BizTimes Milwaukee | June 5, 2023

What Do I Need Right Now? PracticalStrategiestoThriveasaLeaderintheWorkplace

Woman Executive of the Year: Cathy

Jacobson, President & CEO, Froedtert Health

Breakout Sessions: Following the panel discussion and a presentation from the 2023 Woman Executive of the Year, attendees can attend multiple breakout sessions for deeper discussions on topics like:

» Curating your career steps

» Adding to your mental health and wellness toolbox

Panelists:

» Dr. Stacia Thompson, Executive Director, Sherman Phoenix Foundation (1)

» LaVay Lauter, Director Talent Development, Senior Vice President, Baird (2)

» Tiffany May, Vice President Preconstruction, Berghammer Construction Corporation (3)

» Melissa Tashjian, President and Founder, Compost Crusader (4)

Moderator: Kathy Thornton-Bias, President & CEO, Boys & Girls Clubs of Greater Milwaukee (5)

» Understanding and supporting the younger workforce

» And much more.

Join us on August 23rd for this half-day symposium filled with valuable insights to help you take your career and leadership skills to the next level. Hear a panel of women from a range of industries discuss their journeys, attend breakout sessions to go deeper on important topics, network with women from across the southeastern Wisconsin business community and join in celebrating the 2023 Woman Executive of the Year. SIGNATURE SPONSORS: PRESENTING SPONSOR:

Master Lock to close Milwaukee plant

By Arthur Thomas, staff writer

Oak Creek-based Master Lock plans to close its manufacturing facility at North 32nd and West Center streets in Milwaukee, eliminating around 330 jobs on the city’s northwest side.

The company plans to transition work at the plant to other

BY THE NUMBERS

North American and global manufacturing operations as well as external suppliers, according to a spokesperson.

“This is an opportunity to continue to enhance our supply chain resilience, maximize potential growth of the business and main -

ONLY 5

southeastern Wisconsin’s 20 largest municipalities had their population increase in 2022, according to the U.S. Census Bureau.

tain our competitiveness into the future,” the spokesperson said.

The closure would likely be complete by March 2024.

Master Lock is a subsidiary of Deerfield, Illinois-based Fortune Brands Innovations, a company that also includes a number of other brands like Moen, Fiberon, and Sentry Safe. Until late 2022, the company was known as Fortune Brands Home & Security. It completed the spinoff of its cabinets business, MasterBrand, in December.

Fortune Brands has around $4.7 billion in annual revenue. The company’s security segment, which includes Master Lock and Sentry Safe, accounts for roughly $600 million in revenue and has grown around 3% annually since 2019. The company’s water and outdoors businesses have been growing faster at 6% and 25% respectively.

After the news broke in late May, Milwaukee Mayor Cavalier Johnson issued a statement indicating he had not heard from Fortune Brands and had “heard no logical explanation for their actions.”

“I am enormously disappointed by the impending closure of the Master Lock facility. It is a slap

in the face to the hardworking Milwaukee employees. They certainly deserve greater respect and appreciation from their company,” Johnson said.

Fortune Brands is in the process of making other changes to its manufacturing footprint. In December, the company shared plans with investors to improve its operating margins by 3 to 5 percentage points over the next several years. Those plans included $50 million to $75 million in improved operating profits from site consolidations, acquisition integrations and outsourcing or near-shoring.

Pointing to the company’s statement about the closure, Brandon Campbell, director for UAW Region 4, which represents Master Lock workers, said the company was essentially saying: “We make more money than regular Americans could even dream possible, on the backs of regular hard-working Americans. However, we have discovered we can make even more money by exploiting workers in Mexico.”

“The only thing missing from their press release was an emoji of them flipping off the American worker, and the LOL emoji while they laugh all the way to the bank,” Campbell said. n

Master Lock’s Milwaukee factory at 2600 N. 32nd St.

of

in f cus

Serving customers around the clock

AS EXPECTATIONS for customer service and work-life balance continue to evolve, one local dry cleaner is leaning into technology to stay ahead of the curve.

Madison-based Klinke Cleaners, a familyowned business now in its third generation, is in the process of rolling out 24/7 service at its 14 locations in Waukesha and Dane counties. That’s thanks to an automated, self-service kiosk system that the company says is the first of its kind in Wisconsin.

The $110,000, Italian-made kiosk system allows customers to drop off and pick up their dry cleaning at any hour of the day – or night – at the touch of a few buttons. Here’s how it works: Simply place your items into a trackable garment bag, enter the bag’s registration number on the screen and deposit it into the drop-off chute. You’ll receive a text message when your dry cleaning is ready. Upon pick up, pay for the order at the kiosk and wait for the automated conveyor to deliver your items to the pick-up window.

A typical transaction at the kiosk takes customers less than a minute, and it doesn’t require any employee labor, which was a big draw to owner Steve Klinke.

“Wisconsin has historically low unemployment rates, so it’s difficult to recruit and retain good people,” said Klinke. “We are excited that 24/7 (service) provides us with flexibility for the hours most employees don’t like to work. … If an employee has an emergency or needs to leave, the 24/7 system can continue to help our customers. You can’t do that in any other retail environment.”

Klinke Cleaners has so far installed kiosks at its Delafield location on Heritage Drive (pictured here) and two of its Madison locations, with plans to eventually put them in every store. n

— Maredithe Meyer

FRESH DIGS

RITE-HITE

OWNER/DEVELOPER: Rite-Hite

ARCHITECTS: Eppstein Uhen Architects

CONTRACTOR: C.D. Smith Construction

YEAR COMPLETED: March 2023

MILWAUKEE-BASED manufacturer

Rite-Hite announced earlier this year the completion of its new corporate headquarters at 195 S. Rite-Hite Way in the city’s Walker’s Point neighborhood.

In March, 230 employees moved into the north building, joining 70 employees who moved into the south building last June. Rite-Hite is a manufacturer of loading dock equipment, industrial doors, safety barriers, industrial fans and other inplant products.

The 9.5-acre Rite-Hite corporate campus includes the four-story north building, which is connected by a skybridge to the south building and parking structure. The buildings’ workspaces incorporate natural light and lean on modern office trends like collaboration areas and focus rooms. The north building has a full-service

employee cafeteria.

The 173,610-square-foot north building also includes a Customer Experience Center, created for customer education and product demonstrations. Rite-Hite expects to bring hundreds of customer groups into the facility as well as a “live dock” area in the 119,000-squarefoot south building.

“We do a ton of fly-ins, so we bring in customers and tell them our story and try to differentiate,” said Micaela Bomhack, president and chief executive officer of Rite-Hite.

Employee amenities include an exercise facility, a full-service cafe, numerous private offices for those looking for a quiet moment, and spacious, sunlit working environments. There’s also plenty of opportunities for fun – from virtual golf to ping pong. n

COFFEE BREAK

Keith Schmidt

Owner

The Elegant Farmer

1545 Main St., Mukwonago

elegantfarmer.com

Industry: Food and beverage, retail | Employees: 40-45

• In February, Schmidt took sole ownership of The Elegant Farmer, a specialty market and apple orchard known for its trademarked Apple Pie Baked in a Paper Bag.

• Purchasing the remaining shares of the 76-year-old business from his longtime partners, brothers Mike and John Bauer, Schmidt and his wife, Tina Schmidt, are now shepherding this iconic southeastern Wisconsin brand into its fourth generation, with their daughter Katie Schmidt, poised to “hopefully” take over some day.

• Schmidt joined The Elegant Farmer as store director in 1998 and partnered with the Bauers to purchase the business in 2006. He’s helped lead its evolution from what was once a roadside produce stand into what’s now a deli and wholesale bakery operation, selling its specialty items online and at more than 400 retail locations in Wisconsin, Illinois and Michigan. “We noticed that that’s where the trend was going, people want to buy things already made and baked.”

• Over the years, the 65-acre farm has also “become more of a destination for people to come and enjoy,” with pick-your-own apples in fall and family-friendly events.

• Schmidt’s decision to buy out his partners came last year as the Bauers planned for retirement. At 60 years old, Schmidt isn’t ready to retire quite yet. “I feel like I can work until at least 70 years old full time, so long as my health stays good.”

• He said he’s “blessed” to have his daughter join the business full time. Katie, now 30, started working at The Elegant Farmer in various part-time capacities was just 14 years old. loves this business, and I do, too.”

• Schmidt takes his coffee black. n

Presents:

Innovation Awards

Ideal Innovation nominees are companies who develop innovative products or services, or those with notably unique and innovative processes, operational structures and/or market strategies.

Entrepreneur Awards

Ideal Entrepreneur nominees are individuals that demonstrate the best traits of entrepreneurship including willingness to take risk, drive, perseverance, flexibility and more.

MEET THE

CHRISTINE SPECHT

Chief executive officer Cousins Subs MENOMONEE FALLS

Education:

Bachelor’s, Marquette University; Master’s, American University

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

“My first job at 15 years old was as a cashier at the Cousins Subs located in Germantown. What I learned from my experience is that in life you will find yourself in unfamiliar or uncomfortable situations – jump in and embrace the unfamiliar.”

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

“Trust your instincts, especially as it comes to placing people in the right positions. I know that I need to hire the smartest people in their field that I can afford, and it is important not to settle. It is only through people that our goals will be met.”

If you could have dinner with any two business leaders, who would you choose and why?

“Robert Smith – CEO of Vista Equity Partners. Second – and I realize this person isn’t in business, but she reports on all things business – is Maria Bartiromo from the Fox Business Channel.”

What are some of your favorite destinations or places to visit?

“I love vacationing with my family, and we enjoy going to Jupiter, Florida in the summertime when it is nice and hot. We also enjoy relaxing in the Driftless region of southcentral Wisconsin. It is a beautiful area of the state with ridges and rural communities.”

What’s your hobby or passion?

“I love being a mom of two growing boys and really enjoy staying involved with their school and activities. My mom was always present and helpful with my school as I was growing up and I loved that she would drive for games or be the room mom. I try to do the same, supporting my children and helping their school where and when I can.”

What is your favorite Wisconsin restaurant?

“Besides Cousins Subs, of course, another restaurant that my husband and I enjoy going to is Jake’s Restaurant in Brookfield. It is our go-to when we have a night out on our own. It is known for their great steaks, homemade soups and delicious appetizers.”

What would people be surprised to learn about you?

“I enjoy shooting clays. I’m not very good but when I have more time I’d like to practice more and join a league.”

What was your first car? How long did you drive it for?

“My first car was a 1990 Mitsubishi Eclipse in electric blue. I think I drove it for about four years.”

If you could take a one-year sabbatical, what would you do?

“I would try to visit as many of our national parks as possible.”

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

“The toughest challenge I had to overcome was when I became the president of Cousins Subs in 2008. The economy was in recession, Cousins Subs was in the middle of a lawsuit; we had tired restaurants with diminishing returns and some of our people were not in the right seats on the bus, including some franchisees that were not a fit for

the brand. I built a team that could tackle these challenges and implemented a rebranding strategy which included remodeling restaurants, closing underperforming locations and exiting people who were not part of the future. At the same time, I worked hard to build a culture of better and strengthen our relationships with our franchisees.”

What advice would you give to a young professional?

“Stay focused on being the best person you can be in your chosen profession and ignore the noise. Take initiative to grow your soft and hard skills, think about what success looks like in your role and create a plan to get there.”

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

“Cousins Subs was able to successfully navigate the COVID-19 pandemic and emerged from it with a stronger culture and clearer focus on what our next steps for growth and success will be.”

What is one thing you would change about Wisconsin to make it even better?

“I would work to close the socioeconomic gap that exists among racial lines in some of our communities but do it in a way that promotes economic freedom and prosperity. I once heard that capitalism is the single best approach to lifting people out of poverty and Americans have countless stories that showcase this. I believe this starts by giving every child an excellent education where they not only learn the fundamentals but also have the chance to dream about what they want for their future. Aside from education, it is important to instill the benefits of creating a good work ethic.” n

Christine Specht leads Menomonee Falls-based Cousins Subs, the business her father, Bill Specht, co-founded 1972. The fastcasual sub franchise includes nearly 100 shops throughout Wisconsin, Illinois and Indiana. Specht got her start in the family business as a teenager, cashiering in the Germantown shop. Specht returned to Cousins in 2001 to become its human resources manager. She was named president and chief operating officer in 2008 and led a large-scale rebranding strategy for the company before becoming president and CEO in 2015. In 2019, she transitioned to solely hold the CEO role, where she continues to guide Cousins’ growth strategy.

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

300 S. 6th Ave., West Bend

NEIGHBORHOOD: Downtown West Bend

FOUNDED: 1989

OWNERS: Joe Rogge, chief creative officer; Lisa Pence, chief financial officer; Fuzz Martin, chief strategy officer; Timmothy Merath, chief operating officer

SERVICE: Marketing and advertising

EMPLOYEES: 78

What’s the history of EPIC Creative and this office location? Rogge: “We wanted to be more engaged in the West Bend community and for our staff to have access to the city’s great foodie scene, outdoor venues and events. So, when the opportunity came to purchase the former Museum of Wisconsin Art building, we jumped at the chance to move the agency to such a dynamic and historic space.”

What’s EPIC’s stance on workplace flexibility?

Pence: “EPIC Creative supports a hybrid

work environment, giving employees the freedom to work in the office, at home or other off-site locations on Wednesdays, Thursdays and Fridays. In order to foster strategic, creative and cultural collaboration, camaraderie and professional growth, hybrid employees are required to work in-office on Mondays and Tuesdays.”

How has downtown West Bend grown since you’ve been there?

Merath: “The riverwalk is in its second phase of updates. The Bend Theatre has

been completely renovated and reopened for movies, music and comedy shows. We have also seen more condo developments and additional dining options.”

What’s new at EPIC?

Merath: “With our staff in-office two days a week, we have embarked upon various interior improvement projects, starting with painting walls throughout the building to add more color and character. We are also looking forward to having the West Bend Farmers Market hosted out in front of our building this summer.” n

EPIC CREATIVE

Future unclear for Hampton Inn & Suites in downtown Milwaukee after sudden closure

By Maredithe Meyer, staff writer

SUMMERTIME in the city of festivals is peak season for the hospitality and tourism sector. Weddings, corporate meetings, sporting events and leisure travel bring a wave of visitors who stay at hotels and eat at restaurants across downtown Milwaukee.

But one hotel in the heart of the city will miss out on this summer’s influx of business. The Hampton Inn & Suites Milwaukee Downtown hotel unexpectedly closed its doors at 176 W. Wisconsin Ave. in early May. Messages posted on its front entrance and website indicate the hotel is

closed for renovations. But there’s reason to believe the circumstances surrounding the sudden closure just ahead of the busiest time of the year is not so simple.

Beyond the vague signage, no other details about the closure or alleged renovation project have been disclosed by the hotel’s owner, Wisconsin Ave Partners LLC, an affiliate of Norfolk, Virginia-based Crossways Capital LLC, or the hotel’s management firm, Coralville, Iowa-based Kinseth Hospitality Cos.

Phone calls, emails and text messages from BizTimes Mil -

waukee to Prakash Rajamani, the registered agent for Wisconsin Ave Partners and managing principal of Crossways Capital, have gone unanswered. BizTimes also reached out to Kinseth for more information, but the company declined to comment on the hotel’s situation.

However, one local business owner who, up until late April, operated the Sixth Floor event venue at the Hampton Inn & Suites is speaking out about the impact of the hotel’s unexpected closure on his business, which was forced to relocate almost all of the roughly

80 weddings that were booked at the venue over the next several months.

BURNING BRIDGES

“I’ve been a business owner for 16 years in Milwaukee,” said Clai Green, owner of the Sixth Floor and two other event venues in the city. “I take my business very seriously and the people and the clients because it’s a small city, and for somebody to come in from another city and directly ruin people’s lives is disgusting to me.”

April 22 was the first time Green was notified by Kinseth of the hotel’s forthcoming closure and that he would need to vacate the property by that following Monday, April 24. Green says he immediately contacted the hotel’s owner, Rajamani, with whom he

The Hampton Inn & Suites Milwaukee Downtown hotel, located at 176 W. Wisconsin Ave., has shuttered indefinitely.

had developed a working relationship with over the past couple of years, exchanging emails a couple times a month.

