the workplace to be safe and positive,” said DWD secretary-designee Amy Pechacek. “As many of them prepare to enter the workforce for the summer months or upon graduation, we want them to know that DWD is here for them as well as the employers who hire them.” n

Presents:

June 15, 2022 7:30 - 10:30 AM Lakeland University

Growing an Already Global Community

Sheboygan County is home to world-class hospitality venues and global companies, but to grow and retain both in the coming decades, the county will need a workforce to support its growing economy. Join us June 15 for an opportunity to make progress on these fronts by providing time to step back and look at the long-term picture. Welcome • Brian Doudna, Executive Director, Sheboygan County Economic Development Corp. (1)

Sheboygan County’s Affordable Housing Initiatives and the Goals for the Coming Decade • Don Hammond, SCEDC Board Officer, Executive Vice President, Mersberger Financial Group (2) • Ryan Sorenson, Mayor, City of Sheboygan (3) • Sig Strautmanis, Co-Developer, General Capital Group (4)

Moderator: Andrew Weiland, Editor, BizTimes Media (5) Workforce, Innovation, Entrepreneurship & Tourism • Beth Borgen, President, Lakeland University (6) • Michael Klein, Vice President Human Resources, Bemis Manufacturing Co. (7) • Christine Loose, Vice President of Lodging & Wellness, Kohler (8) • Grant Pauly, Founder & Brewmaster, 3 Sheeps Brewing Company (9)

Moderator: Deidre Martinez, Executive Director, Sheboygan County Chamber of Commerce (10) Breakout Sessions Top health care trends that will impact your business • Mark Behl, Executive Vice President and Chief Operating Officer, Froedtert Health The mental health frontier • Kate S. Baer, M.A., Executive Director, United Way of Sheboygan County Childcare challenges and possible solutions • Gina Covelli, Director of Community Impact, United Way of Sheboygan County • Colleen Steinbruecker, Executive Director, Family Connections, Inc. Innovation – programming supporting start ups • Brian Doudna, Executive Director, SCEDC • Jamie Schramm, Campus Executive Officer, UW-Green Bay, Sheboygan Campus • Beth Borgen, President, Lakeland University

Event Partners:

Real Estate

REAL ESTATE WEEKLY – The week’s most significant real estate news → biztimes.com/subscribe

6 8

WHO OWNS THE BLOCK? WEST NORTH AVENUE, FROM 73RD TO 72ND STREETS, WAUWATOSA

7259 W. North Ave. Owner: ECKL Real Estate Management LLC of Wauwatosa, registered to Bonita Jo Eckl Tenant: Smitten Kitten Wax & Beauty

5 7221-27 W. North Ave. Owner: Sri Venkateswara Investments LLC of Hartland, registered to A. Erick Fabyan Esq. Tenants: Nail Design, North Avenue Grill, The Real Good Life 16 / BizTimes Milwaukee MAY 23, 2022

2 7251 W. North Ave. Owner: Litzenberger Investments LLC of Elm Grove, registered to Jason Litzenberger Tenants: John D. Dries, Attorney at Law; McEnroe Consulting Engineers LLC; Lake Country Repair Co. Inc.

6 7215-19 W. North Ave. Owner: Richard Jr. and Renee Bira of Jackson Tenants: Ono Kine Grindz, The Loc Gallery LLC, Nikki’s Boutique LLC

3 7240 W. North Ave. Owner: Richard and Deborah Voelker of Oconomowoc Tenant: FSCW - Full Service Car Wash

7 7210-26 W. North Ave. (Historic Arcade Building) Owner: Mathie East Tosa Holdings LLC of Wauwatosa, registered to John Mathie Tenants: Snap Fitness, Elektra Lights & Fans Inc., Tosa Bowl and Bun

4 7237 W. North Ave. Owner: 7237 W. North Ave. LLC of Pewaukee, registered to Mario Balistreri Tenant: BB’s on North

8 7203 W. North Ave. Owner: Shirley E. Barrie of Milwaukee Tenants: Cosmos Cafe, Jackson Hewitt Tax Service

CARA SPOTO

JON ELLIOTT OF MKE DRONES LLC

Milwaukee-based Cobalt Partners and Joseph Property Development recently partnered on the purchase of a $59 million apartment portfolio from West Allis-based Supreme Builders. The deal includes 25.5 acres of vacant land off I-894 in Greenfield where Cobalt and Joseph plan to develop a 250-unit apartment complex. The site is southwest of South 92nd Street and Coldspring Road, near the Hale Interchange. Seven apartment complexes in Greenfield, West Allis, Franklin, St. Francis and Oconomowoc, all of which were constructed by Supreme Builders, are also in the portfolio. ADDRESS: Multiple apartment buildings, 25.5 acres at South 92nd Street and Coldspring Road near the Hale Interchange BUYER: Cobalt Partners LLC and Joseph Property Development SELLER: Supreme Builders Inc. PRICE: $59 million

WHO REALLY OWN’S IT?

FEATURED DEAL: $ 59 M I L L I O N A PA R T M E N T, L A N D PORTFOLIO SALE

ARIES INDUSTRIES BUILDING It would be easy to mistake this Spanish colonial building, with its prominent seven-story tower and tiled roof, for a grand hotel or the seat of some kind of government. As Textit turns out, the 65,000-square-foot building was constructed between 1913 and 1916 by Waukesha Pure Food Co. The food processor OWNER: xxx was the maker of Jiffy-Jell, the first fruit-flavored gelatin dessert to be sold nationally. SIZE: xxx Although Jiffy-Jell quickly became a national success, its COST: xxx downfall was fast due to the use of alcohol in its flavoring mixes. The company had trouble sourcing the commodity during World War I, and then Prohibition made it illegal. Waukesha Pure Food Co. went out of business in 1921 after attempts to replace the alcohol were unsuccessful. The building later housed the Waukesha Mineral Water Company. Today, the building is listed on the National Register of Historic Places and is home to Aries Industries Inc.

NAME

ADDRESS: 550 Elizabeth St., Waukesha OWNER: Bethesda LLC, an affiliate of Berg Management ASSESSMENT: $1.1 million

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*Vistage CEO member companies who joined in 2006-2008 and were active members in Feb, 2010. CAGR for Vistage member companies calculated for period covering year prior to joining Vistage through 2009. CAGR for D&B U.S. companies based on 2005-2009 revenues, weighted to match Vistage company distribution per year during same period. All companies had >=$1M annual revenue, >=5 employees. Vistage: 1,265 companies. D&B: approximately 1M U.S. companies.

THE NONPROFIT

Wish List

Looking for a way to get involved this year? Featured below is a short list of how you can help the nonprofits featured in the 2022 Giving Guide. There are numerous ways for you and your company to volunteer, attend events, fundraise or make donations.

ABCD: After Breast Cancer Diagnosis »

Gift cards to national businesses and organizations (i.e. Amazon, Starbucks, etc.)

Artists Working in Education

Crohn’s & Colitis Foundation

Florentine Opera

Donations/workplace giving

Corporate partnerships

School show sponsors

Estate planning/bequests/stock

Fundraising event volunteers

Student ticket underwriters

Volunteering/in-kind donations

Special event auction items

Mainstage sponsors

CONTACT: LaShawndra Vernon

CONTACT: Leslie Del Ponte

CONTACT: Jennifer Schulte

Silent auction items and raffle baskets

lashawndra@awe-inc.org

ldelponte@crohnscolitisfoundation.org

jschulte@florentineopera.org

Our branded giveaways at inperson events

Bookworm Gardens

Eastcastle Place

Girls on the Run

CONTACT: Ellen Schupper

ellen@abcdmentor.org

Acts Housing »

18V MKE Tool battery/chargers

12V MKE Tool battery/chargers

106-quart plastic storage totes

CONTACT: Janet Dolan janet@actshousing.org

American Cancer Society »

Event volunteers

State leadership volunteers

Road to Recovery drivers

CONTACT: Laurie Bertrand

laurie.bertrand@cancer.org

American Heart Association »

Advocates for health policy

One-of-a-kind auction items

Visual arts/media services

CONTACT: Tim Nikolai

tim.nikolai@heart.org

Archdiocese of Milwaukee »

Financial donations

CONTACT: Bob Pfundstein

bpfundstein@archmil.org

Corporate sponsors

Guest speakers

Program supplies, markers

Annual fund operations support

Musicians

Volunteers

Auction items

CONTACT: Heidi Krueger

heidi@bookwormgardens.org

Boys & Girls Clubs of Greater Milwaukee »

Chromebooks

Child-size face masks

Toys or gift cards ($20 value)

CONTACT: Nicole Gulatz donations@bgcmilwaukee.org

COA Youth & Family Centers »

