BizTimes Milwaukee | August 16, 2021 by BizTimes Media

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4 Leading Edge 4 NOW BY THE NUMBERS 5 COFFEE BREAK 6 ON THE JOB WITH… SUNSET FARMS

8 Biz News 8 THE INTERVIEW WITH SUZY WEYENBERG OF EMPOWER YOGA

10 Real Estate 37 Notable Marketing Executives

COVER STORY

47 Biz Connections JAKE HILL PHOTOGRAPHY

BizTimes Milwaukee (ISSN 1095-936X & USPS # 017813) Volume 27, Number 8, August 16, 2021 – September 12, 2021. BizTimes Milwaukee is published bi-weekly, except monthly in January, February, July, August and December by BizTimes Media LLC at 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120, USA. Basic annual subscription rate is $96. Single copy price is $5. Back issues are $8 each. Periodicals postage paid at Milwaukee, WI and additional mailing offices. POSTMASTER: Send all UAA to CFS. NON-POSTAL AND MILITARY FACILITIES: Send address corrections to BizTimes Milwaukee, 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120. Entire contents copyright 2021 by BizTimes Media LLC. All rights reserved.

Contents

STORIES OF CHANGE Women leaders reflect on their career inflection points

Special Reports

47 GLANCE AT YESTERYEAR COMMENTARY

32 Office space

Our coverage examines how new buildings in downtown Milwaukee are raising the bar for Class A office space standards in the market and includes a Q&A with office design experts discussing how the COVID-19 pandemic has affected office space design.

36 Corporate event planning Coverage includes a look at the return of in-person business events this year.

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Leading Edge

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The former American Family Insurance building at W236 N1402 Busse Road in Pewaukee.

Generac expanding with addition of Pewaukee facility By Brandon Anderegg, staff writer Generac Power Systems has purchased the former American Family Insurance building in Pewaukee where the manufacturer plans to locate hundreds of employees, the Town of Genesee-based company announced. The total cost of the project is $8 million including the purchase

price and planned renovations, according to the company. Approximately 300 employees will move into the 75,000-square-foot facility at W236 N1402 Busse Road, just north of I-94. The facility will serve as the company’s new customer contact center where sales and support

BY THE NUMBERS

More than

100,000

tickets were sold for the “Beyond Van Gogh” immersive art experience at the Wisconsin Center, and its run was extended through October. 4 / BizTimes Milwaukee AUGUST 16, 2021

teams and a portion of Generac’s marketing team will be relocated. Generac staff moving to the Pewaukee facility will be a combination of existing employees and new hires, a Generac spokesperson said in a statement. “As we continue to add employees to serve our customers and support our rapidly evolving business, we have outgrown our current headquarters facility,” Generac president and CEO Aaron Jagdfeld said in a statement. “Expanding to this new location will allow us to continue to grow Generac to serve our customers, partners and our people, as we work to meet the incredible market demand.” American Family previously announced it would relocate its Pewaukee facility employees to a planned corporate office in the former Mandel Graphics Solutions plant in downtown Milwaukee. Those plans have been on hold during the COVID-19 pandemic. Generac’s Town of Genesee headquarters will remain its primary location for corporate operations as well as research and development activities, the company said in a statement. In addition to its Pewaukee office, Generac opened offices in Denver and Boston last month to accommodate growth and

demand for its clean energy products, according to a press release. The company’s growth prompted Generac to add capacity at one of its Wisconsin plants and fast-track opening its new facility in South Carolina earlier this year. Generac has benefited from extreme weather over the past decade which has resulted in more frequent and longer-lasting power outages, driving demand for its residential, commercial and industrial generators. The company posted its highest quarterly revenue in the first quarter of 2021, where sales for its products increased 70% year-overyear. The generator manufacturer also achieved its highest-ever revenue for a single quarter, which increased from $475.9 million to $807.4 million compared to last year. Residential product sales, including home standby generators, also increased by 110% compared to last year. Home standby generator demand was already on the rise because of the “home as a sanctuary” trend, a term Generac uses to describe the growing workfrom-home population. However, Generac also benefited from major power outages in Texas caused by winter storms earlier this year. n

COFFEE BREAK

Terese Caro

President and chief executive officer Legacy Redevelopment Corp. 2102 W. Fond Du Lac Ave. lrcmke.com Industry: Banking and finance | Employees: 3

• Caro has built a career in banking and finance over the past 30 years, but she’s had business savvy for longer than that. “If you asked my parents, they’d say I was an entrepreneur-minded child.” As a pre-teen growing up in Larned, Kansas, Caro started and oversaw her own daycare business – and she wasn’t the one babysitting.

Manage health care costs without sacrificing coverage

• Her math skills and love for numbers led to her first job out of high school as a part-time bank teller. • Caro joined Legacy Redevelopment Corp. in 2016 as vice president and chief lending officer. She was named president in March 2020 and promoted to her dual role in May of this year. LRC is a nonprofit, federally certified community development financial institution that provides loans and technical assistance to small businesses and nonprofit organizations in Milwaukee’s central city. • A practicing Christian, Caro has always felt drawn to the mission of community banking. “The core of who I am is to give back, to educate, to be able to help move people forward.” Now in the middle of the COVID-19 pandemic, CDFIs like LRC play an important role in the recovery of small and minority-owned businesses that wouldn’t otherwise be eligible for a traditional bank loan. • When she’s not working, Caro enjoys spending time with her two adult daughters and works in children’s ministry at her church. She also serves as treasurer for Milwaukee’s Social Development Commission and R.U.B.I.E.S., a local nonprofit aimed at preventing sex trafficking.

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• Caro takes her coffee with cream and raw sugar. n Administrative services provided by United HealthCare Services, Inc. or their affiliates, and UnitedHealthcare Service LLC in NY. Stop-loss insurance is underwritten by All Savers Insurance Company (except MA, MN, NJ and NY), UnitedHealthcare Insurance Company in MA and MN, UnitedHealthcare Life Insurance Company in NJ, and UnitedHealthcare Insurance Company of New York in NY. B2B EI792852.0 7/21 © 2021 United HealthCare Services, Inc. All Rights Reserved. 21-645455-B

biztimes.com / 5

Leading Edge

ON THE JOB WITH…

Sunset Farms Inc. By Maredithe Meyer, staff writer A typical day for Karen Hughes starts at the crack of dawn. As herd manager at Sunset Farms Inc. in Washington County, she keeps a close eye on the health and activity of 1,150 dairy cows that together produce 12,800 gallons of milk daily. Sunset Farms supplies its milk to several processing plants across Wisconsin, through the national Dairy Farmers of America cooperative, to be sold as liquid milk and used to make a range of products –

from cottage cheese to RumChata. The 3,500-acre dairy farm is operated by 10 fifth- and sixth-generation owners and 15 other employees. Growing up around the farm, Hughes knew from a young age that she wanted to carry on her family’s legacy as part of the sixth generation. Working hands-on with the cows has always been her favorite part of the job, and now, 12-year-old Haley Hughes likes to lend a hand in hopes of one day following in her mom’s footsteps. n

Karen and Haley Hughes stand inside one of the barns at Sunset Farms. This is where the cows spend the most time, eating and resting in between milkings.

Cows are milked three times a day in the parlor. Twenty-four cows are milked at one time, for about five minutes.

Luis Gonzalez applies sanitizing solution to the cows’ udders prior to attaching the milking units.

After it’s filtered, the milk goes through a plate cooler, which reduces its temperature from the cows’ body temperature of 101 degrees to 50 degrees.

Three to five calves are born every day at Sunset Farms. Heifers become members of the herd once they have their first calf. Bulls are raised for beef.

The mixer tractor hauls 18 loads of corn silage and haylage from the feed center to the barn each day to feed the cows.

6 / BizTimes Milwaukee AUGUST 16, 2021

ANDREW FELLER PHOTOGRAPHY

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Interview

SUZY WEYENBERG brought Empower Yoga to the Milwaukee area in 2016 with

hopes of making the health benefits of infrared heated yoga more accessible to all. By early 2020, the business was on a fast track toward growth, with four local studios in addition to its flagship in Appleton. Offering prices at half the national average and a welcoming atmosphere, the studios drew yogis by the dozens to most weekly sessions. Empower’s locations sat lifeless for 13 months during the COVID-19 pandemic, but hundreds of students continued to roll out their mats on living room floors and in backyards and tuned in to classes streamed live on Zoom. Following the recent reopening of Empower’s studios, reporter Maredithe Meyer caught up with Weyenberg about how the pandemic impacted operations, growth plans and demand for wellness. What kept Empower in business with its studios closed for so long? “What got us through was the Zoom classes, on-demand YouTube channel, and what we did was still make it very affordable. I always try to think like a customer and think like I did in my 20s or early 30s: ‘How much would I want to pay and what would keep me tuned in?’ We decided that Empower At Home would be $39 per month. So, we went with that, and people were showing up. People were saying, ‘I really need this.’ We just kept going because we were getting such great feedback. The fact that we had something unique, which is that yoga isn’t just working out, it’s full-self wellness – mental, emotional, spiritual wellbeing – was why I think a lot of people continued to practice with us from home. “We did downsize two locations (Appleton and Mequon) that were at the end of their leases. It was very challenging to close but trying to support two other locations for a year would’ve been really hard. For our other studios, we connected with all our landlords and came up with a plan. It was wonderful to know that we had that support because we felt strongly that once everyone gets vaccinated, we’re going to be back to business.”