In a phone call, Green says Rajamani told him that the hotel’s ownership had been “working with the bank” and the bank was forcing the hotel “to close right away.” Rajamani denied questions of whether the hotel was facing foreclosure, according to Green.

Mortgage documents filed with the county show that Evergreen Park, Illinois-based Evergreen Bank made a $12.5 million mortgage loan to Wisconsin Ave Partners LLC on Nov. 21, 2019. That was just days before the business purchased the Hampton Inn & Suites for $10.66 million from an affiliate of Atlanta-based Peachtree Hotel Group. The 10-story building was constructed in 1917; the property has a total assessed value of nearly $10 million, according to city property records.

“We found out that the mortgages were not being paid on the building and that Mr. Rajamani evidently did not have the funds to keep the hotel operating,” Green told BizTimes.

Evergreen Bank did not respond to a request for comment.

In addition to what looks like potential foreclosure, Wisconsin Ave Partners may also be facing other legal action. Green said Sixth Floor had six-and-a-half years remaining on its current lease at the Hampton Inn & Suites,

and he intends to file suit against Wisconsin Ave Partners for breach of lease agreement.

Aside from that, Wisconsin Ave Partners owes $240,440.65 in unpaid local exposition taxes, according to the state Department of Revenue’s listing of delinquent taxpayers.

RIPPLE EFFECT

Green said he’s been able to move almost all of the weddings booked at the Sixth Floor to his two other venues, The Mitch, located in the Historic Mitchell Street neighborhood, and The Clybourn, located in the Menomonee Valley neighborhood. The business is working to refund the few customers who chose to relocate elsewhere.

“We were very fortunate to have been able to move 98% of the (bookings) and not have a half a million dollars owed to people,” said Green.

Pat Hullum and Joseph Carter were among the couples affected by the Hampton Inn & Suites’ sudden closure. They had put a deposit down for the Sixth Floor more than a year ago, only to be told just weeks before their May 28 wedding that they could no longer have their reception there, Hullum told WISN-TV Channel 12, a media partner of BizTimes Milwaukee, on May 10.

She said many of the wedding guests who had used third-party travel sites to book rooms at the hotel were having trouble getting refunds, and Hilton, the parent

Understanding and trust

foundation of every Citizens Bank relationship

company of the Hampton Inn & Suites flag, wasn’t of much help in those cases.

“It’s as if they don’t care,” Hullum told WISN. “They don’t care that I pre-planned, spent this money and everything was in place and now it’s a nightmare, it’s all over the place.”

Green was able to move the couple’s wedding to one of his other two venues, but he said it’s “heartbreaking to know that people are hurting, and there’s no solution to that.”

A timeline for the Hampton Inn & Suites reopening remains to be seen.

Peggy Williams-Smith, president and CEO of VISIT Milwaukee, was told by Kinseth that there was actually “no timeline” for the supposed renovations planned at the hotel.

“I was told specifically when we were contracting for the RNC that they weren’t willing to make longterm commitments,” she said.

The 2024 Republican National Convention is chief among the large-scale events on downtown Milwaukee’s upcoming calendar. The four-day event will bring an estimated 45,000 visitors to the city, taking over 300 to 400 hotel and motel properties within a 60-mile radius of downtown for delegates, who will all stay within a 30-mile radius, media and other guests, according to local organizers.

For the purpose of planning ahead for the RNC next summer and – more urgently – the

numerous other events taking place before then, Williams-Smith said she isn’t too worried about the Hampton Inn & Suites going offline indefinitely.

“We didn’t have bigger groups booked out (there) because it’s a small hotel, and they only give us 10-25 rooms for any blocks, so it wasn’t a huge inconvenience for us to need to move these groups,” she said.

TROUBLED PAST

This is not the first time the Hampton Inn & Suites property has run into financial trouble.

In April 2019, SSC Milwaukee DT LLC, an affiliate of Atlanta-based Peachtree Hotel Group, acquired the hotel from Milwaukee Hotel Equity LLC, an affiliate of Shelton, Connecticut-based New Castle Hotels & Resorts in lieu of foreclosure, according to state records.

Peachtree made a $17.3 million loan to New Castle in January 2016 for the acquisition of the hotel, a spokesperson for New Castle told BizTimes in 2019. New Castle then purchased the Hampton Inn & Suites for $10.9 million and announced plans to complete systems upgrades at the property. At the time of its purchase, the property was assessed at nearly $8.4 million, according to city records. New Castle’s decision to give up the property was driven by unanticipated new supply of new hotels in the market, according to a spokesperson. n

INN VATI NS

DeltaHawk’s new DHK180 aircraft engine ‘completely reimagines’ engine design

By Ashley Smart, staff writer

IN THE SAME WAY that car engines have continued to evolve over the decades to become more efficient and meet the modern desires of consumers, Racine-based DeltaHawk Engines Inc. has spent decades perfecting a new kind of aircraft engine that offers greater fuel efficiency and ease of use.

The company’s 180 horsepower DHK180 engine is the first of a forthcoming family of engines to receive Type Certification from the Federal Aviation Administration. This means the design and all component parts of the engine have received approval.

Dennis Webb, director of marketing and certification for DeltaHawk, said the DHK180 engine was first conceived by the company’s three co-founders in 1996.

“As airplanes evolved and got more modern and as the electronics in airplanes got more modern, we still had engines that were literally decades and decades old,” said Webb.

Co-founders Doug Doers, Diane Doers and John Brooks were looking to tackle the numerous issues that came with these out-ofdate engines. Older engines typically use 100 octane fuel, which is more difficult to source. They also usually burn a leaded fuel, which has been illegal for several other transportation-related uses since 1975. Older aircraft engines are “fairly high maintenance” and pilots can find that they’re “finicky to work with,” according to Webb.

“The engines found in smaller aircrafts today, the main architecture of those was a product of World War II,” he said. “That’s what’s been state of the art for decades and decades. What our founders saw was the need for a modern engine.”

The DHK180 engine is a more reliable, low-maintenance option that burns jet fuel – something readily available around the world. The engines are also 35% to 45% more fuel efficient than a standard gas engine.

Featuring an inverted-V engine block, turbocharging and supercharging, mechanical fuel injection, liquid cooling, direct drive and 40% fewer moving parts than other engines in its category, the new DeltaHawk engine is an original design secured by multiple patents.

The completion and certification of the new DeltaHawk engine was truly jump started in 2015 when entrepreneurs Alan and Christopher Ruud became the primary investors in the company. Since then, Delta Hawk has grown from about three people to now more than 50 workers. Most of those employees were brought on

to specifically help produce the DHK180 engines.

“We began by completely reimagining what a general aviation engine should be,” said Christopher Ruud, chief executive officer at DeltaHawk. “And the result is that we now have a certified engine that is a game changer. It’s been a long time coming but, in engineering, simple is hard.”

The target price for the engine is $60,000, which does not include an installation package. Webb said the engine is gaining large amounts of interest from European countries, where fuel prices are even higher than in the U.S.

“We’re taking orders as of May 18 and we already have a lot, way past what we expected,” said Webb. “Very major aircraft companies are interested in our engine. Beyond that, we have interest with the Department of Defense and just the average aircraft owner.”

DeltaHawk has also received worldwide interest from airframe manufacturers, kit builders and the military. The DHK180 engine was recently selected by NASA to power the organization’s hybrid propulsion system planned for its Subsonic Single Aft Engine Aircraft

scale flight test vehicle – a proofof-concept electro-fan design for future regional transport aircraft.

The new DeltaHawk engine has also been selected by Hawthorne, California-based Ampaire Inc. for an upcoming aircraft testbed application in support of NASA’s Small Business Innovation Research initiative. The company aims to begin shipping out engines in 2024. As for the rest of the engine line, several higher-powered engines are still in the works.

“It will shock people how quickly some of those will start coming out,” said Webb. “(People may not know that) a good part of the general aviation industry has been purchased by foreign owners. This is a big deal that this engine is made here in the U.S.” n

DeltaHawk Engines Inc. Racine

INNOVATION: DHK180 aircraft engine

FOUNDERS: Doug Doers, Diane Doers and John Brooks

FOUNDED: 1996 deltahawk.com

ABOVE: A DeltaHawk Engines employee works in the company’s test cell control and monitoring station.

LEFT: DeltaHawk’s new DHK180 engine.

THE FATHER-DAUGHTER RUN COMPANY MAKING IT THEIR BUSINESS TO CONNECT

JANELLE EMANUELE AND HER FATHER, David Jensen, are the multigenerational force behind B2E Solutions, a payroll and HR technology service provider based in Hartland, Wisconsin. As the company celebrates its 30th year in business, Janelle reflects on the history, values and culture that have made this family-owned and -operated business what it is today.

DETERMINED TO FIND A BETTER WAY

My dad founded our company in 1993 out of the desire to meet the needs of his clients. While working as a CPA, my dad had a client who was frustrated with the limited capabilities and poor service she received from existing payroll providers. Determined to find a solution, my dad took action. He licensed the best payroll technology available at the time, paired it with a level of personalized service that didn’t exist in the industry, and launched Payroll Data Services — which we recently renamed B2E Solutions.

AN APPROACH THAT STANDS THE TEST OF TIME

From day one, my dad took the time to understand his clients’ needs, so he could bring them the right solutions. The same approach remains central to the way we operate as a company today. We got our start in payroll but as the needs of our clients expanded to

focus on the entire employee experience, so did our solutions.

An accurate paycheck, received on time. That was always one piece of the employee experience that we helped clients deliver on. Now we needed a solution that would also help our clients better connect with employees across other areas like onboarding, scheduling, time tracking, benefits enrollment and more. We knew our service-first approach would remain critically important, however, we needed new technology. So, in true Dave fashion, we embraced the latest and greatest. We replaced our old payroll software with UKG Ready, a full-suite technology of Payroll, Time & Labor, Human Resources and Talent Management solutions that our clients still use to this day.

A CONNECTION THAT EXTENDS BEYOND OUR SOLUTIONS

When I think back on where our company started and where it is today, I’m proud of how so much of what we do for our clients is reflected in our own company culture. Our solutions improve the employee experience, by helping employers connect with their employees in ways that foster healthy, trusting and engaged relationships. And coincidentally, it’s this same type of connection and trust that make our B2E Solutions team so special.

For starters, my dad and I have a unique bond you don’t see in all father-daughter working relationships. We have lunch together nearly every day (at whichever restaurant currently knows my dad’s regular order). He trusts me, and I trust him. He’s always shared everything with me about the business, which allows me to make thoughtful decisions that are respectful of the company’s history and vision.

The best part though is that this openness and honesty trickles down to the entire team. It’s part of our culture. We trust our team and know that they too have the best interests of our clients at heart — and that’s something we can connect with.

David Jensen and his daughter Janelle Emanuele

Milwaukee-based family business may have found answer to city’s dearth of affordable homes

RANDY LANGE, co-owner of Lange Brothers Woodwork Co., has spent half a lifetime helping turn his family’s 91-year-old carpentry business into an award-winning custom millwork company.

But these days, he’s been spending a lot of time with his son, R.J. Lange, working on a growing side project that he and local affordable housing advocates hope is part of the answer to solving the Milwaukee affordable housing crisis.

The business is named Lange Urban Sustainable Homes LLC – or LUSH for short. Randy, R.J. and a handful of employees have spent the past two years designing a prefabricated home model capable of being constructed in a matter of weeks, with nothing more than a mallet, building instructions and a few helping hands.

Made from plywood or OSB “micro timbers,” the houses can be constructed to be as small or as large as one wants, and fit together using simple mortise and tenon joints.

“I wouldn’t call it modular. I would call it panelized. It’s like the Amish barns … where everything is put together with wedges and dowels,” explains Lange, except the timbers or beams are manmade, not logged.

There’s no need for glue. No

FEATURED DEAL: MIDTOWN CENTER SELLS FOR $22.1 MILLION

Midtown Center on Milwaukee’s northwest side sold in May for $22.1 million.

The former owner of the shopping center – an affiliate of New York-based DLC Management Corp. – sold the 26.2-acre property, which includes several retail buildings, to Atlanta-based Laureate Capital LLC, according to state records.

The properties sold are located at 4100-4190 N. 56th St., 41014191 N. 56th St., 5704-5712 W. Capitol Drive, and 4076 N. 60th St., and have a combined assessed value of $22.8 million, according to county records.

Tenants include Pick ‘n Save, Planet Fitness, Foot Locker, GameStop, Subway, U.S. Cellular, Pizza Hut and Firestone.

The deal did not include the 15.2-acre former Walmart store site at 5825 W. Hope Ave., which closed in 2016. It sold last year to an Iowa-based self-storage company for $3.28 million.

Randy Lange inside one of LUSH’s models.

need for saws. No need for nails. All the parts of a LUSH home are made on a CNC machine – from joints that you can hold in one hand, to the massive panels that make up the walls.

“Our goal is that (all parts of the homes) fit on a normal semi-trailer,” Lange said.

Prefabricated homes are nothing new, but Lange says LUSH homes are designed to be low-cost, low-waste homes, that are faster and more cost effective to construct. The whole process results in only about 5% waste – mostly wood shavings that can be given to farms for animal bedding. Since initial assembly can happen indoors, the process doesn’t have to stop during the winter, Lange said. Eventually he hopes to be able to build the homes in 10 to 12 weeks as opposed to the 10 to 12 months it takes to build a more typical home.

Although the homes can be built at a variety of price levels, the company is currently focusing on constructing affordable, entry-level homes. Under its LUSH Plus program, in which the company would install the structure as well as the cabinetry and millwork, the homes would cost between $140 to $200 per square foot to construct.

The company already has 11 of the homes under some commission level, including one on a vacant lot on North 39th Street in Milwaukee’s Thurston Woods neighborhood, near the Lange Brothers Woodwork Co. headquarters at 3920 W. Douglas Ave. The home will serve as a model initially but then be sold as an affordable family home.

As part of that goal, LUSH is currently vying for a city contract to construct at least three affordable, net-zero energy homes –homes that use no fossil fuels – on vacant, city-owned lots.

And it’s already teaming up with the Community Development Alliance and Via CDC to construct three model homes that can be sold to lower-income, entry-level homebuyers.

A housing, economic development and neighborhood improvement nonprofit serving

the Burnham Park, Layton Park and Silver City neighborhoods, Via CDC (formerly Layton Boulevard West Neighbors) was connected with LUSH at a crucial moment, says Joanna Bautsch, the organization’s executive director.

The nonprofit had been focused on purchasing and renovated, city-owned foreclosures, and then selling them to low-income families, but recently found itself with few homes to buy.

“We were running into barriers because there aren’t that many foreclosed properties available,” Bautsch said. “What there is a lot of are vacant lots.”

It was right around that time that Teig Whaley-Smith, chief alliance executive at CDA, introduced Bautsch to LUSH.

“It was presented at the perfect time,” said Bautsch.

Plans call for LUSH to construct three 1,100-square-foot, three-bedroom homes for the nonprofit. Qualified buyers could purchase one of the homes for $110,000, she said, and receive downpayment assistance as well.

For Whaley-Smith, LUSH’s building process could go a long way to help the CDA fulfill its goal of building thousands of affordable single-family homes in Milwaukee.

There are 3,000 vacant lots in Milwaukee, and CDA wants to turn every one into an entry-level home, he said.

“We have taken dozens of people through LUSH’s facility,” Whaley-Smith said. “We’re thrilled to find them.” n

333 N. WATER ST. APARTMENT TOWER

If you’ve driven along I-794 in downtown Milwaukee lately, you may have noticed a tower – encased in bright yellow scaffolding – rising out of the Historic Third Ward.

That building gradually climbing toward the sky along the Milwaukee River at 333 N. Water St. will eventually be a 31-story apartment tower.

Developed by Houston-based Hines and designed by Chicago-based Solomon Cordwell Buenz, the 333-unit luxury apartment building began construction in September, with W.E. O’Neil, also of Chicago, as the lead contractor.

The project is on schedule and slated to be ready for both residential and retail tenants by next spring, representatives of Hines told BizTimes Milwaukee. Eight of the building’s 31 concrete floor plates have been poured and concrete slabs have also started to be poured for the project’s eight-story parking garage.