Diapers

Children’s books

Winter coats

lwengler@eastcastleplace.com

Easterseals Southeast Wisconsin Event tickets

Donations for new IT equipment

Early Childhood Education Fund

Impact Investing Fund

Donations for new van

Community Grants Fund

CONTACT: Tabitha Whitmer

tabithaw@eastersealswise.com

Funding

Partnerships

CONTACT: Tim McMurtry II

Community Advocates

Feeding America Eastern Wisconsin

High chairs and strollers

Fundraising

Pack ‘n plays

Volunteer opportunities

Cleaning supplies

Food donations

Cristo Rey Jesuit High School Van drivers

CONTACT: Kaylee Beck

kbeck@cristoreymilwaukee.org

CONTACT: Leah Fiasca

LFiasca@greatermilwaukeefoundation.org

Employ Milwaukee

bmitchell@coa-yfc.org

jkavanaugh@communityadvocates.net

Greater Milwaukee Foundation

timothy.mcmurtry@employmilwaukee.org

CONTACT: Jeri Kavanaugh

CONTACT: Tina Jones

tina.jones@girlsontherun.org

CONTACT: Betsy Mitchell

18 / BizTimes Milwaukee MAY 23, 2022

CONTACT: Laura Wengler

Greater Milwaukee Urban League »

Mentors for students 11 to 17

CONTACT: Thomas McCreary

tmccreary@tmul.org

HAWS »

Pet food, basic care items

Program underwriters

Event sponsors/auction items

CONTACT: Jennifer Smieja

jennifer@hawspets.org

CONTACT: Lisa Endl

Lendl@FeedingAmericawi.org

Healing Warrior Hearts »

Donations/auction items

Meals for veterans retreats

Office and facility supplies

CONTACT: Patricia Clason

warriorheart@starfishfound.org

International Institute of Wisconsin »

Corporate sponsors

Auction items

Refugee resettlement donations

CONTACT: Alexander Durtka

aldurtka@iiwisconsin.org

JobsWork MKE »

Laptop computers

CONTACT: Bill Krugler

bill@jobsworkmke.org

Lynden Sculpture Garden »

Adopt-a-bench

CONTACT: Polly Morris

pmorris@lyndensculpturegarden.org

MACC Fund »

Auction items

Event volunteers

Donations to research

CONTACT: Danielle McNeill

dmcneill@maccfund.org

Marcus Performing Arts Center »

Event and program sponsorships

Annual fund contributions

Ticket underwriting for youth

CONTACT: Megan Huse

mhuse@marcuscenter.org

MATC Foundation, Inc. »

Donations to MATC Promise

Donations to DACA Scholarship

Donations to Healthcare Heroes

CONTACT: Sara von Hemert-Dachelet

vonhems@matc.edu

Milwaukee Academy of Science »

Basic school supplies

Graphing calculators

Recess equipment

CONTACT: Tresca Meiling tmeiling@mascience.org

Milwaukee Ballet

SaintA

The Gathering

Fundraising

Pack and plays

Disposable or cloth face masks

Volunteer opportunities

Car seats

Bottled water

Diapers

Bag lunch items

CONTACT: Sam Kuhl

skuhl@milwaukeeballet.org

CONTACT: Caregiver coordinators

CONTACT: Lyn Hildenbrand

GrowHope@SaintA.org

lyn@thegatheringwis.org

Scaling Wellness in Milwaukee

Salvation Army of Milwaukee County

Milwaukee College Prep »

Holiday gifts sponsorship

Event sponsorships

Sponsors

CONTACT: Jenn Trissel

Ronald McDonald House Charities »

Monetary/gift card donations

Unique auction items

jennifert@zoosociety.org

CONTACT: Julie Hahn

jhahn@rmhc-easternwi.org

biztimes.com / 19

STORY COVER

FOUNDATION FOR THE FUTURE City, businesses confront Sheboygan area’s workforce housing challenges

20 / BizTimes Milwaukee MAY 23, 2022

CARA SPOTO

BY CARA SPOTO, staff writer

SHEBOYGAN PLANNING AND DEVELOPMENT DIRECTOR CHAD PELISHEK POINTS TO ONE OF THE CITY’S MANY “TOWN ISLANDS,” WHICH ARE PROPERTIES SURROUNDED BY CITY LAND BUT STILL PART OF A NEIGHBORING TOWNSHIP. BECAUSE THE CITY HAS LITTLE DEVELOPABLE LAND WITHIN ITS BORDERS IT IS ANNEXING 277 ACRES FROM THE TOWN OF WILSON FOR SINGLE-FAMILY HOUSING DEVELOPMENT.

CHAD PELISHEK is standing over a conference room table at Sheboygan City Hall. Laying out a series of large-format city maps, the director of planning and development takes his ball point pen and circles 277 acres of city-owned farmland that he and other local leaders hope can solve the city’s housing crisis. A few blocks away, Brian Doudna, executive director of the Sheboygan County Economic Development Corp., is preparing to meet with students from the University of Wisconsin-Madison School of Business who have been working with the nonprofit to help analyze roughly two dozen sites that could one day host hundreds of affordable single-family homes. Like other areas in Wisconsin, and across the U.S., the Sheboygan area has struggled in recent years to develop enough single-family homes to serve the needs of its workforce. What makes the Sheboygan area different is its local efforts to confront the problem – not through clever planning or tax incentives but through millions of dollars in public and private funds. The City of Sheboygan’s recent expenditure of $3.67 million to purchase the bulk of 277 acres it plans to develop south of the city on soon-to-be annexed farmland is just one example of that effort. But perhaps most surprising is the Sheboygan County Economic Development Corp.’s Forward Fund, which has had area companies Johnsonville LLC, Kohler Co., Masters Gallery Foods Inc. and Sargento Foods Inc. collectively donate $8 million to help the nonprofit finance the development of workforce housing across Sheboygan County. The goal is to use the dollars, and another $8 million the SCEDC plans to raise in the coming years, to develop 600 entry-level homes – homes that will help attract families and people to fill 2,500 vacant positions at companies across the county, according to SCEDC. Without adequate available housing, companies are struggling to attract people to move to the area to fill their open positions. It’s a unique approach but one that economic development and real estate experts in the region say may be the only way to solve a workforce housing crisis that’s been roughly 14 years in the making.

BUILDING ROOTS When Doudna and partners sat down last summer to study the issue, what they found was a county in need of housing of all kinds, but especially affordable single-family homes. biztimes.com / 21

CARA SPOTO

STORY COVER

ABOVE: A CONSTRUCTION WORKER BATTLES WIND AND RAIN ON THE STONEBROOK CROSSING DEVELOPMENT WHERE WERNER HOMES IS BUILDING A 134-PLAT SUBDIVISION ON THE SOUTHERN EDGE OF SHEBOYGAN. THE SUBDIVISION IS THE FIRST SINGLE-FAMILY HOME DEVELOPMENT THE CITY HAS SEEN IN 15 YEARS.

area manufacturers, while also drawing people to the area who are interested in putting down roots, Gentine added. “This is an investment in the community,” he said.

THE LOST DECADE

CHAD PELISHEK POINTS TO 277 ACRES OF FARMLAND IN THE TOWN OF WILSON THAT THE CITY HAS PURCHASED TO HELP SPEED THE DEVELOPMENT OF SINGLE-FAMILY HOMES.

While the occupancy rate for apartments across the county was topping 96% in the city of Sheboygan and at nearly 100% in other areas, there were less than 11 days of inventory (the amount of time it takes to sell all of the homes on the market at a given time) available for single-family houses under $250,000 county-wide. Inventory for homes at $250,000 and above was just over 20 days. Essentially, if listings stopped cold, there would only be an 11-day supply of houses under $250,000 and 20-day supply of houses over $250,000. And once those 20 days were up, there would be no other homes to buy. Knowing a balanced housing market will typically have 120 to 160 days of inventory, the SCEDC realized that the county’s housing inventory was extremely tight and difficult for buyers to access. While the organization had been very active over the past five years landing new apartment developments, SCEDC officials and its corporate partners decided to do something to help create affordable, single-family homes. Those homes could attract future and current employees at Sargento, Kohler, Masters Gallery, Johnsonville 22 / BizTimes Milwaukee MAY 23, 2022

or any other employer, and the companies could grow their workforces and the communities they call home. “We are about building roots,” Doudna said. “We want to make sure we provide the lifestyle that people want and have companies that are growing and continuing to invest in the county. It is our job as the economic development corporation to come up with housing solutions that make it viable for families to be successful.” That’s a sentiment the founding benefactors of the Forward Fund share. All four companies were founded in Sheboygan County and still maintain their headquarters there today. “We all want to continue to grow, and we are family-owned businesses,” said Louie Gentine, chief executive officer of Plymouth-based Sargento Foods. “This is where we have grown up. We have a great appreciation for what this area has offered, and we have a desire to continue to see our communities flourish. Having strong businesses in the area is one of those things that helps a community flourish.” The idea is that by incentivizing the development of affordable single-family homes, the SCEDC will help build a stronger workforce for

The housing crunch in Sheboygan County, and across the nation, has its roots in the Great Recession of 2008. On a slide titled, “Our Lost Decade of Housing,” Doudna points directly to the year where housing construction in the county hit rock bottom and never really rebounded: 2011. In a valley between the “highs” of 2004 – where single-family home building in Sheboygan County topped 400 units per year – and the precipitous dip that followed, there’s a note that reads: “Annually 200+ homes never built.” The slide seems to indicate some movement in 2019, with about 150 homes being built, but that increase didn’t do much to address the ongoing demand for homes in the county. Given the steadily increasing price of land and, compared to the 2000s, a considerably smaller pool of home builders able to produce the kind of affordable homes the county needs, the SCEDC and its corporate partners realized that the only way to solve the problem was to put some real money behind it.

