BizTimes Milwaukee | June 6, 2022 by BizTimes Media

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‘ GIVE BACK MORE THAN YOU TAKE’ THE INTERVIEW: EXECS TALK ABOUT INDOOR CONCERT VENUE PLANS 14 COMMENTARY: DOUBLING DOWN ON DOWNTOWN 44

DEVELOPER DISCUSSES $160 MILLION IRON DISTRICT MKE PROJECT 46

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» JUN 6 - 19, 2022

4 Leading Edge

4 NOW BY THE NUMBERS

5 ON THE JOB WITH… Bay View Printing Co. 6 JUMP START – Hero Cards 7

PUBLIC RECORD WHO’S ON THE BOARD? – Perlick Corp. BIZ POLL

8 THE FRANCHISEE – Phenix Salon Suites

12 Biz News 12 H arley-Davidson accelerating its plans for the coming years 14 T HE INTERVIEW: FPC Live and Frank Productions executives

16 Real Estate 35 Notable LGBTQ+ Executives

COVER STORY

‘Give back more than you take’ A Q&A with Johnson Outdoors CEO Helen Johnson-Leipold

Special Report

ANDREW FELLER PHOTOGRAPHY

BizTimes Milwaukee (ISSN 1095-936X & USPS # 017813) Volume 28, Number 5, June 6, 2022 – June 19, 2022. BizTimes Milwaukee is published bi-weekly, except monthly in January, February, March, July, August and December by BizTimes Media LLC at 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120, USA. Basic annual subscription rate is $96. Single copy price is $5. Back issues are $8 each. Periodicals postage paid at Milwaukee, WI and additional mailing offices. POSTMASTER: Send all UAA to CFS. NON-POSTAL AND MILITARY FACILITIES: Send address corrections to BizTimes Milwaukee, 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120. Entire contents copyright 2022 by BizTimes Media LLC. All rights reserved.

Contents

In addition to the cover story, coverage includes an examination of how family members discuss sensitive topics related to the family business and a preview of the Family & Closely Held Business Summit.

WISCONSIN’S BANK FOR BUSINESS®

41 LEADERSHIP Karen Vernal 42 A BRIEF CASE

44 Biz Connections 44 G LANCE AT YESTERYEAR COMMENTARY 45 NONPROFIT

26 Family & Closely Held Business

$13,000,000

41 Strategies

46 5 MINUTES WITH… Bear Development CEO S.R. Mills

MANUFACTURER Fixed rate equipment financing and line of credit

townbank.us/yourpartner Glenn Margraff

Paul Schleicher

Lauren Hess

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

NOW

KAHLER SLATER

Rendering of the soccer stadium planned in the Iron District MKE development.

$160 million sports and entertainment district planned downtown By Andrew Weiland, staff writer Grafton-based Kacmarcik Enterprises and Kenosha-based Bear Development recently unveiled plans for a $160 million mixed-use sports and entertainment district development in downtown Milwaukee that would include an 8,000-seat soccer stadium, a 3,500-person capacity indoor

concert venue, a full-service hotel and residential units. Kacmarcik Enterprises and Bear Development said they have agreed to purchase an 11-acre parcel from Marquette University for the development, called Iron District MKE. The mostly vacant site is bound by North 6th Street on the

BY THE NUMBERS Harley-Davidson Inc. recently suspended all vehicle assembly and shipments for

2 WEEKS after discovering issues with one of its suppliers. 4 / BizTimes Milwaukee JUNE 6, 2022

east, Michigan Street on the north, and the Marquette Interchange to the west and south. In 2016, Marquette unveiled plans to build a 250,000- to 300,000-square-foot athletic performance research center on the site but later dropped those plans and instead built a smaller athletic facility at a different location on its campus. “We are thrilled to work with the city of Milwaukee and other community partners to transform a long-dormant site into a vibrant sports and entertainment district, furthering opportunities to live, work and play downtown,” said S.R. Mills, chief executive officer of Bear Development. The soccer stadium will be the home of the highest level of professional soccer in Wisconsin and will serve as the home field for Marquette University’s men’s and women’s soccer and lacrosse teams. The downtown Milwaukee soccer stadium would also host community events, recreational programming and other athletic uses. The field, which will feature a synthetic turf surface, will be used from March through November, hosting approximately 200 events. The size of the soccer stadium could be expanded in the future, if necessary, Mills said. Adjacent to the soccer facility will be a 3,500-person indoor concert venue operated by “one

of the world’s premier concert promoters” and the Pabst Theater Group, in partnership with Kacmarcik Enterprises, according to a news release. The facility will host national touring acts 80 to 100 nights a year and more than 300 events a year in total. “This amazing new venue is another rung on the Pabst Theater Group’s ‘artist and fan developmental ladder’ and will help artists to choose Milwaukee as a city to not only launch their careers but support them as they continue to return and as they grow,” said Gary Witt, president and CEO of the Pabst Theater Group. “The location is a perfect fit for a concert venue. It has plenty of parking and easy access to trains, buses, and highways.” A few days after Kacmarcik Enterprises and Kenosha-based Bear Development announced their plans for the Iron District MKE project, FPC Live, an affiliate of Madison-based Frank Productions (which is majority owned by Live Nation) announced it plans to build an indoor concert venue complex at the former Bradley Center site in the Deer District in downtown Milwaukee, after dropping its earlier plans to build the facility near the Summerfest grounds in the Historic Third Ward. The facility would have two concert venues, one with a capacity of 4,000 and the other with a capacity of 800. n

Bay View Printing Co. By Cara Spoto, staff writer It’s a sleepy Thursday afternoon, and printer, typesetter and “poster boy” Lucas Hennessey is in the basement of Bay View Printing Co., 2702 S. Howell Ave., Milwaukee, feeding card stock to Jean: a 75-year-old Chandler & Price platen letterpress. “This is where the ink gets applied,” Hennessey says, using a palette knife to spread ink on a disc. “The rollers continue to spin, so every time they come up, they are evenly distributing the ink that’s on the disk.” While Jean hums away, Ashley Town, the owner of the 105-year-

JAKE HILL PHOTOGRAPHY

ON THE JOB WITH…

old letterpress print shop, fields questions from designers Daniela Valle Chavelas and Alison Kleiman as they design wedding invitations that will soon be transferred to photo-polymer plates and put into Hennessey’s hands. In an era where digital printing is king, Bay View Printing Co. has maintained a loyal and growing customer base by marrying modern design techniques with a centuries-old craft, making everything from foil printed cards and coasters to posters printed with wooden letter blocks larger than the palm of your hand. n

A letterpress sign welcomes customers and visitors to the colorfully painted,105-yearold Bay View Printing Co. at 2702 S. Howell Ave.

Bay View Printing Co. owner Ashley Town does a press check on a printed anniversary party invitation, finished by printer and typesetter Lucas Hennessey, as designer Alison Kleiman looks on.

3 Town holds up one of the shop’s many large, wood block typeset letters, which are mostly used for printing posters.

The print shop recently retrofitted a Kluge platen press so that it could be used for foil printing, where everything from leather to card stock can be embossed with a gold foil print instead of ink.

Hennessey places a piece of cardstock onto the chase bed of the shop’s most hard-working machine, a 75-year-old Chandler & Price platen letterpress named Jean.

Dark blue ink is spread across a surface next to a palette knife that Hennessey will use to apply ink to the ink disc of the press.

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LILA ARYAN PHOTOGRAPHY

@BIZTIMESMEDIA – Real-time news

HERO CARDS LOCATION: Waukesha FOUNDER: Sen. Dale Kooyenga and professional illustrator Craig Du Mez FOUNDED: 2022 SERVICE: Maker of collectible cards and online gallery honoring fallen U.S. veterans WEBSITE: herocards.us EMPLOYEES: 2 GOAL: Eventually create a card for every fallen U.S. service member; become a profitable company EXPERIENCE: Kooyenga is an Iraq War veteran and director of Alligator Holdings LLC.

Sen. Dale Kooyenga and professional illustrator Craig Du Mez

Collector’s card startup launched by Wisconsin legislator aims to remember, honor veterans By Ashley Smart, staff writer

6 / BizTimes Milwaukee JUNE 6, 2022

AS A PUBLIC OFFICIAL and an Iraq War veteran, state Sen. Dale Kooyenga has often found himself helping at local Memorial Day parades. “(Memorial Day) is my day of reflection to think of the sacrifice (service members) made. Unfortunately, or maybe fortunately, most Americans don’t know someone personally who has made that sacrifice, which is very different than the American experience 30, 50 or 70 years ago,” Kooyenga said. When thinking of ways he could bring the memory of these service members alive for younger generations, the idea behind Hero Cards Benefit Corp. was born. Kooyenga and Craig Du Mez, co-founder and chief marketing officer, officially launched the business in March. The Hero Cards project involves two components: a physical collector’s card with an image or likeness of a fallen veteran and some basic information about their life as well as a permanent online tribute with a more detailed story. “It’s a whole experience that starts with the card but pulls you into the larger story,” Kooyenga said. So far, 39 veterans have been honored with their own card. Through an annual membership, customers receive 12 new cards each

month. Each card has an accompanying online narrative that tells a longer story for each veteran. Individual packs of cards are available for purchase as well. “You look at the number of heroes that lost their lives from the Revolutionary War to present day. … That’s a tall order, and it’s not going to be completed in our lifetime, but we can do it one hero at a time,” Du Mez said. Hero Cards is registered as a benefit corporation, which is a for-profit company that considers additional stakeholders on top of making a profit. In this case, Hero Cards provides a portion of every membership sold, currently $25, to various veterans’ organizations. In addition to donating proceeds, Kooyenga wants to eventually hire more veterans to work as artists and researchers. Hero Cards has committed to employing current guardsmen, reservists or veterans as more than 50% of its staff. The only official Hero Cards employee at this point is Du Mez, but several veteran artists have been commissioned for artwork. Hero Cards recently secured a $250,000 investment from an anonymous investor, which will help with the process of hiring additional employees. n

BIZ POLL

PUBLIC RECORD

A recent survey of BizTimes.com readers.

Has rising crime in Milwaukee caused you to spend less time downtown lately? YES:

70.4%

NO:

29.6%

CEO pay during the pandemic By Ashley Smart, staff writer Wages across several industries have risen throughout the pandemic as employers have tried different strategies to attract and retain workers. According to the Pew Research Center, almost two-thirds of U.S. private sector employees work in industries where the average weekly wage was at least 5% higher in the second quarter of 2021 than it was in the second quarter of 2020. But what about the executives running these businesses? The annual proxy statements of some of the state’s largest publicly traded companies shows that while CEOs were largely paid less in 2020, compensation quickly rose again in 2021. For some CEOs, pay continued to rise consistently from 2019 through 2021. The totals below include salary, stock awards, bonuses and any other form of compensation. A.O. SMITH CORP. Kevin Wheeler, chairman, president and CEO 2021: $6.89 million 2020: $5.18 million 2019: $3.81 million

Share your opinion! Visit biztimes.com/bizpoll to cast your vote in the next Biz Poll.

Who’s on the Board?

ASSOCIATED BANC-CORP Andrew Harmening, president and CEO 2021: $11.66 million Philip Flynn, now-retired CEO 2020: $5.14 million 2019: $5.17 million BADGER METER INC. Kenneth Bockhorst, chairman, president and CEO 2021: $3.67 million 2020: $2.06 million 2019: $1.67 million BRADY CORP. J Michael Nauman, president and CEO 2021: $6.01 million 2020: $4.51 million 2019: $5.24 million DOUGLAS DYNAMICS INC. Robert McCormick, president and CEO 2021: $3.34 million 2020: $2.16 million 2019: $1.99 million

Richard Palmersheim

PERLICK CORP.

• Jeffrey Schwager, board chairman; chief executive officer of Sartori Company • Larry Molinari, chairman emeritus; former CEO of Perlick • Richard Palmersheim, president and CEO of Perlick • Steve Bergum, former CEO of Perlick • Todd Endres, chief financial officer of Charter Manufacturing

Company • Laurie Bergum Navarro, director of employee engagement at Perlick • Theodore Perlick Molinari, vice president of commercial and international sales, corporate secretary at Perlick • David Perlick-Molinari, founder of YouTooCanWoo

ENERPAC TOOL GROUP CORP. Randal Baker, now-retired president and CEO 2021: $4.48 million 2020: $3.77 million 2019: $3.92 million FISERV INC. Frank Bisignano, chairman, president and CEO 2021: $20.39 million 2020: $12.19 million 2019: $40.26 million GENERAC HOLDINGS INC. Aaron Jagdfeld, president and CEO 2021: $7.52 million 2020: $6.96 million 2019: $6.05 million

HARLEY-DAVIDSON INC. Jochen Zeitz, president and CEO 2021: $18.11 million 2020: $9.39 million Matthew Levatich, former president and CEO 2019: $11.12 million JOHNSON CONTROLS INTERNATIONAL PLC George Oliver, chairman and CEO 2021: $15.67 million 2020: $13.73 million 2019: $15.48 million MANPOWERGROUP INC. Jonas Prising, chairman and CEO 2021: $18.79 million 2020: $11.90 million 2019: $12.55 million QUAD/GRAPHICS INC. Joel Quadracci, chairman, president and CEO 2021: $9.40 million 2020: $3.43 million 2019: $6.43 million ROCKWELL AUTOMATION INC. Blake Moret, chairman and CEO 2021: $13.58 million 2020: $9.37 million 2019: $11.71 million THE MARCUS CORP. Gregory Marcus, president and CEO 2021: $3.83 million 2020: $4.61 million 2019: $5.34 million WEC ENERGY GROUP INC. Kevin Fletcher, former president and CEO 2021: $7.43 million 2020: $7.09 million 2019: $5.35 million biztimes.com / 7

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FRAN C H I S E E Kim and Nick Stauff standing in front of the Tropical Smoothie Cafe they owned at the time.