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(From left) Haley, Hayden, Darren and and Karen Hughes of Sunset Farms in Washington County.

Family farms adapt to survive

Sustainability comes from embracing change

BY CARA SPOTO, staff writer

It’s a muggy Friday morning in mid-May as Karen and Darren Hughes and their two oldest children, Haley, 13, and Hayden, 11, gather in the gravel lot outside one of Sunset Farms’ barns.

Dressed in blue jeans and muck boots or – in Hayden’s case – a dusty pair of black high-top sneakers, they’re about to give yet another tour of the family’s more than 3,500-acre dairy farm in northwestern Washington County.

Giant fans whir in the background as a row of unfettered Holsteins poke their heads out from the open curtains of their freestall pen. A few of the cows appear to be having a late morning snack, but they’re just chewing their cud – awaiting their turn in the milking parlor a few steps away.

“These are mostly three- and four-year-olds,” explains Karen, who manages the farm’s herd of 1,150 heifer cows and is a partial owner of this six-generation family business. “They grew up together, and sometimes there is competition, so you don’t want to put a younger cow in with a bigger, older cow.”

“In each pen, there is a pecking order,” adds Darren, the farm’s feed manager.

Family operations

Southeastern Wisconsin, a major metro area, isn’t what most people would consider to be an agricultural hub. It doesn’t have the bovine-dotted hillsides of the Driftless Area, the vermilion cranberry harvests of the Northwoods, or the heaping potato and snap bean crops of the Central Sands. But the region does have plenty of farms. According to the U.S. Department of Agriculture’s most recent farm census, there were a total of 4,479 farms in the counties of Milwaukee, Waukesha, Ozaukee, Walworth, Washington, Kenosha, Racine and Sheboygan combined in 2017.

That figure includes hundreds of small operations, including farms of fewer than 10 acres. But it also includes 433 farms of 500 acres or more, including dozens of farms of 1,000 acres or more.

Soybeans, feed corn and corn for silage are the top crops produced in southeastern Wisconsin,

covering hundreds of thousands of acres, as they do in many other parts of the state, but the region also distinguishes itself by producing other noteworthy products.

Walworth County, for instance, ranks 13th among the state’s 72 counties for grain sales and sixth for hog and pig sales. Sheboygan County ranks 14th in milk sales. Racine County ranks sixth in vegetable, melons, potato and sweet potato sales, and Ozaukee County ranks 13th in the state for the sale of fruit, berries and tree nuts. Waukesha County ranks 10th for the number of ponies, mules, burros and donkeys living on farms there. Milwaukee County ranks 16th for nursery, greenhouse, floriculture and sod sales, while Washington County ranks first in the state for floriculture and nursery sales.

Linking the diverse farms in southeastern Wisconsin is the fact that more than 80% of them are family owned and operated.

For years, farms in Wisconsin have struggled to survive, and many have not. The state lost 11,500 farms between 2002 and 2022, according to the U.S. Department of Agriculture.

But despite the well-documented challenges of farming, including long hours, increased production costs and unpredictable weather, owners of three family-run dairy farms in southeastern Wisconsin – Sunset Farms, Mighty Grand Dairy in Kenosha County and Cozy Nook Farm in Waukesha County – say they’ve managed to sustain their family businesses by embracing change, welcoming new ideas and pursuing excellence along with growth.

Growing a business

Established by German immigrants and homesteaders Joseph and Maria Langenecker in 1847, Sunset Farms originally began as a small dairy operation typical of the era.

In addition to the Langeneckers’ small herd, the farmers also raised pigs and chickens, according to Karen Hughes, but over the years, and with subsequent generations, the family began to focus more on its dairy operation.

Although wheat farming was originally the chief agricultural product in Wisconsin, problems with the crop – such as pests and soil nutrient depletion – prompted many farmers to move into dairying, according to state historians, and the number of dairy cows increased rapidly in the second half of the 1800s. By 1899, more than 90% of Wisconsin farms raised dairy cows.

Since then, the number of individual farms has declined, while many remaining farms have grown, often by purchasing farms that went out of business.

For Sunset Farms, the biggest growth occurred in the late 1960s when Hughes’ grandparents, Albert and Mildred (Langenecker) Wolf – the fourth generation to own and operate the farm – bought two neighboring farms, bringing the farm’s total

number of milking cows to 200.

After several years of milking cows in three separate barns, Albert and Mildred’s four sons –Ray, Dan, Bernie and the late Paul Wolf – invested in the construction of the farm’s first freestall barn and stand-alone milking parlor in 1972. The move allowed the brothers to merge the three separate herds and have a centralized location for milking, rather than running from farm to farm. It also made the family business one of the first in the state to switch to a freestall barn operation.

Designed to increase both the comfort of cows and efficiency of the milking process, freestall barns have alleyways for cows to move around freely, accessing food and water at their leisure, and stalls for rest and sleep. Freestall barns are also easier to clean, helping farms adhere to the rules governing manure management more efficiently. This style of barn differs from the more traditional tiestall barn, where cows are typically tied to their own stall, taken out to graze in the pasture, and then often milked in their stall.

Since the 1970s, Sunset Farms has only continued to grow and embrace innovation. Today, the roughly 40 acres of farmland devoted to the housing, breeding and milking of cows includes three freestall barns as well as separate areas for

so-called dry cows approaching calving and a maternity ward where cows on the brink of birthing spend their days. There are also areas for the farm’s young stock, where the four-to-six calves born per day on the farm reside until they are old enough to join a pen with older animals. There’s also a space for the farm’s 400 beef cattle – a mix of Holstein and Angus breeds.

To help feed all those hungry cows, Sunset Farms grows soybeans, feed corn, corn silage, wheat, alfalfa and oats – on 3,500 acres surrounding the original Langenecker farmstead.

And as the farm has grown so has the number of people who share in its ownership. Today, ten people co-own the farm: fifth-generation farmers Dan, Ray and Bernie Wolf; sixth-generation farmers Karen and her husband Darren Hughes, Karen’s first cousins Carl, Ed and David Wolf; and long-time employees and family friends Greg Ritger and Marcus Asmus.

Nearly every owner works full time on the farm. To help keep business humming along – and the cows happy enough to produce 12,250 gallons of milk per day – the farm also employs about 20 other people, including second- and third-shift employees.

“The farm is working 24 hours a day,” Karen said. “The animals are living things. They don’t just get sick during the day, so we need to be on call for that. And the cows don’t just have babies during the day.”

Mergers and acquisitions in family farming

The large size and scope of Sunset Farms’ operation might make it seem like an outlier, but it’s emblematic of a state-wide trend in Wisconsin’s dairy industry.

While the number of dairy farms in the state has steadily fallen since 1940 – with about 420 dairy operations shuttering between April 2022 and April 2023 alone – the actual number of dairy cows has remained roughly the same, hovering at around 1.27 million.

What’s more, the amount of milk those cows produce continues to grow by leaps and bounds. According to Dairy Farmers of America, average milk production in the state has grown from about 16 million pounds of milk per year in the mid1950s to roughly 32 million pounds in 2022.

While the closure of individual farms has impacted individual families and communities, it has also created opportunities for other family farms to increase the size of their cropland and herds.

In fact, 95% of dairy farms in Wisconsin remain family-owned and operated, and many of these, including Sunset Farms, are now also incorporated.

“We see 1,500-to-1,600-cow dairy (farms) that are all family run. They look like what you might

LILA ARYAN PHOTOGRAPHY

LILA ARYAN PHOTOGRAPHY

Karen Hughes with her two oldest children, Haley and Hayden, working on the farm.

LILA ARYAN PHOTOGRAPHY

LILA ARYAN PHOTOGRAPHY

call a corporate farm, but they’re not. It's just the way those farms are structured,” said farmer Dave Daniels, who serves as a director for the Wisconsin Farm Bureau Federation, representing District 1, which includes Kenosha, Racine, Walworth, Jefferson, Waukesha, Milwaukee, Ozaukee and Washington counties.

For Daniels, who owns the 1,000-acre Mighty Grand Dairy in Kenosha County, expanding his parent’s farming operation was the only way to maintain the business while raising a family.

In 1997, Daniels, who had taken over his parents’ smaller farm in Kenosha County, merged with two neighboring farmers around his own age to form Mighty Grand.

“We were all on our family dairy farms with our dads, milking cows, but our dads all wanted to retire. We wanted to continue the business, but we looked at dairy farming, and we knew it was a challenge because you had to milk the cows every day, so we pooled our assets and developed an LLC,” Daniels said. “We're still a family farm; we’re just three families that co-mingled our assets. And we’ve been successful in keeping a viable dairy business.”

With younger generations having fewer children and the average age of farmers continuing to climb – in Wisconsin, the median age of farmers is now 56 – many farmers are often forced to hire nonfamily laborers or consider merging with other farms if they don’t have enough children or other relatives who are interested in carrying on the family business, said Daniels.

At the same time, he adds, there are large family farming operations that have several family members interested in taking over the business one day but not enough land or livestock to provide jobs or ownership stakes for them all. And in cases like this, farmers will look to expand their farms – as Karen Hughes’ grandparents did – to make sure there is enough land to support a larger family operation.

In Waukesha County, Tom and Joan Oberhaus made the decision to form a limited liability corporation with a young couple to help ensure the survival of their roughly 75-cow dairy farm in the Town of Delafield. After taking over the 189-yearold operation in 1985, Tom and Joan, now both in their 60s, eventually realized that they needed to find younger partners to help ensure the farm’s long-term survival.

Originally located at Goerke’s Corners in the town of Brookfield, the farm moved in 1957 to its current location after Joan’s grandparents sold their property to the State of Wisconsin to make way for the I-94 interchange. Today, the current Cozy Nook Farm includes a 20-acre pumpkin patch and sells Christmas trees in the winter to help generate extra income.

While Tom and Joan’s son Charlie Oberhaus

Southeastern Wisconsin milk production: While none of the nine Wisconsin counties (Manitowoc, Fond du Lac, Clark, Dane, Kewaunee, Marathon, Brown, Shawano and Dodge) that produced more than a billion pounds of milk in 2021 are part of southeastern Wisconsin, the region does see more production per cow than the state as a whole. Data on Milwaukee County is not available.

enjoys planting and harvesting, he has never been interested in managing cows, according to Tom, so the couple partnered with Dan Gerrits and his wife, Brittany Renn Gerrits, to help with the dairy aspect of their business. Dan looks after the cows, and Brittany, who grew up on a dairy farm about 10 miles away, helps with breeding and raising calves.

“Our son likes farming. He's out planting today. But he runs a trucking business most days,” Tom said. “He knows it's easier to make a buck driving truck than it is milking cows. Danny and Brittany pretty much took over milking last fall. That's the first that I'd been out of the barn in years. Now, I’m kind of the CEO.”

Embracing change

But such growth requires older generations of farmers to stay open to change and new ideas.

At least that’s how Karen’s father, Dan Wolf, and her uncle, Bernie Wolf, see it.

In a small, wood-paneled office near Sunset Farms’ milking parlor, the farmers are busy taking care of some last-minute administrative tasks before heading out for lunch. The walls of the tiny office are lined with photographs of the youth softball league the farm sponsors and aerial photos of the farm shot in different decades. There are also several computers, including one showing images from the farm’s surveillance cameras.

Dan has just gotten back from Jackson, where he went to pick up a part for a tractor. Bernie, who handles the bookkeeping and taxes for the operation, is reviewing the farm insurance.

“We renewed our policy a couple of months ago, and now I have some time to make sure all our trucks and tractors are insured and make sure we are not insuring any vehicles that we sold,” Bernie said.

Asked to summarize his advice for running a successful family business, Dan said, “You gotta be open minded and share your ideas and thoughts, and let other people get involved.”

“We have some very important people who are part owners and decision makers that aren’t technically part of the family, but we consider them to be extended family,” he added.

Bernie agrees.

“It’s amazing to see (the growth), and just sit back and watch all the employees doing their work. They know what to do, and they just do it,” he said.

It’s also important to be community-minded, they said.

Several of Sunset Farms’ owners work for the Allenton Volunteer Fire Department, including Karen’s cousin Carl Wolf. Dan serves on the Addison Town Board. Dan’s wife, Ellen Wolf, worked as the town clerk for more than 20 years and now mows the lawn at Allenton Resurrection Parish in town, where the family worships and serves in various roles. When he’s not fetching parts, Dan goes to church three times a week to pray for his family, the farm and the people who work there. Darren served for many years in the Army National Guard. Karen serves on advisory boards for the Slinger School District.

“I heard someone on the farm once say that there are three Fs in farming,” she said. “First, it’s your faith. Then, it’s your family. And then, it’s farming. You have to put it in the right order, and if you don’t, you’re going to burn out. It’s important to keep your priorities in line.”

Taking advantage of new agricultural technologies

Part of being open to change is embracing new technology, including devices that can monitor

Declining farm totals, skyrocketing production: Over the past century, Wisconsin has seen a sharp decline in the number of dairy farms, from around 171,000 in 1920 to just 6,350 in 2022. At the same time, production has increased dramatically, from around 7.4 billion pounds of milk from nearly 1.8 million cows in 1920 to 31.9 billion gallons from slightly less than 1.3 million cows in 2022. This chart shows the number of farms, cows and pounds of milk produced in Wisconsin. Each line represents the total for a given year as relative percentage compared to 1965 when yearly data become available. By that point, the number of farms in the state had already fallen to 86,000 and production was up to 18.8 billion pounds of milk from more than 2 million cows.

the movements of a cow’s stomach and software that can help the farm fine-tune its breeding program so it doesn’t end up with too many or too few heifers.

At Sunset Farms, Karen Hughes uses a dairyherd management program called DairyComp to track each cow.

“I enter everything about that animal into the program so we know how old she is, when she is having her baby and how much milk she is producing,” Karen Hughes said.

In the fields, staff working to plant and harvest crops use GPS and auto-steer features on their tractors to create more precision. Darren Hughes has a portable grain tester that he can use to monitor the moisture content of the feed, both on the field before it’s harvested and while it’s in the barn.

Karen remembers her dad and uncles going on farm tours and taking continuing education courses through the Professional Dairy Producers of Wisconsin while she was growing up.

And with technology continuing to advance,

she said, her father and uncles continually encourage her to “‘take that class, go on that tour, go learn how other farms are doing things’ to help her learn how to work smarter, not harder, try to adapt,” Hughes said, adding, “The old farmers, their knees were bad and their hips were bad because of the way they farmed. That’s just how it was back in the 1950s. Now, we can make things easier on our bodies.”

Communication and quality control

As an only daughter with three brothers – none of whom joined the family business –Hughes discovered her love for raising cows at an early age. After graduating from the University of Wisconsin-River Falls with a degree in dairy science, she worked briefly on another farm before returning to Sunset Farms when she was about 22.

Sixteen years later, Hughes’ primary job on the farm is to tend to the animals and employees she supervises. For her, the key to keeping the entire farm operation running efficiently is communi-

cation.

“Over the years, I’ve learned that managing people is probably the biggest part of my job, because if your team isn’t working together well, it just makes your day harder,” she said.

Staying in tune with the animals is also key and requires her to observe their behavior, their movements and their health.

Like a shop manager inspecting widgets coming off an assembly line, Hughes regularly walks the pens, observing each of the 1,500-pound animals that produce the farm’s milk and their offspring that may someday produce that milk as well.

The process might seem monotonous, but it’s crucial.

Whatever a business does, they need to do it well, she said, because there is always going to be other businesses out there trying to do it better.

“We want to produce a high-quality milk product,” Hughes said. “We’re feeding people. The 12,250 gallons of milk that we produce each day have to be perfect.” n

HOW IXONIA BANK HELPED FAMILY-OWNED BURKE CANDY EXPAND

WHO OR WHAT INSPIRED YOU TO START YOUR OWN BUSINESS?

Many of our recipes are generational. Our recipe for English Toffee and Caramel date back 100 years and originated from our grandparents.

Family has helped us continue the legacy. We continue to handmake all our confections today. Two of our three children also help with the business, giving each piece of candy a touch of sweetness.

WHAT VALUES OR PRINCIPLES GUIDE YOUR BUSINESS?