ENTRY-LEVEL HOMES With the $8 million already available in the Forward Fund, the SCEDC has spent the past few months fine-tuning its plans and reviewing available sites and housing developments it wants to see created from its investment. The plan to is use the bulk of the money for property acquisition to help home builders construct more affordable homes by reducing a major cost factor: the price of land itself. Once it has some

CARA SPOTO

THE HISTORIC SHEBOYGAN THEATRE (STEFANIE H. WEILL CENTER FOR THE PERFORMING ARTS) CAN BE SEEN IN THE BACKGROUND ON A RAINY DAY ON EIGHTH STREET IN DOWNTOWN SHEBOYGAN.

development sites available, the SCEDC will work with homebuilders to design houses that manufacturing workers earning between $21 and $25 per hour can afford. “We will recruit developers, and we will look at different options for making the cost affordable,” Doudna said. “A lot of the lots that you see in subdivisions today are 80- to 100-foot-wide lots. We will be looking at smaller lots with higher density, and a lot of the homes will likely be smaller, too. We are not talking tiny homes, but we are talking compact, value-engineered floor plans.” The investment is necessary to support the county’s growing economy, Doudna said, noting some employers have turned to bringing in temporary workers and housing them in hotels to meet production needs. “We don’t have time to waste. We have companies that are growing, and with each passing month that we are not filling the housing need, our overall economy gets weaker,” he said. Although the dollars in the Forward Fund will be “flexible,” the SCEDC and its partners will be very clear on the “deliverables,” meaning the cost and quality of the homes that are constructed. “At the end of the day, if we are involved in a housing development, we will have the brands of our municipalities and the companies that are part of this Forward Fund at stake every single day,” Doudna said. The organization hopes to issue requests for proposals soon, with the goal of having new homes on the market sometime next year.

CITY EFFORT In the city of Sheboygan, which has a handful of large employers and is only 3 miles from Kohler’s production plant in the village of Kohler, officials have been working to address the community’s

housing needs for decades. They’ve redoubled those efforts recently with the purchase of 197 acres of farmland on the city’s southern edge. The land will be added to 80 acres the city purchased more than 20 years ago to create a total of 277 acres of land for residential development. The plan is to work with developers, much in the same way as the SCEDC, to ensure that a large portion of the land is filled with entry-level homes. Located at the northeast corner of Moenning and Stahl roads, the farmland is in the town of Wilson, but the seller, farmer Dave Gartman, wanted to sell the property to the City of Sheboygan. The city is currently in the process of annexing the land. The purchase price for the land was $3.67 million, but the city will pay for it in annual installments over the next five years. Some of that money will come from the city’s affordable housing fund and some from money remaining in the accounts of now-closed tax incremental financing districts. Once the land is annexed to the city, it will create a master plan for the entire property – one that calls for lots of smaller, affordable homes as well as a few larger, more expensive options. “We have a couple of single-family developers from the Milwaukee area that are putting together some proposed plans and some financial analysis to see what that looks like and what the costs can be,” Pelishek said. Knowing it would need more land for housing, the city had conversations with Gartman for more than 20 years before moving forward with a purchase agreement earlier this year, Pelishek said. And the deal couldn’t have come at a more critical time. A recent affordable housing study revealed the municipality needs to create another 1,000 single-family housing units in the next five years. “We have huge workforce issues,” Pelishek said. “What we are hearing from employers is that

once they recruit employees and bring them here, they can’t find a place to live. As a municipality, we have no control over construction costs – they are what they are – but if we can help keep the cost of the land down, or the lot creation, and at least give some incentive there, that is one way for municipalities to help.”

‘IN-BETWEENER’ This isn’t the first time Sheboygan has played the role of housing developer. The 134-plat Stonebrook Crossing – the first housing subdivision to be constructed within the city limits since 2008 – is being built on land the city sold to Sheboygan-based Werner Homes back in 2007. Located just west of the Gartman farm off Moenning Road, construction of the first houses began earlier this year. Back in the early 1990s, the city purchased land on its northern edge to help facilitate the development of needed homes in the region. In that case, however, the city put in the road and utility infrastructure first and then sold off individual lots to an assortment of builders. “It was a similar issue,” Pelishek said. “The city was having a hard time recruiting developers of single-family homes to invest here, and the city thought, ‘Why couldn’t we be creative and act as a developer?’” The challenge then was the city’s location, and it’s one that remains today. “I like to call us the ‘in-betweener’ because we are in between two large markets (Milwaukee and Green Bay). We’re not close enough to glob onto one of them, so we are really our own market,” Pelishek said. “But our county population is only 115,000, so it is difficult to compete with these larger markets.” The region’s unique location – an hour north of Milwaukee and an hour south of Green Bay biztimes.com / 23

STORY COVER – makes it hard to recruit manufacturing workers from larger metro areas, Louie Gentine said. While Sargento has a plant in Hilbert, which is about 35 minutes south of Green Bay, its plants in Plymouth and Kiel are still an hour from either city. The company employs about 1,800 people in manufacturing roles, and 600 of them work in the Plymouth plant. “If they can drive here that’s great, and we have people who will commute, but for the most part, in manufacturing, our available pool of labor comes from a 20-mile radius of Plymouth,” Gentine said. “Anyone living beyond that 20-mile radius of Plymouth has to see there is available housing nearby before they will apply for manufacturing jobs at the plant,” he said. “Typically, you are not getting someone interested in driving 50 minutes or an hour for a manufacturing job.”

COMMUNITY INVESTMENT

SCEDC

A focused investment in affordable housing is something Sheboygan County has needed since the Great Recession, said Michael Suprick, CEO of Johnsonville. The company employs 1,425 people in and around Sheboygan Falls, where it’s headquartered. Of those, 1,000 employees work in manufacturing and the rest in office-type roles. “I would say that housing has been affecting Sheboygan County for probably 15 years, if not a little longer,” Suprick said. “It really started in the office environment, with companies like Acuity and Kohler and even Johnsonville and Sargento. At that time, we didn’t have enough apartments. So,

the SCEDC put together a plan to attract apartment developers. Now, we have plenty of apartment buildings, but they are at a much different price point than someone with a standard manufacturing job would want to spend.” Once those apartments came on the market, Suprick said, the community started seeing the same scarcity problem with single-family homes. It was that situation, and conversations around it, that spurred the creation of the Forward Fund. “When I look at Louie (Gentine), and Jeff Gentine, who runs Masters Gallery, and the Kohler family and our family, one of the things we have in common is that we just really love our community,” he said. “We have the utmost respect for our employees, and we have a passion for our businesses. We are all family-owned, and we are all planning to be here for as long as we possibly can.” “And one of the things that I also believe we are absolutely in-sync on is that if we don’t have a vibrant community with people who want to be here and with the (benefit) of belonging to a community that housing brings, we will end up with a more transient workforce than we want. And a transient workforce doesn’t build a strong community,” Suprick added. By building houses with garages, yards and sidewalks – and making them affordable, or as close to $200,000 as possible – the Forward Fund effort will make possible a lifestyle that has been “a little bit out of reach” for manufacturing workers, Suprick said. “For us as manufacturers, we just decided we’ve got to do something,” Suprick said. “We are not necessarily trying to bring people in from Mis-

A GRAPH FROM A SHEBOYGAN COUNTY ECONOMIC DEVELOPMENT CORPORATION PRESENTATION SHOWS HOW THE CITY LOST ROUGHLY A DECADE’S WORTH OF NEWHOME BUILDING FOLLOWING THE GREAT RECESSION.