How have virtual classes helped expand your reach and retain customers?

JAKE HILL PHOTOGRAPHY

“Personally, I was able to connect with students that I used to teach 10 years ago at Lawrence University who now live in Montana. We have people practicing with us from Germany and Florida, Chicago, or other places because they know somebody in Milwaukee that goes to our studio, and they told them to try a class. “The other thing that’s been nice is the convenience factor. Some people are still working from home and have kids to care for and lots of things going on that they can take class at home. Lastly, if someone can’t get into an in-person class right now because it’s fully booked, then they’ll take it on Zoom.”

Suzy Weyenberg Owner Empower Yoga Whitefish Bay, Third Ward, Wauwatosa Employees: 40 part-time yoga instructors empoweryogamilwaukee.com 8 / BizTimes Milwaukee AUGUST 16, 2021

How have you kept classes and membership affordable during this time? “Affordability is our mission, so everything had to be structured around that. If we couldn’t keep it affordable then we would have to downsize locations or think of something else. But we’ve reopened our three locations and we’re doing very well with our new price point, just $2 higher per class. … For us to grow, the small increase will help us be able to be more resilient if anything comes up. “We really want to make sure that yoga isn’t something that people have as a luxury item or that they have to make great sacrifices to be able to participate in. … We feel like we’re going to be able to be very successful continuing with our philosophy. For me, success isn’t just about what’s on a spreadsheet, but also feeling like we’re a part of somebody feeling better or having a better outlook or having the ability to pause and take a breath – those are the things that yoga has given to me.” n

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The COST SAVINGS was a huge, HUGE POSITIVE but it also gave our staff a LOT OF OPTIONS. Our employees were pleasantly surprised... —Patti Lohman Human Resources Manager, WWBIC

WHEN MOST BUSINESS LEADERS are introduced to the concept of ICHRA, a relatively new model of employer-sponsored health benefits with long term budget control and the potential of significant savings over traditional group benefits, their first reaction is somewhere along the lines of: “Seems too good to be true.” That was the sentiment expressed by Jon Gaines, VP of Finance at WWBIC, a statewide economic development corporation based in Milwaukee. The organization had been enrolled in a group health plan nearly since its inception, but began weighing new options during the December 2020 renewal period to combat surging annual premiums — which were in excess of 35 percent. WWBIC couldn’t keep shouldering the financial burden with high cost-sharing. “We’re a small business growing fast, with limited employees,” explained Gaines. “A big part of it was really the dollars involved — the [cost] was just getting to be very prohibitive in regards to us being able to support a health plan at WWBIC.” When they turned to zizzl to find a health benefits solution, WWBIC leaders were surprised to learn about ICHRA, a new option for employer-financed health coverage. More than

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54 / BizTimes Milwaukee JULY XX, 2021

“I kept thinking ‘How come we haven’t heard of this?” said Patti Lohmann, who heads up HR for the company. “The cost savings was a huge, huge positive but it also gave our staff a lot of options. Our employees were pleasantly surprised when they saw that they may not have to pay anything toward this benefit.” ICHRA, an acronym for Individual Coverage Health Reimbursement Arrangement, allows employers to reimburse premiums for individual market coverage selected by employees, tax-free. It enables businesses to set the controls on their budget, and empowers employees to select their own healthcare coverage, rather than having their employer choose a group plan on their behalf, or fall under blanket insurance. More than 74 percent of firms offering health insurance only provide employees with one type of health plan, according to the HRA Council. For WWBIC, part of ICHRA’s appeal rested in giving employees choice, but with a reimbursement process that was as easy to navigate as a group plan. “The biggest thing was we could provide more and better options,” Gaines said. “That sigh of relief from our team and not, ‘Oh gosh, here’s another increase, a cost-share we have to do.’ We actually brought the cost down for our employees. For WWBIC, too. It’s been a complete shift to where we actually have savings … and can use those dollars to put them to use in other areas of our business.” Since ICHRA was first enacted by the federal government in 2019 to help reverse the decline in the percentage of employers at smaller companies offering health insurance, the benefits model has largely flown under the radar. But the voluntary option is quickly catching on for its breadth of quality coverage and cost-savings. At Milwaukee Cylinder, signing on to an ICHRA through zizzl meant the manufacturer

could “get out of the benefits” business and put the reins back into the hands of their employees — with the guidance of their zizzl broker team. Earlier this year, the company’s VP of Finance, Justin Dahm, was staring down renewal costs from “big plans that were out of this world.” When he learned about ICHRA from zizzl, he was surprised by the number of quality plans available from major health insurers under the program and how much support would be provided to employees throughout the transition, many of whom were brand new to learning about and selecting their own health coverage. “We didn’t really have the knowledge or ability to give all of our employees the information they needed to select the right plans,” said Dahm. “There was a lot of hand holding on our end, too. zizzl really walked us through it and put it all in layman’s terms for those of us who didn’t know the benefits side.” Dahm added employees also benefited by zizzl’s on-site presentations about ICHRA during the enrollment period, the broker’s online health plans assessment to help employees narrow their coverage options, and concierge service to help them select the right plan. When it was all said and done, the company and its employees were thrilled with the results of an ICHRA benefits plan. “We did some business analysis and it was just the right route for us to take,” Dahm explained. “We looked at different insurance plan options that were out there. Ultimately, we were looking for a better solution. ICHRA had great options for Wisconsin-based employees. We decided to jump in.”

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Construction of the Community Within the Corridor project started earlier this year.

Community Within the Corridor developers think big to create deeper community impact

COMMUNITY WITHIN the Corridor is much more than an apartment complex development. With an abundance of ancillary uses planned to help lift up residents and neighbors, it could be a catalyst for change on Milwaukee’s north side and serve as a model for other affordable housing endeavors, say the project’s developers and supporters. The $66 million project, which began construction this year, will redevelop a former Briggs & Stratton complex at North 32nd and West Center streets. Six buildings totaling roughly 380,000 square feet will be turned into 197 affordable apartments, a 35,000-squarefoot community service facility, business accelerator space and a 25,000-square-foot recreation center. Que El-Amin, project developer and principal of Milwaukee-based Scott Crawford Inc., explained the reasoning behind pairing affordable housing with these additional uses: “You want to bring housing that is supportive, and you want to make an environment where people really want to live, and (where) they’re

WHO REALLY OWNS IT? THE ANNASON APARTMENT BUILDING The Annason apartment building is a historic structure located at 2121 E. Capitol Drive in the village of Shorewood. Built in 1930 and designed by architect Julius Leister, the building is notable for its Art Deco style, according to Wisconsin Historical Society records. It is owned by an affiliate of Bayside-based apartment owner and operator Katz Properties. Daniel Katz, owner of Katz Properties, said he’s owned the building for more than 25 years. “It’s a fabulous building,” he said. “Anybody in my business would want to own it. It’s beautiful, it’s unique, it’s Art Deco … and I love it.” ADDRESS: 2121 E. Capitol Drive, Shorewood OWNER: The Annason LLC ASSESSED: $4.03 million

10 / BizTimes Milwaukee AUGUST 16, 2021

most successful.” The future community center will be in the building directly north of Center Street, between 32nd and 33rd streets. It will include a laundromat, daycare, entrepreneurship center, afterschool STEAM (science, technology, engineering, art and math) programming and some food offerings. The center will be the new home of Young Enterprising Society, an entrepreneurial organization co-founded by Que El-Amin and his brother, Khalif. It will also have the Creative Corridor, a space for local artists and creatives. The Creative Corridor will have recording studios, podcast booths, artist classrooms and a dance studio. It is being led by Rayhainio Boynes, founder and chief executive of Sharp Creatives and a member of the development team. He’s also known as Ray Nitti, a local musician and filmmaker. Boynes said he’ll use his connections with industry professionals in Los Angeles and elsewhere to implement programming at the Creative Corridor. “The main thing about Creative Corridor was building a space where we start to maintain our homegrown talent,” Boynes said. He said he knows talented people who have moved to bigger cities, such as Chicago and Miami, because they thought there were no resources for them here. “In my time, I found that to be extremely false. We have tons of platforms and resources within this city, we have just historically allocated and distributed it in a certain way,” he said. The recreational space, meanwhile, will contain two full courts for basketball, volleyball and other sports. It will also have playground equipment, and equipment for recreation activities such as ping pong and pool tables. The team is also working to install a small skatepark there. This would all be indoors. The rec center will be toward the center of the 130 affordable housing units on the east side of 32nd Street. Lastly, the business incuba-

tor will be in the building facing Center Street, east of 32nd Street. It will contain a number of businesses that are either opening their first or second location. The businesses will include Splash Beauty, Raquel’s Hair is Art, Barber Zoe’s Barbershop and Urbane Communities. The Center Street Marketplace BID No. 39 will also move its offices there. “We think this will be a hub, but this won’t be the final thing that we do in the area, or that other people will come in and do in the area,” Que El-Amin said. The project is receiving affordable housing tax credits through the Wisconsin Housing and Economic Development Authority. It aligns with the organization’s vision for what affordable housing should look like, due to the number of supportive and community services it will offer. “That is the future,” Joaquín Altoro, CEO of WHEDA, said of the Community Within the Corridor project. WHEDA is employing several methods to support the creation of more affordable housing with supportive services. It is organizing webinars and other events to show developers how they can successfully pair affordable housing and supportive services on their projects. “WHEDA is starting a collaborative partnership with a national expert, the Corporation for C Supportive Housing, on advancing M supportive services that link housing with health care and job train-Y ing to assist our most vulnerable CM populations,” Altoro said. n

OAK CREEK INDUSTRIAL FACILITY Milwaukee-based developer Frontline Commercial Real Estate ceremonially broke ground for the construction of Oak Creek’s latest industrial facility: a multi-tenant building that is slated for completion by March. The 350,000-square-foot building is being built at 9141 S. 13th St. The site is located just northeast of the I-94 interchange with Ryan Road, next to a Steinhafels furniture store. The $20 million project is expected to attract 500 jobs to the city. The building will have room for offices, light manufacturing and warehouse uses. It will include 40 loading docks, 59 off-building trailer stalls and 155 parking spaces. DEVELOPER: Frontline Commercial Real Estate SIZE: 350,000 square feet COST: $20 million ai162820236561_BIzTimequarterpagead.pdf 1 8/5/2021 5:26:06 PM

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MMAC’s 2021 Focus on the Future Awards program is proud to recognize the very best of SMBs, start-ups, non-profits and diverse businesses across Southeastern Wisconsin.