For us, it’s always about family, quality, passion and trust. These are all values we hold true throughout the company. We instill quality through the ingredients we use to make our products, craftsmanship and through our employees. Family, passion and trust are all values we live by every day. When you enter either of our store fronts you are greeted with a smile and leave with a delicious piece of candy! We don’t usually let someone

leave without trying a Sea Salt Caramel, Toffee Bite or Peanut Butter Crunch Bomb.

HOW HAS IXONIA BANK BEEN INSTRUMENTAL IN YOUR SUCCESS?

Ixonia Bank has been instrumental in the growth of our business since opening our first stand-alone retail location in Whitefish Bay. We love being a part of this neighborhood. There are so many wonderful families, a lot of walking traffic and other fantastic retailers.

HOW IS YOUR BANKING PARTNER HELPING YOU SUCCESSFULLY PLAN THE LEADERSHIP TRANSITION OF YOUR COMPANY FROM ONE GENERATION TO THE NEXT?

Ixonia Bank has helped the next generation in our business, Ed and Catherine, think differently about how to expand while keeping the happy, friendly and whimsical experience everyone has felt when they enter Burke Candy.

WHAT IS THE BIGGEST LESSON YOU HAVE LEARNED WORKING IN A FAMILY BUSINESS?

We have learned a lot about hard work and teamwork. As a manufacturing company, you must learn how to make everything, fix everything and roll with punches. We’ve also learned a lot about perserverance, never giving up and asking for help. As a family, we have grown and learned from each other’s strengths and weaknesses. We are looking forward to seeing what the future holds for all of us.

Supported By:

The Burke Family - Tim Burke, Catherine Burke, Edward Burke, Julia Burke

Family business event will take on leadership, culture and growth for the next generation

BY ARTHUR THOMAS, staff writer

FAMILY BUSINESSES can be complex; a quick Google search on succession planning will highlight the challenges of transitioning a company from one generation to the next. There are plenty of statistics to highlight the drop off in companies making it to a second, third or fourth generation of family leadership.

Those businesses that do navigate the transition can create something special. Not only do family businesses create a legacy, but those that are successful have the chance to form a culture that sustains not just the ownership family but the families of hundreds if not thousands of employees. Being successful, however, and sustaining that success, requires putting in the work on transition plans, business strategy and operations, and maintaining family relationships.

To help with that often-difficult work, BizTimes Media is excited to present the Family & Closely Held Business Summit, on Wednesday, June 7 from 2-6:30 p.m. at the Brookfield Conference Center. The event, sponsored by Meisner Tierney Fisher & Nichols and National Exchange Bank & Trust, with supporting sponsor Blackhawk Capital Partners, will feature a keynote conversation with leaders from Sheboygan Fallsbased Bemis Manufacturing Co. and Bill Edstrom, owner of Edstrom Consulting Group.

There will also be a panel discussion featuring Jeannie Cullen Schultz, co-president of Janesville-based JP Cullen; Nathan Liebl, chief operating officer and co-owner of Butler Tool, Inc.; Anne Cookson, co-owner of Wauke-

sha-based Baker’s Quality Pizza Crusts & Crustology; and Matthew Powell, president of Pewaukee-based Century Fence. Panelists will discuss their own transition into family business leadership and ownership, how they aim to grow their companies, navigating family dynamics, and much more.

Following the keynote and panel, the event continues with three breakout sessions. Topics include a guide to raising outside capital, navigating cultural continuity in a family-owned business, and evaluating exit planning options like an internal or external sale, private equity or an employee stock ownership plan.

For more information and to register, visit biztimes.com/family.

Ahead of their keynote conversation, Richard Bemis, director and past chairman and CEO of Bemis Manufacturing, and his daughter, Vesla Hoeschen, chair of the board of Bemis Manufacturing, shared insights on how Bemis has grown into a global leader in toilet seat manufacturing and one of the top non-automatic contract plastics manufacturers in North America. The company was founded in 1901 and, with Hoeschen, is now in its fourth generation of family leadership.

BIZTIMES: IN YOUR MIND, WHAT HAVE BEEN SOME OF THE KEYS TO BEMIS’ LONGEVITY AS A FAMILY BUSINESS?

Richard Bemis: “I believe innovation has been a key to our success. Bemis has a long history of developing patents for our products. We have

also created manufacturing processes unique to our company which differentiate us from our competitors. For example, we developed a flowcoat process for painting our molded wood toilet seats, we used robotics for high-speed assembly of our toilet seats and built our own compression presses to accommodate high-volume molding. So, both product innovation and manufacturing innovation have contributed to our long-term success.”

Vesla Hoeschen: “I agree, and I would add strong leadership and constant re-investment back into the company, our people and our community.”

WHAT HAVE BEEN THE KEYS TO SUCCESSFUL

TRANSITIONS BETWEEN GENERATIONS?

Bemis: “My brother, Peter, and I recognized early on that we were caretakers of the company and we committed to leaving it in better condition than we found it. We took a thoughtful approach to planning to avoid an interruption in family ownership due to inheritance tax. Having two classes of stock – voting and non-voting – allowed us to transition ownership to the next generation without relinquishing control. Reinvestment back into the company was made with the long-term view toward a successful transition.”

Hoeschen: “I will point out that prior generations were all operating owners, but that has changed with my generation. The fourth generation is committed to redefining what it means to be an owner and allowing for different styles of ownership engagement – operating, governing and investing. We are also transitioning to a new style of governance, one more democratic than autocratic.”

BEMIS’ PRODUCTS HAVE CONTINUED TO EVOLVE OVER THE YEARS. WHAT ARE THE KEYS TO INNOVATION AND HOW DO YOU AVOID EMPLOYEES HAVING AN AVERSION TO CHANGE?

Bemis: “It’s hard to romance a toilet seat, but we have. And we’ve done it for 90 years since we first started making them in 1933. By listening to our customers, we have improved upon the humble toilet seat. Customers wanted the toilet seat to be easier to change – we developed a top-mounting hinge with rust-proof hardware. Customers wanted the toilet seat to be easier to clean – we designed a hinge that allows for quick removal for cleaning. Customers wanted a more comfortable seat – we developed a heated seat, one with a night light and one with padding. As customers want more and more from a toilet seat, we are working to develop a seat to meet their needs. Jeff Lonigro, our CEO, continues to focus on market-back innovation to drive future success. Visionary leaders have to push boundaries, ask

Richard Bemis Vesla Hoeschen

tough questions and sell the concepts of change.”

WHAT ARE SOME OF THE KEYS TO GOOD FAMILY BUSINESS GOVERNANCE?

Hoeschen: “I believe you need a strong, independent, fiduciary board where open communication is encouraged. The board is not always going to be 100% aligned, but if there is a robust discussion and different opinions are allowed to be expressed, you get to better answers. Our independent directors outnumber our family directors and it takes trust from the family to make this work. Good communication needs to exist within the family as well. Our different voices

need to be heard and respected, and we do this in our Family Council. I’m making this sound a lot easier than it is in practice. We’ve been working on improving our communication for years.”

HOW CAN FAMILY BUSINESSES GO FROM KNOWING BEST PRACTICES IN GOVERNANCE TO ACTUALLY IMPLEMENTING THE PRACTICES AND THEN SUSTAINING THOSE CHANGES?

Hoeschen: “There is no checklist of tasks for success. Each family business is unique, which means there is no one-size-fits-all path for success. The family needs to be committed to doing

some heavy lifting, working together, making choices that benefit all of the stakeholders involved –not just the shareholders but the employees, business partners and local communities as well. We’ve also had good success leaning on our independent board members.”

Bemis: “You gotta walk the talk. You need to be willing to do the work. Sometimes a professional consultant can bring a lot of value to helping the family plan, execute and sustain best practices. Making it to the fourth generation does not just happen naturally, it cannot be an afterthought. The family must be deliberate in their efforts to create a successful transition.” n

Ann Cookson

Nathan Liebl

Jeannie Cullen

Matthew Powell

Following pandemic, tourism in Ozaukee County has rebounded

BY ASHLEY SMART, staff writer

IN MAY OF 2020, during the height of the COVID-19 pandemic, Festivals of Cedarburg announced the cancelation of the city’s Strawberry Festival, an event that typically draws 50,000 visitors each year. Then came the cancelation of Wine & Harvest Festival, the city’s next biggest two-day festival. What followed was two years of uncertainty about public gatherings of any kind.

While it’s typically neighboring Milwaukee that’s known for its abundance of festivals, Ozaukee County also has many warm-weather events for visitors, ranging from festivals and parades to fairs and art walks. It may have seemed like an insurmountable task at the time of lockdown and health restrictions, but several Ozaukee County business leaders now believe the area’s tourism sector has fully recovered from the pandemic, once again attracting pre-pandemic levels of visitors and economic impact.

“We have definitely rebounded from COVID. In fact, I would say our last Strawberry Festival and Wine & Harvest Festival were right back where they were before,” said Cori Rice, president of Festivals of Cedarburg. Both events retuned in 2022 after a two-year hiatus.

Rice said it’s tricky to estimate attendance for Cedarburg’s festivals as they’re free of charge and

there isn’t an entrance gate. However, Festivals of Cedarburg is projecting that this year’s Strawberry Festival and Wine & Harvest Festival attendance numbers will again reach pre-pandemic levels.

One way municipalities can gauge how many visitors are coming through the area is by looking at the amount of money brought in by room taxes, generated by temporary lodging such as hotels and Airbnb.

From 2021-2022 Cedarburg saw a 25% increase in room tax revenue, according to Maggie Dobson, executive director of the Cedarburg Chamber of Commerce. The chamber is projecting a similar increase for 2023. Cedarburg has two inns for visitors: the Washington House Inn and The Stagecoach Inn Bed and Breakfast.

“We’ve learned here in Cedarburg, way before the pandemic, that if you put all of your eggs in one basket for four days out of a 365-day year, that’s not good,” said Dobson. “We certainly love the influx that our festivals bring us –there’s no dollar amount we can put on those – it’s definitely something businesses benefit from financially.”

She said some of city’s smaller events like the Fourth of July parade, Rotary Music Festival and

Country in the Burg have all also seen attendance numbers rebound.

“I definitely think that we’ve come back and feel very strongly about the future of Cedarburg,” said Dobson.

As for the Ozaukee County Fair, which is another ticket-free event, available attendance data shows it has completely recovered since the pandemic, seeing a 20% increase.

SMALLER COUNTY EVENTS

Wayne Chrusciel, executive director of Port Washington Tourism Council, said the city has also seen a boost in room tax revenue. Port Washington’s Fish Day festival, which was canceled in 2020 and 2021 but returned in a smaller format in 2022, is scheduled for this July.

“We are up 52% (in room tax revenue) in 2022 versus 2019,” said Chrusciel. “We had little to no short-term stay revenue in 2019, and a decent amount in 2022. If you factor out this money from 2022, we were still up 26% in 2022 versus 2019.”

2020 was also a tough year for lodging in Grafton, said Pam King, executive director for the Grafton Area Chamber of Commerce. Grafton’s room tax revenue decreased by about 70% from 2019 to 2020, then increased in 2021.

“(In 2021) we were at about 80% of where we were in 2019,” said King. “In 2022, we were back to where we were in 2019 and we anticipate that we will surpass those figures in 2023.”

Grafton’s biggest event of the year is the Giro d’ Grafton, part of the Tour of America’s Dairyland bike series. The 2020 Giro d’ Grafton event was canceled. In 2021, the number of racers was down significantly because of travel restrictions internationally. In turn, attendance at the event was also down.

“In 2022, the number of riders increased as did our spectators, and in 2023, we are anticipating a record number of riders in our race,” said King.

One of largest tourism events in the Mequon-Thiensville area is Lionfest, a three-day festival held at Thiensville Village Park.

The Thiensville-Mequon Lions Club estimates that Lionfest attendance hovered between 7,000 to 10,000 people in 2021 and 2022. Lionfest is another Ozaukee County event that can be difficult to gauge attendance for since it is free, said Jim Doornek, member of the Thiensville-Mequon Lions Club, but he believes the event has returned to full health since the pandemic.

“It’s hard to tell,” said Doornek. “I’d say (attendance is) back to about the same. Income is up, but that could be due to higher prices.”

Best “Dam” Blues Festival, Thiensville’s newest festival, is also held in Thiensville Village Park. Attendance for the festival in 2021, the first year the event was held, was estimated to be 3,000 people. In 2022, it drew 4,000 people. n

FESTIVALS OF CEDARBURG

Cedarburg’s Strawberry Festival will take place June 24 and 25.

Providing the right tools

I-43/Highway 42 area in Sheboygan County booms with development

BY KATHERINE BECK, for BizTimes

THERE’S NO DOUBT building in a highly visible location is desirable for a business, such as near the Interstate 43 and Highway 42 interchange in Sheboygan County. However, that’s not the only reason that prominent companies have begun projects in the area, says Town of Sheboygan Chairman Dan Hein. It’s also the town’s low tax rate, tax incremental financing and efficiency of which the town government works that also makes that area appealing to businesses and developers.

Hein said there’s no doubt that the accessibility of the interstate from the area along Highway 42 lures in companies as well as residents. As such, work has begun on a 99-acre, mixed-use development project that will contain more than 600 residential units when complete. Dubbed North Town, the project under the oversight of Van Horn Development will include apartments, townhomes and single-family units in pocket neighborhoods. That’s in addition to retail spaces, dining, a hotel, offices and an area for activities and gatherings.

Another hotel, this one about a quarter mile from the interchange, with 90 rooms should be completed in June 2024 and will operate under the Home2Suites by Hilton hotel brand. The hotel will sit on a 9-acre piece of land purchased by Iowa-based hotel developer Kinseth Hospitality Cos.

The Town of Sheboygan, like many communities these days, is also getting a new car wash. A Club Car Wash has received approval to build on

Highway 42. It will be 5,000 square feet and employ three people.

As one of the larger towns in Wisconsin, Hein said, the Town of Sheboygan created a 20-year TIF district that expires in 2025 and has helped with the much-anticipated Olive Garden on the northeast corner of Highway 42 and Interstate 43. It will be the first Olive Garden location in the county. Hein said many residents of the town and county have been asking for an Olive Garden.

“We work well with developers. We are eager to see their project come to fruition,” said Thomas Holtan, director of public works for the town. “We have been complimented quite a bit on how well town staff works with developers and how painless the processes are.”

Hein said the town operates faster than a lot of municipalities that developers have worked with previously but stressed that town hall doesn’t “cut corners.” Instead, the town relies upon its legal department and doesn’t have a lot of layers that a developer has to get through.

“We are partners. We want them to succeed as much as they want to succeed,” Holtan said.

Hein said the town’s 2.4% tax rate proves to be attractive to many, as well as the town adding a new water tower to support development.

Holtan said the water tower will cost about $4.7 million and hopes to award a contract this summer. Building a larger water tower is no small task and likely won’t be completed until 2025.

A parcel of land that is not being utilized

but has lots of potential, Hein said, is the former Menards site near Interstate 43 and county Highway J. Sam’s Club bought the 25-acre parcel in 2014 but construction kept getting delayed even after approvals were received from the town, Hein said. The Sam’s Club project never moved forward.

“We are working on developing that parcel,” Hein said, adding there has been some interest from developers but that they cannot be a competitor of Sam’s Club’s parent company Walmart. Hein declined to share any other information on companies that have shown interest in the parcel.

Another area of focus for the Town of Sheboygan is a parcel near the Olive Garden site that could be divided into one or two lots and used for additional restaurants.

Brian Doudna, executive director of the Sheboygan County Economic Development Corp., agreed the town’s proactive step of developing a TIF district has helped attract development. While most of the leads on possible developers have come from the town’s government, Doudna says his organization tries to work as an intermediary and help support development in the area.

“All the signs point to that corridor as being active,” he said. “Without a doubt, the proactive approach of the community, as well as their financing tools, means that future success is going to be happening.”

What other development might be on the horizon for the Town of Sheboygan? Area residents know what they want.

“People have a wish list,” Hein said. “Now that you have an Olive Garden, Chick-fil-A is the number one restaurant people really want.” n

Rendering of the North Town mixed-used project underway in the town of Sheboygan.