24 / BizTimes Milwaukee MAY 23, 2022

sissippi or Alabama or Texas. We are saying that there are a lot of people within an hour or a couple hours’ drive from here that we would love to have join the workforce.”

CAN IT WORK? In speaking with BizTimes Milwaukee, a real estate agent, a professor of economics and a Sheboygan-area homebuilder all said that private or public sector efforts to lower the cost of land acquisition and infrastructure might be the only way to ensure contractors can construct affordable, entry-level homes in the market. The April home sales report by the Greater Milwaukee Association of Realtors shows home prices were up 11% across the seven-county region, which includes Milwaukee, Kenosha, Racine, Walworth, Washington, Ozaukee and Waukesha. The average median home price across all seven counties that month was $350,943. “The systemic problem with the (housing) market is the lack of new construction of single-family houses and condominiums, and the over-production of apartments,” Mike Ruzicka, president of GMAR, wrote in the report. “That bottleneck combined with the demographic surge of millennial and Gen Z buyers, low interest rates … and a growing economy have all contributed to a historically tight market.” David Clark, executive associate dean and professor of economics at Marquette University, has made a study of local and regional housing markets as well as household migration behavior. He said the strategies being employed in Sheboygan County could work elsewhere in the state. “A lot of times this is done in areas (like the Silicon Valley) where the cost of living is so high that there would be no way for those workers to find housing in close proximity to where they work,” Clark said. “But if your existing housing stock is too low to support growth, then really the only option is to add to that housing stock by subsidizing it for the development of rental housing.” Ask Ross Werner, vice president of Werner Homes, about constructing entry-level homes, and he’ll put it to you straight. “The economics of building a home these days is that you really can’t build a house for $250,000. With labor and materials costs, that price point is hard to hit,” Werner said, adding the only way developers can deliver homes under $250,000 is if they get help lowering the cost of the land, infrastructure or both. It’s a reality that has GMAR eager to see companies and communities in other counties follow Sheboygan’s lead. “I think it is absolutely tremendous, and I hope it is a model (for other communities),” Ruzicka said of Sheboygan’s efforts. “We have been on a big kick this year to let local governments know that workforce housing is desperately needed. Companies with really good wages are just dying for people, so this is great way to pool assets across several different employers to (draw people to the area). I hope companies in Racine, Waukesha and Washington counties all do the same thing.” n

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Special Report BUSINESS IN SHEBOYGAN COUNTY

Lakeland University clears path for innovation, entrepreneurship in Sheboygan County with Jake’s Café initiative BY MAREDITHE MEYER, staff writer

26 / BizTimes Milwaukee MAY 23, 2022

Jake’s, A Lakeland Community is located at 529 Ontario Ave. in downtown Sheboygan.

LAKELAND UNIVERSITY

IN A REGION with an economy historically dominated by large, national companies like Sargento Foods, Johnsonville and Kohler Co., Lakeland University is taking steps to help develop small business activity and entrepreneurship in Sheboygan County. June 8 will mark the grand opening of the liberal arts institution’s new hub for experiential learning and entrepreneurship, at the Jake’s Café building in downtown Sheboygan. The university acquired the advertising agency-turned-co-working space at 529 Ontario Ave. earlier this year, with funds donated by Herbert Kohler Jr. on behalf of Kohler Co. and Richard and Kristin Bemis of Sheboygan Falls-based Bemis Manufacturing Co. Now known as “Jake’s, A Lakeland Community,” the new center bolsters the university’s existing co-op education program, which places students in jobs with area companies to gain professional work experience, while also earning up to 25% of their four-year credit requirement and wages to defray their tuition cost. Under Lakeland’s ownership, Jake’s will remain the home office of its existing roster of entrepreneurs and business owners, but students will head up the facility’s daily operations. That includes bookkeeping, marketing the space to potential new tenants and coming up with creative ways to activate the building. That work will be part of Lakeland’s Launch program, which allows students to develop and run their own businesses, and Develop U, which hosts workshops and training programs for area employers. “I think what’s most exciting, especially in this first year, is the students are going to be part of the planning and vision,” said Beth Borgen, president of Lakeland. “We don’t know yet exactly what it’s going to be, but part of that is going to be our students’ learning process.” For Lakeland, which has its main campus in Plymouth, taking over Jake’s Café is an opportunity to tap into a market of incoming students who might not have considered the university otherwise, said Borgen. Ultimately, her vision is to become known as a university that has the resources to turn students into ready-made entrepreneurs. “It’s my dream that I can say, ‘Come to Lakeland with an idea – it can be a big idea, it can be a small idea. You might want to run a coffee shop, or maybe you’ve got this brilliant idea for the next big technology. With our cooperative education program and this program with Jake’s, we’ll help you hone that idea, and within four years, you’ll graduate, you’ll have a business plan, a marketing strategy

and hopefully seed money.’” The plan is to secure seed funding through private investors in Jake’s as well as the Sheboygan County Economic Development Corp. Beyond the goal of expanding its reach, Lakeland sees the Jake’s initiative as a vehicle to growing the pipeline of innovators and entrepreneurs to the surrounding region. Lakeland’s near-2,500-student population represent 24 countries, and about 80% of graduates stay within a 100-mile radius of campus, said Borgen. With its co-op education model, students start planting roots and building a network in the broader community well before graduation, and that makes them more likely to stay, she added. “We’re providing our students with transferable skills. We don’t know what their careers will be in 20 years, but we want hard working, creative thinkers, problem solvers, good communicators because whatever their careers are in 20 years, they’re going to need those skills,” Borgen said. “We firmly believe we’re setting our students up to be as successful as possible, and it could be that they’re starting a small business, or it could be that they’re going to work for one of these amazing companies in our backyard. They (too) want an innovative thinker and a problem solver.” For one 2005 Lakeland University graduate, the road to finding success as a female business owner in Sheboygan County had more twists and turns than it likely would today. Caitlin Brotz is the own-

er of a handful of local businesses, including Olivü 426, which sells natural personal care products at its downtown Sheboygan retail store and online. She opened the business in 2006, after earning her business entrepreneurship certification at Collin County Community College in Dallas, Texas. “When I first started, I don’t think that woman-owned entrepreneurship was something that was meant for a real job opportunity,” said Brotz. Growing up, she recalls hearing stereotypes that women who owned businesses on Main Street were doing it as a pastime with funding from their husbands. “When I wanted to start my business, there were no local resources for entrepreneurs, which is why I took my education down to Dallas,” she said. “And certainly, when I started, Facebook wasn’t there yet, so getting the word out about a business opening was a little bit more difficult to manage.” The world of entrepreneurship is much different today, especially for owners of small retailers like Olivü with the rise of e-commerce and social media. When the business launched its online ordering platform several years ago, it was a big deal to get one or two orders in a single day. Today, Olivü averages 30 to 50 online orders per day. Brotz said the resources for small business owners in Sheboygan County have grown “tremendously.” What’s more, shoppers have become more interested in supporting local, small and minority-owned businesses, especially in the wake of COVID.

LEFT: Caitlin Brotz, owner of Olivü 426.

From Brotz’s perspective, Jake’s fills a need for skills that aren’t always taught in the classroom. She expects the local business community to rally around the project in support of the next generation of innovators and leaders. “Our community is so good at identifying the need for more entrepreneurs in the area,” she said. “… The marriage between Jake’s Café, Sheboygan Economic Development Corp. and young, budding minds is going to be a very good move for the city because it’s going to help teach young people how to think like an entrepreneur and to see (being) an entrepreneur as a viable job.” n

OLIVÜ 426

RIGHT: Olivü 426’s storefront at 502 N. 8th St. in downtown Sheboygan.

TELL YOUR STORY YOUR WAY In these upcoming Thought Leadership pages CEO Q&A

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CEO, AG Architecture BIZTIMES: What sets your firm apart from others? GENE GUSZKOWSKI: In today’s market, it is difficult for an architectural engineering firm to be a generalist. In fact, many firms are narrowing their focus and assembling teams with specialized expertise. Dating back to 1961, with previous generations of our firm, AG chose to stick with what we know best—housing—innovative senior living, trendsetting multifamily and modern mixed-use projects. We have experience in the full spectrum of housing, from affordable apartments to high-end condos.