TALENT:

Improving retention rates, company culture, or other workforce accomplishments

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Addressing racial disparities through inclusive workplace culture

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With 55% female students and 57% students of color, Milwaukee Area Technical College is building the next generation of diverse “Women in Business.” MATC’s transformative education lifts up the region and our students. They earn an extra $400,000 over a lifetime compared to those with a high school diploma alone. Every $1 of public investment generates a $2.70 return, per Emsi researchers.

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Beth Schultz

STORY COVER

STORIES OF CHANGE The only constant in life – as the saying goes – is change. For the women profiled in the following pages, career changes have come in different forms. Rashi Khosla, an engineer by training, taught herself how to code out of necessity, which led her to start her own business and help pave pathways for diverse talent to succeed in IT. Tyshun Wardlaw bootstrapped her own production company while working full-time at a legal firm, compelled by a

desire to share the narratives of Black Milwaukeeans. Her perseverance resulted in a big breakthrough earlier this year, when her first feature-length documentary about life in Milwaukee was broadcast to a national audience. After nearly 30 years of working in business litigation, Anne Reed made a career shift, taking on the challenge of heading up a growing nonprofit while navigating the complicated and sometimes controversial field of animal welfare.

Architect Falamak Nourzad helped lead her firm’s entry into the specialized work of converting historic buildings into affordable housing – a niche that has her not only rehabbing old structures but fostering meaningful relationships in the community. The stories on pages 15-20 explore the inflection points of these women’s careers, how they navigated challenges, overcame obstacles and embraced change.

PHOTOS BY: JAKE HILL PHOTOGRAPHY

Women leaders reflect on their career inflection points

JA K HOT OGR A PH Y

RASHI KHOSLA DIDN’T EXACTLY fit the mold when she jumped into the information technology industry during the late ‘90s. Back then, there were prototypical software engineers, and then there was Khosla, a selftaught coder who in her 20s had just moved to Wisconsin from India, spoke English as a second language, and existed in a field largely dominated by men. Now Khosla leads Waukesha-based MARS Solutions Group, a technical staffing services firm that she founded and grew into a company with annual revenues exceeding $15 million. With MARS, Khosla carved out a space for herself in an industry that wasn’t necessarily built with women in mind. Now she’s creating pathways so that others like her can lead successful careers in IT. It was in her early 20s that Khosla left the small town in India where she grew up in search of opportunity, not only for herself, but for her younger brother who had disabilities and limited access to resources, she said. Motivated by her brother’s challenges, Khosla moved to India’s capital, New Delhi, a decision she felt had high stakes. If she couldn’t find a job, the alternative was to go home, a place that was culturally restrictive for women, lacking in opportunity and “a trap,” she said. Khosla found a role as a sales manager supervising a team of 50 and overseeing multiple sales territories in New Delhi. But it was challenging to bear that kind of responsibility as a recent college graduate from a small town in central India, she said. “I was expected to manage their expenses and motivate them as their manager, but I was 22 years old, and I had no idea what the territories were there,” Khosla said. “But that struggle through trying to manage and succeed in that job was huge.” Khosla’s academic background is in electrical and electronics engineering, but her career in IT didn’t begin until she moved to the Milwaukee area, where her husband had already relocated for work. Limited by her visa status as a dependent, Khosla needed an employer-sponsored work visa in a specialty occupation like technology. So, she taught herself to code out of necessity. Within eight months, she had multiple job offers from employers who were willing to sponsor her work visa. Khosla got her start as a software engineer at a small firm but eventually landed a job at Assurant Health, holding various roles in data and analytics over a 10year career. She would say today that IT is her calling, but that innate sense of belonging wasn’t always there for Khosla. She was working in male-dominated teams and trying to strike a balance between raising her kids and keeping pace with her male coworkers, but it was hard to keep

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After paving her own trail, Rashi Khosla creates pathways for diverse talent to succeed in IT

up as a mother, Khosla said. In 2006, while at Assurant, Khosla launched MARS, which stands for “Mona, Alisha, Rashi and Sapan” – the names of her daughters, her husband and herself. MARS represents her “initial why” and motivation to launch the business, which is to establish work-life balance in a field she is passionate about and to provide that same experience to other women in IT, she said. MARS has since grown its team to 280 employees, or “Martians,” as Khosla calls them. In 2020, the company grew 45% and expects even more growth in 2021, Khosla added. MARS is successful because of its ability to find workers from nontraditional sources and its talent development programming, she said. By upskilling workers who have shown potential, MARS can create qualified candidates that employers have been challenged to find in today’s IT labor market. The company also brands itself as an expert in finding “purple squirrels,” an industry term used to describe employees who are skilled in new or rare technologies and even legacy technologies that few know how to operate, Khosla added. Khosla is particularly passionate about creating channels for women to re-enter the field of technolRashi Khosla ogy, which is why MARS launched its Returnship Founder and chief executive officer program last summer. Through project-based learnMARS Solutions Group ing, the program provides experience to women Career breakthrough? who have a gap in their careers due to child care or “Earlier in my career, I switched to IT other circumstances. out of necessity and found a passion For Khosla, the technology industry expected for it. Technology defined the rest of her to make a sacrifice, to choose between child my career journey.” care or work. But that model isn’t sustainable, and Work style? it’s no longer possible for companies that want to “I have a rather long attention span hire and retain a diverse talent pool, she said. and can squeeze in a week’s worth Khosla doesn’t believe workplaces intended to of complex, focused and productive be exclusive when she began her career in IT. In work into chunks of focused sessions. I fact, the lack of inclusivity didn’t deter her, Khosam also a night owl and get most of my la said. But what she realizes in retrospect is that productive focused work done at the those experiences impacted her in subtle ways. end of my day.” She’s struggled with imposture syndrome Advice to your younger self? and executive presence. And even though she “To go into the technology field and should feel like MARS is something she createntrepreneurship much earlier than I did. ed, earned and worked hard for, at times, those I would also advise my younger self to get feelings have been hard to accept, she said. a mentor – everyone needs one.” “I’m a fighter and a trooper because of my Favorite tech tool? early experiences in my childhood,” Khos“I am a data person at the core of my la said. “I’ll find a way and keep going, but I being, and I live in dashboards where I can know that’s not everybody and it shouldn’t derive patterns and insights. I am passiontake that type of personality to get to the ate about tools like Power BI and advances success you need.” n in the AI, ML and RPA field.” biztimes.com / 15

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Producer Tyshun Wardlaw puts spotlight on Milwaukee BY MAREDITHE MEYER, staff writer

Tyshun Wardlaw Founder, director, producer Wardlaw Productions Career breakthrough? “The moment I decided to leap into the wonderful world of entrepreneurship. I knew that I had a greater purpose and decided to no longer wait for contracts and/or other producing opportunities in the industry, but I would create my own content.” Advice to your younger self? “Respect the process. Each step during the process will render lessons that will continuously allow you to position yourself for the next steps in the journey. Don’t give up!” Goal for next year? “Continuing to scale my company in both Milwaukee and Chicago. Most importantly, continuing to use the power of storytelling through the lens and voice of a Black woman director and producer in the film and television industry.” Favorite movie? “I have a few favorite movies, but normally I’m drawn towards movies with great quotes. I love randomly quoting movies – this can be quotes from any genre.” 16 / BizTimes Milwaukee AUGUST 16, 2021