KORB & ASSOCIATES ARCHITECTS

BY ALEX ZANK, for BizTimes

HOUSING INDUSTRY experts praised Washington County’s Next Generation Housing initiative that aims to stimulate the development of more affordable owner-occupied homes in the county, but added there are additional factors that need addressing in order to add more units to a market that has extremely limited supply.

County officials note that, over the last few decades, housing costs have increased significantly, making it difficult for younger people to purchase their first home.

“The main problem in (the first-time homebuyer) price point is that there are no homes available,” said Josh Schoemann, Washington County executive and the one spearheading the NGH initiative.

The Milwaukee metro area needs 6,000 listings of homes for sale to meet demand, but there are only about 2,500 currently on the market, said Mike Ruzicka, president of the Greater Milwaukee Association of Realtors. The market is even tighter for homes priced under $400,000, and starter homes seem like a rarity in the region.

“Unfortunately, there’s no single arrow that’s going to slay the dragon,” Ruzicka said.

One recent morning, Schoemann saw 10 homes listed in that price range. But by 11 a.m., a local realtor informed him that number had already dipped down to just four. Business leaders frequently tell Schoemann about their difficulties in finding enough workers, and one part of the problem is the lack of housing options for people they want to employ.

NGH launched in October 2021 with the goal of creating 1,000 new owner-occupied dwelling units with 75% sold for less than $300,000 and

25% sold for less than $400,000. The initiative has the backing of numerous municipalities within the county, along with business groups, lenders, realtors and nonprofit organizations.

The NGH coalition identified a handful of key housing barriers: high development costs (including land and infrastructure), mortgage costs, zoning restrictions, public skepticism of new projects and an unfamiliarity in the buying process among would-be homebuyers.

With its total budget of $10 million, NGH has $6.75 million to facilitate three pilot developments, a $2.5 million down payment program for buyers and $750,000 for costs to help kickstart housing projects in local communities. Pilot development funding will go toward planning services, building new infrastructure, permitting and developer incentives, among other things.

One pilot project, The Oaks of Jackson, recently broke ground in the village of Jackson. The 20acre subdivision will create 101 new units. Plans call for 53 single-family homes, four duplexes and 40 townhouse-style units, said Jen Keller, Jackson village administrator.

Infrastructure work is slated to be complete by the fall. The village is working with builders that expressed interest in building the homes, with the goal of finalizing development agreements by August to sell the village-owned lots, said Keller. Construction could begin in October with some homes occupied as early as April next year.

“We’re hoping in the next 12 months to be handing keys to new homeowners,” Schoemann said.

But there are numerous factors outside the

scope of NGH that impede the construction of new, affordable housing in both the metro area and the entire country. Brad Boycks, executive director of the Wisconsin Builders Association, said one of the top issues he hears most frequently from members is local regulation. Things like impact fees, minimum lot sizes and street and sidewalk width requirements make it more difficult and expensive to build homes.

“WBA and its members are obviously supportive of any group or local unit of government that is trying to do creative things to bring more housing, especially workforce housing options, to people who reside in those areas,” Boycks said.

Other impediments include the inflating cost of building materials and labor. Boycks said it seems that as soon as pricing increases moderate for one building material, another one will shoot up.

Another is the pushback that many residential projects face from residents. Housing experts cited NIMBYism (short for “not in my backyard”) as a massive, continuous impediment to new residential projects.

Developers know well the frustration of crafting residential development plans in an area that a municipality identifies in their long-range plans for new housing, only for those plans to be met with stiff resistance at public hearings, said GMAR’s Ruzicka.

“When things get to the plan commission, it’s like they’re running into sand,” he said.

Boycks and Ruzicka said they support proposals in the state Legislature that would make it easier for housing projects to win approval at the local level. The legislation would require communities to issue building permits on residential projects that meet existing local requirements, and limit their ability to require supermajority approval on zoning changes.

But the solution to NIMBYism is not a government mandate, Schoemann contended, while not addressing specific state legislation. Rather, local leaders must convince residents as to why more residential projects are needed in their communities through open, honest dialogue, he said.

Schoemann said when speaking with constituents about the need for new housing, he asks them to think back on their first home buying experience. He asks for details such as the size of their lot and home, the cost of their mortgage and what job or jobs were they working to pay that mortgage. This exercise helps them reflect on the type of home a younger or first-time buyer needs, and realize how out of sync supply and demand are for those housing options.

“Once you do that with somebody, what I’ve found is that those barriers of NIMBYism start to fade,” he said. “They find themselves in the shoes of (younger, first-time homebuyers) and go, ‘Oh yeah, I guess I do remember.’” n

Washington County initiative to create more affordable homes a good start, but more work needed, say industry groups

ALEX ZANK

Site work is underway for The Oaks of Jackson, one of the Next Generation Housing initiative pilot projects.

Keep up with BizTimes’ 2023 roundup

of the leaders making a difference throughout southeast Wisconsin.

At companies across southeast Wisconsin, notable executives are running businesses, navigating company restructurings, serving on boards, running marketing departments, and investing in growth throughout the region. The notable individuals profiled in these categories are nominated by their peers at work and in the community.

N OTA BLE LEADERS I N ACCOUNTING

Profiling accomplished accounting professionals who are making a difference where it counts.

Nomination Deadline: June 26, 2023

Issue Date: July 24, 2023

Look for these Notable and Rising Stars nominations in 2023!

Notable Alumni

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

Notable Leaders in Sustainability

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

Rising Stars in Manufacturing

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

Notable Women in Insurance

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

Notable Women in Hospitality

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

Notable Health Care Leaders

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

To view this year’s winners and nominate, visit biztimes.com/notable

N OTA BLE NONPROFIT BOARD LEADERS

BizTimes Milwaukee is proud to present its inaugural showcase of Notable Nonprofit Board Leaders spotlighting members of the region’s business community who go above and beyond to give back and serve on boards for local nonprofit organizations that are doing good work to make southeastern Wisconsin a better place to live.

METHODOLOGY: The honorees did not pay to be included. Their profiles were drawn from nomination materials. This list features only individuals for whom nominations were submitted and accepted after review by our editorial team. To qualify for the list, nominees must be currently serving on a nonprofit board based in southeastern Wisconsin, must have demonstrated the ability to effect change within the organization and must have contributed to specific initiatives or programs and have contributed to significant and measurable results.

ANN HANNA MANAGING DIRECTOR AND FOUNDER

TAUREAU GROUP BOARDS: BIZSTARTS, HISTORICAL THIRD WARD ASSOCIATION

Ann Hanna, managing director and founder of investment banking firm Taureau Group, has led Milwaukee-based BizStarts through transformational changes.

“Ann helped us truly realize the mission of supporting the most fragile entrepreneurs, to create opportunity through entrepreneurship and prosperity for all,” said Patrick Snyder, president of BizStarts.

Hanna was elected chairperson of BizStarts’ board of directors in 2019, changing the leadership structure and marking the first time the board was not led by founder and president Dan Steininger.

“In 2019, BizStarts shifted its focus to intentionally supporting BIPOC (Black, Indigenous and people of color) entrepreneurs residing in Milwaukee’s low-to-moderate-income neighborhoods to address the greatest need and opportunity for impact,” Snyder said.

In 2021, BizStarts served 750 entrepreneurs; 92% of businesses it supported were owned by people of color and 83% were owned by women.

SCOTT LUBER ADA/UNIVERSAL DESIGN CONSULTANT DISABILITY ADVOCATE AND RETIRED CPA BOARDS: THE ABILITY CENTER (VICE CHAIRMAN), INDEPENDENCE FIRST (CHAIRMAN)

Scott Luber has had a successful professional career despite having muscular dystrophy and being dependent on a ventilator. Luber currently serves as vice chairman of the board at Independence First and chairman of the board for The Ability Center. His leadership on both boards has helped create collaborative opportunities for people with disabilities, according to the organizations’ executive directors.

Luber has served Independence First for 32 years in various capacities, and he joined The Ability Center’s board six years ago.

“Scott was part of a recent effort resulting in a historic court case clarifying Wisconsin’s voting laws,” said Marci Boucher, executive director of Independence First. “He was part of a lawsuit in federal court challenging barriers that made it unclear if people with disabilities could get assistance submitting their ballots during elections. Last November, Scott’s story and the arguments of the other plaintiffs was convincing enough to win the case. Now people with disabilities can have assistance, allowing equal access to voting.”

WAYNE LUEDERS PARTNER FOLEY & LARDNER

BOARD: THE FLORENTINE OPERA (SECRETARY)

Wayne Lueders has been involved with The Florentine Opera for decades, and has served in multiple roles, including board president.

“With his passion for the art form, strong guidance in all matters – and as a Florentine historian – Wayne’s service has been invaluable in my time at the company,” said Maggey Oplinger, general director and CEO at The Florentine Opera. “Wayne and his wife, Kristine, gave the lead gift for the Lueders Opera Center in Riverwest. He served during multiple leadership searches, helped steer the ship during the COVID-19 pandemic and created our bylaws.”

Lueders, partner at Milwaukee-based law firm Foley & Lardner LLP, has served on the board of multiple nonprofit organizations in the city, including the Milwaukee Art Museum. Additionally, Leuders has been rated as AV Preeminent, the highest performance rating in the Martindale-Hubbell Peer Review Ratings, was selected by his peers for inclusion in The Best Lawyers in America in the field of Trusts and Estates (1991-2023) and was recognized in Who’s Who in America.

BRUCE MORTON SENIOR RISK CONTROL CONSULTANT MARSH MCLENNAN AGENCY

BOARD: WISCONSIN CONSTRUCTION WELLNESS COMMUNITY

A sobering fact led to the creation of the Wisconsin Construction Wellness Community.

“Suicides among construction workers are four times higher than the general population,” said Mark Redetzke, director of marketing and business development for MKE Iron Erectors Inc.

“This crisis was the call to action that brought prominent members of the Wisconsin construction industry together to launch the Wisconsin Construction Wellness Community in 2022.”

Bruce Morton, WCWC founding member and president of the board of trustees, is a driving force behind the nonprofit’s vision to provide resources and training for construction workers and lead the fight to destigmatize the shame often felt by those suffering from mental health issues.

“Not only does Bruce lead the organization’s efforts, he shares his own personal experiences,” said Redetzke. “By making himself vulnerable, Bruce drives home how common mental health problems are, and more importantly he leads the way in normalizing mental health issues in the workplace.”

BILLIE JEAN SMITH

INTELLECTUAL PROPERTY ATTORNEY

BOYLE FREDERICKSON S.C.

BOARD: ABCD: AFTER BREAST CANCER DIAGNOSIS (PRESIDENT)

Billie Jean Smith, intellectual property attorney at Milwaukee-based Boyle Fredrickson S.C., has more than 30 years of experience in her field. Her technical background in engineering gives her insight into the issues innovators face when procuring and protecting their intellectual property rights. She also has served as a member or leader for 28 arts, women and girls, and economic development organizations in Milwaukee and beyond.

Smith was named board president of ABCD: After Breast Cancer Diagnosis in 2020, having joined the board four years prior and serving as board treasurer from 2018-20. She led ABCD through the financial obstacles of the COVID-19 pandemic, ensuring its services were available during an exceptionally difficult time for breast cancer patients and survivors.

“Billie has made a significantly positive impact in our community,” said Ellen Friebert Schupper, executive director of ABCD. “She dedicates 15-20 hours per week to ABCD, providing leadership, commitment and significant amounts of time to ensure the short- and long-term sustainability of our organization. … Billie is a visionary leader who is willing to take risks and try new things to elevate awareness of ABCD’s work while expanding our donor base.”

Thanks to great leadership, UNIVERSAL PARK is breaking ground!

We’re transforming Wisconsin Avenue Park into a multigenerational, safe space where people of all ages and abilities can play. The 18 acres of universal play will feature an inclusive and special needs playground, play pockets, an inclusive challenge course, family fitness area, the first universal ball field, sensory woods, accessible trails, and countless opportunities to be fi t, active, healthy, and to play TOGETHER.

More than $4 Million has been committed to transform Wisconsin Avenue Park into America’s most universally inclusive park.

Congratulations to Scott Luber, The Ability Center’s Board President, for being a Notable Nonprofit Board Leader! Special thanks to Founder, Damian Buchman, for providing leadership and vision.

Join us in ensuring everyBODY can play together by donating today. Naming opportunities still available.

Damian Buchman

Scott Luber

Ad paid for by the generosity of family and friends of Scott Luber.

PATRICK MARTIN ASSISTANT VICE PRESIDENT - BUSINESS LENDING OFFICER

LANDMARK CREDIT UNION BOARD: HMONG WISCONSIN CHAMBER OF COMMERCE (PAST PRESIDENT)

Patrick Martin, assistant vice president at New Berlin-based Landmark Credit Union, in January became past president of the board of the Hmong Wisconsin Chamber of Commerce, having served a three-year term as board president.

In addition, Martin has served as chair of the HWCC board’s loan review committee since 2016. Past service to HWCC includes co-chair of the board, treasurer and the chair of the finance committee.

“He has also assisted HWCC members by providing financial education,” said Maysee Herr, CEO of HWCC.

Martin, who has more than 10 years of consumer lending experience and 11 years in commercial lending, leads Landmark’s Focus Real Estate program for purchasing or refinancing commercial owner-occupied buildings and smaller apartment buildings, primarily in Waukesha and Milwaukee counties. He has worked in banking since 2002 and has experience in retail and commercial relationships. Martin also served as a FDIC Money Smart Small Business Trainer, working with chambers of commerce and other organizations to provide small business training.

HEATHER VAN VUGT RAMIREZ ADJUNCT PROFESSOR AND COMMUNITY VOLUNTEER MARQUETTE UNIVERSITY LAW SCHOOL BOARDS: UNITED PERFORMING ARTS FUND, ACTS HOUSING

An adjunct professor with Marquette University Law School, Heather Ramirez has served on several Milwaukee-area boards that work to improve core services for underserved parts of the community. These include Meta House, Legal Action of Wisconsin and Acts Housing, where she will soon serve as board chair.

“She has also shared her appreciation for arts education by serving as a founding member of the United Performing Arts Fund’s Notable Women program, joining the UPAF Board in 2018 and now chairing UPAF’s governance committee,” said Patrick Rath, president and CEO of UPAF.

“Heather was the first individual to raise her hand for UPAF’s Positioning Task Force, which led the way for doubling UPAF’s annual support to a record 47 regional performing arts organizations and increasing the count of BIPOC-serving arts organizations funded to more than 20% of the total. Heather continues to ensure access for all in whatever she does and is changing the fabric of our community where all are seen and represented,” Rath said.

ERIC

PARTNERS BOARD: ST. THOMAS MORE HIGH SCHOOL (CHAIRPERSON)

CONNER CHIEF OPERATING OFFICER AND CHIEF COMPLIANCE OFFICER PEGASUS

Eric Conner joined the board of directors of St. Thomas More High School in Milwaukee in August of 2017. Since then, he has served on several committees, including finance, governance, board development and investments.

A 2003 graduate of St. Thomas More, Conner has mentored several STM students who come from underrepresented backgrounds.

In July 2022, Conner became co-chairperson of the school’s strategic planning steering committee. He stepped into the role of chairperson in November 2022, following the death of former board chair Robert Schleck.

“Most organizations would be shaken by the death of its board chairperson, but thanks to Eric’s calm, steady leadership, STM has mourned the loss of Robert Schleck while continuing the school’s upward trajectory, of which Schleck was so proud,” said Dan Steffes, director of development and alumni of St. Thomas More.

The school is in the midst of a record-breaking fundraising year, having significantly surpassed its $1.7 million goal with three months to go in the fiscal year. The annual Dinner Auction in March raised more than $297,000, shattering the previous year’s record of $226,000.

CONGRATULATIONS GREG WESLEY

GREGORY

WESLEY SENIOR VICE PRESIDENT OF STRATEGIC ALLIANCES AND BUSINESS DEVELOPMENT | INTERIM GENERAL COUNSEL

MEDICAL COLLEGE OF WISCONSIN

BOARD: BOYS & GIRLS CLUBS OF GREATER MILWAUKEE (CHAIR)

Gregory Wesley is the senior vice president of strategic alliances and business development and interim general counsel for the Medical College of Wisconsin. He is also board chair for Boys & Girls Clubs of Greater Milwaukee.