CEO Q&A

Our projects serve several generations, from young professionals to empty nesters as well as seniors, from active boomers to those with supportive care or hospice needs. Each project has offered an opportunity to infuse the energy of walkable urban environments, spaces that are incredible urban destinations and create deeper community connections. Our passion and commitment to housing has led us around the country to work in 39 different states—that is what sets us apart. Our tagline is “a sense of community.” We truly live and breathe this mantra every day creating places where people want to live. BT: What is your personal history, and how has it affected your leadership? GG: I was fortunate to start my career at AG, or rather, an earlier generation of the firm. I started as print boy and 52 years, more than 725 projects and 403 coworkers later, I have grown with the firm from draftsman to principal. I have watched, learned and gone through my own trial and error process. I have sought advice and been counseled by leadership and business experts along the way. The firm has achieved success over the years with a partnership model. Within the last few years, we have focused on restructuring leadership roles to be better positioned for continued success. As we have been nurturing team members and transitioning to a new generation of leadership, my position in the firm has evolved to CEO-level responsibilities. In our work as designers, we ask people to change where and how they live on a regular basis. I apply that mentality to leadership as well. There is always room for change and improvement—and market challenges, technology advancements and multiple generations in the workplace require a willingness to adapt. As a leader, I have to institute changes and lead by example to maintain the success of this legacy firm and properly position it for the future. BT: What’s next for your company? GG: Like other firms in the AEC industry, we are transitioning from a partnership model to an Employee Stock Ownership Plan (ESOP). This gives each team member a greater sense of ownership and definitive stake in the success of the firm. This business decision paves the way for the future of AG. It is exciting to be a part of this evolution. Our industry and our way

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Gene Guszkowski, AIA

of doing business was so different over 50 years ago. The new era of the architectural engineering firm is about empowering every team member.

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July 25th Issue

HOW SHE LEADS August 22nd Issue

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BT: What is your philosophy on innovation within your firm? GG: Innovation is essential because our market demands it. The next generation of residents has high expectations, so we need to keep pushing to come up with forward-thinking, desirable solutions. From initiating a survey series to working with clients to explore alternatives, we are looking to other industries for inspiration and challenging our team to disrupt our thought process in order to uncover what’s next in senior living, multifamily and mixed-use design.

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Feature your industry leader and share their insights and perspectives. Use this space to talk about your company’s latest news, innovations and successes.

Tell the leadership story of one of your she-roes. Whether they’re in the corner office or on the front lines, showcase how they are making a difference to your customers, your employees and your bottom line.

Space reservation: July 6

Space reservation: August 3

Reserve your Thought Leadership pages today! For more information contact Linda Crawford at (414) 336-7112 or advertise@biztimes.com Thought Leadership placements include digital posts, reprints and a framed plaque.

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Special Report MANUFACTURING

The tricky side of tech How area manufacturers are getting ahead of growing cybersecurity threats BY ASHLEY SMART, staff writer AS MANUFACTURERS CONTINUE to modernize their operations, deciding what processes can be automated and introducing new technology onto the shop floor, they’re also opening themselves up to increased cybersecurity threats. A recent survey by Chicago-based Sikich LLP found that more than half of nearly 100 manufacturing and distribution executives who responded admitted to experiencing an information security event in the past year. The top three types of attacks involved email phishing scams (74%), unemployment fraud (34%) and ransomware (8%).

ing possibility for companies both large and small, smaller businesses tend to be less prepared for such threats, said Scott Owens, owner and managing director of New Berlin-based BluTinuity LLC. This is due to smaller staff numbers and lack of resources to handle threats. “I think the reason that you’re seeing an increase in cyber threats for small manufacturers is the fact that there’s high dollar value in the data that is stolen, whether it be intellectual property, trade secrets, or patent information, which is becoming more and more valuable across the board,” Owens said.

COMMON THREATS TO MANUFACTURERS

BONG

Kevin Bong, a director on the cybersecurity team at Sikich, said attackers are targeting small manufacturers now more than ever. Almost all of these attacks are ransomware and similar cyber-extortion. “Most manufacturers don’t store a lot of credit card data or other sensitive personal data that an attacker can use for financial fraud, however, attackers have figured out that shutting down a manufacturer’s systems and holding the company’s digital intellectual property and ERP applications hostage can force the manufacturer to make large payouts to get back up and running again,” Bong said. Several factors have led to more cybersecurity threats against manufacturers. Bong pointed to a new batch of vulnerabilities that appeared in 2021, including within Microsoft Exchange and Apache Log4j, allowing attackers to gain footholds in networks. This, combined with an expansion of remote access services for employees working from home, a prevalence of cryptocurrencies and a long history of companies practicing poor password protection have created a perfect storm for cybersecurity threats. While cybersecurity threats are always a loom28 / BizTimes Milwaukee MAY 23, 2022

Owens said ransomware is one of the scariest threats to manufacturers. Ransomware often enters a cyber environment through an email that appears legitimate and gets a reader to click on it, allowing malicious software to be downloaded onto a machine. Depending on a company’s security measures, that malware can then move around the network and lock up a company’s data and systems. It can take less than an hour for this entire process to happen. “If you don’t have great controls in place, and you’re not quick to respond, it can be devastating,” Owens said. Hackers will seek payment before unlocking any system, which is a tricky decision for a manufacturer to make. While the FBI recommends that business owners never pay a ransom, Owens said it could be the only option for some. Hackers running off with their payment is always a possibility, but some do keep their word. “If (taking the money and running) was the process all these hackers took, then people wouldn’t bother to pay,” Owens said. “My take is: Try not to pay, but in some cases it might be the only way to save your business.” There are several other common tactics being used against manufacturers, including taking advantage of servers or workstations that don’t have an antivirus system, deleting backups and resetting storage systems to destroy any ability to recover during a ransomware attack, and using stolen or guessed passwords to gain access to internal environments. Bong said it is less important to look at who is accessing a manufacturer’s information and more important to look at how they are accessing it. “Manufacturers should evaluate every method

that employees, vendors, suppliers and other partners use to remotely access the company’s systems and data – such as VPN, cloud applications, remote help-desk control, remote desktops, virtual desktops and even email – and make certain each of these systems uses multifactor authentication and retains at least a six-month audit trail of remote access connections,” Bong said.

GETTING AHEAD OF CYBERATTACKS Rachael Conrad, vice president and general manager of global services at Milwaukee-based Rockwell Automation, is constantly and proactively considering how the company can help manufacturers think about operational technology security and cybersecurity.

CONRAD

“Factories today have far more connectivity than they ever did before,” Conrad said. “Manufacturers see the importance of data and contextualizing information. But to do that, you have to have a network.” She sees the need for a culture change within companies to keep employees aware of ongoing cyberthreats and include them as part of the plan to prevent attacks. Everyone within a company should have a role and remain diligent. “(Rockwell has) annual training, we have refresher training, … then certain roles have rolebased, specific training on what they need to be cognizant of. But then we test it. We’ll do (fake) phishing emails and then try to use those as learning moments for people,” Conrad said. Another important place for manufacturers to start is by conducting a comprehensive, in-

stall-based evaluation to understand what risks are out there and find out what vulnerabilities are matched to any legacy systems and devices, said Kamil Karmali, global manager of cybersecurity consulting services at Rockwell. Once vulnerabilities are assessed, the next step is to build a risk profile. Vulnerability assessments and penetration testing are healthy strategies that can be deployed at the front end for a manufacturer thinking about cybersecurity, Karmali said. “Once there’s a base level of (cyber) hygiene established, then we look at other things like standards and if there are compliance frameworks,” he said. For example, businesses that are in the critical infrastructure category, including primary metals, machinery and transportation equipment manufacturing, have U.S. Department of Defense mandates they must follow related to cybersecurity. When it comes to handling parties outside a specific company, such as vendors, Karmali recommends having a secure remote access technology that can provide an authentication trail of who’s coming into the environment. This allows business owners to conduct audits. When a manufacturer is considering where to

KARMALI

invest its cybersecurity budget, there are a few factors to keep in mind. “There’s no one-size-fits-all solution here in manufacturing, or I would say in any industry,” Karmali said. “I think you have to think proactively and reactively. You have to look at the basic amount of investment you need to have skilled expertise on-site, especially if you’re a large enterprise.”