BY NOW, much of the country has heard a statistic, or two, about Milwaukee’s longstanding issues with segregation, racial disparities and economic inequality. Tyshun Wardlaw remembers hearing some of these statistics about her hometown as she bounced between production jobs in Los Angeles, Chicago and Milwaukee, working to gain a foothold in the entertainment industry. Wardlaw had initially moved to the West Coast to attend Santa Clara University, with dreams of working for the now-concluded Oprah Winfrey Show. Returning to the Midwest, Wardlaw felt compelled to shed light on the challenges facing Milwaukee’s Black community by portraying the stories behind the statistics in the news. That meant stepping away from what she’d spent the past 10 years building. “I was in news, I was in television, I was in daytime talks. I had these experiences, but I knew that there was more purpose within me to create my own content, to tell the stories in a way that was impactful and social and that really allowed people to be provoked with emotion,” Wardlaw said. In 2015, with a single vision and no capital, she launched Wardlaw Productions, an independent film and television production company headquartered in Milwaukee. Wardlaw’s original vision came to life five years later with the premier of “Growing Up Milwaukee.” The feature-length documentary follows three Black youths – Marquell Jenkins, Brandon Haney and Tiana Gee – as they navigate life in Milwaukee’s inner city. “The way I wanted to craft the film was I wanted to understand what it means for Black youth growing up in this city … and what they’re doing to survive in their day-to-day lives,” Wardlaw said. Over the course of about two years, Wardlaw Productions captured the daily struggles, joys and dynamic personalities of each individual. The film includes interviews with several community leaders and nonprofit organizations working to break down barriers for Black youth in the Milwaukee area. Leading a local production company, and being a Milwaukee native herself, Wardlaw was able to build rapport with the teens and earn their trust in a way that larger, out-ofstate producers may not have. She’s still in touch with each of them today. In February, “Growing up Milwaukee” debuted on HBO Max, a subscription streaming service under the WarnerMedia umbrella. The exclusive distribution deal accom-

plished what Wardlaw ultimately set out to do: tell Milwaukee’s story to a national audience – not only to raise awareness and spark important conversations, but also to send a message that, “All hope isn’t lost.” “We still have work to do, but we’re hopeful that even as a generation to come, like the youth in the film, that they will continue to pass the mantle on to make sure that we’re not talking about the same issues 20 years from now,” Wardlaw said. The early success of the local filmmaker’s first major project did not come without sacrifice and a few life lessons along the way. Getting a new business off the ground without any starting capital meant Wardlaw needed a day job. From 2014 to 2019, she worked as a legal secretary for Milwaukee-based Hansen Reynolds LLC. The role offered flexibility, and she felt comfortable being transparent about her career aspirations. She also developed a solid base of understanding about the law, which still comes in handy. While working at Hansen Reynolds, Wardlaw launched her production company, began filming “Growing Up Milwaukee,” and produced “Hummingbird: A Sister’s Courage,” a short film calling attention to the city’s human trafficking issues – all while finding her place within the local creative community and seeking out every entrepreneur group she could find. She took classes through the Wisconsin Women’s Business Initiative Corp. on business fundamentals like bookkeeping and finance. She learned a lot about herself from the experience and about the power of saying “no” to plans instead of overcommitting. As her name started to circulate, Wardlaw had to strike a balance between knowing when to preserve her energy and when to get a second wind after an eight-hour workday. By the time filmmaking became her full-time gig in summer 2019, Wardlaw had built a sturdy foundation to scale her business. Earlier this year, Wardlaw Productions opened a second office, expanding into Chicago’s Wicker Park neighborhood. With another project currently in development – and under wraps – the company plans to bring on additional full-time staff in both its Milwaukee and Chicago offices. As one of the few woman- and minority-owned production companies between the two markets, the business is uniquely positioned – both for the stories it tells and for the talent it attracts, Wardlaw said. She hopes to provide creatives, especially those of underrepresented groups, opportunities for gainful employment in the Midwest, even if it motivates them to start their own companies like she did. “It’s my joy and priority not only to help employ people but to deploy them,” said Wardlaw. “If you gained something from me, and you know that you’re on to your next adventure in life, I want to be able to help you do that and realize your own purpose in that process.” n

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From litigator to leader

How Wisconsin Humane Society’s Anne Reed learned to navigate complex animal welfare industry BY LAUREN ANDERSON, staff writer

Anne Reed President and CEO Wisconsin Humane Society Work style? “I try to start each day with the same ‘runway list.’ It includes a few basic daily home chores and then an hour where I process new email, reply to people who are waiting for me, and do as many quick work tasks as I can. This helps create both momentum and space for the rest of the day and helps make sure that nothing is getting stuck while someone waits for me.” Advice to your younger self? “It’s okay not to have a plan. It’s possible to build a great career by just adding value as best you can wherever you are and following where that leads.” Goal for the next year? “I’m working on learning to paint.” Pet: “Our dog Bradley, who led me to the Wisconsin Humane Society, died this summer at age 12. He was a sweetheart, and we miss him.” 18 / BizTimes Milwaukee AUGUST 16, 2021

WHEN ANNE REED SAW Wisconsin Humane Society’s chief executive officer job posting 12 years ago while on its website looking for a puppy class, she scanned through the qualifications and held them up against her own experience as a litigator of nearly 30 years. During her cursory review, it didn’t occur to her that she might be qualified for the job. Reed – at the time still in her three-decade-long career with Milwaukee law firm Reinhart Boerner Van Deuren – wasn’t actively looking for a job change, but the position and the organization intrigued her. And for some time she had an inkling the final chapter of her career might involve giving back somehow. The next day, she pulled up the job description again. “It’s like that game where the two lines are either vases or faces, depending on how you look at it. The list transformed in front of my eyes. I could start to see how it was me,” Reed recalled. Where the description sought five years of nonprofit leadership experience, she realized her volunteer service on the Meta House board could fit. She went down the list and gained confidence she might be a candidate WHS would consider. She was a fit. Reed was selected to lead the organization in 2009, filling the position after the death of former CEO Victoria Wellens earlier that year. But the job came with a steep learning curve. Leading a large group of people, operating within a traditional org chart, coming up to speed not only on the organization but also the complicated and sometimes controversial field of animal welfare – all of it was new to Reed, and the stakes felt high. “This was going to be and will be my last job, and you’d hate to mess up your last job,” she said. “But also, this organization is a treasure in our community; it’s been here since 1879, it’s the largest in the state and one of the largest and oldest in the country. It was then, and I’m happy to say it still is, superb in its quality of work. So, I just felt like this thing I’d been given stewardship of, it had to thrive on my watch. And I didn’t know how to make it thrive.” Reed is quick to credit those around her with helping her find her leadership stride. She leaned on the counsel of past and present WHS board chairs, advisors in the field, and friends who were working in well-run local organizations in different industries.

She also took learning into her own hands. “My car turned into a business school on wheels. That is to say, if it was running, there was some sort of audiobook on. I just crammed and crammed and crammed,” said Reed, who estimates it took about three years to settle into the new role. Building on Wellens’ leadership – who oversaw the replacement of WHS’s former dilapidated shelter with its current Wisconsin Avenue location, is credited with shutting down Wisconsin’s largest puppy mill and spearheaded the elimination of euthanasia of healthy animals at WHS and in the field as a whole – Reed’s 12-year tenure has been marked by growth for the Humane Society, including new facilities and mergers. In 2011, WHS opened a new shelter in Saukville to replace its former Ozaukee County campus. In 2015, it opened a dedicated spay/neuter clinic in West Allis in an effort to improve conditions for animals in Milwaukee’s underserved communities and address areas of overpopulation. Last spring, it opened a new animal shelter in Mount Pleasant, backed by a $6 million capital campaign. Reed has also become a champion of consolidation in what is viewed as a largely fragmented industry. Following its initial acquisition of the Ozaukee Humane Society in the early 2000s, the organization has in recent years stretched its reach – through a series of mergers – to extend from Racine to Green Bay to Door County. The lack of a national, or even regional, parent organization has led to needless duplication of administrative and financial services – and therefore costs – in the animal welfare field while also often confusing donors. Those factors prevent organizations from devoting funding to the types of resources that help animals, such as veterinarians, behavioral specialists, communication specialists, and fundraising and financial professionals, Reed said. “It really undercuts the mission itself to be as fragmented as our industry is, and that’s something we’d like to correct,” she said. Reed’s role has her focused on the future and longterm vision of the organization, but she’s mindful of how those lofty plans will be implemented practically. Underpinning the organization’s aspirations of innovation and growth is the mundanity of plans, procedures and protocols. “It’s hardly the kind of inspiring leadership style one would buy a book about, but I really believe in processes, in setting up ‘here’s what we use for that, here’s how often this group meets, here’s the checklist for this,’ and trying to create things where people are as rarely as possible reinventing anything,” Reed said. “The world brings us something new every day. We don’t need to add to that by turning old stuff into new stuff because we didn’t record how we approach it. We try to create that sort of process scaffolding that then allows individual creativity to flow.” n

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Preserving historic architecture and building up Milwaukee BY ALEX ZANK, staff writer