NICK STAUFF PHENIX SALON SUITES THE FRANCHISE: Encinitas, California-based Phenix Salon Suites allows salon and beauty professionals to operate their own business in a private suite within a larger salon space. Founded in 2007 by beauty expert and celebrity hairstylist Gina Rivera, the company currently has 315 locations across 33 states, including four in Wisconsin in Brookfield, Greenfield and Madison. Nick Stauff, who has a background in restaurant franchising, will expand Phenix’s local footprint with his first shop, in New Berlin.

“It’s such a great model, and the demand is there for cities that can support it,” Nick Stauff said.

SPRING 2019 - JULY 2020: Nick Stauff, and his wife, Kim Stauff – who’s worked in the beauty industry for 15 years – brought Tropical Smoothie Cafe to the southeastern Wisconsin market. Stauff operated a location on South Moorland Road in New Berlin for only about a year and a half before selling it. SUMMER 2020: An ownership change at the full-service spa and salon where Kim was a hairstylist prompted her to strike out on her own. Nick wanted to help make that possible, so he started researching salon suite concepts. He soon learned about Phenix from a former colleague who had left a corporate position at Tropical Smoothie to work for the salon suite company. OCT. 2021: Stauff signed on as a Phenix franchisee, agreeing initially to a one-unit development. But long term, his plan is to open five locations in the next five to seven years, targeting the North Shore area, Lake Country, Germantown and Menomonee Falls.

Phenix will take over a storefront formally home to Peach Tree Family Restaurant.

FALL OF 2022: Phenix Salon Suites is slated to open at 15445 W. National Ave., New Berlin. The 5,600-square-foot salon will feature the company’s newly launched suite design. It’ll have 29 private suites equipped with upscale amenities. THE FRANCHISE FEE: $52,500

8 / BizTimes Milwaukee JUNE 6, 2022

Tenants can customize their suites, set their own hours and operate their beauty businesses as sole proprietors.

“That was my first experience in franchising, and I had a phenomenal experience. It was such a success that it basically took over my life. I was working way too much,” said Nick Stauff.

“I want to provide a beautiful space that’s going to help professionals become their own entrepreneurs, and I want to see them succeed,” Nick Stauff said.

PRESENTED BY:

AUGUST 25, 2022 8:00AM - REGISTRATION 8:30-NOON - BREAKFAST & PROGRAM ITALIAN COMMUNITY CENTER

ONWARD: MOVING FORWARD AND TAKING ACTION IN A TIME OF DISRUPTION Join us on August 25th at BizTimes Media’s Women In Business Symposium. Attendees will gain tangible insights and actionable ideas to move forward in their own lives and as leaders in their company. After two-plus years of constant change, uncertainty and stress, this year’s Women in Business event will focus on women shaping their path forward, whatever it might be. From breaking into the c-suite to starting a business to taking on tough technical projects or finding work-life balance, there are plenty of choices for anyone navigating the world of work. With a panel discussion featuring women leaders and focused breakout sessions, the Women in Business Symposium will focus on making and acting on the choice to take control and proactively seize opportunities rather than waiting for change to disrupt your life.

Panelists: » » » »

Nina Johnson, Wisconsin Consumer and Business Banking Market Leader, U.S. Bank (1) Xia Liu, CFO, WEC Energy Corp. (2) Gretchen Jameson, Chief Learning Officer, Kacmarcik Enterprises (3) Nubian Simmons, CEO, The Pink Bakery (4)

Following the panel discussion, you’ll meet and hear from our Woman Executive of the Year and have a chance to attend some of the multiple breakout session for deeper discussions on topics like: How Future Fit are you? career navigation; attraction, retention, and positioning your firm as an employer of choice; crucial conversations; and mental health and wellness. Attendees will walk away with fresh ideas on how they can move forward in their careers and as leaders.

BIZTIMES.COM/WOMEN PARTNERS:

SPECIAL SECTION

One Woman’s Incredible Journey of Survival BY DAN TRUTTSCHEL,

American Heart Association, Milwaukee Communications Director EVEN IN THE FACE OF A LIFE-ALTERING ILLNESS at a young age, Shemeka Campbell refused to let that keep her down. Campbell, diagnosed with congestive heart failure, continues to not only survive, but also to thrive – and she is sharing that message at the Milwaukee American Heart Association’s 2022 Go Red for Women Luncheon at the Pfister Hotel. Campbell first noticed a problem when she was 24 years old. She was hospitalized with an irregularly fast heart rate and dilated cardiomyopathy, a condition in which the heart can’t pump blood effectively because the left ventricle, the main pumping chamber, was enlarged and weakened. “Just because you have an illness, it doesn’t mean life stops,” she said. “It gives you more of a reason to live and do the things that you were once afraid to do or do the things that you never imagined yourself doing.” She initially hesitated to pursue the treatment her doctor suggested. But her sister’s death at the age of 31 opened her eyes to the severity of her own health situation. She had an implantable cardioverter defibrillator, or ICD, placed in her chest, which saved her life at one point she went into ventricular fibrillation at home. Campbell, who has shared her personal story as a national Go Red For Women Real Woman, credits the AHA with not only helping her during her diagnosis, but for assisting her in a continuous quest for knowledge about the disease and how to manage it. “Without research funded by the AHA, I might not even be here today,” she said. “I am grateful to the American Heart Association and want to make sure other women are aware of the resources available and the need for ongoing research and education.” In December of 2020, Campbell had a very serious bout with COVID-19 that included time spent on a ventilator during a month-long hospital stay. Campbell said what appeared to be the flu quickly progressed into a much more serious situation. As a result, Campbell said her heart had weakened even further and her kidneys failed, which put her on dialysis until Feb. 21. Current research shows that 10 to 30% of people with COVID have lingering effects. 10 / BizTimes Milwaukee JUNE 6, 2022

SPECIAL SECTION

“Many of the short- and long-term complications of COVID-19 affect the heart and the brain and are contributing to an increase in cardiovascular disease in ways we do not fully understand. The American Heart Association recently announced $10.6 million in funding to study the long-term influence of COVID-19 on cardiovascular health, including a study at the Medical College of Wisconsin for almost $1 million” said Nicole Lohr, MD, Milwaukee Board president. “Research funded by the AHA has helped women like Shemeka to live longer, healthier lives with treatments like the implantable defibrillator.

And the continued investment in research, here in Milwaukee and across the country, will benefit even more people in the future.” Campbell, now a small-business owner in Milwaukee, continues to tell her story and encourage women to take care of their heart health so they can pursue their passions “I am doing much better,” she said. “I’m stable. A lot of stress that I had over the past year is starting to alleviate. I’m more content with life, growing and prevailing.” ♥

WOMEN AND STRESS Chronic Stress and Women’s Health

Stress can also lead to unhealthy habits:

Adapting to stress is important because chronic, unmanaged stress can lead to mental health problems such as depression and anxiety. These problems impact 1 in 5 women each year.

Overeating

Physical inactivity

Smoking

Healthy Ways to Cope with Stress

Speak to your doctor about stress in your life and how it may impact your health.

Make time to unwind. Try to do some other activities you enjoy.

Take care of your body. Eat healthy, wellbalanced meals.

Exercise regularly.

Connect with your community Take breaks from watching, or faith-based organizations. reading or listening to Get in touch online, through news stories. social media or by phone or mail.

Get plenty of sleep.

Avoid tobacco and excessive alcohol use.

Take deep breaths, stretch regularly.

biztimes.com / 11

BizNews

DANIEL N. JOHNSON

FEATURE

Harley-Davidson chairman and CEO Jochen Zeitz on a Harley Pan America, the company’s first entry into the adventure touring segment.

Harley-Davidson accelerating its plans for the coming years By Arthur Thomas, staff writer JOCHEN ZEITZ started riding motorcycles when he was 16. The chairman and chief executive officer of Harley-Davidson Inc. stopped in his 20s before starting again in his 30s. “It’s a life stage that you have to age into to be ready to ride a Harley, to have the time and the money to actually do that, and that’s a huge asset for us,” Zeitz said at a recent Harley investor day. In the 1990s and 2000s, baby boomers helped push Harley-Davidson to new heights. In recent years, many observers have wondered if the company could withstand its core customers aging out of the sport of motorcycling and if it could attract new rides. But attracting an 18-year-old to buy a Harley is not the goal Zeitz has in mind. 12 / BizTimes Milwaukee JUNE 6, 2022

“That’s really not focusing on the right thing,” he said. Harley’s estimates suggest that from 2015 to 2021, around 800,000 Harley riders aged out of motorcycling, while around 2 million left but could return in the future. Those losses were offset by around 3 million new and returning riders, pushing the number of Harley riders from 2.9 million to 3.1 million. “The key focus needs to be getting to those customers who want to start riding again,” Zeitz said. From 2021 to 2030, Harley estimates it will be able to add 5.7 million new and returning riders, offsetting 1.8 million riders aging out of motorcycling and 3.2 million leaving with the potential to return. The result would be 3.7 million Harley riders in 2030, an almost

20% increase from current levels. Reaching those levels is part of the stage-two version of “The Hardwire” plan, a strategic vision for the company through 2025. The updated version of the plan, released at the investor day, sets more ambitious targets for the company’s growth. The original plan called for mid-single digit growth in revenue at Harley-Davidson Motor Company and LiveWire, Harley’s electric motorcycle brand. The new plans call for growth of 9% to 11%, which would return Harley’s motorcycle business to sales levels it saw in 2018 but not quite to the levels of 2015 and 2016. Harley is in the process of spinning LiveWire off into its own public company through a sale to a special purpose acquisition corporation, or SPAC. Harley will remain the majority owner of the new LiveWire. In 2018, operating margins came in at 8.5% for the Milwaukee-based motorcycle maker. The

latest Hardwire plan calls for the combined Harley-Davidson and LiveWire to reach an operating margin of 12% by 2025, moving closer to 2017’s 12.5% and still trailing the 14.7% from 2016. Profitability has been a point of emphasis for Zeitz and his team since taking over in early 2020. Harley cut $135 million from its operating expenses, cut its product lineup by 40% and exited 40 markets globally. Harley’s latest plans call for $400 million in cost productivity by 2025, including optimization of its manufacturing footprint, investment in automation, reduced reliance on expedited freight, realigning the supply base and material cost optimization. “The next big opportunity for cost takeout is across the supply chain,” said Gina Goetter, chief financial officer of Harley, adding the company is looking at its manufacturing “to optimize delivery times and improve profitability in all of the markets in which (it)

competes.” Goetter said the reassessment of manufacturing would inform Harley’s investments at plants in Pennsylvania and Thailand and allow the company to expand margins, stay ahead of inflation and invest in its business. Harley has already been investing, introducing a new engine platform, Revolution Max, which allowed it to enter new categories like adventure touring and launch new sportster models. “We’re beginning to make people think a little bit differently about who the Harley-Davidson customer is and what a Harley-Davidson product is, and I think that’s a really good thing,” Brad Richards, vice president of design at Harley, said during the investor day. The efforts have been paying off. Motorcycle segment revenues were nearly back to 2019 levels last year, even as the company shipped 25,000 fewer units. Operating margin for the segment was up from 6.3% in 2019 to 9%. Now the company is stepping up with the latest Hardwire plans, even amidst challenges like inflation, supply chain constraints, rising interest rates and economic uncertainty. “Now is the moment to elevate our ambition beyond the current environment,” Zeitz said. Part of the reason Harley is planning to invest $300 million in the coming years in its core product categories is it is expecting continued growth for internal

combustion engine motorcycles through at least 2030. The company’s estimates suggest demand for the touring category – its most iconic and profitable offering – will grow in-line with the market, and sales in North America – where Harley is strongest – will outpace growth in the rest of the world. At the same time, Zeitz and his team are also counting on products beyond motorcycles to help deliver the revenue targets they’ve set, including a strong parts and accessories business and an emphasis on licensing and apparel. “We have not really looked at licensing as a business opportunity that goes beyond generating royalties but actually helping to build the desirability of the brand,” said Zeitz, who was previously chairman and CEO of Puma. “Think sunglasses, as an example, think footwear, think bags, and all of that has never really been managed as a business,” he added. “Now, that’s obviously my background, and I’m like, ‘Wow, that’s quite extraordinary that a brand like Harley-Davidson gives away the keys to its house to actually control and manage with a competent team what this business should be.’” Zeitz lamented that in the past Harley had three different t-shirt licensees competing for space at dealers, licensees were left to decide where they would sell products and there was no concerted channel strategy. Moving forward, Zeitz is

planning for a tiered approach to channels that will include dealers, experience centers, e-commerce and potential retail partners. “I’m not thinking department stores, I’m thinking those who can really live up to the values and the positioning of the brand that could carry selective product of ours,” he said. The company will also offer both performance gear for riders and lifestyle apparel for both riders and fans of the brand. “The first t-shirt that you buy is the first step into the motorcycle,” Zeitz said. The brand positioning Harley is focused on is desirability. “Done right, Harley-Davidson desirability preserves the value of our customer’s purchases, builds our brand beyond our riders, ensures loyalty and drives engagement,” Zeitz said, adding the company has an opportunity to expand sales to non-riders. “There is a large community out there who have a passion for the Harley-Davidson brand despite not being riders.” Emphasizing desirability also shows up in dealerships, where Harley has made a concerted effort to limit inventory. Worldwide, the company’s dealers ended the first quarter with 28,000 motorcycles in inventory, down from 74,000 at the same time in 2019. The result is touring motorcycles selling within 2% of Harley’s suggested retail price, compared to 5%-10% below in 2019.