Owens agrees that a manufacturer’s cybersecurity planning should be preventative. A big component of that is making sure employees are provided with high-level training about security and phishing scams. Putting firewalls in place and requiring multi-factor authentication are other methods to combat cyberattacks on the front end. Having good information security policies and procedures is also key. Companies should follow the “minimum necessary” principle and only provide employees with the information and access that is absolutely required to do their jobs. Manufacturers should also consider having a data privacy agreement in place and doing security-related analyses on vendors to see how they handle data. “Probably as important as any of those is having a good security instant response plan in place,” Owens said. This includes recovery plans to regain control of data, so if a cyberattack does happen, no time is wasted trying to figure out what to do. “Frankly, if you wait until you’ve had a data breach or cyber event, it’s too late,” Owens said. “If you have a major event, the likelihood of still being in business a year from now is probably less than 50%.” n

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Strategies HUMAN RESOURCES

Keep your stars How to engage and retain your best employees NO CEO WANTS top performing employees to resign. Try something different so your team members have a new reason to stay with your company. As a Vistage chief executive chair, I lead a group of high-performing CEOs and business owners who create loyal company cultures through cohesive and trusting conversations. With the right professional development platform, you and your employees will achieve clear expectations resulting in stronger loyalty. Throughout this entire exercise, you need to assure your staff of the objectives to help them identify ways to enjoy their jobs. Some might be cautious if you haven’t had these types of discussions before. When scheduling the meeting, be fully committed to taking as much time as you need. Prepare yourself beforehand for a more thorough conversation that also shows your sincere commitment to the employee’s growth. This professional development plan includes five elements.

1. FUTURE GOALS Employers and employees come with different perspectives when first exploring how someone aligns with the company’s goals. These assumptions can negatively affect plans for both parties. By helping your employee feel comfortable having honest conversations, you are both more likely to start aiming for the same target. Before sharing your short- and long-term goals with individual team members, ask the staff to share their expectations. This simple step prevents biased answers that mirror your comments. If their goals don’t align with yours, take some time to understand why by having honest conversations. 30 / BizTimes Milwaukee MAY 23, 2022

2. SKILLS FOR GOAL SUCCESS

5. ACCOUNTABILITY

Next, you and the employee should identify the top three skillsets critical to achieve the agreed upon short-term and long-term specific goals, regardless of the employee’s abilities.

Break the “SMART” goal into quarterly, measurable milestones to create specific targets along the way. Some milestones rest solely on the employee to achieve. Others might include mentorship, internal resources or outside help. An employee who takes advantage of training outside the company must use the new skills by a specific date you’ve both identified. Make sure that the completion of these goals includes successful application with the team. Ask your employees to hold themselves accountable. In other words, without prompting from you, staff should report their progress regularly. Be sure to celebrate and recognize their achievements along the way. Your team will judge your commitment to their success. Stand out from other companies by dedicating your time toward professional development plans with each of your key staff. Once you integrate this tool with your direct reports, encourage them to use this with their team members. Your entire team benefits individually and as a whole when using this professional development process. n

3. S TRENGTHS, GROWTH OPPORTUNITIES AND ACCOMPLISHMENTS This section openly explores the employee’s strengths, and skills needed to achieve your agreed-upon objectives. Together, discuss the strengths already shown on the job. Start by encouraging them to share their thoughts, to help you understand their perspective. Then you can confirm and add to their list. Now, use this same process for the skillsets needed. This is not a discussion of “weaknesses.” These are “growth opportunities,” and you’re committed to helping the employee build a development plan for the next five years. Together, identify the most critical skillsets that need a plan. If a job promotion is one of the longterm goals, identifying a future job description helps uncover skill gaps. As the leader, keep a positive mindset toward these exciting goals. Finally, recognize some notable accomplishments in a way that encourages the employee to keep moving forward toward the goals.

4. CREATE A PROFESSIONAL DEVELOPMENT PLAN This next step details “how” and “what” your employee can do to meet the goals you’ve agreed on. Break each goal into measurable steps so you can both see the progress. Using the acronym “SMART” helps assure that both of you agree on the definition of success. S = SPECIFIC: A direct, detailed and meaningful goal. M = MEASURABLE: The goal is quantifiable, so progress and success are clear. A = ATTAINABLE: The goal is realistic, and the employee has the tools and resources to meet it. R = REALISTIC: The goal is worthwhile and aligns with the company’s mission. T = TIMELY: The goal has a deadline.

LIZA LECLAIRE Liza LeClaire has operated a regional retail business since 1990 and taught MBA classes since 2017. She leads an executive board for Vistage Worldwide Inc., a professional development group for CEOs, presidents and business owners. She can be reached at LizaLeClaireConsulting@gmail.com.

RETIREMENT

What’s next? You need a retirement life plan FOR MORE THAN 30 YEARS, you made critical decisions, solved difficult problems, were defined by your job and executed more than one business plan. You have now decided to retire in the near future. As a result, you have one more plan to execute: your retirement plan. This is not the financial plan but your life plan. Based on current longevity studies, you will have at least 20 years or more to enjoy your retirement. So, what are you going to do the day after you retire? In speaking with a number of executives who are getting ready to retire or have recently retired, I found two groups. One has pre-planned, while the other has not given it a thought. When individuals in the second group are questioned, their response typically was, “I have plenty of time.” Unless you have a plan, you will wake up and find you have nothing to do but drink your coffee and read the morning paper. Once your coffee is finished and you shower and get dressed, what’s next? You will need to address a number of questions in the first months of retirement and assess your situation. » What are your passions in life? » Where can you make a difference? » What business skills can you transfer into your retirement plan? » Will you use your expertise and experience to offer services as a consultant? This option can be dependent on whether you had an enforceable non-compete or confidentiality agreement with your last employer.

When you get up on the first day of retirement, your significant other or partner will continue with their day. They have a routine, scheduled lunches with friends, and you don’t. In order to avoid potential conflict, you need to be proactive and formulate your plan with input from your significant other or partner. You need to respect that they have their own passions they wish to pursue. Experts say you should take a few weeks and assess what you want to do. Are you going to travel, volunteer, read the book you always started but never finished? One potential option is to volunteer at your church, synagogue or other religious-based institution. Volunteering provides structure, enhances your status in the community, provides purpose in your life and enhances your social network. It’s your chance to make a difference. I volunteer at a local Mequon church group that works with unemployed executives and assists them with fine-tuning their interview and networking skill sets. I also edit my synagogue’s monthly newsletter and provide business-related articles to local and national periodicals. Another example is a friend, who was a quality engineer at a local Milwaukee manufacturer, now volunteers at his church and works as an AARP tax guide with seniors preparing their annual income tax filings. Another longtime friend worked in IT at the New York Times, and when he retired, he did some consulting in the same area. He now volunteers his services to members of his senior living facility, where he repairs and refurbishes laptop computers at no charge. The experts at Retirement Linkage lay out five guidelines for retirement planning:

2. ENJOY LIFE, “STAY ACTIVE AND ENGAGED” Maintain your relationships that were developed in the workplace, both internal and external. Keep that membership in the local service club or business groups. Stay connected to your peers and the community. They need your energy.

3. STAY ACTIVE, “MAINTAIN YOUR HEALTH” Include daily exercise in your weekly plan. Exercise is beneficial for both your physical and mental health.

4. SUSTAIN RELATIONSHIPS, “STAY CONNECTED” Don’t give up business-related friendships. An occasional luncheon or dinner will keep you looped in to what’s happening in your profession.

5. BUILD YOUR LEGACY, “MAKE AN IMPACT” Your knowledge and experience is valuable to future generations. Be a mentor. Organizations like SCORE provide younger executives with valuable guidance. You can make a difference. These five guidelines can help you develop a road map and plan for a mentally healthy and productive retirement. n

1. CONSIDER A SECOND CAREER Some recently retired executives opt to continue working, whether part time or full time. In many cases, these individuals don’t have sufficient outside interests to keep them challenged and need to work in a structured environment. Others have not successfully developed a financial plan and need to generate income to maintain their lifestyle.

CARY SILVERSTEIN Cary Silverstein, MBA, is a speaker, author and consultant, a former executive for Gimbel’s Midwest and JH Collectibles, and a former professor for DeVry University’s Keller Graduate School. He can be reached at csilve1013@aol.com. biztimes.com / 31

Strategies LEADERSHIP

Clear channels The art and science of being a good communicator SOME COMPANIES GROW from the seed of an idea into something that truly makes a difference. It’s the good old American entrepreneurial spirit at its best. Along the road of success and setbacks, the companies that make it beyond their own adolescence realize that to grow and prosper, they need people with different but complementary skills and experience. A typical growing organization must add new leaders who specialize in areas such as operations, sales and marketing, accounting and finance, etc. Yet, something strange begins to hamper the clarity and seamlessness of communication within the company. Why does everything seem so crystal clear in the beginning, when a business is very small, but later, as the company grows and becomes more complicated, employees tend to misinterpret processes and direction? Why is decision-making so difficult or flawed? Why do some workers tune out? There’s a variety of reasons, but one that’s most persistent – and hidden in plain sight – is the ineffective or inappropriate use of human communication. You hear about miscommunication at a higher level when doctors perform the wrong surgery, the military fail their maneuvers, or nations become hostile toward one another. Poor person-to-person communication often precedes those problems. Similarly, when the average person interacts with everyone else, you also find the prevalence of interdepartmental and interpersonal miscommunication. Though not nearly as serious as the examples mentioned above, it can still lead to quality control issues, bungled product orders, lost time, 32 / BizTimes Milwaukee MAY 23, 2022

reputation and brand decline, and disgruntled employees and consumers. None of this is obscure or new. We’ve all seen it or experienced it. But there’s a cure. For leaders in any organization, the remedy is clear, consistent and candid communication, whether it’s directed at individual employees or an entire company. Communication is also one of the easiest key skills to improve upon.