FALAMAK NOURZAD knows how to not only take on a career change but also how to become an expert in a new field. Nourzad co-founded Milwaukee-based Continuum Architects + Planners 25 years ago, after she and her business partner were tired of “being pigeonholed” into work they didn’t want to do at their former firms. Since its founding, the firm has developed expertise in four sectors: higher education, nonprofit, office spaces and commercial housing. Nourzad leads the firm’s work in the housing sector and has developed a specialty in challenging but meaningful multi-family projects. The bulk of Continuum Architects’ residential work involves converting historic buildings into affordable housing. “Housing, especially with regard to something that is more affordable for folks, is something we feel very passionate about,” she said. “We have done some market-rate work as well, but most of our housing projFalamak Nourzad ects thus far have been in the realm of working with low-income housing tax credits, combining that with Co-founder and principal historical tax credits.” Continuum Architects This type of project is complex on multiple fronts Career breakthrough? and usually takes a long time to come together. Each “The most significant contributax credit program has its own set of standards and tion to my career path was to be restrictions. The application process is strenuous and supported by my life partner, my competitive. Nourzad said projects vying for affordhusband, Farrokh Nourzad, who able housing tax credits typically aren’t awarded allowed me to start a business of my own, and secondly my business them on the first attempt. partner, Bob Barr… Lastly, surroundPlus, if a building is receiving historic tax creding ourselves with smarter people its, it often needs a bit of TLC. But it’s the historic than ourselves who were fearless to features that also make a building unique and detread new waters.” sirable, Nourzad said. Work style? “(Historic preservation) makes life challenging, “I keep trying to organize my desk, but in a good way,” she said. “These projects by nabut the minute I do that I can’t find ture have amenities and qualities inherent that anything. It seems like my brain works you can bring within these units and make them better when there are massive jumeven more unique for that individual.” bles of tasks out there to tackle and Continuum honed its expertise in this realm organize!” over time, starting about two decades ago. BuildGoal for the next year? ing credibility took time. Nourzad said her team “Solidify our transition plan by strengthhad to cultivate relationships with housing deening our younger partners to confidentvelopers and prove to them that Continuum ly tackle the business needs of Continucould handle these projects, which typically um even stronger and more effectively cost tens of millions of dollars. The firm atthan they are doing now.” tended an affordable housing seminar to learn Favorite building? more about the tax credit program and meet “Villa Winternitz in Prague by Adolf Loos, others involved in the business. and the famed Glasgow School of Art’s Its work with nonprofits and communiMackintosh Building. The addition after ty-based organizations is an asset to Continthe fire (of 2014) is a pretty cool way of uum’s work in affordable housing. A project integrating modern architecture with a seeking tax credits is stronger and more historical building.” 20 / BizTimes Milwaukee AUGUST 16, 2021

competitive when the developer has relationships with community groups, Nourzad said. Continuum was in a good place to foster those relationships. And while the big corporate design firms chased after high-profile projects, Continuum sought to embed itself in neighborhoods like Walker’s Point in Milwaukee, where the firm was previously headquartered. Continuum’s work has made it a frequent partner of graduates of the Associates in Commercial Real Estate program, an industry-supported program that recruits and retains people of color for careers in commercial real estate. The firm has provided some level of guidance to every ACRE grad who has come to them, Nourzad said. That’s turned into working relationships and big projects. An example: The Community Within the Corridor project, being led by local developer Que El-Amin and designed by Continuum. The redevelopment of the former Briggs & Stratton complex in the 30th Street Industrial Corridor on Milwaukee’s northwest side will include 197 housing units, a community service facility and indoor recreational space. Construction is underway. All of those components translate into a successful subsidized affordable housing project. “There’s multiple layers,” Nourzad said. “A developer needs to prove his team is not only an expert in itself, that it’s financially stable, but it’s rooted within the community.” That ties back to connections with community groups. “It’s also delivering a partnership that provides venues and avenues for younger embedded folks within that community to advance themselves. So, sometimes this translates into partnering with ACRE grads who really become essential for them,” she said. Nourzad has lessons for younger employees and industry professionals from her journey of building up her business. “The biggest lesson learned, and we have tried to implement, is how to engage our staff in every aspect of a project,” she said. This includes the very beginning stages of a project. “I always tell people, just be curious where projects come from,” she said. Missing from architecture schools and larger firms, Nourzad said, are lessons and experiences such as how to write a proposal or chase a project. Teaching Continuum employees those skills has meant they become invested in all aspects of a project, she said. “That is something we have preached and practiced throughout our practice,” said Nourzad, adding it separates Continuum from some other firms. Professional development is not just an important principle at Continuum; it will also be key to the firm’s future. This is only fitting for a company whose name means “a continuous sequence.” “The name we have for Continuum basically means a whole makeup of smaller parts,” Nourzad said. “We (the founding partners) have always intended to not use our names for the firm, but having a name that represents every individual … moving along in time and become bigger and better.” n

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BANKING AND FINANCE biztimes.com // 21 INNOVATEWI.COM 45

Special Report WOMEN IN BUSINESS

Williams-Smith

Whitlock Ingram

Nakielski

LaGrant

Gutiérrez

Women in Business Symposium panelists to reflect on how they navigated career changes

BY LAUREN ANDERSON, staff writer

KENDRA WHITLOCK INGRAM moved across the country to take over leadership of the Marcus Performing Arts Center, only to have the COVID-19 pandemic shut down the venue two weeks into her new role. VISIT Milwaukee chief executive officer Peggy Williams-Smith switched from the corporate hospitality sector at Marcus Hotels & Resorts to be-

come the champion of Milwaukee’s convention and visitors bureau, just in time for what promised to be a historic event for the city, the 2020 Democratic National Convention. In a matter of months, that event and the entire tourism sector was completely upended. Sometimes, a career change is deliberate, the natural next step in one’s professional journey.

Other times, change is caused by external and entirely unforeseeable circumstances. Whitlock Ingram and Williams-Smith are among a group of panelists – which also includes Leana Nakielski, strategic partnerships director for American Family Insurance, and Syneathia LaGrant, vice president of global learning and development for ManpowerGroup – who will discuss their stories of change during BizTimes Media’s Women in Business Symposium on Aug. 19. The panel discussion will be moderated by Laura Gutiérrez, executive director of the United Community Center. Each of the panelists has navigated shifts not only in their own career trajectories, but also in the teams they are charged with leading and within their industries. The panel discussion will include their reflections on changes related to leadership, company culture, mental health, and innovation. LaGrant – who, prior to ManpowerGroup, worked in HR with some of the region’s largest employers, including MolsonCoors, Fiserv and Johnson Controls – said the past year and a half has highlighted the role of high-quality leadership in cultivating positive company culture. “What we realize now, and research is saying

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this: Any leader who leads with empathy is way more effective, especially in times of chaos and crisis,” she said. Particularly at a time when companies are struggling to retain workers and eager to draw many back to the office, a lack of empathy and self-awareness among leaders can easily translate to a disengaged workforce, she said. Whitlock Ingram said company culture has been one of her highest priorities as she is in the process of hiring back nearly one-third of the Marcus Center staff, after the performance space sat virtually empty for 18 months. While it may be a rare occurrence for a leader to onboard that large a segment of their workforce at one time, it’s a position many employers – particularly those in the live entertainment and hospitality sectors – find themselves in as they rebound from pandemic-related closures. “This is probably the biggest existential issue in my organization right now,” Whitlock Ingram said, adding that the challenge is integrating new hires and creating cohesion with veteran staff. When it comes to finding qualified workers amid a labor shortage, LaGrant said employers are increasingly turning to upskilling and reskilling

existing employees, casting wider hiring nets than before, and looking to talent pipelines as early as high school to build their workforce. While employers may find themselves competing with one another to meet their hiring needs, collaborations in the region can help enlarge the overall talent pool through intentional diversity, equity and inclusion initiatives, Nakielski said. Nakielski – who has previously held leadership roles with the Greater Milwaukee Committee, Hispanic Chamber of Commerce of Wisconsin and Growing Power – said she’s leveraged her nonprofit background in her current role, which has her connecting with academic, community and business partners to build Am Fam’s talent pipeline. “While, yes, we are all trying to tap into the same pool, we can broaden and strengthen that pool, if we share our best practices with one another,” she said. Each of the panelists will also share stories from their own professional journeys, how they navigated career advancements and when they knew they were ready for executive leadership positions. Whitlock Ingram said she’s seen many women, herself included, initially shy away from the C-suite for fear of not being ready, despite having

the right credentials. Prior to becoming CEO of the Marcus Center, she was executive director of the University of Denver’s Newman Center for the Performing Arts and before that held various leadership roles at other performing arts centers and symphony orchestras. She said she wishes she wouldn’t have let fear hold her back from pursuing a top leadership position. “I wish I had done this sooner,” she said. Taking career leaps requires courage – and resilience in the face of setbacks, LaGrant said. “For women, it’s really important to think through what’s the worst that could happen. What are they going to say? No? You’re not going to be the first, you’re not going to be the last,” she said. The symposium will take place Thursday, Aug. 19 from 7:30-11:30 a.m. at the Italian Community Center in Milwaukee. Registration is available at biztimes.com/women. The Women in Business Symposium is sponsored by title sponsor U.S. Bank, presenting sponsor MATC and signature sponsors CJ & Associates Inc., Davis|Kuelthau and Summit Credit Union. Event partners include Milwaukee Women inc, Professional Dimensions and TEMPO Milwaukee. n

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biztimes.com / 23

Special Report WOMEN IN BUSINESS

Kathy Koshgarian

Kathy Koshgarian leading Dohmen Company Foundation’s transformation BY LAUREN ANDERSON, staff writer THREE YEARS AGO, Milwaukee-based Dohmen underwent a massive shift, prompted by an “a-ha moment” among company leadership. After re-evaluating its direction and vision, Dohmen leaders determined they no longer wanted to be part of the problem when it comes to the nation’s battle against diabetes, heart disease, obesity and other chronic illness. The company – a conglomerate of health care businesses – sold its life sciences business to a pair of private equity firms, marking its exit from the pharmaceutical industry. “With the spend in the U.S. on health care approaching $4 trillion a year and 80% of that being spent on chronic disease, we felt we were part of the problem,” said Kathy Koshgarian, president and chief operating officer of the Dohmen Company Foundation. “Being in the pharmaceutical space, and really looking at the fact that almost 80% of what we were supporting was either reversable or preventable, that’s why we exited.” The company set out to instead be part of the solution, charting a new course for the 160-yearold company. Rather than being prescribed pills to treat their conditions, people need access to nutritious food to reverse them or prevent them altogether, company leaders reasoned. “Watching the trends, being on the frontline, we truly not only saw what was happening on a macro level, but then on a micro level,” Koshgarian 24 / BizTimes Milwaukee AUGUST 16, 2021

said. “We basically said, ‘we can’t do this. We know there’s a better way to solve this problem.’ We’re problem solvers. That’s part of the DNA of the organization.” Following its divesture, Dohmen converted its ownership structure in 2019, becoming the first in the country to switch from a family-owned S corporation with more than 40 shareholders to a benefit corporation owned by a private nonprofit foundation, The Dohmen Company Foundation. The company also announced it would move its headquarters from the Historic Third Ward to the former Fein Brothers building on North Dr. Martin Luther King Jr. Drive in Milwaukee’s Bronzeville district, a location that Koshgarian says will embed it in the community it serves and allow for collaboration with like-minded organizations. Koshgarian, who last year took over Dohmen’s daily operations with the retirement of former CEO Cynthia LaConte, has steered the organization through these shifts, leaning on her past experiences in disrupted industries. Koshgarian got her professional start with AT&T – a “true startup” at the time, she said – where she worked with clients in the government, education and medical sectors. She was then recruited by Harley-Davidson, where she and her team were responsible for developing a retail strategy amid the