Challenges with the supply of electronic components hampered production in the first quarter and executives have said inventories would likely increase some from current levels. Since the investor day, Harley announced a twoweek production suspension after a supplier identified issues with a part, likely making it difficult to immediately raise inventory levels. “It will probably be much closer to where we are now than where we were in 2019,” Edel O’Sullivan, chief commercial officer at Harley, said of inventory levels during the investor day. Harley’s plans also include $2 billion in investments by dealership owners into dealerships over the next decade to upgrade and modernize facilities, strengthen the representation of Harley’s brand, welcome riders and non-riders, and provide a more digital integrated sales process. There will also be some “optimization” of Harley’s dealer network while still maintaining market coverage, O’Sullivan said. “It’s not only the number of dealers, but we’re also looking very closely at the format of those dealers,” she said, noting not all dealers need to be the same size. Zeitz said there could be a tiering of the dealer network with some locations focused on service, while others emphasize experience. “It’s not just about selling motorcycles,” he said. n

Fostering growth by building relationships. It’s not business. For us, it’s personal.

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MAREDITHE MEYER

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Interview

Joel Plant and Charlie Goldstone Chief executive officer of Frank Productions; president of FPC Live 29 S. Livingston St., Madison frankproductions.com

FPC LIVE‘S RECENT ANNOUNCEMENT that its plans for an indoor music

venue complex will move forward at the former Bradley Center site in the Deer District – instead of near the Summerfest grounds in the Historic Third Ward – was the result of several years of conversations with the Milwaukee Bucks. The concert promoter, an affiliate of Madison-based Frank Productions (which is majority owned by Live Nation, the world’s largest concert promoter), had multiple sites in downtown Milwaukee under consideration for the project, even in the months after plans were announced to build it on a surface lot near Henry Maier Festival Park. Those plans were dropped in mid-May after facing opposition from some Third Ward residents and business owners. In an interview with BizTimes associate editor Maredithe Meyer, Frank Productions CEO Joel Plant and FPC Live president Charlie Goldstone discussed what led to their new joint venture with the Bucks and why Milwaukee needs more concert venues. It hasn’t been long since FPC Live announced it had dropped plans to develop the venue complex near the Summerfest grounds. How did this deal with the Bucks ultimately come together? Joel Plant: “The short version is when you begin to pursue a project like this, you’ve got to have alternatives, and as we worked through the options and ruled out some parcels and kept a short list of prime parcels, (the former Bradley Center site) has always been on the list. So, as we announced in early December with the Milwaukee World Festival site, which is still an excellent redevelopment site and certainly could hold a venue like the one we proposed, and when we decided mutually with 14 / BizTimes Milwaukee JUNE 6, 2022

Milwaukee World Festivals to not pursue that site anymore, we were pretty far down the path in conversation with a few other sites. So, it wasn’t like we were starting from scratch a couple weeks ago. We started talking with a variety of landowners back in 2019, so well before anyone had even heard of COVID-19.”

Why the Deer District? Charlie Goldstone: “This was always an ideal site for us, and there’s a bunch of reasons for that. Namely, it’s a natural place for entertainment because of Fiserv Forum and the investment the Bucks have made in the Deer District. In the first year that Fiserv Forum was open, they had more arena concerts than any single year in Milwaukee’s history. We did most of those shows, so we were already driving hundreds of thousands of concert fans to this site. “And because the Bucks are such great partners, everybody works together here. So, if you go into The Mecca or Punch Bowl Social, they’re promoting the concerts we have and the watch parties or anything having to do with the Bucks, so we’re all helping each other, which is something that is truly unique to have businesses all feeding off each other, helping each other. It just creates a vibrant atmosphere, and it makes everybody more successful. The key in any big development or investment like this is partnerships, and we have great ones right here.” Plant: “We’ve been focused on building partnerships for almost

60 years. Well before Charlie and I were born, this company has been focused on finding the ideal partnerships, cultivating and building upon those, and we’ve continued that practice with the Bucks. … And we have an incredible and growing partnership with Milwaukee World Festivals.” Goldstone: “That (Third Ward) site is still great, and we believe that site would have been great, but we went through an honest public process and decided to move off it, but our relationship and partnership with Milwaukee World Festivals is great and continues to grow. We’ve got more amphitheater shows this summer with them than has happened in almost 20 years and that’s because both of our organizations had something to bring to the table, and the results speak for themselves.”

How much did the public backlash to the Third Ward plans play into your decision to move sites? Plant: “There were a variety of factors at play, and there’s not one reason for any of these big decisions in a development project like this, but as I’ve mentioned, we never gave up on alternative sites given the way that public announcements, public vetting and public discourse happened – as it should in a big city with big development projects. There was not one single reason, it was a mutual decision by us and by Milwaukee World Festivals, and our relationship with them is yielding incredible benefits for music fans.”

Are you concerned about sharing the market with another indoor music venue planned just blocks from here (where Grafton-based Kacmarcik Enterprises and Kenosha-based Bear Development recently announced plans to create the Iron District MKE, a mixed-use development with an 8,000-seat soccer stadium and an indoor concert venue)? Goldstone: “We’ve been public about our plans since December, and we’ve been working on it privately for several years. We believe in our project, and it’s clear that a lot of other people and a lot of other stakeholders in town and out of town also believe that Milwaukee needs new venues. The fact that everybody agrees on that is a good thing. We know that our project is the best. We got the best team to do it; we got the best partners to do it. We’re excited about it.” Plant: “That (Iron District) site was one of our alternative sites. We were offered that site multiple times, and we chose the best site.” Goldstone: “They came to us first, and ultimately, we decided that

(the Deer District) is where we wanted to go.”

What are your thoughts on the issue of safety and security going into this project, especially in light of the recent shootings near the Deer District? Plant: “Safety is paramount. It’s the first and last thing that we think about. It’s a concern we pay attention to at all of our shows and all of our venues every day all across the country. The antidote to risk is planning, so a designed, well-planned, well-built, well-managed facility or any space, if you do it well from the beginning, you squeeze out most of the risk regardless of the type of operation you have. That said, in all of our operations, we build partnerships with local communities, we use the best technology we can to prevent problems from occurring, whether it’s crime or disorder or even the fear of crime or disorder. Certainly a concern – always has been always will be because, as placemakers, it’s our responsibility to make event spaces as fun and as safe as we can make them. “More importantly, another antidote to public crime and disorder is heavily activated spaces, so having a lot of people active in a space is good, it’s healthy, it creates joy, it creates fun and satisfaction.”

How will this new venue impact the existing live music scene in Milwaukee? Goldstone: “It’s going to increase the amount of live music shows at all levels and all rooms in Milwaukee, and that’s really what this is about. It’s a cliche, but a rising tide raises all ships. Once artists begin to view Milwaukee in a certain light, word gets out and then everybody wants to play here. Milwaukee already gets a lot of great shows, don’t get me wrong. But we’re a national company, and we operate nationally, so we know what’s going on in other cities. And all these other cities in the Midwest – St. Louis, Minneapolis and Cleveland – are investing in new facilities to attract artists. When an artist goes on tour, they can’t play every city, they don’t have the time to do it, so we’re constantly flying to meetings, making phone calls and going everywhere we can, waving the flag and trying to attract artists to Milwaukee. The best way we can do that, in addition to having fans that want to come to the shows, is to offer them the best facility, not only where they will enjoy themselves and present their show in the way they want, but also where fans will enjoy themselves more. It’ll be a great experience for them, which will help sell more tickets and keep people coming back.” n biztimes.com / 15

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Real Estate

Reimagining Highway 175

WHEN THE mile-and-a-half-long Stadium Freeway North was constructed in Milwaukee in the early 1960s, it split neighborhoods in two, putting a high-speed roadway amid residential streets, rendering acres of land unusable and creating complicated and of-

A charette from 2018 shows a redesigned intersection of Highway 175 and Lisbon Avenue, with a mixed-use development and supermarket where a grassy knoll now sits, separating the on and off ramps to the freeway spur.

ten dangerous intersections near the entrances to vital business districts. With the Wisconsin Department of Transportation preparing to study the aging Highway 175 freeway spur, some say converting the highway into a boulevard or even a neighborhood-level street could be a boon to the surrounding neighborhoods and business districts. Chris Hau, principal project manager at Milwaukee-based Quorum Architects Inc., sees the highway spur as an obstacle both for residents and businesses. With an office located off West Highland Boulevard in the Concordia neighborhood and a home in Washington Heights, Hau works on one side of Highway 175 and lives on the other. As president of the Uptown Crossing BID, Hau would particularly like to see a change to the cumbersome intersection formed by the Highway 175 offramp and West Lisbon Avenue, which is hard to traverse and fails to adequately welcome both pedestrians and motorists to the businesses that line the blocks of Lisbon Avenue.

UGLY BUILDING: 30 0 E . BAY ST., MILWAUKEE Situated awkwardly near the intersection of East Bay and Stewart streets in Milwaukee’s Bay View neighborhood, this aging brick building isn’t ugly so much as it is forlorn. Constructed in 1965, the property at 300 E. Bay St. was home for many years to Reimers Photo Graphics and the Thomas Ferderbar Photo Studio. In 2003, former Oasis Coffee Service and Oasis Vending Service owner Cathy Rohde received a $112,000 loan from the Milwaukee Economic Development Corp. to redevelop the 9,578-square-foot warehouse and office building. Rohde sold the business and building in 2018. Today, part of the Oasis sign remains affixed to the building, but the company has no connection to the building, which appears vacant. The current owner of the building is listed as Chases’ Crossings LLC. Attempts to reach Chases’ Crossings registered agent Gregory F. Bird were unsuccessful.

16 / BizTimes Milwaukee JUNE 6, 2022

serves as associate director of Near West Side Partners, which operates the Near West Side BID, said turning the freeway into a more typical neighborhood street would mean greater connection for the neighborhoods and businesses on either side of West Vilet Street. It would also provide a better connection to Washington Park for neighborhoods on both sides of Highway 175. Designed by Frederick Law Olmsted, of Central Park fame, Washington Park’s grassy slopes and peaceful lagoons are surrounded by multi-lane boulevards or highway overpasses, Bell said. “To have a such a gorgeous green space that is kind of disconnected on every side from the residents that could really utilize it is a bit of a travesty,” she said. What’s key to making any redevelopment of Highway 175 successful, Bell said, is getting the community involved from the getgo and ensuring they can benefit from any employment opportunities tied to the redevelopment. Pattee agrees. “I am not a developer who is going to tell the community: ‘Hey, we are going to build this here.’ I want to know what the community wants,” he said. “Traditionally, real estate has just been a bunch of old white guys doing the same thing over and over again and reaping the profits, but there are different ways to do things where you can have more of a social impact.” n

BREAKING GROUND

The Uptown Crossing BID began looking at what a reimagined intersection could look like about 10 years ago. A few years later, those discussions led to the BID asking University of Wisconsin-Milwaukee Urban Planning students and Enberg Anderson Architects, to produce plans for redesigning what is now a grassy knoll separating the off and on ramps to 175 into a mixed-use development. “From the BID’s perspective, whatever that highway spur becomes needs to be an actual place instead of the on/off racetrack we currently have,” Hau said. He added that a redesigned intersection and roadway would be ripe for redevelopment, especially given the high traffic counts the neighborhood has seen and recent business growth that has taken place in the past four or five years. Hau pointed to companies like Bittercube, which moved its entire business to Lisbon Avenue in 2018. If Highway 175 were turned into a boulevard or a neighborhood-level street the only thing stopping development from happening there would be a lack of creativity, said developer Ryan Pattee, principal of Milwaukee-based Pattee Group. With Highway 175 dug down into the earth, Pattee said he could envision a boulevard with tiered developments on either side, or even a neighborhood-level street as narrow as North Prospect Avenue on the city’s East Side, should that be feasible. “I love that idea of breaking down barriers and having a new development there and not just a road,” Pattee said. “If you look at Clearwater Beach, Florida, and kind of how they build their hotels down there, that is what I kind of envision right there, just a bunch of long terraces where it just keeps stepping back as it goes up. … You could also build another neighborhood (where the highway is). You could build a mini neighborhood that connects the two other neighborhoods.” Lindsey St. Arnold Bell, who lives in Washington Heights and