SIX AREAS WHERE LEADERS MUST EXCEL To take this a step further, behavioral research scientists John Zenger and Joseph Folkman have studied and published many findings on the concept of leadership mastery. In their work, they recognized that a leadership skill – such as communication – that is slightly limited or even a mild weakness, doesn’t automatically translate into ineffectiveness. However, for someone in a leadership role, it can’t be ignored if the skill level falls from “slight weakness” to “fatal flaw.” A fatal flaw results when a leader significantly underperforms on key leadership competencies. With current worldwide research, Zenger and Folkman identify the top six competencies where all leaders must excel. In descending order, they are:

Being a good listener is equally important, particularly with the understanding that “hearing” the other person is paramount. A good listener must always have an awareness and appreciative interest in really knowing what the other person is thinking and feeling. Intentionally treating people with respect, empathy, kindness and genuine curiosity creates the space to be heard. We all intuitively understand that clear, concise and candid communication is critical for any healthy organization. It’s easier for extroverts to be naturally good communicators. But every person in a role of leadership must find ways to improve communication. Even small improvements can make a significant difference in how a leader is perceived and appreciated. n

1. INSPIRES AND MOTIVATES OTHERS 2. PRACTICES SELF-DEVELOPMENT 3. COLLABORATION AND TEAMWORK 4. DEVELOPS OTHERS 5. COMMUNICATES POWERFULLY AND PROLIFICALLY 6. BUILDS RELATIONSHIPS HOW TO IMPROVE The art of being a good communicator starts by having the ability and willingness to ask good questions. Good questions typically lead to greater perspective and insight.

GEORGE SATULA George Satula is an executive leadership coach working primarily as a group chairman in Vistage Worldwide, a private advisory board for growth-focused, high integrity CEOs, executives and business owners. He is also a leadership development consultant, strategic planner and speaker. He can be reached at George@SatulaUSA.com

Tip Sheet

become counterproductive in the age of computer AI. He suggests the following alternatives to get creative juices flowing. 1. Train your existing workforce to leverage anomalies

Try these exercises to boost your team’s creativity

recent Harvard Business Review article argues that typical modes of creativity training in the workplace – think whiteboard brainstorming sessions and design thinking – often fall short of accomplishing much of anything. Author Angus Fletcher says the standard business practice of brainstorming has

Boosting creativity by way of hiring creative professionals typically backfires, says Fletcher, suggesting companies must create an internal culture that fosters originality and treats every employee as creative. “Have everyone anonymously write down something they like but are afraid to admit to the group. Then share the answers, maintaining anonymity. When each answer is shared, ask everyone to take two minutes to imagine that they like the same thing and silently plan a way to incorporate it into the workspace.” 2. Instead of brainstorming, think counterfactually Instead of the usual group discussion about

solutions for current challenges and opportunities, have team members think bigger by eliminating their hopes and fears. “Think of a new competitor in your market. Identify one highly anomalous feature of the competitor — and now imagine that you are that competitor. What does your anomalous feature enable you to do in the market? Stretch your horizon as long-term as you can.” 3. Meet the originality of the moment. Ending the brainstorming session by selecting the best ideas and tossing the worst could potentially “kill your most promising creations.” What the less favorable ideas need is further development, says Fletcher. Take your team’s ideas and rank them on a scale of 0 to 10 (lowest to highest innovation potential). Select ideas based on your current “operational environment.” If it’s high in stability and certainty, go with an option ranked 9 or 10. If it’s low, go with a 6 or 4. n

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BIZ PEOPLE

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

BANKING

FINANCIAL SERVICES BMO welcomes Tere Sackerson as Managing Director, Treasury and Payment Solutions

BMO is pleased to welcome Tere Sackerson as Managing Director, Treasury and Payment Solutions. Tere has extensive experience helping organizations achieve their cash flow management goals across a variety of industries and geographies and through economic cycles. Tere’s passion for our community aligns with BMO’s purpose to bolding grow the good – in business and in life. She sits on the on the Board of Directors for the Betty Brinn Children’s Museum and Penfield Montessori Academy. In addition to her board responsibilities she actively volunteers with other local organizations.

MEDIA & MARKETING

Trefoil Group Names Michelle Neira to Account and Digital Services Director

Trefoil Group, an integrated marketing agency, has named Michelle Neira to Account and Digital Services Director. This new position enhances the agency’s ability to provide mid-market companies with a more comprehensive suite of digital marketing solutions to accelerate their digital transformations. “We are excited to have Michelle on the team,” said Mary Scheibel, CEO. “With the B2B space continuously evolving, digital channels that integrate sales strategies, the development of content, and marketing automation technologies are key contributors to driving growth and value.”

Steve Cairns joins Wisconsin Bank & Trust

Steve Cairns has joined Wisconsin Bank & Trust serving as a Senior Vice President, Senior Wealth Advisor. Steve has worked as a consultant and financial advisor for several investment and asset management firms over the past 17 years. Steve will lead Wisconsin Bank & Trust Wealth Advisory team across the Wisconsin footprint. Steve has both his NASD Series 7 and 66 and is a Certified Private Wealth Advisor (CPWA). He is a graduate of Fordham University with a bachelor’s degree in business administration. WBT is a member bank of HTLF Inc, an $19 billion holding company with locations in 12 states.

MANUFACTURING

Bonovich Promoted to VP of Marketing at Kacmarcik Enterprises

Angela Bonovich has been promoted to Vice President of Marketing at Kacmarcik Enterprises, a portfolio of companies in the Industrial, Human Performance & Social Impact, and Consumer sectors, located in Grafton, WI. Angela joined the company in early 2018 and served as Sr. Director of Marketing. She is part of the Executive Leadership Team and leads all strategic marketing and communications activities while implementing robust internal and external strategies to grow and strengthen each brand. She holds a bachelor’s degree from UWWhitewater and a master’s degree from Eastern Michigan University.

MANUFACTURING

Kristin Reilly Joins Kacmarcik Enterprises as CFO

Kristin Reilly has joined Kacmarcik Enterprises, a portfolio of companies in the Industrial, Human Performance & Social Impact, and Consumer sectors as Chief Financial Officer. Partnering with the Executive team, Kristin will provide strategic insight, financial acumen and leadership to help shape the overall direction of the company while leading the Finance and IT teams. Kristin has nearly 25 years of serving in CFO and executive leadership roles in diverse manufacturing industries, automation, and financial services. Kristin holds a bachelor’s degree from UW-Milwaukee and a master’s degree from DeVry University.

COMMERCIAL REAL ESTATE

Anthony Stevens Joins Growing Team at NAI Greywolf

NAI Greywolf, a full service commercial real estate company in Milwaukee, announced Anthony Stevens joined as a Senior Advisor. He is responsible for business development and brokerage activity, focusing on industrial, office and investment services.

INTERIOR DESIGN

Creative Welcomes Erin Hawkins as Account Executive

Erin Hawkins has over 9 years of experience blending interior design, account management, and client relations. In this role, Erin will strategically develop and implement interior solutions to develop long-term partnerships with clients.

BizPeople Highlight a new hire, promotion or accolade and share it with readers throughout southeastern Wisconsin. Visit biztimes.com/bizconnect to submit your news!