Wesley is instrumental in providing steady guidance across all facets of the agency with a focus on business-impacting initiatives. He stepped in twice to serve as interim board chair before taking on the most senior board role, according to BGCGM president and CEO Kathy Thornton-Bias.

“He leads the executive committee and served as an integral member of the task force created to assist the agency in developing a plan to allocate and invest a $17 million gift from (philanthropist) MacKenzie Scott,” Thornton-Bias said.

In addition, Wesley supports the interview process for seniorlevel staff positions and meets individually with candidates. He also sits on the BGCGM Finance and Governance Committees.

DAVID GAY MANAGING PARTNER ERNST & YOUNG LLP

BOARD: BOYS & GIRLS CLUBS OF GREATER MILWAUKEE

As the managing partner of Ernst & Young LLP’s Milwaukee office, David Gay leads the Wisconsin practice across assurance, tax, strategy and transactions and consulting services.

Gay also serves as the first board vice chair and the development committee chair for the Boys & Girls Clubs of Greater Milwaukee. He joined the board of trustees in 2014 and served as board treasurer and finance committee chair before taking on his current leadership role.

He also is a member of the board of trustees executive committee and served as a member of the task force created to assist the agency in developing a plan allocating and investing a $17 million gift from philanthropist MacKenzie Scott. Gay also supports the interview process for senior level BGCGM positions and meets individually with candidates.

“He brings more than 25 years of experience working with senior management and boards,” said Kathy Thornton-Bias, BGCGM president and CEO.

ANNE ZIZZO FOUNDER AND CEO ZIZZO GROUP

BOARDS: BOYS & GIRLS CLUB OF GREATER MILWAUKEE (VICE CHAIR), UNITED PERFORMING ARTS FUND

Anne Zizzo, founder and CEO of Milwaukee-based Zizzo Group and founder of Zizzo Ventures LLC, serves as the second board vice chair for the Boys & Girls Clubs of Greater Milwaukee. She joined the BGCGM board of trustees in 2003.

“Anne and her team provide ongoing guidance in the areas of public relations and crisis communication and are a critical resource in difficult times,” said Kathy Thornton-Bias, president and CEO at BGCGM.

Zizzo is also a member of BGCGM’s governance committee. As a member of the board’s executive committee, Zizzo supports the interview process for senior level BGCGM positions and meets individually with candidates. In 2012, BGCGM recognized her with its Annabell Cook Whitcomb Award.

Zizzo also serves on the United Performing Arts Fund board of trustees.

“With UPAF, Anne is committed to improving the digital experience so everyone in our community can feel welcomed and engaged with our vibrant performing arts community,” said Patrick Rath, president and CEO of UPAF.

David Gay Board 1st Vice Chair

Anne Zizzo Board 2nd Vice Chair

Gregory Wesley Board Chair

STEPHEN ADAMS FOUNDER AND PRESIDENT COMMUNITY DEVELOPMENT MANAGEMENT PARTNERSHIPS

BOARD: RIVERWORKS DEVELOPMENT CORP.

Stephen Adams, founder and president of Milwaukee-based Community Development Management Partnerships, has been instrumental to Riverworks Development Corp.’s mission and vision, according to executive director Darryl Johnson.

“Through his years of experience in economic and community development in the public, private and nonprofit sectors, Steve’s expertise in advocacy, strategic planning and connecting public, private and nonprofit sectors has helped pave the way for critical revitalization efforts in the Harambee and Riverwest communities, and beyond,” said Johnson.

These efforts include $11.6 million dollars in catalytic real estate development, including two commercial projects and 36 affordable housing units; the expansion of Riverworks Financial Clinic, which annually helps more than 1,000 individuals reach their full financial potential through one-on-one financial coaching and free tax services; the launch and growth of Riverworks Business Development Hub, which helps grow businesses and spur economic growth through training and technical assistance, with a focus on black-owned small businesses; and development of the Beerline Trail.

PAUL BARTELT CEO (RETIRING) VOLLRATH FOODSERVICE

BOARD: NOURISH FARMS (PAST PRESIDENT)

Paul Bartelt, who will soon retire as chief executive officer of Sheboygan-based Vollrath Foodservice after 15 years, served as board president of Nourish Farms in Sheboygan for six years.

He continues to serve on the board of the organization, which was established in 2009 to offer farm-to-school and farm-tocommunity programs.

“Paul transformed the organization from addressing food insecurity to one that empowers the community to make wholesome food choices through education and hands-on experiences that demonstrate how to grow, source, cook and enjoy good food,” said John Donovan, president of CloverNord Management Consulting.

Bartelt also served on the board of the Boys & Girls Clubs of Sheboygan County from 2010-20 and in 2021 was Sheboygan’s first inductee to the Wisconsin Hall of Fame for Boys & Girls Clubs.

“For his work with the Boys & Girls Clubs and Nourish Farms, he smartly got the boards focused on the balance of operating as a business when both faced financial challenges,” said Stephanie Schafer-Dlugopolski, director-global corporate communications at Johnsonville LLC.

CRAIG FAUST CHIEF OPERATING OFFICER INPRO CORP. BOARD: MAKE-A-WISH WISCONSIN (CHAIR)

Craig Faust began supporting Make-A-Wish Wisconsin after founding Burlington-based HGI Co. in 2003. The company was later sold to Quad/Graphics. Faust donated more than $100,000 in in-kind printing to Make-A-Wish and introduced numerous donors to the mission, resulting in more than $200,000 in additional giving.

Now, as chief operating officer at Muskego-based Inpro Corp., Faust continues to introduce colleagues to the Make-A-Wish mission.

In 2009, Faust became involved with Yacht Blast for Kids, working to provide boating experiences for wish kids and their families and helping organize a fundraiser that has raised $1.6 million to date. Faust now leads the event, held annually at the Milwaukee Yacht Club.

In September 2018, Faust joined the Make-A-Wish Wisconsin board of directors and currently serves as board chair. “Craig’s service and leadership have helped guide Make-A-Wish Wisconsin, so we are positioned to grant thousands of wishes for deserving children,” said Patti Gorsky, president and CEO of MakeA-Wish Wisconsin.

JEREMY GUTH SHAREHOLDER O’LEARY-GUTH LAW OFFICE S.C. BOARD: FRIENDS OF THE DOMES (PRESIDENT)

Attorney Jeremy Guth, a partner at Mequon-based O’Leary-Guth Law Office S.C., joined the Friends of the Domes board in 2017, later becoming secretary, then vice president and most recently president in 2020.

In these roles, Guth helped guide the Friends of the Domes’ restructuring and strategic planning.

“Under Jeremy’s leadership, the group has improved its board structure, committee focus, policies, procedures, and governance documents. He also played a key role negotiating, revising, and implementing the most recent version of the contract in place between Milwaukee County and the Friends of the Domes to enhance the relationship between the two groups,” said Maureen O’Leary, president of O’Leary-Guth, a trusts, estates, tax and business law firm.

In 2021, Guth helped the nonprofit recruit a new executive director. He also contributes to the oversight and management of the organization’s investment policies.

REBECCA MITICH OFFICE MANAGING PARTNER

HUSCH BLACKWELL LLP

BOARDS: MILWAUKEE ECONOMIC DEVELOPMENT CORP., UNITED PERFORMING ARTS FUND, URBAN ECOLOGY CENTER

Rebecca Mitich, managing partner of Husch Blackwell’s Milwaukee office, helps create safe, affordable housing in Milwaukee through her service on the board of the Milwaukee Economic Development Corp.

Mitich also serves on the board of the United Performing Arts Fund. She leads UPAF’s allocation committee, which stewards nearly $11 million in annual community support to ensure the performing arts community is welcoming and accessible to all, said Patrick Rath, UPAF’s president and chief executive officer.

Prior to her legal career, Mitich was a grant writer for the Carole Robertson Center, a Chicago nonprofit addressing early childhood education needs.

“From that moment, she saw the impact of board service and how lawyers were often the individuals to first raise their hand to understand and address an issue. As she transitioned into her legal career, Rebecca continues to engage in nonprofit board service opportunities that increase quality of life for all,” Rath said.

SARAH HWANG MARKETING DIRECTOR RENAISSANCE THEATERWORKS

BOARD: NATIONAL MULTIPLE SCLEROSIS SOCIETY – WISCONSIN CHAPTER

Sarah Hwang, marketing director at Renaissance Theaterworks in downtown Milwaukee, has been active with the National Multiple Sclerosis Society since her MS diagnosis in 1999.

She has served on the board of trustees for the organization’s Wisconsin chapter for six years and has participated in Walk MS in Illinois and Wisconsin.

Her team, known as Hwang’s Wok-er’s, have been among the Wisconsin walk’s top fundraisers for the past 10 years, having raised $521,917 so far. Much of the team’s fundraising success can be attributed to the Wok Hard to Fight MS fundraiser held annually from 2014-2021. The event featured a Chinese pop-up restaurant with food prepared by Sarah’s husband, Milt, and volunteers, according to Erica Gumieny, CEO of Pivotal Point LLC. Hwang received the National MS Society’s Impact Award in 2018.

BETH STRAKA SENIOR VICE PRESIDENT OF CORPORATE COMMUNICATIONS AND INVESTOR RELATIONS

WEC ENERGY GROUP PRESIDENT

WE ENERGIES FOUNDATION | WISCONSIN PUBLIC SERVICE FOUNDATION

BOARDS: MAKE-A-WISH WISCONSIN (VICE CHAIR), BOYS & GIRLS CLUBS OF GREATER MILWAUKEE

As president of the We Energies and Wisconsin Public Service foundations, Beth Straka supports organizations across Milwaukee and Wisconsin. In 2022, WEC Energy Group committed more than $20 million to hundreds of organizations.

Since Straka joined the company eight years ago, charitable giving by the foundations has tripled. In 2020, she advocated for and established a funding program for COVID-19 relief. The foundations provided $2 million in funding to organizations supporting health care workers, homeless shelters and food banks.

Straka is also the vice chair of the Make-A-Wish Wisconsin board and serves on the board of trustees of the Boys & Girls Clubs of Greater Milwaukee, on the finance and executive committees.

“Beth Straka’s strategic leadership, experience and vision for how a nonprofit organization should run have made an indelible impact on Make-A-Wish Wisconsin, guiding us through challenging times,” said Patti Gorsky, president and CEO of MakeA-Wish Wisconsin.

KATHRYN WALKER CRM BUSINESS ANALYST ARTISAN PARTNERS BOARD: ABCD: AFTER BREAST CANCER DIAGNOSIS

Kathryn Walker, a CRM business analyst at Artisan Partners, exemplifies what it means to give back to the community as she leverages her professional experience to enhance her service on the ABCD: After Breast Cancer Diagnosis board, said Ellen Friebert Schupper, ABCD executive director.

Diagnosed with breast cancer at 28 years old, Walker has volunteered as an ABCD mentor since 2018, providing one-to-one emotional support to other young people impacted by a breast cancer diagnosis.

“As an ABCD board member since 2019, Kathryn has brought her extensive technical expertise in customer relationship management systems to our organization, leading efforts to increase efficiency and accuracy within ABCD’s complex Salesforce platform,” Schupper said. “Kathryn spends on average 10-15 volunteer hours per week supporting our data management needs, which has enabled ABCD to keep up with a 60% increase in demand for services in the past three years. Kathryn is a true asset to ABCD.”

JOEY WISNIEWSKI DEVELOPMENT COORDINATOR

FIDUCIARY REAL ESTATE DEVELOPMENT BOARDS: EAST SIDE BUSINESS IMPROVEMENT DISTRICT, NAIOPWISCONSIN

In his professional career, Joey Wisniewski, development coordinator at Milwaukee-based Fiduciary Real Estate Development, has contributed to the creation of more than $200 million in multifamily real estate value since 2015 while building relationships in both the private, public and nonprofit sectors. In addition, Wisniewski serves on the board of directors for the East Side Business Improvement District as the economic development/ infrastructure committee chair and on the board of NAIOP-Wisconsin.

Wisniewski has led the BID’s efforts to gain approval for the first tax incremental financing infrastructure for Milwaukee’s East Side as well as approval for a pedestrian public plaza at Ivanhoe Place under the city’s new public plaza program, which allows community groups to turn underused streets into gathering spaces.

“For the North Avenue TIF, Joey spearheaded the BID’s efforts to initially engage GRAEF and TKWA to create a vision document of what a pedestrian- and bike-friendly North Avenue, with traffic calming measures, would look like,” David Smulyan, executive director of the East Side BID.

KIMBERLY KANE PRESIDENT AND CEO

KANE COMMUNICATIONS GROUP

BOARDS: THREE HARBORS COUNCIL - BOY SCOUTS OF AMERICA, SAFE & SOUND

Kimberly Kane, president and CEO of Milwaukee-based Kane Communications Group, credits her father’s example for her desire to serve. Her father ran a gang prevention program in Los Angeles, and she saw the role his board of directors played in the organization’s mission.

For the past 15 years, Kane has held leadership roles with 10 nonprofit boards, including president of TEMPO Milwaukee, where she helped membership double in size, and was the first female board chair of Three Harbors Council - Boy Scouts of America, where she currently leads strategic planning for the council and at the national level.

“I’ve seen Kimberly in action elsewhere, including Rotary and Boy Scouts of America. In each of these environments, she remains consistent, thoughtful; she says what she’s going to do, and she achieves it, if not exceeds it,” said Tracy Johnson, president and CEO of the Commercial Association of Realtors Wisconsin and former TEMPO executive director.

Kane also serves on the board of Safe & Sound.

MICHAEL HUPY ATTORNEY

HUPY AND ABRAHAM S.C.

BOARD: MILWAUKEE CRIME STOPPERS (PRESIDENT)

Attorney Michael Hupy has put up $300,000 in reward money to help solve crime in the Milwaukee community. Over the past seven years, this money has been used as an incentive for people to provide information leading to the arrests and convictions of people responsible for crime in the Milwaukee area. Since 2015, $75,000 of the $300,000 has been rewarded.

Hupy is president of Milwaukee Crime Stoppers, which is part of a nationwide organization that has collected hundreds of millions of dollars to help solve crimes.

“We have far too much unsolved crime in Milwaukee,” said Hupy. “I am proud to serve as the president of Milwaukee Crime Stoppers and to be an activist in this community working to put those who have committed crimes behind bars.”

“Throughout Hupy’s decades of practice, he has demonstrated a passion for giving back to the community with a focus on making the community safer, investing in programs and leading by example,” said Audrey Roth, communication specialist at Hupy and Abraham S.C.

LAURA RAUMAN FOUNDER AND MANAGING PARTNER

VISTA360 LLC BOARD: BLOOM360 LEARNING COMMUNITY (PRESIDENT AND TREASURER)

Laura Rauman founded financial services firm Vista360 LLC and nonprofit Bloom360 Learning Community, both located in East Troy.

Bloom360, a school for neurodivergent students, opened in 2017. Based on her experience with her own autistic daughter, Morgan, Rauman led the development for Bloom360’s educational model and assembled a multi-disciplinary team of occupational therapists, a music therapist, social worker and educators.

The school has served 54 learners who average 15% annual social-emotional growth and make major academic gains. This is a result of the school’s whole-person approach, which combines interest-based projects at a just-right pace and support for sensory processing, says Erica Kochanski, a Bloom360 parent.

“Public school was overwhelming for our elementary-schoolaged daughter,” said Kochanski. “Large class sizes, a onesize-fits-all curriculum, and days filled with transitions made it impossible for her to reach her potential. Thankfully, we found Bloom360. Now, not only is our daughter excelling academically, but also thriving socially and emotionally. With Laura at its helm, Bloom360 is changing the lives of many young neurodivergent people in Wisconsin.”

NICOLE HERMANN GENERAL ACCOUNTANT LUMIN MEDICAL BOARD: THE GATHERING OF SOUTHEAST WISCONSIN

Nicole Hermann served two terms as board president of The Gathering of Southeast Wisconsin, which serves 6,500 meals per week to people who are hungry and often are homeless. She was also community chairperson for two of the board’s committees.

“Nicole Hermann is a natural leader. In addition to working for a small IT services and consulting business, Lumin Medical, she found plenty of time to volunteer at both The Gathering and her church, Prince of Peace Lutheran. She brought meals every month to alcohol and treatment center Serenity Inns,” said Maggie Broeren, a fellow Gathering board member.