THIRD WARD APARTMENT COMPLEX Bloomington, Minnesota-based Kaeding Development Group plans to build a 260-unit, five-story apartment building at the northwest corner of North Lincoln Memorial Drive and East Summerfest Place in Milwaukee’s Historic Third Ward neighborhood. The project has been undergoing design reviews by the Third Ward Association’s Architectural Review Board since April and is slated to go back before the board later this month. The 292,226-square-foot building would include an attached, 320-space parking garage and would be comprised of both studio and three-bedroom apartments, with the largest units being 1,450 square feet. There would also be a variety of amenities, including a swimming pool, coworking space and game room. DEVELOPER: Kaeding Development Group SIZE: 292,226 square feet, plus parking garage COST: $55 million

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COVER

STORY

‘ GIVE BACK MORE THAN YOU TAKE’ ANDREW FELLER PHOTOGRAPHY

— HELEN JOHNSON-LEIPOLD

biztimes.com / 19

STORY COVER

20 / BizTimes Milwaukee JUNE 6, 2022

BIZTIMES: What’s the brief history of your family’s business empire, and what has sustained it through multiple generations? JOHNSON-LEIPOLD: “Things have changed over

ANDREW FELLER PHOTOGRAPHY

ELEN JOHNSON-LEIPOLD LOVES coming to work each morning. Her corner office on the third floor of The Johnson Building in downtown Racine overlooks Lake Michigan. Abstract, nature-themed art hangs on the walls; framed family photos are on full display; a collection of awards and plaques are kept in the corner. As head of Johnson Outdoors and chair of Johnson Financial Group, she’s the fifth-generation – and first female – family leader of one of the most prominent business empires in Wisconsin. Her brother H. Fisk Johnson, 63, leads the family’s flagship entity, S.C. Johnson & Son Inc., where Johnson-Leipold, 65, sits on the board as an heir. The three companies are legally separate entities. Rising to chairman and CEO of Johnson Outdoors in 1999 and chairman of both Johnson Financial Group and The Johnson Foundation at Wingspread in 2004, Johnson-Leipold succeeded her father in all three roles. She credits the late Samuel Johnson Jr. – as well as her mother, the late Imogene “Gene” Johnson – for taking the family business to new heights while staying true to core values that prioritize putting people before profit, investing in local communities and leaving the world better than how you found it. In an exclusive interview with BizTimes associate editor Maredithe Meyer, Johnson-Leipold reflected on how those values have shaped her own views and decisions on innovation, talent attraction and the next generation of workers. The following is a transcript of portions of their conversation:

CONTRIBUTED

Johnson-Leipold and her husband Craig Leipold with three of their five sons, (left to right) Connor Leipold, Bradford “Fordy” Leipold and Sam Leipold. Not pictured are sons Christopher and Kyle. Connor Leipold is manager of corporate strategic branding at Johnson Outdoors.

“ I LOVE THE PRODUCTS IN (JOHNSON OUTDOORS) AND THINKING ABOUT GETTING PEOPLE INTO THE OUTDOORS. IT’S SO LIFE CHANGING, ESPECIALLY NOW AFTER COVID LOCKDOWNS, YOU HAVE TO GET OUT THERE.”

generations, and you have to change, that’s part of why we’re successful, but what’s so exciting and inspirational to me is it’s all about why we do what we do and our values. That’s been the consistency, that north star that’s come all the way through. “We started with parquet flooring, which was the initial business, founded by my great-great grandfather in 1886. Pretty soon, he was making paste wax – in his bathtub – to keep those floors looking great. It wasn’t long before he was selling a lot more wax than floors, and the company became known as Johnson Wax. He opened our first international companies in Canada and the U.K. and gave us our entrepreneurial spirit. “Then came my great-grandfather, in 1904, who believed in the power of marketing and advertising to make our waxes a must-have household product. More importantly, he believed our people were our greatest asset and instituted 40hour work weeks, paid vacations, health insurance, life insurance and profit sharing many years before those became the norm. “Next came my grandfather, in 1928, who was the first scientist in the family. During the Great Depression, he refused to lay off any of his employees and found creative ways to get everyone paid. He also launched Glo-Coat for washing and waxing floors. This was a significant launch in the life of our company, one that kept us on the map and gained the profits to get through the hard times. He used the profits from that single product to erect an iconic new headquarters designed by Frank Lloyd Wright, expand employee benefits and travel to South America for the first-ever sustainability audit – he wanted to go check on the carnauba palms that we made our products from. “Then came my father, Sam, who took the helm

ON THE BIRTH OF JOHNSON FINANCIAL GROUP “I love the story of why Johnson Financial Group was founded in the first place – it was a little different than consumer packaged goods, but that was a reflection of my father. He was really into the community and the importance of family businesses to the health of communities. He always talked about how you can’t have a healthy environment inside the company unless you have a healthy environment outside the company. “So, when small banks were being acquired by the big banks, he saw that happening and felt these (family-owned) companies needed a financial partner. He saw as the banks got bigger and became regional and potentially national, they didn’t pay as much attention to the smaller communities and local customers. He decided to start a bank, in a trailer on 3 Mile Road and North Main Street. “The fact that Johnson Financial Group was created with the specific objective of providing an important service to our local businesses as the number one priority has been a unique source of strength and inspiration in helping us to attract excellent talent and continue to grow over more than 50 years. Yes, you have to make money to grow, but that’s not why you do it. That’s a means to a different end.”

BIZTIMES: How has your father’s founding vision for Johnson Financial Group translated into today’s business climate?

CONTRIBUTED

JOHNSON-LEIPOLD: “We are not a family business that got stuck in tradition. Each generation was expected to bring fresh thinking and understand our consumers and markets intimately as they changed over time and use those insights to evolve and stay ahead of our competitors. Every generation has a different situation, and what I characterize this generation as is rapid change and digitization. “When we talk about the younger generation, I think it’s exciting that the younger generation is bringing new and different things, but they also expect different things, and that’s an opportunity to be out ahead… The more (the next generation

Johnson-Leipold and her father Sam Johnson Jr., founder of Johnson Financial Group and Johnson Outdoors.

JOHNSON FAMILY BUSINESSES S.C. JOHNSON PRIVATELY OWNED INDUSTRY: Household products YEAR FOUNDED: 1886 ANDREW FELLER PHOTOGRAPHY

in 1965 as the fourth-generation family leader of the business. While dad benefitted from the wisdom and contributions of the first three generations, he brought a new and exciting vision to the enterprise – a vision that put us on the path of continuous innovation, continuous improvement and sustainable growth. “In 40 years, Dad grew the family business 40 times over. … He transformed a single wax company into three thriving enterprises, all different and independent legal entities in different industries but with a common thread of core values. I have the honor of running the two businesses that my father started in the 1970s. I worked at S.C. Johnson for 15 years, which was a great experience, and I learned a lot, but then coming (to Johnson Outdoors in 1999) and having my dad’s office right above mine, I got to run up there and ask him for help when he was around, and it was great to have that opportunity. “Now, the ‘how’ to keep a company strong and successful verses the ‘why,’ is what all of us in business struggle with every day. There are no silver bullets, but I think we’re still here because of the focus on people and the focus on values. You think back, and there’s been world events and events in the U.S. that have devastated some businesses, but when you have employees that really care about the company, and they care about what happens to the company, then they stick with you through the good times and the bad times – and I think that’s when it shows through. I have had my fair share of bad times, but I have a great team and people who want us to win and that, I think, is our secret weapon: great people.”

“ WHEN I THINK ABOUT MY DAD, HE WAS ALWAYS TELLING ME, ‘YOU HIRE THE BEST PEOPLE AROUND YOU, AND OUR JOB IS TO KEEP THE PRINCIPLES, THE VALUES, THE VISION.’” of customers) has different needs, the more opportunity there is for innovation and to provide the service that they need, which is now that hybrid between digital and in-person (banking). We have to adapt and change, and some of that is not easy, but it does provide an opportunity because we have to be so in touch with our customers and all the data you have on your customers. But it’s about knowing more than you see. It’s more about, ‘What’s their story? What are their needs? What’s their family situation?’ Because that’s when you can really provide that customer service. “I think we do have a competitive advantage in that human connection, but you have to have that digital piece of it because accessibility and

FOUNDER: Samuel Curtis Johnson CURRENT LEADERSHIP: Fisk Johnson, chairman and chief executive officer EMPLOYEES: 13,000 SALES: $11 billion in 2020 (Forbes)

JOHNSON FINANCIAL GROUP PRIVATELY OWNED INDUSTRY: Banking YEAR FOUNDED: 1970 FOUNDER: Sam Johnson Jr. CURRENT LEADERSHIP: Jim Popp, CEO; Helen Johnson-Leipold, chairman EMPLOYEES: 1,200

JOHNSON OUTDOORS PUBLICLY TRADED, FAMILY-CONTROLLED INDUSTRY: Producer of outdoor recreational products YEAR FOUNDED: 1970 FOUNDER: Sam Johnson Jr. CURRENT LEADERSHIP: Helen Johnson-Leipold, chairman and CEO EMPLOYEES: 1,400 SALES: $751.7 million in 2021 biztimes.com / 21

the ability to ‘do it right now’ is part of that. … That mix is what we have to do really well. And I think that’s what you can’t get from the larger financial institutions.”

ON THE ROLE OF INNOVATION “I love innovation, too, and I consider (Sam Johnson Jr.) a master of innovation. Dad created the plastic boat market, which is still growing after all these years, and Old Town remains a leader still today. “Innovation is in everything we do. It’s (customer) service on the Johnson Financial Group side; its equipment and product on the Johnson Outdoors side. We want to do things that make people’s lives better, so you have to be always at one with your customer and thinking about the needs that would make their lives better. It’s great. I love the products in (Johnson Outdoors) and thinking about getting people into the outdoors. It’s life changing, especially now after COVID (lockdowns), people have to get out there. “And in financial services, it’s how do we make our customers lives better and how do we understand what they want long term and help them get there? The more we can provide that service, the more we have done what we’re here to do. “The great thing is it all fits together. The purpose, the values, the focus – it all works together. It took a while for me to figure that out, and (leading two companies) is a lot of work, but that’s why the purpose is so important.”

BIZTIMES: Tell me more about what it was like working with your father. What are some of the personal leadership lessons he passed along as you succeeded him? JOHNSON-LEIPOLD: “It is an honor to be able to be part of these companies that he started, and his life lessons were very consistent with what we do at work. I give my mother a lot of credit as well; she was very much the kinder, gentler influence on him. “One key lesson was the long-term view: The fact that with the decisions we make today, we have to consider the impact on tomorrow. We have a purpose to keep our company healthy and thriving so we can continue to have a positive impact on the lives of more people and more communities for generations to come. That’s all about sustainability, and that means every generation has to give back more than they take because, otherwise, there is no long term. When you’re making decisions for the good of the long term versus today and tomorrow, it changes everything. … And you want the people that you hire to also be thinking about the longterm health of your customers. “You’ve got to live with the decisions you make. It impacts lives, it impacts communities, and it makes you think about things that way. I think, also, employees like to have some job se22 / BizTimes Milwaukee JUNE 6, 2022

curity and certainty that things aren’t going to change, that (the company) won’t be sold tomorrow. … It truly is about people. And when I think about my dad, he was always telling me, ‘You hire the best people around you, and our job is to keep the principles, the values, the vision.’ “If you talk about sustainability or sustainable development, my father would say, ‘Until every individual cares enough to lend a hand, you will not have sustainability.’ And he talked about how throwing money at something doesn’t solve the

FIVE GENERATIONS OF JOHNSON FAMILY BUSINESS LEADERS First Generation

SAMUEL CURTIS JOHNSON FOUNDER OF S.C. JOHNSON

Second Generation

HERBERT F. JOHNSON SR.

Third Generation ANDREW FELLER PHOTOGRAPHY

STORY COVER

“ I HAVE TO FIGURE IT OUT WITH THE NEXT GENERATION AND WHAT IT MEANS TO THEM FOR US TO BE INCLUSIVE, BUT IN ORDER TO BE INNOVATIVE AND TO BE ABLE TO THINK ABOUT THE FUTURE, YOU HAVE TO BE VERY OPEN TO DIFFERENT PERSPECTIVES, … THAT’S WHERE ALL THE NEW IDEAS COME FROM.”

problem because when the money is gone, (the solution) stops, and that’s not sustainable. You’ve got to get people wanting it and everybody caring, and then you start making decisions about the future. Everybody, both companies and individuals, have to have a role, and everyone should think about giving back more than they take. That’s the only way we’re going to be sustainable long term because otherwise, we’re going in the wrong direction.”

BIZTIMES: How are you adapting to shifts in what the next generation of employees want out of work?

H.F. JOHNSON JR.

Fourth Generation

SAM JOHNSON JR. FOUNDER OF JOHNSON FINANCIAL GROUP AND JOHNSON OUTDOORS

Fifth Generation

HELEN JOHNSONLEIPOLD CHAIRMAN OF JOHNSON FINANCIAL GROUP CHAIRMAN AND CEO OF JOHNSON OUTDOORS

H. FISK JOHNSON III CHAIRMAN AND CEO OF S.C. JOHNSON

STORY COVER

CONTRIBUTED

Johnson-Leipold kayaking in Barkley Sound, located on the west coast of Vancouver Island, British Colombia, on a trip she took with a group from Johnson Outdoors’ watercraft business.