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BizConnections VOLUME 28, NUMBER 4 | MAY 23, 2022

GLANCE AT YESTERYEAR

126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120 PHONE: 414-277-8181 FAX: 414-277-8191 WEBSITE: www.biztimes.com CIRCULATION: 414-336-7100 | circulation@biztimes.com ADVERTISING: 414-336-7112 | advertising@biztimes.com EDITORIAL: 414-336-7120 | andrew.weiland@biztimes.com REPRINTS: 414-336-7100 | reprints@biztimes.com

Sheboygan use districts nearly 100 years ago This 1926 map of Sheboygan shows the city’s use districts. Dark shading represents business districts, crosshatch shading, seen mostly along the western edge and along the river, represents industrial uses, and diagonal, pinpoint and light shading represents various residential uses. — Image courtesy of the Wisconsin Historical Society

PUBLISHER / OWNER Dan Meyer dan.meyer@biztimes.com

SALES & MARKETING

DIRECTOR OF OPERATIONS Mary Ernst mary.ernst@biztimes.com COMMUNITY ENGAGEMENT / OWNER Kate Meyer kate.meyer@biztimes.com

EDITORIAL EDITOR Andrew Weiland andrew.weiland@biztimes.com MANAGING EDITOR Arthur Thomas arthur.thomas@biztimes.com ASSOCIATE EDITOR Maredithe Meyer maredithe.meyer@biztimes.com REPORTER Ashley Smart ashley.smart@biztimes.com REPORTER Cara Spoto cara.spoto@biztimes.com

DIRECTOR OF SALES Linda Crawford linda.crawford@biztimes.com SENIOR ACCOUNT EXECUTIVE Christie Ubl christie.ubl@biztimes.com ACCOUNT EXECUTIVE Paddy Kieckhefer paddy.kieckhefer@biztimes.com ACCOUNT EXECUTIVE Dylan Dobson dylan.dobson@biztimes.com ACCOUNT EXECUTIVE Christy Peterson christy.peterson@biztimes.com SALES ADMIN Gracie Schneble gracie.schneble@biztimes.com

ADMINISTRATION ADMINISTRATIVE COORDINATOR Sue Herzog sue.herzog@biztimes.com

PRODUCTION & DESIGN GRAPHIC DESIGNER Alex Schneider alex.schneider@biztimes.com ART DIRECTOR Shelly Tabor shelly.tabor@biztimes.com

Independent & Locally Owned — Founded 1995 —

COMMENTARY

Reducing crime must be top priority IT WAS DISAPPOINTING to see the Milwaukee Bucks lose in their playoff series against the Boston Celtics, but far more disturbing things were happening in downtown Milwaukee at the same time. On the night of Game 6 of the Bucks-Celtics series at Fiserv Forum, three separate shooting incidents occurred near the Deer District. A total of 21 people were injured. Thankfully, none of the injuries were considered life-threatening. But the shootings were horrifying nonetheless, and large crowds of terrified people ran for their lives as the events unfolded. “… Everybody had a gun. You really couldn’t go nowhere. Everywhere you turned, it was some type of altercation where somebody had a gun up,” said Ron Allen, a bystander who was quoted by WISN-TV Channel 12. Crime in Milwaukee has been a problem 36 / BizTimes Milwaukee MAY 23, 2022

as long as I can remember, but it has gotten worse in recent years with a record-setting homicide rate and a huge spike in auto thefts. Crime is Milwaukee’s biggest problem. It’s destroying people’s lives and devastating families. It ruins the quality of life for its citizens. And it’s bad for business, too. If somehow the city’s crime rate was drastically reduced, the quality of life in Milwaukee would improve dramatically, people’s lives would be saved and the city’s economy would boom. But how? We certainly can’t “defund the police.” Police need to act appropriately, but they are absolutely vital to our safety, and they need our support. Milwaukee needs more police officers. But the city’s financial problems are a challenge. The city either needs more state funding or more freedom to increase its revenue to pay for police and other vital needs. The role of law enforcement and the justice system is to hold lawbreakers accountable and deter people from breaking the law. But that isn’t enough to prevent crime, and the entire community must work to make sure everyone has an opportunity to make better choices and live a peaceful and productive life. That includes providing every child access to quality schools

and better availability for mental health services. Our criminal justice system is failing to protect us as too many people are able to repeatedly commit violent crimes. People need to either live their lives lawfully, or live in prison. Milwaukee has made great strides in addressing homelessness through collaboration by a number public, private and nonprofit stakeholders. We need a similar approach to address crime and safety. Finally, more must be done to keep guns out of the hands of criminals. Our right to bear arms is enshrined in the Constitution, and everyone should indeed have the right to defend themselves. But it is absolutely insane to have large numbers of people carrying guns in crowded urban areas which turn into shooting galleries when someone loses their temper. Reducing crime has to be the top priority for our leaders. Everything that matters is at stake. n

ANDREW WEILAND EDITOR

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

Olivia Arnold rallies Milwaukeearea young professionals in fight against cancer

PAY IT FORWARD

Olivia Arnold

LILA ARYAN PHOTOGRAPHY

Chair, Young Professionals of the American Cancer Society Graduate student, Medical College of Wisconsin Nonprofit served: American Cancer Society

OLIVIA ARNOLD grew up in a household where cancer was somewhat of a “buzzword.” Her father was diagnosed with cancer when she was just three years old, and to help Arnold and her brother cope, their mother signed them up for day camps and support programs for youth with parents battling cancer and fundraisers through the American Cancer Society. Her involvement continued into her teen years as she planned the ACS’s Relay for Life fundraiser at her high school and later sat on the organization’s Colleges Against Cancer executive board while attending Marquette University. Today, Arnold chairs the local chapter of Young Professionals of the American Cancer Society and is on the event leadership team for Relay for Life of Greater Milwaukee. Meanwhile, she’s a full-time graduate student at the Medical College of Wisconsin, researching the role of RAS gene mutations in acute myeloid leukemia. As Arnold works toward a career in cancer research, her bootson-the-ground advocacy keeps the science in perspective. “Sometimes it’s a little bit hard to see beyond what I’m doing in the lab – it’s so minuscule and so much on a cellular level, that these survivors and caregivers give me a reason to be doing what I’m doing,” she said. Since Arnold took the reigns as committee chair of YPACS - Milwaukee last year, membership has grown from less than a handful to now about 15 young professionals, ranging from hospital administrators to bankers. The group puts on monthly fundraisers to support ACS’s Road to Recovery program,

which provides transportation to and from treatment for local cancer patients who are unable to drive themselves. “What I find really cool about this group is instead of (the funds) going to the national ACS level, it stays right here in Milwaukee,” she said. When it comes to supporting people in their individual battles against cancer, Arnold said it’s the little things like access to transportation that make a big difference. “Helping out in these little areas are really important because it helps the patients themselves, and I think taking the burden off the patient or caregiver in whatever small capacity you can is phenomenal,” said Arnold. These days, Arnold is keeping extra busy planning the 2022 Relay for Life, taking place on July 15. For 12 consecutive hours, teams of cancer survivors, caregivers and supporters will walk the track at the West Allis Athletic Complex to raise money and awareness for the fight against cancer. Arnold said about 200 people are expected to participate throughout the day, with a goal of raising $40,000. n

MAREDITHE MEYER Associate Editor

P / 414-336-7115 E / maredithe.meyer@biztimes.com T / @maredithemeyer

biztimes.com / 37

BizConnections

REBECCA MITICH |

OFFICE MANAGING PARTNER

Now is the time to engage better Prior to pursuing a career in law, Rebecca Mitich spent seven years working in education and nonprofits, including a year abroad teaching English in Poland. Now as an attorney and office managing partner for Husch Blackwell’s Milwaukee office, Mitich works to support the next generation of lawyers and strengthen the company’s talent, having previously served as firm-wide hiring lead overseeing the hiring committees of all 25 offices nationwide. When it comes to attraction and retention, she says, creative engagement is key. “ENGAGEMENT IS A WORD commonly used by those who study such things. The more engaged an employee is in the workplace, the more likely that employee is to stay. During our work-from-home period of the pandemic, I pictured our associates as helium balloons, floating out there on increasingly longer strings. As leaders committed to their future with the firm, it was our job to pull them in closer. We did so 38 / BizTimes Milwaukee MAY 23, 2022

through creative engagement: Zoom mentoring sessions and phone check-ins, surprise deliveries and a virtual retreat. “I am happy to say engagement is happening in person these days, and it feels great. But we would be making a huge mistake if we thought the time for creative engagement had ended. The challenges of retaining talent remain acute, and our efforts to engage that talent must continue to

Husch Blackwell LLP Milwaukee Industry: Law Employees: 170 huschblackwell.com

evolve. In our Milwaukee office, we’re focused on welcoming each person’s authentic self, fostering a culture of inclusion, facilitating connections among peers, generous mentoring, and supporting and encouraging community involvement. “Now is not the time to fall back into old routines. Now is the time to channel the creativity the pandemic required and engage better.” n

JAKE HILL PHOTOGRAPHY

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BizTimes Milwaukee | May 23, 2022

Articles inside

PAY IT FORWARD – Olivia Arnold

THE LAST WORD – Rebecca Mitich Husch Blackwell LLP

LEADERSHIP George Satula

IN THE NEIGHBORHOOD 2-Story Creative

HUMAN RESOURCES Liza LeClaire

FRESH DIGS – Warren Barnett Interior Design

Recruitment, retention efforts aimed at addressing severe teacher shortage in Milwaukee

IN FOCUS – Viking Octantis

RETIREMENT Cary Silverstein

NOW BY THE NUMBERS

REV UP – Advanced Ionics