Before becoming a volunteer at The Gathering, Hermann was employed full time at the organization as the breakfast program coordinator and office admin from 1994-1999. All told, Hermann has been involved with the organization for more than 25 years. She became a board member in 2016 and served as president in 2020.

LINDA E.B. HANSEN TRIAL LAWYER AND REGISTERED PATENT ATTORNEY (RETIRED) FOLEY & LARDNER LLP BOARD: ABCD: AFTER BREAST CANCER DIAGNOSIS (VICE PRESIDENT)

For more than 30 years, Linda E. B. Hansen worked as a trial lawyer. She became a registered patent attorney in 2003 and in 2004 joined Foley & Lardner LLP, where she practiced patent litigation.

For 13 years, Hansen has been living with stage 4 (metastatic) breast cancer. As an ABCD mentor, Hansen supports others impacted by breast cancer.

“Her compassion and empathy are a true inspiration. Despite the challenges that come with living with MBC, Linda’s story is one of tremendous hope,” said Ellen Friebert Schupper, executive director of ABCD.

As ABCD board vice president, Hansen brings knowledge, expertise and compassion to the organization. She dedicates approximately 20 hours per week to support ABCD’s mission, goals and financial stability, to mentor ABCD participants, and assist other organizations in the breast cancer community. Hansen is also a member of the Wisconsin Breast Cancer Coalition and represents ABCD on the National Breast Cancer Coalition, where she advocates for legislative action for breast cancer patients in Wisconsin and around the country.

SIMMI URBANEK DIRECTOR OF MARKETING GREENFIRE MANAGEMENT SERVICES LLC

BOARD: WALKER’S POINT ASSOCIATION

Simmi Urbanek, director of marketing at Milwaukee-based Greenfire Management Services, joined the Walker’s Point Association upon the recommendation of a former business leader when their company relocated offices to the area.

“What was initially a business development opportunity quickly turned into a passion project,” said Linda Heipp, fellow board director of the Walker’s Point Association. “Within a few years, she was volunteering to help with monthly gatherings, special events and then eventually she joined the all-volunteer board in 2018.” After only a couple of years on the board, Urbanek was elected president. Her efforts to reimagine the association’s monthly gatherings to explore the neighborhood resulted in growing to four times the attendance. She engaged new businesses like Komatsu and Rite-Hite and connected residents to businesses, increasing neighborhood participation.

Urbanek was part of the organizing committee for 5th Street Fest, semi-annual neighborhood clean-ups and holiday bar crawls. She represents the WPA in development discussions, WisDOT projects, MMSD projects, VISIT Milwaukee events and south side initiatives.

ERIC LARSON ATTORNEY

MUNICIPAL LAW & LITIGATION GROUP SC BOARD: WAUKESHA CIVIC THEATRE

Attorney Eric Larson has served since 2018 on the board of directors of Waukesha Civic Theatre. While serving as the board’s vice president from 2018-2020, the theater purchased an adjacent building on Main Street to plan an expansion project while conducting a capital campaign study for renovation and expansion.

Shortly after this purchase, the COVID-19 global pandemic began and Larson played a large role in the survival and growth of WCT through strategic planning and adapting to a virtual world, according to executive director Rhonda Schmidt.

In addition to his current role as board president, Larson serves as chair of the largest fundraising campaign in Waukesha Civic Theatre history and has overseen the multimillion-dollar expansion project, Schmidt said.

“As Waukesha Civic Theatre continues to expand, Eric has supported WCT financially as well as with his time and experience as a leader, focusing on the overall health and stability of the organization and in its growth and development.”

ERICA GUMIENY OWNER AND FOUNDER

PIVOTAL POINT LLC

BOARDS: PROFESSIONAL DIMENSIONS INC. CHARITABLE FUND (CHAIR), THE NATIONAL MULTIPLE SCLEROSIS SOCIETY

Erica Gumieny has held many roles throughout her career, including serving on various boards.

Gumieny has been president of The Parenting Network and the Alverno College Alumnae Association. She currently serves as board chair of Professional Dimensions Inc. Charitable Fund and as a board member and community engagement chair for The National Multiple Sclerosis Society.

“I am honored to serve with Erica in my capacity as immediate past president of Professional Dimensions and have consistently witnessed her stepping up to do the work necessary to make change and empowering others to do the same. Erica has been a member of Professional Dimensions since 2006, serving in various roles including VP of programs, where she connected with leaders throughout Wisconsin to provide programming to the organization’s members,” said Laura Lutter Cole, national account executive at VISIT Milwaukee.

Since its creation in 1985, Professional Dimensions Charitable Fund has raised and donated more than $1.6 million to local organizations that advance the self-sufficiency of women and girls in the local community.

INGE PLAUTZ

SENIOR VICE PRESIDENT AND EXECUTIVE BUSINESS DEVELOPMENT OFFICER

OLD NATIONAL BANK

BOARDS: FIRST TEE — SOUTHEAST WISCONSIN (PRESIDENT)

As board president of First Tee — Southeast Wisconsin since 2017, Inge Plautz has been an active steward of the organization, according to David Cohn, executive director of First Tee, a nonprofit that works to empower kids and teens through golf.

“Inge passionately serves our organization, leading our work to impact the lives of young people by providing educational programs that build character and instill values through the game of golf,” Cohn said.

During her first year as board president, Plautz expanded oncourse programs, oversaw the addition of 15 elementary schools to the First Tee School Program and partnered with Milwaukee County Parks to welcome all kids to play free golf at Noyes Park Golf Course.

“She really has a great pulse of what is going on at the First Tee. Inge’s leadership shines, especially with her ‘how can I help you?’ mantra,” said fellow board member Dan Peterson, managing director at Valuation Research Corp.

JESSICA KNIGHT RETAIL MARKET PRESIDENT

BMO HARRIS BANK

BOARD: CITY YEAR MILWAUKEE

Jessica Knight, retail market president at BMO Harris Bank in Milwaukee, joined the executive board for City Year Milwaukee to provide additional professional development resources to AmeriCorps members and City Year staff, including creating a mentorship and career development program with BMO leaders and City Year.

As a result of these efforts, City Year team members can fulfill their social advocacy commitments by serving their communities through BMO’s Financial Literacy programming. There are currently 10 City Year staff participating in the mentorship program and three considering careers at BMO after their service.

“As a people leader, Jessica champions the idea that the most successful teams and organizations are those that have diverse representation at the table,” said Anthony Hudson, regional president at BMO. “As a result, she is passionate about making sure we’re offering opportunities and supporting our next generation of diverse leaders by pouring into them through coaching, professional development and mentoring activities.” Knight also helped create a nonprofit in her hometown of Germantown. The Germantown Community Coalition has been operating for nearly two years and has held a number of events to support and promote inclusion and education.

FRED AND SUSAN BLIFFERT FORMER PRESIDENT (FRED)

BLIFFERT LUMBER & FUEL CO.

BOARD: THE BLUE LOTUS CENTER (PRESIDENT AND VICE PRESIDENT)

In 2002, Fred and Susan Bliffert founded the Blue Lotus Center, a 64-acre farm and nature retreat in West Bend offering accessible recreational and therapeutic opportunities to individuals experiencing physical, developmental, cognitive, emotional or mental health challenges. The couple continues to lead its board of trustees as president and vice president, respectively.

Susan is an occupational therapist and owns holistic health practice Reflections In Health LLC. Since retiring as president of Bliffert Lumber & Fuel Co., Fred has focused almost exclusively on The Blue Lotus Center as well as his other passion, music.

“Susan and Fred are committed to sharing the healing properties of nature and are integral to every aspect of the Blue Lotus. Fred and Susan are the heart and soul of the place. We wouldn’t be where we are today without their leadership, compassion and vision,” said Mike Larson, executive director of Blue Lotus. The Blue Lotus Center will hold a 20th anniversary open house on June 11.

STEVE THOMAS EXECUTIVE VICE PRESIDENT AND CHIEF RISK AND COMPLIANCE OFFICER

KOHL’S CORP. BOARD: PENFIELD CHILDREN’S CENTER

Penfield Children’s Center in Milwaukee has had a longtime partnership with Menomonee Falls-based Kohl’s Corp. through the Kohl’s Building Blocks program, which provides educational and developmental services to help children of all abilities.

Steve Thomas, Kohl’s executive vice president and chief risk and compliance officer, has served on the Penfield board for five years.

“Steve truly listens to the staff at Penfield when discussing where the greatest needs are in helping the children we serve,” said Megan Wurz, vice president of development and communications at Penfield.

Thomas helped launch the Inclusive Play: Toys for All program as a collaboration with the Kohl’s Building Blocks Program and Marquette’s Opus College of Engineering. In its inaugural year, the program adapted 150 toys for PCC children.

“Adapting these toys with large button switches increases the accessibility for a child to independently engage the toy and experience the reaction,” said Wurz.

Jessica Knight Wisconsin Market President BMO Retail Bank

The spirit of giving A story of charity and the sunken ship

ONE REASON frequently cited by customers and clients for choosing to do business with a family business: their spirit of giving back.

Surveys of family businesses also cite the importance of being charitable as one of the main factors they have for existence.

In 1622, a Spanish galleon was caught in a storm off the Florida Keys. The Atocha sank carrying crew and well over $1 billion worth of gold, silver and jewels, including 70 pounds of raw emeralds. The horde was a treasure hunter’s dream and until 1985, most of it was left unfound in relatively shallow water. Funded by many treasure seekers, including Perdue Farms CEO Frank Perdue, Mel Fisher found the Atocha and her bounty. As part of his take, Mr. Perdue took away an uncut emerald that he would eventually have cut in a 5.27 carat stone for his fiancé and love, Mitzi.

Several years ago, the Family Business Leadership Partners organization, of which I help to lead, brought in Mitzi Perdue to discuss family businesses. Her father was the co-founder of the Sheraton Hotel chain. She told our group about monthly newsletters highlighting family members and their business and philanthropic endeavors.

I kept in touch with Mitzi after her return to New York and knew she started an organization battling the sex trafficking trade throughout the world. At the time, I thought this was a noble act but knew the problem was far greater than this

81-year-old woman could tackle herself. Little did I surmise that this was just the beginning of her efforts to change the world all by herself.

Last year, Russia attacked Ukraine, causing massive carnage. The devastation in terms of human life, on both sides, is currently incalculable. The refugees fleeing both countries have created a worldwide problem as Ukraine was a large supplier of grain to Africa, and the surrounding nations were wholly unprepared for the millions of individuals streaming across their borders. Many of these were women and girls, now sadly exposed to war on one side and predators on another.

Enter the unflappable Mitzi Perdue. Invited by the mayors of Kyiv and Lviv, Mitzi travelled to Ukraine to see firsthand the chaos and carnage. Sleeping in a bomb shelter that first night, she wallowed into the heart of a war-torn nation. She walked away with an even greater concern for the people and especially the women who were suddenly prey to the despicable practice of sex trafficking.

In December, Sotheby’s auctioned off Mitzi’s engagement ring that she received from Frank Perdue. The Atocha treasure was valued modestly at $70,000 but went for $1.2 million with all proceeds going to support the people of Ukraine. Money to be used to combat the trafficking and provide shelter, batteries, warm clothes and other necessities needed through humanitarian aid. Mitzi is sure Frank would approve as he too was a generous person and philanthropist.

We track scoring marks and work to determine who is the GOAT (greatest of all time). We quibble over which teams or persons have been the best, done the most. We even seemingly track wealth as if it is some type of box score.

Mitzi Perdue has the right spirit – a spirit that is indefatigable in the face of war and oppression. Let’s all try to have a spirit of giving, not because it is just good for business, but because it is just simply good for humanity. n

DR. DAVID BORST

Dr. David Borst is executive director and chief operating officer of Family Business Leadership Partners, a regional resource hub for family business. He can be reached at David.borst@cuw.edu.

Why some new hires don’t come back

Don’t overlook the importance of onboarding

JAKE ARRIVED right on time to start his new job as a CNC machine operator. Entering the building, he rang the bell on the counter in the vestibule twice before being acknowledged by Julie, the company’s receptionist, who appeared to be having a rough morning.

Jake explained to Julie it was his first day of work, and he was told to ask for Matt. As Matt wasn’t in the office yet, Jake took a seat in the vestibule and waited. About 20 minutes later, with McDonald’s coffee in hand, Matt walked in, smiled at Jake, and gestured to follow him through the door into the office.

Walking together down a long hallway, Matt tells Jake that he first needs to meet with Karen in HR to go over and sign some paperwork. But unfortunately, when Matt introduced Jake to Karen, she said she wasn’t aware a new hire was made and hence, no new hire documentation was prepared, and no arrangements were made for onboarding or training.

Matt vents his frustration on to Karen because he remembers sending her an email about Jake’s new job and start date. Jake stood there for a few minutes watching the two argue.

As Jake couldn’t enter the shop floor before certain documents were signed, he had to wait another 15 minutes for Karen to get everything together. Finally, after numerous autographs, Karen hands Jake a welcome packet for him to read and walks him to the shop floor where he meets

his new supervisor.

Perhaps you can recall a time when a new relationship or a new beginning got off to a rocky start. It may have been rocky enough that you second-guessed your decision, or bad enough that you regretted it and wanted to back out, and did.

Alternatively, you may recall a time when a new beginning went so well that you knew you made the right decision.

It’s common to hear stories of employees who quit within a week or two of being hired, or worse, new hires who never return after their first day on the job. And while it’s frustrating for any employer who can relate, perhaps the employee’s reason for quitting or never returning isn’t a mystery. It may be that the company’s onboarding process, or lack thereof, was the reason.

On the very first day of employment, a new hire will hyper-analyze everything they see and hear from the surroundings of their working environment to how people act and behave toward them and everything in between. They will also notice if your company has its act together based on your preparedness, thoroughness and follow-through in the onboarding process.

Unfortunately, there are too many employers that disregard the significance of delivering a quality onboarding process, and do so at their peril. Their only concern is finding a new employee to fill a role, and to hell with the “soft” stuff, such as making them feel like a valuable member of the team.

ONBOARDING STARTS BEFORE THE NEW HIRE’S FIRST DAY

One business owner I know starts his onboarding process by having the new hire’s manager reach out several days before the new hire’s start date to ask how they are doing, find out if they have any questions and go over what to expect on their first day. This emotionally intelligent leader understands that as the employer, it is his company’s responsibility to initiate the employer/ employee bond.

On the new hire’s first day, he or she will see their name on a welcome board and several team

members, including their supervisor and mentor, will be ready to greet them and start the day. This employer’s goal is to make sure new hires go home eager to return on the second day.

A large part of this employer’s success in retaining new hires and long tenured employees is driven by prioritizing a healthy and stable company culture of mutual respect, accountability and continuous improvement. Over time, his company has earned a reputation as an employer of choice in his region. In other words, it’s his leading competitive edge.

When you think about the time and money it takes to find a good employment candidate, you can begin to appreciate how important it is for them to genuinely want to work for your company and want to do the best possible job they can. However, if they end their first day or first week feeling like they are just viewed as another part of a machine to make a company function, what expectations can you possibly have that they will have any motivation to stick around for the long haul and give you their best? n

SCOTT SEROKA

Scott Seroka, the president of Brookfield-based Seroka Industrial Branding, is an entrepreneur, consultant, trainer, and mentor. He can be reached at (414) 628-4547.

Tip Sheet

How to prepare for the death of an owner

It’s a conversation no one wants to have, but one that’s crucial for the continued success of a family business. How should a company carry on following the death of an owner? As a recent Deloitte article points out, business

owners may think they’re covered by an estate plan but that’s just the starting point for navigating the task of transferring assets. It offers a few tips for planning ahead:

CONSIDER A LEGACY ASSESSMENT

A legacy assessment can help a business understand various aspects of a family leader’s passing, including potential liquidity gaps for covering estate taxes, who will ultimately control the family business, unintended repercussions of charitable gifts, potential conflicts among beneficiaries and other matters related to ensuring the family’s business stability and financial strength.