JOHNSON-LEIPOLD: “In a very short period of time, what used to be not talked about as much – purpose, the workplace environment, belonging and flexibility – is now very much front and center. The younger generation is looking for something more than a job. And that’s really good because that’s where companies need to go. One of the things Dad talked about is how important companies are to helping communities. It can’t all be done by individuals, it can’t all be done by the government, but we all have a responsibility. And when there’s external pressure on top of that to show that you’re doing those things, it’s great because we do have to play a role. … That evolution is right in front of us, and I think the pressure from the younger generation has given us a wake-up call, which is good because we have to do some things if we want to keep this world for generations to come, and a lot of work needs to be done. “Trust is so important. Trust means you can communicate, and you don’t have to be guarded, and you can throw out ideas, and you don’t get judged by them. That’s where inclusivity is so important to innovation. I have to figure it out with the next generation and what it means to them for us to be inclusive, but in order to be innovative and to be thinking about the future, you have to be very open to different perspectives, and that’s where all the new ideas come from. … It’s great that there is so much more diversity in the next generation – we benefit from that. It’s an exciting time. “(The next generation) just looks at things differently, and that’s what we need. That’s who we are 24 / BizTimes Milwaukee JUNE 6, 2022

providing services to. I love the research on the next generation because the segmentation is so different, and that’s what you would die for because it’s so different than us that their needs are all different, and that’s the challenge and the opportunity.”

BIZTIMES: What do you see as some of the most pressing issues facing southeastern Wisconsin, and how can your companies be part of the solution? JOHNSON-LEIPOLD: “In general, making sure that we have communities that are great for young professionals because we do need to attract talent, and especially when (young professionals) potentially have remote (work) on their mind. We need to get people here, so everything we can do to enhance the communities that we do business in is a priority. And again, the health of the outside community is reflected in the health of the company’s internal environment. “The other issue is education. We do invest in education, but I think having great educational systems for the children of our employees and for the community is critical long term. That’s been a pressing issue for a long time, and it’s something that we get involved in, but it’s about making sure that the resources are there for all walks of life, and we have work to do in that. … Johnson Financial Group is very involved in the Boys and Girls Clubs, and (other organizations) that help our next generation really get the resources they need to be the next employees of our companies. “At The Johnson Foundation at Wingspread,

the philosophy is if you get people in a room and they get to know each other as people – before they start debating and having discussions on issues – then with that respect and connection, you get to a much better place. I think we need to have more human interaction and understanding, and that connection is so critical. When you connect, you understand where people are coming from, you understand the context, and then maybe we can make more progress. “The health of our smaller businesses in communities like Racine can do a lot for the communities. You get more roots, and you get more involvement, and you get more employees who come to the communities and want to see things get better. And I think Wisconsin can do that – that’s who we are. But there’s a lot of work to do.”

BIZTIMES: Your son Connor Leipold joined Johnson Outdoors last year as manager of corporate strategic branding. What’s it like working with him? JOHNSON-LEIPOLD: “Connor is learning, and he likes to come to work in the morning, which I am very excited about. … I’m hesitating a little bit because I can’t speak to other members of the next generation, but … it’s great that (the sixth generation is) proud of the companies, and whatever they aspire to do is all good. But Connor has done great. … It’s great to have family in the business, and I loved being here when my father was upstairs and just being able to ask him advice. You learn a lot.” n

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Breaking the silence on tough family business topics BY LAUREN ANDERSON, for BizTimes COMMUNICATION IS KEY in any business, but essential conversations in family businesses often have the potential to go unaddressed. Whether it’s the complicated family system dynamics, fear of rocking the boat, generational divides or personality differences, the prospect of bringing up tough topics in a family business context can be daunting. While such discussions can be fraught, avoiding them altogether isn’t a viable alternative. “The key is they need to be addressed. Putting them under the rug only makes you trip up,” said Sue Bronson, a Milwaukee-based private practice mediator and instructor at the University of Wisconsin-Milwaukee’s School of Continuing Education. Bronson recommends putting potentially difficult discussions on the agenda before they have the opportunity to escalate. “Any good business has regular meetings,” she said. “So, the question is: Are you having regular

meetings? And is there a place in those meetings to discuss what’s not working or upcoming challenges or concerns into the future? … It should be a regular part of the meetings. The more you can make it typical instead of atypical, the better.” If a special meeting is necessary, Bronson said, it’s important for the individual to inform the other person of their concerns and establish an appropriate time to talk. “The spur-of-the-moment fight in the hallway is not helpful,” Bronson said. “Make it planned.” A third-party facilitator can play an important role in these discussions. “It helps in a number of ways. Sometimes people are on better behavior when they’re being witnessed by an outsider,” said Bronson. “Sometimes I can actually repeat the words somebody said (by a family member), but because it came out of my mouth with my tone and not that other person, it can be heard. Because it strips away all

the history when I say it.” A common pitfall of family businesses is the unaddressed tension between the founding generation or current leadership and the successor generation, who hold competing visions for the business. “Founding members often get started too late and wait until there is a health issue, or maybe a qualified or competent successor is there but they’re not willing to turn over control,” said Bill Edstrom, an executive coach focused on family business members and facilitator of Dean Fowler Consulting’s Forums for Family Business. Division-of-labor issues – including a lack of respect among family members for the different roles their relatives hold – and succession issues often come up as presenting problems among Bronson’s family business clients, she said. “This happens a lot in farm families: You’re 60 years old and still waiting to inherit the farm and do it your way – or you’re thinking that you are contributing to a business that you will lead some day and finding it’s not being turned over to you. Or the older generation may feel the younger person is trying to move too fast or in a different direction than what’s been done in the past,” Bronson said.

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Each generation should enter discussions with a listening posture and patience, Edstrom said. In situations where there is unresolved conflict, Bronson said she encourages people to look beyond the presenting issue and dig into what’s behind it. While Bronson’s clients experience a range of challenges – including those involved in workplace disputes, people who are at odds over the care of elderly family members or individuals going through divorce or parenting issues – many conflicts stem from similar root issues: feeling not seen, not heard or not valued. “We all want to be seen and heard, and we feel like others don’t get us,” Bronson said. For members of a family business, conflict may bring up core issues of identity, she added. “Anger is what’s on top, but underneath it is usually hurting,” Bronson said. “So, what can we do to address what the issue is? If you only work at the surface

level, you’ll get a resolution but it won’t last because a new issue will come up. It’s something deeper.”

In some cases, those who are part of a family business can revert to relational patterns from earlier in their lives. Compared to non-family businesses, where people are generally able to establish their professional identity with a fresh slate, family business members may be relegated to their childhood roles. To have productive conversations, colleagues must be intentional to treat one another as adult peers, said Edstrom. Breaking through outdated paradigms when relating to each other requires self-awareness and differentiating oneself from the family. Personality assessments can help family members better understand themselves and one another, Edstrom added. “Identifying yourself as an individual is really a key component of this,” said Edstrom. “Understanding yourself and identifying a sense of maturity apart from your parents and apart from the company is really important.” n

P.E. MacAllister Class of 1940

First. Foremost. Forward.

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SOME OF KENOSHA COUNTY’S

BEST IN BUSINESS #2022OvationAwards CALL FOR NOMINATIONS! Know a great business? Or maybe you are a great business! Nominations/applications for the 2022 Ovation Awards are now open. The awards recognize excellence and achievement in business throughout Kenosha County.

kaba.org/2022_OA_Nominations The Ovation Awards will be presented at an annual dinner hosted by the Kenosha Area Business Alliance on Thursday, November 3, 2022. Watch for additional details to be available soon!

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A champion of Carroll University and the liberal arts, P.E. MacAllister was a dynamo who fashioned a remarkable legacy of hard work and service in his 101 years. A gifted athlete and student, P.E.’s plans for a career as a teacher were placed on hold first by WWII and then when he took over his father’s agricultural equipment company MacAllister Machinery Company. He spent his career there, building it into a market leader in its industry and for Caterpillar. A titan of business and philanthropy, P.E.’s generosity and service to Carroll has impacted generations of students. • Learn more at carrollu.edu/175

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That leads us to something you don’t get from a financial every day – a way to invest in your own people (and at no cost!). Our Financial Wellness for Employees program invites employers to partner with us to help make sure everyone is as good with their own money as they would be with anyone else’s. A 2021 survey found that 63% of Americans say their personal finances were affected by the COVID-19 pandemic. Financial wellness means more today than ever before.

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STEVE LANGE VICE PRESIDENT OF HUMAN RESOURCES

FEEDING AMERICA EASTERN WISCONSIN

BizTimes Milwaukee is proud to present our second edition of Notable LGBTQ+ Executives in southeastern Wisconsin. This list spotlights accomplished professionals in the region and showcases the diversity of talent in the area. The leadership shown by the executives profiled here sets an example to shape a better future for our region.

As the vice president of human resources at Feeding America Eastern Wisconsin, Steve Lange develops and executes talent management strategies to attract, hire and retain employees. He also provides counsel to supervisors on employee relation issues, the development of employees and coaching opportunities. The food bank has built a network of more than 400 food pantries, meal programs and hunger relief organizations, serving more than 400,000 people in eastern Wisconsin. In the past two years, Lange developed Feeding America Eastern Wisconsin’s equity, diversity and inclusion program and currently monitors EDI efforts within the hiring and promoting process.

METHODOLOGY: The honorees did not pay to be included. Their profiles were drawn from nomination materials. This list features only individuals for whom nominations were submitted and accepted after a review by our editorial team. To qualify for the list, nominees must be based in southeastern Wisconsin. They must be currently serving in a senior level role at their firm, hold a leadership position within their industry, have made a significant contribution to advancing workplace equity and act as a role model or mentor.

“Steve is an exceptional leader and culture champion. We are so lucky to have him lead our human resources and recruiting efforts in our fight to end hunger,” said Patti Habeck, president and chief executive officer at Feeding America Eastern Wisconsin. In addition to his leadership duties, Lange developed Feeding America Eastern Wisconsin’s Internal Culture Committee, which works to create a welcoming and supportive environment for all employees.

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2022 NOTABLE LGBTQ+ EXECUTIVE biztimes.com / 35

JOSHUA FIGURSKI

DR. ALAN NYITRAY

PRACTICE GROUP MANAGER INTELLECTUAL PROPERTY

ASSOCIATE PROFESSOR

KATIE DEMPSEYFISCHER

MEDICAL COLLEGE OF WISCONSIN

VICE PRESIDENT OF TICKET OPERATIONS

MICHAEL BEST & FRIEDRICH LLP A member of the Michael Best & Friedrich senior leadership team, Joshua Figurski leads operations for the firm’s intellectual property practice nationwide. His role includes strategizing around the group’s hiring and retention efforts.

Alan Nyitray, associate professor at the Medical College of Wisconsin, transitioned from a role as director of HIV prevention services at an Arizona nonprofit to earn a doctorate degree in epidemiology. He has now become a leading authority in the prevention and early detection of HPV-associated cancers among men who have sex with men.

His current area of focus is on broadening recruitment efforts to attract diverse talent in the patent engineering program.

Nyitray’s research is funded by the U.S. National Cancer Institute, and he is an author of more than 80 scientific articles in his field.

Figurski is a participant in Michael Best’s MODEL Leader (Managed Outcomes: Developing Exceptional Leaders) program, which started in 2021. The program promotes collaborative problem solving. He is also a member of the firm’s Leaders, Engineers and Attorneys for Diversity (LEAD) group, which supports LGBTQ+ and ethnically diverse attorneys, professionals and their allies. As a senior member of the group, he provides mentorship to junior members.

Nyitray is an internationally known epidemiologist and researcher pursuing cutting-edge projects to develop new tests and strategies to find cancers much earlier, said Krista Ruehmer, communications specialist at the Medical College.

“Josh’s leadership is evident in his dedicated work as the intellectual property practice group manager and as an inclusive role model for his fellow colleagues,” said Brad Kalscheur, partner at Michael Best.

“Much of his work is in anal cancer, which like cervical cancer is driven by human papillomavirus. However, in anal cancer there are currently no proven strategies for screening or early detection,” said Ruehmer. “Dr. Nyitray’s team is performing two studies to advance that science and move it quickly to the point where patients can immediately be helped.”

CONGRATULATIONS NOTABLE LGBTQ+ EXECUTIVE Joshua R. Figurski Practice Group Manager Intellectual Property

Different perspectives and voices are critical to the success of any business, and the practice of law is no different. We are committed to making decisions to better serve our clients, while creating a positive impact on our firm culture.

MICHAELBEST.COM 36 / BizTimes Milwaukee JUNE 6, 2022

Michael Best & Friedrich LLP

MILWAUKEE BUCKS AND FISERV FORUM Katie Dempsey-Fischer, vice president of ticket operations for the Milwaukee Bucks and Fiserv Forum, has 11 years of experience in the sports and entertainment industry. During that time, she has earned a reputation for leading with a team-building management style that focuses on service, development and collaboration, colleagues say. In the wake of COVID’s impact on fan attendance, Dempsey-Fischer led the ticket operations team to manage inventory and maximize revenue throughout the 2020-’21 NBA season as the Bucks dealt with several pandemic-related capacity changes. She is a founding member of the Bucks Diversity Leadership Council and was recently made vice president of the DLC with a focus on policy. Dempsey-Fischer has also served as the executive sponsor for the Bucks Pride Alliance LGBTQ Employee Resource Group. “Katie leads with confidence, empathy and an entrepreneurial spirit. We value the day-to-day leadership of her team, but also her ability to tap into her passions as a vocal leader for our Diversity Leadership Council and Bucks Pride Alliance LGBTQ Employee Resource Group,” said Raven Jemison, executive vice president, business operations for the Bucks.