Great Recession. “My past experience relative to AT&T and working with the health care space and the philanthropic space and then with Harley-Davidson through growth and change, truly has assisted with now the focus on the development of the new service offering (Dohmen is) constructing and changing locations at the same time,” she said. “The 25 years or so I spent with AT&T, Harley-Davidson and Dohmen truly has positioned me within the organization at the exact right time to be able to deliver on our vision.” Central to Dohmen’s new strategy is the belief that food is a key preventative medical intervention. “We got to work quickly on research and realized that food is the primary and most efficacious intervention to reverse the trend in today’s health care with regards to individuals dying on a yearly basis. There are over 700,000 people dying from cardiovascular disease and the primary reason for that is what they’re eating,” she said. This work is personally meaningful to Koshgarian, who has an autoimmune deficiency and was “caught in the health care system” for nearly a decade not able to identify the issue. After making changes in her lifestyle – including intentional food choices – her disease is completely managed. “I’m an example of the power of food being a primary medical intervention,” she said. To get healthy food to more people, the company has made a series of acquisitions in recent years to build out a food delivery services platform. Early in the COVID-19 pandemic, the company launched the Food for Health program, which provides free meals to low-income members of the Brookfield-based Common Ground Healthcare Cooperative. Dohmen is now building off that platform to launch a for-profit “social business” that will allow local employers to provide a food benefit to their employees, similar to employer-sponsored medical or pharmaceutical benefits. “We’re going to bring to employees healthy nutritious foods, and we’ll be delivering it onsite, in addition to health and wellness programming, which includes coaching, education, biometric screening and goal setting,” Koshgarian said. Those profits will then be funneled back into the charitable purposes of the business, including Food for Health and the foundation’s grantmaking to other organizations. The goal is to be entirely self-sustaining in the coming years. The company’s other goal is to grow its impact. “Ten years out, we envision fully bringing our vision of ‘healthy people empowering healthy communities’ to life,” she said. “Ten years from now, I envision Dohmen Company Foundation will have been touching and improving upwards of a quarter million lives.” n

HOW SHE LEADS

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Nina V.A. Johnson Senior Vice President of Consumer and Business Banking, US Bank

BUILDING SYNERGIES THROUGH SERVANT LEADERSHIP NINA V. A. JOHNSON JOINED THE BANK in April 2019 as the senior vice president of consumer and business banking for Milwaukee, Madison and Southeast Wisconsin. As a new leader in the state, she has been charged with building centrality, maximizing a digital banking platform and building synergies whenever the opportunity arises. Johnson is based in Milwaukee, she oversees a team of more than 450 and the operation of 62 branches across the region. She has worked in the banking industry for more than 35 years and has held several leadership roles in her tenure. She has an M.B.A. in Global Business Management and Bachelor of Arts degree in Business Management. As a community-minded professional, she has served on more than forty nonprofit boards and committees and consortiums and on a handful of national committees that supported the modernization of the Community Reinvestment Act (CRA). She is the founder of “Circles,” a relationship building platform giving employees a safe space to discuss sensitive topics through a business development lens. Nina’s first book was published in 2013. Prior to joining U.S. Bank, Johnson served as the Community Affairs and Community Reinvestment Act (CRA) Officer for a decade at financial institutions in Wisconsin. Johnson is a wife, mother of two sons and daughter of Doris Newby Armstrong; the cornerstone of her family and a 2016 Magna Cum Laude graduate at the age of 75. Her favorite past-time is going to the movies, creating recipes and writing. Nina admires servant leaders and those who lead by example. Her favorite slogan is “Don’t Ever Give Up!” n

US Bank Senior Vice President of Consumer and Business Banking

usbank.com | (800) USBANKS (872-2657)

HOW SHE LEADS

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Kim Hastings President, CJ & Associates Inc

LEADING WITH INTEGRITY AND BY EXAMPLE AS SECOND GENERATION LEADERSHIP in our family owned business, I was lucky to have my parents as mentors. When I first started my career, leadership was the furthest thing from my mind, but as I watched them over the years, and saw the pride they had as they started and grew something special, I knew that was a feeling I wanted to someday experience. They led simply, and by example, they treated people fairly and they cared. Being human and taking a “sleeves rolled up, how can I help” approach has proven to be a successful formula for me. When my feet hit the floor in the morning, I’m excited to go to work. Passion and commitment come easy when you believe in what you do and the team you are doing it with. During my career, I was always supported, I never felt that an idea I had was ignored or that I wasn’t heard. Because of that experience, it’s important to me that I foster an environment that encourages everyone to have a voice and to make a difference, to be part of something GREAT. I want to challenge and be challenged, I support a culture of accountability, while empowering the CJ employees to be the best version of themselves. I believe in setting people up for success, whatever their goals are. We have an incredibly dedicated team at CJ that makes my job easy. I hope that people feel like they were part of the family here and always know they are appreciated. n

CJ & Associates Inc Kim Hastings now leads the company her parents started in 1986.

cjassociatesinc.com | (262) 786-1772

HOW SHE LEADS

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Kathy Koshgarian & Lianna Bishop President & Executive Director, The Dohmen Company Foundation

MERGING BUSINESS AND PHILANTHROPY FOR SYSTEMIC CHANGE THE ADVANTAGES of an organization merging its philanthropic and business goals are numerous. Employees want to be part of a greater purpose. Clients and customers want to partner with and support organizations that align with their values. By merging business and philanthropy, organizations can reflect their culture and values, sustainably improve the lives of others, and build healthier businesses. The Dohmen Company Foundation successfully merged its business and philanthropic purpose leading to a win-win for multiple stakeholders. Foundation president Kathy Koshgarian says Dohmen’s 164 years of business success led to deep experience and learnings in nearly every aspect of the healthcare supply system. “As the first organization in the nation to transition from a multigenerational, family-owned S-Corp to a philanthropic enterprise wholly owned by a foundation, 100% of our social businesses’ profits are used for charitable purposes,” said Koshgarian. “Our current structure perfectly blends our business rigor with our philanthropic heart, providing the powerful force needed to drive systemic change.” Koshgarian adds that the team’s collective backgrounds provide a wide range of perspectives while drawing upon multi-layered experiences. Lianna Bishop, executive director, brings more than a decade of nonprofit experience, a background in social innovation and participates with several food equity and environmental sustainability nonprofits. Koshgarian’s experience is grounded in building, leading, and growing successful organizations with a passion for being part of the solution to normalize food as medicine. “We seek to amplify our impact by investing in and engaging with strong, like-minded partners,” said Bishop, “Because, just like we’ve experienced with our internal team, our impact is greater together.” n

Alignment of a company’s philanthropic and business goals provides win-wins for multiple stakeholders according to Koshgarian and Bishop.

The Dohman Company Foundation dohmencompanyfoundation.org | (877) 204-9590

HOW SHE LEADS

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Ann Zell Controller, Great Lakes Roofing Corporation

STRIVING FOR CONTINUOUS IMPROVEMENT ANN ZELL, controller for Great Lakes Roofing Corporation (GLRC) and a staunch advocate for pushing past one’s comfort zone, fosters growth by identifying root issues and creating long-term solutions that will move a company from surviving to thriving. Her mantra: better, faster, stronger through continuous improvement. Before her tenure at GLRC, Zell experienced the challenge of being a parent working outside the home. In her leadership position at GLRC, she honors work/life balance by offering flexible schedules and developing roles that maximize individual’s strengths. As a change-agent with an intrinsic drive to excel, she knows stagnation is not an option if one seeks to drive company growth and earn more income. Pursuit of success forged Zell into a master at voicing her ideas, one who isn’t afraid to be wrong or told “no”. Still, she never allows others to diminish her worth or her integrity. Zell is guided by two principles; stay true to your core values, and act/ think like an owner, but recognize you’re an employee. Her advice: “If your ideas and growth are being shut down every time, find somewhere else to work that will value you.” As Zell continues to push for the next major accomplishment, she is encouraged by GLRC’s owners to recognize (and celebrate) how far she and the company have come. She encourages all leaders to do the same with their teams. n

Great Lakes Roofing Corporation Never willing to settle, Ann Zell pushes her team toward greatness.

greatlakesroofing.net | (800) 871-5151

HOW SHE LEADS

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Becky Alsup, Kamela Goodwyn & Kelly J. Dries Manufacturing, Construction and Transportation Pathway Dean; STEM Pathway Dean; Healthcare Pathway Dean; Milwaukee Area Technical College