90-DAY DRILL

Deloitte recommends conducting a 90-day drill as a good place to start in the planning process. This would involve identifying the necessary financial,

accounting, legal, regulatory and administrative actions that should be figured out immediately following the passing of a business owner. Some people might also benefit from going through the process of preparing the federal estate tax form as a “dress rehearsal” of sorts.

MAP OUT CASH FLOW, OTHER FINANCIAL PROJECTIONS

Deloitte also recommends businesses review all assets and estate planning documents to understand the immediate impact of an owner’s passing. This will help quantify the projected expenses, liabilities and potential taxes owed. It will also help identify sources of liquidity to pay for them. The review process will help surviving family members understand their short-term cash requirements and if their access to cash will be restricted or delayed in any way. n

In these upcoming Thought Leadership pages

HOW SHE LEADS

August 21st Issue

Whether she’s in the corner office or the front lines, your women leaders are making a difference to your customers, your employees and your bottom line. Share her leadership story here.

Space reservation: August 2

Reserve

WEALTH MANAGEMENT Q&A

September 11th issue

Share your expertise and best practices with our high-net worth readers in this impactful question and answer page.

Space reservation: August 23

REAL ESTATE Q&A: BUILDING PROJECTS

November 13th Issue

Your company has worked hard on your latest real estate project, now it’s time to show it off to the Milwaukee area business community.

SpaceReservation:October25

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

MANUFACTURING

Michelle Gross

Joins Sellars as Vice President of Marketing

Michelle Gross has joined Sellars Absorbent Materials as vice president of marketing. Milwaukee-based Sellars is a leading manufacturer of wipes, absorbents and towel and tissue products. Gross, who has more than 25 years of experience working with national brands at Briggs & Stratton, Broan-Nutone and InSinkErator, will lead Sellars’ marketing team as it enters new channels and introduces new products. Sellars’ products are used to wipe and absorb liquids on surfaces and hands in a variety of commercial, industrial and residential applications. Sellars will soon launch Bravo® kitchen towels in the grocery channel.

FINANCIAL SERVICES

Michael Massek

Joins Johnson Financial Group as VP, Senior Mortgage Loan Officer

Michael Massek has joined Johnson Financial Group as VP, Senior Mortgage Loan Officer. With 24 years of industry experience, he specializes in construction financing, condo lending and portfolio lending, and assisting first-time homebuyers.

FINANCIAL SERVICES

Kari Drew Joins Johnson Financial Group as VP, Treasury Management Consultant

LEGAL SERVICES

von Briesen & Roper, s.c. Welcomes Sherry Clay to its Trusts and Estates Section

With significant experience in estate planning, probate administration, premarital agreements, and family businesses, Sherry is a valuable addition to our Trusts and Estates Section.

LEGAL SERVICES

Attorney Craig Kubiak Joins

Amundsen Davis’s Appleton Office

Attorney Craig Kubiak joins Amundsen Davis’s Business Litigation Service Group in Appleton, Wisconsin. Craig has more than 30 years of experience in litigation on behalf of employers, health care professionals and physician groups.

FINANCIAL SERVICES

Meghan Marciniak

Joins Johnson

Financial Group as VP, Private Banking

Meghan Marciniak has joined Johnson Financial Group as VP, Private Banking. Marciniak comes to Johnson Financial Group with over 10 years in financial services. She has a diverse background in finance, business ownership and visual arts.

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Nomination deadline: August 25, 2023

Event date: November 3, 2023

BizTimes Media presents the tenth annual awards program to salute southeastern Wisconsin’s best corporate citizens and most effective nonprofit organizations.

Nominate the people and for-profit organizations who are making a positive difference in the community by donating their time, talent and treasure. Nominate the nonprofit organizations that are making the region a better place to live, work and play. Self-nominations also are encouraged!

of the Year

Nonprofit Organizations, Leadership & Support Team Awards

• Nonprofit organization of the year (Small & Large Categories)

• Nonprofit Collaboration of the year award

• Nonprofit Executive of the Year

• Social Enterprise

DIVERSITY + INCLUSION

DOING THE RIGHT THING IS GOOD FOR BUSINESS. Study after study shows that diverse workplaces and work teams are more innovative, more creative, and better for the bottom line.

We invite your company to reserve your place on the front lines of progress by placing your logo on the front cover of BizTimes Media for only $850.

Your support of the cover will go towards a full month of exposure for Workplace Diversity and Inclusion in print, online, and in the BizTimes newsletters.

RESERVE YOUR LOGO ON THE COVER OF THE JULY 24, 2023

PUBLICATION: $850

THANK YOU TO OUR 2022 PARTICIPANTS:

Marquette University recently received a $2.5 million gift from the Helene Fuld Health Trust to support the university’s plans to renovate and build an addition for the new home of its nursing school in the heart of campus.

The university will name the College of Nursing’s Center for Student Success in the trust’s honor in the renovated and expanded David A. Straz Jr. Hall when it opens in 2024. The College of Nursing will move to Straz Hall, located at 1225 W. Wisconsin Ave. and formerly occupied by the College of

MU GETS $2.5 MILLION GIFT FOR NURSING SCHOOL calendar

Business Administration, which moved to the new Dr. E.J. and Margaret O’Brien Hall in January.

The Helene Fuld Health Trust is devoted exclusively to supporting nursing students and nursing education.

“This tremendous gift will help transform our facility, and it is also an investment in the future of nurses at a critical time,” said Michael Lovell, president of Marquette University. “We are grateful to the Helene Fuld Health Trust for both its generosity and leadership.”

—Andrew Weiland, staff writer

nonprofit SPOTLIGHT

GREATER MILWAUKEE FOUNDATION

101 W. Pleasant St., Suite 210, Milwaukee, WI 53212 414-272-5805 | greatermilwaukeefoundation.org

Facebook: facebook.com/GreaterMilwaukeeFoundation

LinkedIn: linkedin.com/company/greater-milwaukee-foundation

Instagram: @grmkefdn | Twitter: @GrMKEFdn

Year founded: 1915

Outpost Natural Foods and Hunger Task Force will host a food sort on June 10, from 9 a.m. to 12 p.m. at Hunger Task Force, 5000 W. Electric Ave., Milwaukee. Volunteers will sort through donated items to ensure the organization is distributing the highest quality food possible.

The Pink Umbrella Theater Co. in Milwaukee will host its 2023 Tea Party Fundraiser on June 11, from 2 p.m. to 4 p.m. at the Bavarian Bierhaus, 700 W. Lexington Boulevard, Glendale. The event will support the Pink Umbrella’s operations and mission of accessible theater for all.

Public Allies Wisconsin will host its Annual Summer Fundraiser on June 15, from 5 p.m. to 8 p.m. at The Ivy House, 906 S. Barclay St., Milwaukee. The event will celebrate the organization’s 28 years, with local music, food trucks and raffles.

1st and Bowl will host a fundraiser for Ronald McDonald House Charities of Eastern Wisconsin on June 24, from noon to 4 p.m. at its Milwaukeearea location, 2969 N. 114th St., Wauwatosa. It will feature unlimited pizza, soda and games, with 75% of sales going to Ronald McDonald House.

DONATION ROUNDUP

Kohl’s is donating more than $2 million to the American Cancer Society over the next three years to further engage communities in cancer prevention, improve cancer screening rates and support cancer survivors. | The Ruth Foundation for the Arts awarded $1.23 million in unrestricted grants to 55 arts and cultural organizations across the nation as part of its second annual Artist Choice program. The three Milwaukee-based recipients were Black Arts MKE, Walker’s Point Center for the Arts, and Woodland Pattern, which was granted $50,000 for receiving the highest number of artist nominations in two categories. | The Northwestern Mutual Foundation is awarding $74,000 in grants to support professional growth opportunities for teachers at its partner schools, including Pilgrim Lutheran, St. Marcus, and Milwaukee Academy of Science, and Dr. Howard Fuller Collegiate Academy, which will receive $12,000. | The Siebert Lutheran Foundation in 2022 awarded grants of $270,000 to food banks Feeding America Eastern Wisconsin, Just One More Ministries and Ebenezer Stone Ministries to support more than 40 Milwaukee-area Lutheran-affiliated food pantries, as part of its $4.4 million grantmaking total for the year.

Mission statement: To inspire philanthropy, serve donors and strengthen communities, now and for future generations.

Primary focus of your nonprofit organization: The Greater Milwaukee Foundation seeks to build a Milwaukee for all. Guided by its north star of racial equity and inclusion, the foundation is reimagining philanthropy, catalyzing systems change, building inclusive culture, and convening and following community voice.

Other focuses of your nonprofit organization: The foundation is a partner of choice and connector for all donors, nonprofits and community stakeholders interested in growing resources and unifying impact so greater Milwaukee can thrive. The foundation focuses investment and amplifies voices around intersecting priorities such as early childhood education, affordable housing, equitable economic opportunity and health equity through the ThriveOn Collaboration.

Number of employees at this location: 66

Philanthropic partners: The foundation believes philanthropy is for everyone and partners with all who give generously of their time, talent, treasure or ties.

Executive leadership: Ellen Gilligan, president and CEO

Board of directors:

• Paul Jones, Marquette University, chair

• Gregory Wesley, Medical College of Wisconsin, vice chair

• Pedro Colón, Milwaukee County Circuit Court

• David Drury, WING Capital

• Susan Ela, Aurora Health Care (retired)

• Thomas Florsheim Jr., Weyco Group Inc.

• Cecelia Gore, Brewers Community Foundation

• Naryan Leazer, North Star Resource Group

• Gregory Marcus, The Marcus Corp.

• Cory Nettles, Generation Growth Capital Inc.

• Greg Oberland, Northwestern Mutual (retired)

• Marie O’Brien, Enterforce

• Mary Ellen Stanek, Baird Advisors

• Derek Tyus, West Bend Mutual Insurance Co.

• Jacqueline Ward, Venus Consulting

Ways the business community can help your nonprofit: Partnership opportunities include co-investment in funding priorities, organizational philanthropy, networking and advocacy.

Key fundraising events: The foundation’s comprehensive Greater Together Campaign invites everyone to join in strengthening the region and catalyzing generational change, particularly through supporting five community-centered priorities: ThriveOn Collaboration, early childhood care and education, housing, impact investing and flexible funds. Learn more at greatermilwaukeefoundation.org/ campaign.

Bathtubs on the conveyor at Kohler

This April 1933 photo shows bathtubs on the conveyor line at the south foundry of Kohler Co. The company, which is marking its 150th anniversary this year, initially made plows and farm implements and was named Kohler & Silberzahn. It was renamed in 1878 as Kohler, Hayssen & Stehn Manufacturing Co. and took on the name Kohler Co. in 1912.

— Photo courtesy of Kohler Co. archive

COMMENTARY

Green Bay is on a roll

AARON RODGERS is gone, but things are looking up in Titletown.

Green Bay was recently named the best place to live in America by U.S. News & World Report, which annually ranks the top 150 metro areas in the nation.

The rankings are based on several metrics including a quality-of-life index, a value index, a desirability index (which includes weather), and a job market index.

The #1 Best Place to Live ranking is a huge coup for Green Bay and a major opportunity for northeastern Wisconsin’s leaders to promote the region as a great place to live, work and play, and hopefully will help attract more people and businesses to move there. They should brag about and market this ranking as much as possible.

Madison ranked 11th on the U.S. News & World Report Best Places to Live list and Milwaukee ranked 65th.

Even bigger news for Green Bay came about

a week later when the National Football League announced that the 2025 NFL Draft will be held in Green Bay. This will be the largest event ever held in Green Bay. The NFL Draft is a three-day spectacle that attracts football fans from across the country to celebrate and see what college stars are picked by their favorite teams. Attendance for the 2025 NFL Draft is expected to be about 240,000, but over the three-day event some of those will be repeat visitors.

It will be a major challenge for Green Bay to handle that number of people. The city does not have the hotel inventory to accommodate all of them. Many attending the 2025 NFL Draft are going to have to stay at hotels well outside of Green Bay.

“You’re going to have people staying all over the state, all of the way from Milwaukee up to Green Bay,” said Packers president Mark Murphy. Murphy says the NFL Draft will have a $94 million economic impact on the state.

“To put that in perspective, we know our (home) games are huge for this community, and that’s (an economic impact) of $15 million,” he said. “So (the NFL Draft will be) more than six times the impact of one of our single (home)

VOLUME 29, NUMBER 4 JUNE 5, 2023 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120

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PUBLISHER / OWNER

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DIRECTOR OF OPERATIONS

Mary Ernst mary.ernst@biztimes.com

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Andrew Weiland andrew.weiland@biztimes.com

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ASSOCIATE EDITOR Maredithe Meyer maredithe.meyer@biztimes.com

REPORTER

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games.”

Independent & Locally Owned Founded 1995 —

Organizers need to have a well-thought-out plan to handle logistics during the draft. Murphy said there have been discussions with Amtrak about possibly running passenger trains from Milwaukee to Green Bay during the event. Bringing in cruise ships to provide more lodging has also been discussed, he said.

Some who have criticized the NFL’s decision to hold the draft in Green Bay say it’s not an appealing destination. But a visit to iconic Lambeau Field is on the bucket list of many football fans.

The 2025 NFL Draft will be a huge test for Green Bay, but well worth it for the economic impact and exposure for the state and region. n

ANDREW WEILAND

EDITOR

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

/ @AndrewWeiland

5

MINUTES

WITH… RANDI SCHACHTER

THIS YEAR has been one of milestones for Greenfield-based BILTRITE Furniture-Leather-Mattresses. In February, the fourth-generation family-owned business was named 2023 Retailer of the Year (under 50 employees) by the Home Furnishings Association, becoming the first furniture retailer in Wisconsin to earn that recognition. 2023 also marks 95 years in business for BILTRITE, which operates its single store and showroom at 5430 W. Layton Ave. BizTimes associate editor Maredithe Meyer recently caught up with fourth-generation family member Randi Schachter on how business has been and ongoing growth. The following portions of their conversation have been edited for length and clarity.

NAVIGATING OUT OF THE PANDEMIC, SUPPLY CHAIN CHALLENGES

“During the pandemic and for a little while post-pandemic, everybody was just happy to get whatever we could get in stock because there were so many delays with shipping. But now that’s all back to normal. Custom and special orders are faster in 2023 and lead times are pretty much back to normal, so we’re seeing people are shifting from only buying in stock and not wanting to wait a long time to really going back to ordering what they want.

“… We know how to pivot and turn on a dime. It’s easy to make shifts being an independent, locally owned store, we don’t have a corporate

board to answer to. Prices had to go up, we did what we did, but we always at the end of the day took care of our customers to the best of our ability. We were very up front, like if they wanted to special order something in and it was going to take six months, we would tell them right away. The people who wanted to wait waited and the people who didn’t went a different path. We worked the hardest we’ve ever worked.”

APPEALING TO MULTIPLE GENERATIONS

“Being part of the senior citizen crowd, we do a tremendous amount of lift chair business, and it keeps the store busy during the week. The seniors come in and they can get something in stock. We have 50 models of lift chairs, so that’s huge. We also have looks for Generation Z, so we’re really catering to every generation here under 45,000 square feet.

“(For the younger generations) we have some lower price points; we’re not IKEA, but if somebody wants better than IKEA, we’re the next step up. And a lot of times, too, their families are saying, ‘Hey, you should go to BILTRITE.’ The millennials are buying homes, wanting to settle down, want good-quality furniture. On a Saturday here, I’ll see anywhere from people in their mid 20s all the way up to close to 100 and everything in between.”

WAREHOUSING EXPANSION

“We added a warehouse in October of 2022, so we could have more inventory capability. We bought a 26,000-square-foot warehouse building in Oak Creek. We were leasing a much smaller warehouse space in Greendale for several years, but we needed a larger building with racking, and we like to own our real estate. Now between our current 14,000 square foot warehouse attached to our showroom and this off-site warehouse, we have a total of 40,000 square feet of warehousing space. … It’s been very helpful to be able to stock a lot and buy a lot; for example, we can order a container of leather from Italy and receive it.”

Fourth-generation family member | sales and marketing director | spokesperson BILTRITE Furniture-Leather-Mattresses

Third- and fourth-generation family members (from right) Sarah Komisar, Randi Schachter, Gail Komisar, Marty Komisar and Brad Komisar celebrating BILTRITE’s recent HFA award.

BOB S. Wealth Advisor