JOHN SODERBERG

CHAD BAUMAN

ROBIN FOX

BUSINESS DEVELOPMENT DIRECTOR

EXECUTIVE DIRECTOR

INTERIM PROVOST

MILWAUKEE REPERTORY THEATER

UNIVERSITY OF WISCONSINWHITEWATER

MYPATH John Soderberg led MyPath’s most recent efforts to promote diversity, equity and inclusion during the past 18 months, said organization president and CEO Terry Leahy.

As executive director of the Milwaukee Repertory Theater, Chad Bauman co-led the state’s largest performing arts company through the COVID-19 global pandemic.

MyPath is an employee-owned provider of education, therapeutic and community support services for high-need individuals.

Reopening in April 2021, the Rep welcomed back more than 150,000 patrons while keeping hundreds of local artists and staff members fully employed.

A 24-year veteran of MyPath, Soderberg helped to develop the concept of Pathfinders, a series of owner resource groups dedicated to different facets of DEI. The first Pathfinder groups were focused on race and ethnicity and LGBTQ+ issues. Additional groups now address women’s mental health, abilities and neurodiversity and environmental issues. Soderberg serves as co-chair of the LGBTQ+ Pathfinders group. He has led efforts to promote an inclusive environment for members of the community. Some initiatives include: • Use of preferred pronouns in email signatures. • Designation of preferred names. • Designation of safe spaces for free discussion and sharing. • Monitoring of public policy issues of concern to the LGBTQ+ community. “MyPath, our owners and the people we support have benefited tremendously from John’s commitment to the LGBTQ+ community,” Leahy said.

During the pandemic, Bauman worked with city officials and epidemiologists to develop a comprehensive safely plan that was used by other theaters nationwide as a guide for reopening safely. Bauman also worked with the theater’s board of trustees to approve a $75 million capital campaign to renovate the theater complex. This project aims to grow future audiences, strengthen community relationships and strengthen the city’s role as a hub for creativity and innovation, according to the Rep. “Chad brings a broad perspective and has helped create an inclusive culture at the Milwaukee Rep. The theater is very fortunate to have an executive leader who builds strong and lasting partnerships throughout the community,” said board president Judy Hansen.

As dean of education and professional studies at the University of Wisconsin-Whitewater, Robin Fox led a program that graduates the most licensed teachers in Wisconsin. She addressed the need for teachers in rural communities by advocating with local school district support for student teachers to return to their hometowns. She also recommended solutions to the special education and substitute teacher shortages. Now as interim provost, Fox’s leadership style has set a tone of mutual respect and collaboration at UWW. Fox uses her voice to provide a more inclusive environment, said John Chenoweth, interim chancellor at UWW. “She works with undergraduate students on LGBTQ+ research and serves on the Chancellor’s Task Force on LGBTQ Issues, helping to advocate for all-gender bathrooms and language changes, such as the need to eliminate ‘dead names’ when individuals change their names to reflect their identity,” said Chenoweth. “UWW is also one of the first universities in the country to add pronouns to student IDs, supporting inclusion.”

biztimes.com / 37

GERRY HOWZE EXECUTIVE DIRECTOR

PEARLS FOR TEEN GIRLS INC.

KEITH STREICHER

CONGRATULATIONS!

CO-FOUNDER AND CO-CHIEF EXECUTIVE OFFICER

RE-IMAGINE EDUCATION INC.

After Gerry Howze, executive director of PEARLS for Teen Girls Inc., recently spoke to members of TEMPO’s Emerging Women Leaders initiative, one of the participants commented to TEMPO president and chief executive officer Jen Dirks, “(Howze) is someone I aspire to be one day.”

As co-founder and co-CEO of Re-Imagine Education Inc., Keith Streicher leads a team of 16 people who work to increase retention and recruitment of Black and brown teachers and bridge the literacy gap in Black and brown youth. Streicher currently serves on the board of directors at Outpost Natural Foods and the board of trustees at Milwaukee’s Finest Scholarship Foundation.

“Gerry’s leadership style and infectious energy makes you want to be part of her team. She is a servant leader in her approach as a listener, as a thoughtful analyzer and one who brings compassion to any discussion,” said Dirks, who joined the PEARLS for Teen Girls board of directors in 2019. PEARLS for Teen Girls is an empowerment organization for young women.

“Keith Streicher is a trailblazer and maverick,” said Isiah King, co-founder of Re-Imagine Education. Streicher served on an LGBT panel with U.S. Congressman Mark Takano at the 2014 Victory Fund Institute International LGBT Conference and was named a rising black LGBT leader by the National Black Justice Coalition in 2015.

“This opportunity has provided me an even greater understanding and appreciation of Gerry’s leadership, authenticity, strength and professional poise in running PEARLS. She is an accessible, humble leader,” Dirks said.

He is also the director of Veterans Upward Bound at the University of Wisconsin-Milwaukee, where he works to ensure marginalized groups have a voice. He is a mentor to the 125 Veterans Upward Bound students and implemented its “A Seat at the Table” initiative, mentoring and encouraging staff and colleagues to become more active in their community.

Howze, who also serves as director of program services at PEARLS and previously worked as a club manager at the Pieper Hillside Boys & Girls Club, was the recipient of a Black Excellence Award and a Standout Sister Betty Award in 2020.

MICHAEL GIFFORD

AL LIU

LAEL ATKINS

PRESIDENT AND CHIEF EXECUTIVE OFFICER

VICE PRESIDENT OF COFFEE

VICE PRESIDENT OF SUPPLY CHAIN

VIVENT HEALTH

COLECTIVO COFFEE ROASTERS INC.

Throughout the COVID-19 pandemic, Michael Gifford has continued to work in the fight against HIV and AIDS and as an advocate for health equity in the LGBTQ+ community. Vivent Health’s HIV Medical Home model was designed to address social determinants and remove barriers to physical, behavioral, pharmacy and social services for people affected by HIV. Throughout the pandemic, Vivent has continued to provide services to the HIV/AIDS and LGBTQ+ communities while operating remotely. “Under Mike’s leadership, Vivent Health received a top score of 100 from the Human Rights Campaign Foundation in 2022 and was designated as an LGBTQ+ Healthcare Equality Leader,” Cindy Cooper, Vice President, Strategic Communications, Vivent Health. In addition to his duties at Vivent, Gifford serves as a board member of OCHIN, a nonprofit health care innovation center that supports almost 1,000 community health sites serving more than 6 million patients.

38 / BizTimes Milwaukee JUNE 6, 2022

A veteran of more than 21 years in the industry, Al Liu has served as the vice president of coffee at Colectivo Coffee Roasters for the past six years. Liu’s focus is on building and strengthening supply chains in Latin America, Africa and Southeast Asia as well as marketing and branding green and roasted coffee. Liu works to connect employees and customers to the small-scale farmers who produce the majority of coffees, said LaShonda Hill, vice president of human resources at Colectivo. “Liu’s work transcends geographic and cultural barriers and unites people from all over the world,” Hill said. “As the first openly LGBTQ member in (Colectivo) senior management, Liu developed a blend with coffees specifically chosen from countries with marriage equality laws.” “The goal of Al’s work has always been to champion underserved and minority growers,” said Dan Hurdle, chief executive officer at Colectivo. “His efforts to build up these communities — both here in Milwaukee and around the world — are at the heart of our culture.”

As the vice president of supply chain at Colectivo Coffee Roasters, Lael Atkins has a hand in everything from sales support and warehouse oversight to fulfillment and product deliveries. Atkins has helped to transform the culture at Colectivo. Diversity in hiring and building supportive teams are key priorities for her, said LaShonda Hill, vice president of human resources at Colectivo. “While delivering quality products is the chief driver of her work, she knows that great coffee comes from engaged employees. That’s why she makes great strides to support her teammates in showing up to work as their true, authentic selves,” Hill said. “Lael has had an immense impact on the culture at Colectivo from day one,” said Dan Hurdle, chief executive officer at Colectivo. “She is always pushing herself and those around her to be their best, and she hasn’t let the fact that she’s new to the organization keep her from championing diversity in our hiring process and finding ways to build a supportive culture for all.”

SAMUEL HALL JR.

NATE KOCH

MANAGING PARTNER

SENIOR MANAGER OF SOCIAL MARKETING, INFLUENCER AND BRAND PR

CRIVELLO CARLSON S.C. In early 2022, managing partner Sam Hall Jr. created a client-focused strategic communications and public affairs consultancy at Milwaukee-based Crivello Carlson S.C., in an effort to manage clients’ public messages along with their legal issues. “Sam Hall is notable not only for what he does, but also for what he doesn’t do,” said Brenda Rykiel, human resources manager at Crivello Carlson S.C. “He doesn’t allow himself to be confined to, ‘Do it the way it has always been done,’ which can be especially true in the legal profession.” As a member of the National LGBTQ+ Bar Association, Hall promotes the professional development and advancement of gay, bisexual, lesbian and transgender legal professionals. He was considered for appointment as a U.S. District Court Judge in 2019 and received bipartisan support for nomination to the federal judiciary by both Sen. Tammy Baldwin and Sen. Ron Johnson. Additionally, for more than 10 years Hall provided legal advice on LGBTQ+-related issues for the North American Gay Amateur Athletic Alliance.

KOHL’S CORP. Nate Koch’s work as a leader in diversity and inclusion began in 2016, with the launch of Kohl’s PRIDE Business Resource Group. Since then, he has worked to find opportunities to improve equity, both at Kohl’s and in the community, through marketing, product and community engagement, said Samantha Maldonado, senior manager of D&I at Kohl’s. Last year, Koch was part of the team that worked to integrate pronouns at Kohl’s to foster a more inclusive culture and sense of belonging among associates. This included giving store associates the option to display their preferred pronouns. “Nate is a leader who values input from all parts of the organization, and he is able to bring the connections he has made through his BRG work into the marketing process to diversify the perspectives at the table. He brings opportunities for teams to learn more about inclusivity and shares knowledge he has gained through conferences and other work streams,” said Andrea Port, vice president of social marketing, public relations and brand strategy at Kohl’s.

TONY SNELL RODRIGUEZ VISITOR EXPERIENCE MANAGER

VISIT MILWAUKEE In his role as visitor experience manager at VISIT Milwaukee, Tony Snell Rodriguez has played a crucial part in the organization’s success, said president Peggy Williams-Smith. “Since being promoted to visitor experience manager in July, he has taken the program to new heights,” Williams-Smith said. “Through efforts like the pop-up activations around the city, designed to engage incoming groups like cruise ship passengers and Ryder Cup fans, Tony has envisioned the visitor experience program as an accessible, engaging and fun resource.” Snell Rodriguez is looking at new opportunities to expand Milwaukee’s travel and tourism industry with key local markets, such as northern Illinois. In partnership with Amtrak Hiawatha, the visitor experience team offered free Summerfest tickets, Milwaukee swag and Milwaukee-themed trivia to commuters heading to and from the Chicago area and at Union Station in Chicago. He also serves as the chair of the City of Milwaukee’s Equal Rights Commission and has overseen the city’s four consecutive top scores of the Human Rights Campaign Municipality Equity Index.

Congratulations on your recognition!

Samuel C. Hall Jr. Managing Partner

VISIT Milwaukee congratulates its very own

TONY SNELL 710 North Plankinton Avenue, Suite 500 Milwaukee, WI 53203 Main: 414-271-7722 | Fax: 414-271-4438

and all of the other wonderful recipients of the 2022 Notable LGBTQ Executives. Thank you for making Milwaukee a stronger community.

crivellocarlson.com biztimes.com / 39

BUSINESS CARES

2021 Edition

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 f ront lines of progress by placing your logo on the f ront 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.

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baderrutter.com

ING

D OLDER A

Strategies LEADERSHIP

Habits of the heart Being a light in the darkness I HAVE STRUGGLED to know where to begin with a reflection on leadership as we experience our country as it is today. We are longing for the end of the pandemic. We are looking for a commitment to racial equity. And we are hoping for some level of political harmony. For two years now, what we thought was “normal” was turned upside down. The reality is nothing remains the same and maybe “normal” wasn’t so great after all. In the midst of confusion, uncertainty and grief, we have been given the opportunity to reset. The question is: How will we reset? And, who will lead? What the COVID-19 pandemic imposed was a pause from our daily, take-it-for-granted routines and spiraled us into the unknown. For many, working remotely inspired an opportunity to relocate. For others, it meant an opportunity to consider a job change. For far too many women, it meant leaving the workforce in order to care for children or aging parents. And we have collectively suffered unspeakable loss. In this country alone, more than 1 million people have died from COVID-19. It’s been suggested that for every person who dies, there are at least nine people who grieve. Who, then, has escaped the impact of this life/death experience? Even though the dust is settling a bit, the storm is not over, and life continues to hold uncertainty and chaos in our work, in our homes and in our communities. Leaders have a remarkable opportunity to re-engage by acknowledging our reality and shining the light on what is going well. Today, our hearts and spirits are fragile. It takes

more energy to receive constructive criticism. I have wondered if performance reviews ought to be suspended unless there is something time sensitive that needs to be addressed. And, instead for a leader to say: “Thank you for helping to keep our company afloat during the pandemic. I am glad that you are still here. I am glad that you are alive.” What difference do you think that might make for a leader in your organization to hear those words from you? Parker Palmer, author, teacher, poet and allaround amazing human being, wrote “Habits of the Heart.” While these were written in 2014, in his book, “Healing the Heart of Democracy,” they clearly have relevance for leaders today.