THE PATHWAY TO LEADERSHIP THREE DYNAMIC WOMEN are leading the way at Milwaukee Area Technical College as deans of the school’s Academic and Career Pathways, which offer students a dedicated team, resources and guidance tailored to their future profession. Each dean leads the Pathway, which can include over 100 staff and faculty as well as hundreds or thousands of students. Kamela Goodwyn, Ph.D., MATC dean of the STEM Pathway, guides through the humility of a learner. In her words, every day is an opportunity for growth. Her democratic and strategic leadership style incorporates the expertise of her faculty and staff teams to advance STEM initiatives, including greater representation of women and people of color in the industry. “To lead tomorrow, we must learn today,” said Dr. Goodwyn. “Learning in my position is multifaceted. Every day I am learning from my team, my industry’s trends and myself.” Kelly J. Dries, Ph.D., MATC dean of the Healthcare Pathway, understands that it takes consistent energy and charisma to lead. Her consistency as a leader helped the faculty, staff and students in the Healthcare Pathway get through the demands of the pandemic. “I draw energy from my team,” Dr. Dries said. “I look to them for inspiration. To be that transformational leader, you must find your team’s passions and gifts. There is energy to that.” Becky Alsup has been in her role as dean of the Manufacturing, Construction and Transportation Pathway for nearly two years, and has an extensive background in manufacturing, a traditionally male-dominant industry. “At MATC, I feel supported for who I am and what I contribute, not based on my gender,” Alsup said. “Having been in manufacturing, I’m often the minority. I’ve found that you have to be strong and be your authentic self.” Through intention, the leaders at MATC are transforming their community. n

Deans Alsup, Goodwyn and Dries guide MATC’s work to transform the community through high-quality, affordable education.

Milwaukee Area Technical College matc.edu | (414) 297-6282

HOW SHE LEADS

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Julie Landry Vice President for Diversity, Equity and Inclusion, Mount Mary University

LANDRY SHARES VISION OF AN ATMOSPHERE OF BELONGING FOR ALL AS THE INAUGURAL VICE PRESIDENT of the Office of Diversity, Equity, and Inclusion for Mount Mary University, Julie Landry is committed to one core belief: that an inclusive climate must be built with intention. “Everyone has their own definition of ‘inclusion’ and that causes confusion,” said Landry. “Inclusion is not initiatives that strive to make marginalized groups feel included or when marginalized groups assimilate. Assimilation is not inclusion.” Instead, she says, inclusion is a deep and enduring sense of belonging for all. Mount Mary is becoming increasingly recognized for diversity, having the highest diversity index in the Midwest, according to the 2021 Best Colleges report by U.S. News and World Report. A 2020 campus climate survey indicated that the inclusive atmosphere is generally positive. Yet, Landry knows the work is ongoing and that leaders hold the responsibility to set and maintain the environment. “We must provide clear expectations and consistently model desired behaviors,” she said. “Every voice matters, and uniqueness must be seen as an asset and not a threat.” There is so much learning and work to be done in the area of DEI, and to consistently foster an inclusive climate.” Landry, who has 20 years of HR and leadership experience in greater Milwaukee, will share her expertise with business leaders in an eight-session evening class held through Mount Mary’s MBA program. Participants will earn a DEI certificate and create action plans for their own workplaces. Visit www.mtmary.edu/mbacertificates to learn more. n

Mount Mary University Leaders should model inclusionary behavior, Landry says.

mtmary.edu | (414) 930-3000

HOW SHE LEADS

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Marlene Errejon Plant Manager, Waukesha Metal Products

PROGRESSIVE LEADERSHIP… BREAKING BARRIERS IN A MALEDOMINATED INDUSTRY MY JOURNEY INTO THE AUTOMOTIVE INDUSTRY started 20 years ago when I graduated from Tecnologico de Monterrey with a bachelor’s degree in industrial engineering. I was one of four females among over 100 graduates. It is encouraging to see the shrinking gender gap in historically male-dominated industries. I joined Waukesha Metal Products six years ago as a program manager. I now serve as plant manager for the San Luis Potosí, MX facility. I am grateful to be part of a company that has supported individual growth and development for more than 50 years. Leading a team is always challenging. One of the most important things to consider is how we address differences. I build my team off empathy. Beyond our positions within the organization, we are all human, and we all deserve respect. I want every associate to be proud of their individual contribution within Waukesha Metal Products. My greatest advice to women: your talent will speak for itself regardless of gender or race. Like Waukesha Metal Products, companies all over the world are striving for a more inclusive workforce. The road to success is never a straight line. View adversity as another step to achieve your goal. This is how I try to lead; encouraging everyone to participate without fear of failure. We all learn from failure- that is the only way we will be successful. n

There is no limit for women, Errejon explains. And the road to success is never a straight line.

Waukesha Metal Products waukeshametal.com | (262) 820-9000

Special Report OFFICE SPACE The Huron Building in downtown Milwaukee.

New downtown office buildings changing Milwaukee’s Class A standards BY ALEX ZANK, staff writer THE LATEST OFFICE BUILDINGS added to downtown Milwaukee are more than shiny new towers. They represent the advancing standards of “Class A” office space, which has implications for the broader local office market. The two latest entries to the downtown office market are The Huron Building at 511 N. Broadway and the BMO Tower at 790 N. Water St. They are both new buildings that opened in 2020 and boast high-end amenities such as outdoor balconies or terraces, conference rooms and fitness centers. “I think that really both of them are pushing the boundaries of amenity-rich buildings and helping to create more of an experience around coming to the office every day,” said Josh Jeffers, developer of the Huron Building and founder and chief executive officer of Milwaukee-based J. Jeffers & Co. The real estate industry views Class A office space as the priciest in a market, with high-quality architecture, finishes, building systems and amenities. Take the BMO Tower as an example. When factoring in base rent and operating

expenses, pricing on a per-square-foot basis totals around $35 triple net (meaning tenants pay for real estate taxes, building insurance and maintenance), said Mark Irgens, BMO Tower developer and CEO and manager of Milwaukee-based Irgens Partners LLC. That’s the very high end of the market. But the building offers floor plates of up to 26,000 square feet, also among the largest in the market. And tenants get amenities such as the large conference room, fitness center complete with locker rooms, private showers and towel service, and a secure, heated parking structure, Irgens said. “I think (the amenities at the new office buildings establish) a barrier to entry (for the local Class A office market),” said Andrew Jensen, office broker with Cushman & Wakefield | Boerke. “If you don’t have a lot of these amenities, you’re just not going to be on the short list for a tenant to consider.” He emphasized the popularity of balconies and destination-type restaurants on the ground floor. The Huron Building has that with Tupelo

Honey, which opened earlier this month. Jensen said there’s opportunity for the BMO Tower to do the same with its vacant ground-floor space facing North Broadway. And the local office market is picking up steam, industry insiders say. Jeanine Sweeney, office broker with Founders 3, said there is pent-up demand due to office users putting off major decisions about their leases during the height of the COVID-19 pandemic. Downtown touring activity is booming, said Sweeney, whose firm is marketing the Huron Building for lease. The new group of Class A buildings will force owners of some of the older office buildings to make upgrades, said Sweeney. Landlords may need to look at improving their fitness centers and building systems. “Especially now, if you have a fitness center, Peloton is everything,” Sweeney said. But not every building will follow that formula; nor should it, Jeffers said. For example, historic buildings attract users for their unique architectural character. And the advantage for other older office buildings is cheaper rents with some amenities, like covered parking and lobby concierge service. The newer Class A buildings could put Milwaukee in an interesting position, local office brokers say. Jensen said national firms, particularly law firms, that want satellite offices in the Midwest should perhaps give Milwaukee a look as a more affordable but high-quality alternative to Chicago. He acknowledged this hasn’t happened yet. “I think there’s a really good story to talk about to folks from outside the area,” Irgens said. “But we really don’t see that many companies moving in. Most of the growth in the area has been from within, from companies that have been created (and) grown here.” n

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The State of the Hybrid Workplace The time has come for a mass reimagining of the workplace. The hybrid workplace is enabling organizations to continue operations throughout the slow transition back to the office. Now, many are realizing hybrid is here to stay. Current happenings in the workplace Organizations that were not open to hybrid work are now designing for a more flexible workplace after realizing the productivity in remote work. Others have been practicing hybrid work for years and continue to evolve their workplace to be productive for their employees. Employers are refining policies and etiquette rulebooks to manage the flexibility of the hybrid workplace. Time in the office is for collaboration; Leaders are encouraging video conferencing to foster effective communication. Many organizations are facing issues in the availability of private spaces for video calls. Rooms within rooms are becoming prevalent as a solution to the increased demand for private spaces. Some facilities are fully embracing the permanence of hybrid work by reducing their overall footprint to accommodate a smaller workforce. Hybrid employees feel supported by a workplace that offers work area hoteling—the ability to reserve a workspace for daily use.

Supporting work from home Employees feel empowered when they can isolate tasks and complete them effectively at home. Many companies are offering

home office furnishings and technology to support hybrid and fully remote employees. Computers, ergonomic chairs, and adjustable tables are being provided to maximize productivity and improve employee wellbeing.