HABITS OF THE HEART: 1. An understanding that we are all in this together. Parker reminds us that in spite of our, “illusions of individualism and national superiority,” we are interconnected human beings, dependent on one another. This view for a leader leads to a deeper recognition of our common humanity regardless of titles or positions within the organization. 2. An appreciation of the value of “otherness.” When we read these words, we may be translating to “us vs. them.” For Parker, the words mean “us and them,” and suggests the notion of the ancient tradition of hospitality to the stranger. And here, he says, the stranger has much to teach us! This is not to minimize differences. Rather, it is to embrace them. 3. An ability to hold tension in life-giving ways. Our tendency is to want to be right, which doesn’t allow us to hold tension in life-giving ways, with curiosity and care. The poet, Yehunda Amichai writes: From the place where we are right Flowers will never grow in the spring. The place where we are right Is hard and trampled like a yard. But doubts and loves dig up the world Like a mole, a plow. And whisper will be heard in the place Where the ruined house once stood.

4. A sense of personal voice and agency. For so many reasons, many of us lack the confidence that we can make a difference. “We grow up in educational and religious institutions that treat us as members of an audience instead of actors in (life’s) drama.” As a result, we can become spectators to our own lives. We must find our voices and learn to speak our truth even in the face of criticism. Good leaders encourage that level of communication within their organizations. They are not afraid of the dialogue or the conflict. 5. A capacity to create community. Without community, it is nearly impossible to exercise the “power of one” in a way that allows power to multiply. Leaders have an opportunity to create and sustain community within their organizations by creating the space for building relationships and valuing differences. In order for these habits to become a reality, leaders will need the commitment and self-awareness to welcome new possibilities. It will take the willingness to be vulnerable by letting go of what was perceived as “normal.” It will take courage. It will take heart.” n

KAREN VERNAL Karen Vernal is an executive coach and consultant with Vernal LLC, a Milwaukeebased leadership and organizational firm. She can be reached at Karen@ccvernal.com. biztimes.com / 41

Strategies A BRIEF CASE

“How have you maintained your company’s culture in a hybrid office environment?” Raj Patel Tina Chang CEO SysLogic Inc. “Setting and driving our culture has been a top priority for me since day one. Coming out of the pandemic, many leaders believe that employees need to be back in the office most of the time or even 100% because it’s part of their culture. I challenge my fellow leaders to ask themselves, ‘Who is in charge of living our culture?’ and ‘Does it need to be in-person to be effective?’ I used to be against remote working environments, but I’ve since changed my position. I recognize it’s easier to do with a tech workforce, though. “With reiteration and diligence around communication and finding the right work style with each other, we have not only maintained our culture, but also found new ways to foster it. For example, instead of casual connections that were typically made in person for new hires, we scheduled 15-minute meet and greets. It’s OK to virtually meet to shoot the breeze during work time. If your virtual time is all about work, your culture can quickly become transactional. “Listening to our employees has been paramount. The past two years have proven that if you don’t listen, you will lose employees quicker than you can replace them. We have found new ways to listen - chat platforms, online surveying tools and more one-on-one virtual meetings. And as we transition to a hybrid work environment, those who come into the office will notice new cultural signage across our office.” 42 / BizTimes Milwaukee JUNE 6, 2022

Vice president, workforce experience Senior human resources business partner Northwestern Mutual “The pandemic dramatically shifted people’s view of work, and more professionals are weighing their options. Companies must focus on employee experience with renewed rigor to win in the competitive talent market. Here are a few steps we’re taking to become an even stronger employer of choice: Prioritizing people. It’s essential for leaders – but especially senior leaders – to equally care about others’ personal and professional success as they do about the company’s bottom line. To us, the best leaders prioritize getting to know their people, helping them build a career plan and coaching them to achieve it. Igniting careers. Talent will stay at a company that sees and values them. Companies must provide clear strategies for their people to develop and advance. That’s why we’ve built a new internal talent marketplace, enabling employees to evaluate career opportunities inside our company, elevate their skills and make themselves visible to hiring managers. Building culture. Top talent want to work somewhere that considers their uniqueness a culture add versus a culture ‘fit.’ To make this real, diversity and inclusion cannot be performative; it must be a performance indicator. All of our people leaders have a measurable goal demonstrating how they drive D&I and create a culture of belonging.”

Lisa Matsuyama Onboarding and training manager gener8tor "We’ve maintained our culture here at gener8tor by being very intentional about staying connected in a hybrid/virtual environment. One of our main (objectives and key results) company-wide is to have fun, and we do that by interacting with each other frequently (via slack channels) and getting to know each other outside of the work environment. We do our best to ensure our people feel included with virtual events, such as an origami crane class in honor of AAPI heritage month and a sound bath in honor of mental health awareness month, as well as company-wide in-person events, like our OnRamp conferences and two staff retreats this year. “We also have an employee-led culture committee that was born from the desire to ensure the employees of gener8tor feel heard, valued and included (and of course, to have fun). We have great processes like our ‘buddy system,’ where we set up a new hire with a g8 colleague who has been here for six-plus months based off similar interests, but what truly helps maintain our positive culture is the people that make up gener8tor. You simply cannot sustain what is not there to begin with; we at gener8tor are very lucky to be made up of a passionate, diverse, intelligent and hard-working workforce. We could not grow and sustain a great culture without each of our folks here at gener8tor." n

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BizConnections VOLUME 28, NUMBER 5 | JUN 6, 2022

GLANCE AT YESTERYEAR

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

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

SALES & MARKETING

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

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

Otto Ganhs Bakery on Center Street This 1902 Milwaukee Journal photo shows the Ganhs family, including six children, one adolescent and two adults, in front of Otto Ganhs Bakery at 1248 W. Center St. The building was eventually replaced by a vacant lot and is across the street from North Division High School. — Photo courtesy Milwaukee Public Library/Historic Photo Collection

COMMENTARY

Doubling down on downtown MAY 13 was a terrible night for downtown Milwaukee as 21 people were injured in three shootings near the Deer District. A massive number of people were in the Deer District and the surrounding area for Game 6 of the Bucks-Celtics playoff series, and many of them ran in terror at the sound of gunshots when the shootings occurred. Crime has risen significantly in Milwaukee, and other major American cities in recent years. Milwaukee has experienced increased number of homicides, vehicle thefts and reckless driving incidents. The May 13 shootings raised serious concerns about the safety of downtown, especially as a nightlife destination. Crime is a major threat to the revitalization that has occurred downtown for the last 20 years. However, it’s been extremely encouraging in recent weeks to see businesses based outside of Milwaukee express a huge amount of confidence in downtown by unveiling plans for major 44 / BizTimes Milwaukee JUNE 6, 2022

investments in entertainment venues here. Just a week after the May 13 shootings, Grafton-based Kacmarcik Enterprises and Kenosha-based Bear Development announced plans for a $160 million sports and entertainment development, called Iron District MKE, for a forlorn 11-acre site just northeast of the Marquette Interchange. Those plans include an 8,000-seat soccer stadium for a professional team and Marquette University’s soccer and lacrosse teams, a 3,500-person capacity indoor concert venue – to be run by The Pabst Theater Group and a yet-to-be-named partner – a 140room hotel, 99 multi-family housing units as well as restaurants and retail space. I talked to Bear Development CEO S.R. Mills about the ambitious Iron District MKE plans and asked him if he was concerned about crime in downtown Milwaukee. “Certainly, we’re concerned about it. … ,” Mills said. “We understand that anytime you have a place with mass gatherings there is a risk of various crimes occurring. I’ve got all of the faith in Mayor (Cavalier) Johnson and County Executive David Crowley and (Milwaukee Police Chief Jeffrey Norman) that we’re starting to bring real solutions to how we can mitigate this, especially at times when we have a lot of people

REPORTER Cara Spoto cara.spoto@biztimes.com

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

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

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

Independent & Locally Owned — Founded 1995 —

convening in various areas.” Two days after the Iron District MKE project announcement, Madison-based FPC Live announced plans to build an indoor concert venue complex, with a 4,000-person capacity venue and an 800-person capacity venue, in the Deer District. That announcement was made just 10 days after FPC Live said it was dropping plans for a similar facility near the Summerfest grounds in the Third Ward. It was another example that while some are dwelling on downtown Milwaukee’s problems, others are eager to invest there and move forward with plans to make it better. “(One) antidote to public crime and disorder is heavily activated spaces, so having a lot of people active in a space is good, it’s healthy, it creates joy, it creates fun and satisfaction,” said Joel Plant, CEO of FPC Live parent company Frank Productions. n

ANDREW WEILAND EDITOR

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

NONPROFIT STATE TO ALLOCATE $5 MILLION IN FEDERAL FUNDS FOR COMMUNITY CENTER ON NEAR WEST SIDE Gov. Tony Evers recently announced plans to allocate $5 million in federal American Rescue Plan Act funds to help support the redevelopment of a 12,000-square-foot vacant building at 2724 W. Wells St. on Milwaukee’s Near West Side into a comprehensive community center known as Concordia 27. The state will invest the ARPA funds with Near West Side Partners to leverage an additional $5 million in private investment and enable construction to move forward on the $16 million project, which is being spearheaded by local residents and managed by Near West Side Partners, Wiegand Enterprises and Quorum Architects.

Concordia 27 aims to help address housing insecurity, health disparities, trauma, food insecurity, unemployment and transportation access. The center will include an incubator kitchen operated by Milwaukee Center for Independence; 30 affordable housing units for senior citizens and working families; commercial spaces for nonprofits Milwaukee Center for Independence, Scaling Wellness in Milwaukee and Near West Side Partners to provide nutrition, wellness services, housing resources and expanded minority business entrepreneurial support; and access to transit through MCTS’s Bus Rapid Transit line.

nonprofit

SPOTLIGHT

K INSHIP CO M M UNIT Y FOO D CENTER (FORMERLY KNOWN AS RIVERWEST FOOD PANTRY) 924 E. Clarke St., Milwaukee, WI, 53212 (414) 301-1478 | kinshipmke.org Facebook: facebook.com/kinshipmke | Twitter: @kinshipmke LinkedIn: linkedin.com/company/kinshipcommunityfoodcenter

— Andrew Weiland, staff writer

c alendar The Bryon Riesch Paralysis Foundation will host its annual Golf Outing and Auction on Monday, June 6 at Silver Spring Golf Club, N56 W21318 Silver Spring Drive in Menomonee Falls. The event raises funds for spinal cord injury research. Capuchin Community Services will host its Capuchin Walk for the Hungry on Friday, June 10 at Henry Maier Festival Park, 200 N. Harbor Drive in Milwaukee. The event raises funds to support the nonprofit’s mission of serving people who face homelessness, hunger and poverty. The Charles E. Kubly Foundation Young Leaders Council will host its second annual Fore the Cause golf outing on Saturday, June 11 at Silver Spring Golf Club, N56 W21318 Silver Spring Drive in Menomonee Falls. The event raises funds for the Charles E. Kubly Foundation, which works to increase public awareness and eliminate the stigma around depression, support suicide prevention programs and promote improved access to quality mental health resources within communities.

D O N AT I O N R O U N D U P The Molina Healthcare Charitable Foundation is donating more than $20,000 to the Welcome to Milwaukee Project, a collaboration between Molina Healthcare of Wisconsin, the Milwaukee Office of Early Childhood Initiatives and Ascension SE Wisconsin Hospital – St. Joseph Campus, to support parents of newborns in facilitating a healthy start to their child’s development. | Teachers at Notre Dame School of Milwaukee received a $10,000 grant from the Northwestern Mutual Foundation, in honor of Teacher Appreciation Week, for activities such as catered meals, yoga sessions, spa treatments and massages and more. | The Milwaukee Bucks and Sargento Foods’ “Tip-Off for Homes” initiative donated $33,500 to Milwaukee Habitat for Humanity during the 2021-22 season. | Associated Bank donated more than $6,700 in new and gently used office supplies from its West Allis Branch to nearly 20 local Milwaukee nonprofits.

Year founded: 1979, became a 501(c)

(3) in 2013

» 1% - government » 1% - parish

Mission statement: Kinship

Leadership: Vincent Noth, executive

Community Food Center engages volunteers and neighborhood residents to end hunger, isolation and poverty. Our innovative programs nourish food security and wellness, foster belonging and community engagement, and empower stability and economic prosperity in our city.

director; Wayne Breitbarth, managing director; Caitlin Cullen, food center director; Jennifer Mehr, advancement director

Primary focus of your nonprofit organization: To gather around food

to create and establish community. Other focuses of your nonprofit organization:

» To use food as an entry point into people’s lives. » To engage others in transformative relationships. » To change all our lives. Number of employees at this location: 10 employees, 11 interns Key donors or sources of philanthropic income:

» » » »

77% - individuals 12% - foundations 7% - corporations 2% - organizations

Board of directors: Ellen Bartel,

board president; Paul Burgoyne, vice president; Tracy Meeks, treasurer; James Hegarty, secretary; David Bourne; Jacquelin Coby-Beaver; Lori Craig; Nicholas Fallucca; Chad Griesel; Berent Kowarick; Melinda Krueger; Bill Michaels; Eugene Nelson Is your organization actively seeking board members for the upcoming term? Yes. Ways the business community can help your nonprofit:

» Volunteer at our food center or urban farm. » Food and resources drives: We offer both virtual and traditional opportunities to host a drive. » Community transformation talks: We offer immersive learning experiences that cover the systemic issues facing our city.

biztimes.com / 45

RENDERING BY KAHLER SLATER

BizConnections

5 MINUTES WITH…

S.R. MILLS

Chief executive officer, Bear Development IN MID-MAY, Kenosha-based Bear Development and Grafton-based Kacmarcik Enterprises announced plans for Iron District MKE, a $160 million, 11-acre sports and entertainment district in downtown Milwaukee, to be located just northeast of the Marquette Interchange on a mostly vacant site. The project will include an 8,000-seat soccer stadium, indoor concert venue operated by Pabst Theater Group, 140-room hotel and 99 multi-family housing units. BizTimes editor Andrew Weiland caught up with Bear CEO S.R. Mills to talk about the ambitious project. Read more from their conversation at biztimes.com/irondistrictmke BRINGING SOCCER TO DOWNTOWN MILWAUKEE “There’s a lot of evidence in other cities of similar size where soccer has been a big draw and very popular. We think soccer is a big sport in Milwaukee and it’s got a rich history there. We’re confident that it will be well-embraced and it will be a great draw for the city overall. In addition to that, it will be a catalytic development that cleans up an area, that long-dormant site, that’s really important to the city.” ATTRACTIVENESS OF THE SITE “It’s next to (one of) the busiest (freeway interchanges) in the state. 46 / BizTimes Milwaukee JUNE 6, 2022

The visibility from the Marquette Interchange to that site, we think, is fantastic, and the fact also that the site might be tough for certain types of uses, but the stadium, the hospitality, the housing, the theater, it fits really, really nicely on that site. We still have additional room for expansion as we go east of James Lovell (Street) to North 6th Street. Part of it too, is the available parking in the immediate vicinity.” WHY CALL IT THE IRON DISTRICT? “Paying homage to the Harley-Davidson Museum to the south of us and the manufacturing roots in Milwaukee, we felt it appropriate to pay homage to that and also to create something unique and special that can be Milwaukee’s own.” CONCERNS ABOUT CRIME IN MILWAUKEE “Certainly, we’re concerned about it. I think we all recognize that we all need to collectively work on solutions. “I think that sites such as this one that’s been vacant, dormant, buildings that aren’t being used, bad things tend to happen in those kinds of places because it’s out of sight, out of mind. On this site, in particular, by activating it and creating 24/7 activity and positive activity, we think it’s going to have an overall positive impact, certainly on the neighborhood and then on greater Milwaukee. Now with that said, we understand that anytime you have a place with mass gatherings there is a risk of various crimes occurring. I’ve got all of the faith in Mayor Cavalier Johnson and County Executive David Crowley and (MIlwaukee Police Chief Jeffrey Norman) that we’re starting to bring real solutions to how we can mitigate this, especially at times when we have a lot of people convening in various areas.” n

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

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HOLLY BRENNER SVP of Strategic Development and Marketing, C.D. Smith Construction, Inc.

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BIZTIMES: Why do you think C.D. Smith is an innovative industry leader? HOLLY BRENNER: Being on the leading edge of sustainable construction is very exciting. C.D. Smith is actively engaged in meaningful change that will positively impact the future of sustainable construction. We are currently working on two mass timber projects: Ascent in Milwaukee, Wisc, which will be the world’s tallest timber tower, and Fastenal’s Corporate Headquarters in Winona, Minn. In addition to the appealing aesthetics,mass timber construction has a negative carbon imprint and, instead of emitting carbons, it will store carbons. An 18-story mass timber building has a negative carbon imprint equal to taking 2,350 cars off the road per year!

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BT: What sets C.D. Smith apart from others in the industry? HB: When I joined C.D. Smith, it was easy to see that the team was hardworking and committed to getting the job done and done right. We care deeply about our customers, and we are extremely passionate about building. I’ve been to countless job sites, and every visit, there is an undeniable sense of pride for their work that really stands out. I especially appreciate the innovative thinking that happens throughout our organization. Employees are encouraged to take ownership and contribute ideas. It is common to have team members coming up with creative solutions in real-time, sharing suggestions for ways to improve safety on a job, increase efficiencies or overcome challenges. BT: What lessons have you learned so far from COVID-19? HB: Our culture is healthy, and we live our core values of getting the job done right, being adaptable and building strong relationships. COVID offered great confirmation of our commitment to adaptability. In the face of uncertainty, our team rallied. We pulled together even more for our customers, partners and each other; adapting to get the job done right, despite the changing environment. Since construction was deemed essential, our crews continued to work at job sites. Safety policies were constantly changing as information about the virus transmission became available. Still, our teams in the office and field kept evolving and adapting to ensure everyone stayed safe and healthy and that work proceeded with minimal disruption. BT: How does C.D. Smith value its employees? HB: As a fourth-generation, family-owned business, C.D. Smith truly cares about its employees and treats them like family. I am grateful that our company embraces our employees, encourages personal and professional development and supports work/life balance. One of the things I appreciate most about C.D. Smith is the opportunities available to grow for those

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

who want them and are willing to work for them. Personally, I find it very rewarding to help team members achieve their goals and reach their potential. I believe in leading from where you are and that the best ideas come from the people doing the work. The average tenure within our company is impressive. We have numerous employees who have spent their careers with C.D. Smith, which I see as a testament to the strong culture and family values. By demonstrating adaptability and an ability to build strong relationships, many are leaders within our company today.

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TERRY ROWINSKI

WEALTH MANAGEMENT & ESTATE PLANNING Q&A

President & CEO, Health Payment Systems, Inc. BIZTIMES: What are the challenges facing the health care industry today? TERRY ROWINSKI: The problem is exasperatingly familiar: Wisconsin businesses are struggling with rising health costs that continue to outpace inflation. Employees and their families must often choose between going into debt from out-of-pocket medical costs or forgoing needed care. Overall health suffers, costs go up, no one is happy. The vicious cycle continues. BT: The health care system in the U.S. is broken—but whose job is it to fix it? TR: Ideally, our elected officials would, but so far that hasn’t happened. Back in the summer of 2016, our strategic leadership team sat down to consider potential scenarios for what might happen in health care over the next three to five years. We had plenty of grand ideas—a dual-payer system, cross-state monopolies, retailization—but none of us predicted the actual outcome: that not much has truly changed. Year-on-year health care costs keep rising (albeit at a more tepid pace), cost-shifting from employer to employee continues, consumer out-of-pocket medical debt keeps rising and the circle continues. BT: What are the points of interest surrounding the future of health care? TR: As we sit with our customers (Wisconsin-based employers), a recurring set of themes are becoming apparent: • Concern for 2020+ downturn on the economic front and what it means to their profitability achieved under the now great expansion, • How to attract and retain great people even in a pullback; and • How to make a meaningful impact on their top line costs of running the company with health care eating so much of the budget. BT: And so we ask the question again: who is responsible for fixing health care? TR: If not the government, then surely the insurance companies, the health care providers, or the health care technology startups, right? While I feel strongly that everyone has a part to play, I’m going to suggest that it’s time for employers (and employees) to take the wheel in order to reduce health care costs within their organization. The time has passed for handing off full responsibility to your broker or relying on a software product that promises to work magic. BT: What tips do you have for employers? TR: In that vein, our advice to our clients is multifold: 1. Start (or continue) to treat health care and the expense associated with it as a fiduciary duty of your firm to its employees and their families, your ownership, and your community. Your job isn’t over after open enrollment; this is something to manage all year long. 2. Take ownership for working within the community that serves your company to create and implement innovative practices that focus on keeping healthy people well and getting the sick in a much better place. Design a benefits package that supports your employees’ needs, then encourage them to use it, especially for wellness and preventive

Terry Rowinski

maintenance care. 3. Don’t ever settle for a provider or network cost summary that states that their discounts are the best. Do your due diligence, focusing on the endcost to you as an employer and to your employees and their families. 4. Keep Wisconsin money in Wisconsin. While it may be easy to purchase a national solution claiming to fix all of your company’s health care issues in one sitting, it truly doesn’t work that way. The state is full of brilliant and cost-effective solutions that when coupled together can bring the cost of health care down, access to high-quality providers up, and improve the long-term health and wellness of the community. I’d love to continue this conversation with you—please reach out anytime on my LinkedIn page: www.linkedin.com/in/terryrowinski/

September 12 Issue Space reservation: August 26

735 North Water Street, Suite 333 • Milwaukee, WI 53202 (414) 299-5015 • trowinski@hps.md • www.hps.md

MARQUETTE UNIVERSITY COLLEGE OF BUSINESS ADMINISTRATION

By: Mike Stern, Senior Project Manager, J.H. Findorff

The Bakken Museum

CAN YOU BRIEFLY DESCRIBE THE COMPONENTS OF THE PROJECT AND WHAT IT INCLUDES? The new home for Marquette University’s College of Business Administration is a 110,000 square foot, four-story building that will position Marquette as a national leader. Marquette’s new facility will be a space for all on campus. It will include a mix of collaborative classrooms, a seamless one-stop student support center, a café and adjoining outdoor space designed to be a major campus hangout, and a large event space for activities such as conferences, workshops, and flexible classrooms. In addition, the new facility will include innovation leadership programs like Marquette’s Excellence in Leadership (E-Lead) and Bridge to Business for Engineers. Construction began in March 2021 and will be completed in winter 2022, ready to kick off Marquette’s spring 2023 semester.

campus centerpiece was 100-percent donor-funded in two years. “I think it is going to raise the national profile of what’s already a terrific university in this city and this region,” said Tim Hanley, acting Keyes Dean of Business Administration.

facility will allow for the college’s current home, Straz Hall, to be vacated. This shift has created an opportunity for the university’s College of Nursing program to meet the needs of their growing enrollment. Once the College of Business Administration building is completed, the project team will begin to transform Straz Hall.

3537 Zenith Ave. S 612-926-3878 | thebakken.org NO. OF MEETING ROOMS: 5 spaces, including a terrace TOTAL MEETING SPACE: 4,500 sq. ft. TOTAL CAPACITY: Accomodate up to 200 DESCRIPTION: Classic tudor decor, catering on site, impeccable service.

WHEN YOU TALK ABOUT THE PROJECT, WHAT DO YOU DESCRIBE FIRST? Situated on the former McCormick Hall site at 16th Street and Wisconsin Avenue, the new building continues the campus transformation for Marquette and will anchor the west gateway to the heart of campus. Marquette’s vision for their most prominent

WHAT MAKES THIS PROJECT UNIQUE OR INNOVATIVE IN THE MILWAUKEE AREA? The new College of Business Administration building is designed to be adaptable. As realized from the pandemic, learning spaces must allow for harmonious interaction between virtual learners and in-person students. The building will be dedicated to student-centered activities, informal collaboration, and gatherings. According to Hanley, “This building is a profound way to give back to generations of future Marquette Business students. It is a reflection of all our faculty and staff, their commitment to living as men and women for others, and the spirit they have instilled across our college community.” HOW DOES THIS PROJECT IMPROVE OR BENEFIT THE COMMUNITY? Benefiting more than just Marquette’s business students, the new College of Business Administration

WHO MADE UP THE PROJECT TEAM – FROM DESIGN TO COMPLETION? The project team includes Marquette University, Findorff, BNIM, Workshop Architects, GRAEF and many local subcontractor partners. The team was developed through a mix of specialized early trade partners and bidding to local subcontractors.

1600 N. 6th Street • Milwaukee, WI 53212 findorff.com • (414) 272-8788

Cedars Hall Banquet Center 602 University Ave. NE 612-379-8989 | cedarshall.com NO. OF MEETING ROOMS: boardroom, theater, classroom or banquet style; small break-out rooms available TOTAL MEETING SPACE: 5,000 sq. ft. TOTAL CAPACITY: Accommodates up to 450 people DESCRIPTION: Perfect place for Business Meetings: seminars, luncheons, employee appreciation dinners, retirement or holiday party.

REAL ESTATE Q&A: BUILDING PROJECTS November 7 Issue

Space reservation: October 19

Champions Club— University of Minnesota

300 Washington Ave. SE 612-625-1967 | campusclubumn.org NO. OF MEETING ROOMS: 11 flexible event spaces; outdoor terrace TOTAL MEETING SPACE: 4,000 sq. ft. TOTAL CAPACITY: Groups of up to 250

4 / BizTimes Milwaukee AUGUST 5, 2019

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BizTimes Milwaukee | June 6, 2022

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