Spaces will continue to be agile and flexible to accommodate rapid changes in the workplace. We saw how work changed overnight, so what does tomorrow hold? What about next year? On the horizon for the workplace Facilities with open atmospheres will need more sheltered areas to enable communication in the hybrid workplace. Sustainable office furnishings are being designed to support augmentation and expansion over time. Reconfigurable phone booths, communication pods, and telescoping wall systems add flexibility to the workplace by dividing rooms for multipurpose use. Culture remains paramount in the workplace. Communication, connection, and trust make up a healthy hybrid environment. Resimercial design—a furnishing style that brings the homey feel of residential furniture to the workplace—fosters a rich hybrid culture. The workforce has asked for hybrid work for decades, but the world was not ready to listen—last year, it was forced upon us all. Moving forward, new generations will expect a hybrid workplace. Hybrid workplace insights gathered from experts at work Heather Colligan-Clarke, Creative Business Interiors, and Amy Sell, Knoll. Image from Knoll.com.

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Special Report OFFICE SPACE

How office design experts view the workplace in an era of pandemic, remote work BY ALEX ZANK, staff writer THE COVID-19 PANDEMIC has disrupted nearly every facet of commercial real estate. The office market was particularly hit hard in 2020, as the pandemic created short-term uncertainty and raised questions about the future of the office. Perhaps the biggest long-term implication of the pandemic for the office sector has been the rise in remote work. Companies are now looking at how to bring workers back safely, emphasizing productivity and collaboration in the office, in hopes of enticing workers back in over remaining at home. BizTimes Milwaukee spoke with a number of local office design experts about those topics and more. The following is a collection of questions and responses from these conversations. Experts include Scott Ramlow, president of Ramlow/Stein Architects; Jennifer Herr, senior interior designer of Eppstein Uhen Architects; Elizabeth Lewis, vice president of corporate marketing and Milwaukee sales of Chicago-based Forward Space; and Verna Shavlik, director of design services of Creative Business Interiors. Responses are edited for brevity and clarity. What are the biggest trends to the office environment and design coming out of the pandemic? Lewis: “One that I think is fairly well established and acknowledged but is super important – and I’m actually grateful that if there are silver linings from this experience that this one has popped up – is employers are really starting to recognize the role of the work environment and their objectives for employee retention and engagement, and truly as a standout tool for them to grow their teams and culture.” Ramlow: “One of the things we talk about a lot is that reductions in the ‘me’ space need to be met with what we call increases in the ‘we’ spac-

es. That’s really based on an overall emphasis on engagement of employees and staff, developing relationships and understanding the social nature of work and the importance of our workplace relationships.” How can companies create an office that entices workers back in? Herr: “I think the draw is going to be providing spaces that your home office just doesn’t offer, which is essentially amenity spaces and places where larger groups, both virtual and live groups, can gather. We’re talking like rooftop terraces, conference spaces that are capable of hosting a ‘mixed-reality’ session (both in-person and virtual attendees). Fitness centers as well; I think catering to that emphasis on well-being is going to be important after we’ve all been through this. Any kind of space that emphasizes comradery and company culture because company culture is something that working from home isn’t going to offer.” Ramlow: “The relationships we have at work – if you think about it, the people that you work with, even virtually, you interact with sometimes even more than your own family — these are important relationships in our lives. We need to understand that. In addition to providing flexible workspaces, we need respite spaces. Some of these areas are really not for work, but to get together and take a break, or have lunch.” If a company opts for a hybrid work-from-home approach, how can they ensure time in the office is as productive and collaborative as possible? Shavlik: “Changes post-COVID are going to be things like collaboration spaces with a technology component infused in it. So, if I’m in the office today, and I’m going to collaborate with a coworker that’s remote, how do I make that happen? And how do I

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collaborate in a meeting setting where those users that are remote feel like they’re actually part of the meeting, not that they’re observing a meeting? … How those rooms are set up, the size of those rooms, technology, furniture pieces, it just needs to be extremely flexible and extremely adaptable.” Any recommendations for someone who’s partly or mostly working from home and wants to set up a dedicated office space? Herr: “If you have the luxury of space in your home, I highly recommend dedicating it to function as your office only, at least for those hours that you’re going to be working. Be able to see views outside, but along with that, on Zoom calls (and) being on camera, your window outside should really not be behind you. It doesn’t lend the camera view to the greatest light on your face. Just pay attention to where the window is in your room.” Shavlik: “(Workers need) a height-adjustable desk, good lighting, an ergonomic desk chair. We’ve really got to think about the health and wellness of the whole you, not just how you can get work done remotely.” What other noteworthy things are you seeing? Ramlow: “Some of the things we saw — partitions and plexiglass and all that — I kind of see that going away now. But I think … we need to have strategies still in place so that distancing could still be issued again, if we need to.” Lewis: “One of the things that I think is super important is actually tied to a bigger organizational need companies need to address that is not specific to the space, per se. That is, equity in the hybrid environment. We, as a country, acknowledged a lot of inequity, but I don’t know how much we talk about it as it relates to space. It’s pretty significant, especially when we talk about hybrid (work). Hybrid seems really easy if you (have) a home office, and it’s well equipped, and the Wi-Fi is good, and you’ve got a comfortable chair. But is that equity across the board for our coworkers? Do they have the ability to have their own space?” n

VENUES DIRECTORY

Dining/Catering

Hotel/Meeting Venues

Entertainment

Hotel/Meeting Venues

The Osthoff Resort Henry Maier Festival Park

Henry Maier Festival Park, located on the shores of Lake Michigan and in the shadow of Milwaukee’s skyline, features a unique collection of venues perfect for events of all sizes. (414) 291-5320 | milwaukeeworldfestival.com | 200 N Harbor Dr., Milwaukee, WI

Elkhart Lake’s Road America NUMBER OF MEETING ROOMS: 10

LARGEST MEETING SPACE: 7,500 sq. ft.

TOTAL CAPACITY (# OF PEOPLE): 300

NUMBER OF GUEST ROOMS: 12 (800) 365-7223 | RoadAmerica.com | N7390 Hwy 67, Plymouth, WI

Located along the pristine shores of Elkhart Lake, AAA Four Diamond Osthoff Resort features first-class meeting and banquet space, professional on-site AV, and spacious guest suites, with no resort fees. NUMBER OF MEETING ROOMS: 20 TOTAL AVAILABLE MEETING SPACE: 38,000 sq. ft. LARGEST MEETING SPACE: 10,000 sq. ft. TOTAL CAPACITY (# OF PEOPLE): 1,200 NUMBER OF GUEST ROOMS: 240 (800) 876-3399 | osthoff.com | 101 Osthoff Avenue, Elkhart Lake, WI

Schlitz Audubon Nature Center

185-acre nature center along the shore of Lake Michigan, 15 minutes from downtown. Beautiful indoor and outdoor venues. An award-winning green building with the warm ambiance of the northwoods. NUMBER OF MEETING ROOMS: 3 LARGEST MEETING SPACE: 2,500 sq. ft. TOTAL CAPACITY (# OF PEOPLE): 4,000 (414) 352-2880 | schlitzaudubon.org | 1111 E. Brown Deer Rd., Milwaukee, WI

Sharon Lynne Wilson Center for the Arts

Located within Brookfield’s Mitchell Park, the Wilson Center provides an intimate and sophisticated atmosphere for a variety of events, including performances, weddings, festivals, classes, meetings, fundraisers, and private parties. NUMBER OF MEETING ROOMS: 4 TOTAL AVAILABLE MEETING SPACE: 19,500 sq. ft. LARGEST MEETING SPACE: 9,000 sq. ft. TOTAL CAPACITY (# OF PEOPLE): 613 (262) 781-9520 | wilson-center.com | 3270 Mitchell Park Drive, Brookfield, WI 53045

The Venue 37 S. Water Street, Janesville, WI 608-373-9727 | thevenuejanesville.com DESCRIPTION: Beautifully restored historic location in the heart of Downtown Janesville with hotel within walking distance. NO. OF MEETING ROOMS: 3 TOTAL MEETING SPACE: 5,300 sq. ft. Largest meeting space: 3,600 sq. ft. TOTAL CAPACITY: 350

Tripoli Shrine Center

Premier facility with on premise full time chef and banquet manager. The center has meeting rooms and ballroom to seat 400. Off street free parking. Quick access to I94. NUMBER OF MEETING ROOMS: 4 TOTAL AVAILABLE MEETING SPACE: 10,000 LARGEST MEETING SPACE: 6,000 sq. ft. TOTAL CAPACITY (# OF PEOPLE): 650 (414) 933-4700 | tripolishrine.com | 3000 W Wisconsin Ave, Milwaukee , WI

Dining/Catering

The Union House Dining/Catering

Hotel/Meeting Venues

Entertainment

To find out about future opportunities to add your listing to the Venues directory – 414-336-7112 or advertise@biztimes.com

Located in historic Genesee Depot since 1861 you'll find The Union House. An iconic restaurant featuring wild game and classic fine dining options along with world class wine, scotch, bourbon. Our world class culinary team can offer a variety of custom catering options for your next event. GROUP SIZE: 50 (262) 968-4281 | theunionhouse.com | S42 W31320 Highway 83, Genesee Depot, WI biztimes.com / 35

Special Report CORPORATE EVENT PLANNING

Corporate event bookings have been streaming in again – and with short notice BY MAREDITHE MEYER, staff writer AFTER A YEAR-LONG hiatus dominated by remote work, Zoom calls and virtual get-togethers, in-person corporate events returned this year. As employees find their way back to the office, or plan to do so in the coming months, some organizations are gathering for meetings and throwing parties to welcome workers back and help them feel comfortable being around coworkers again. The return of business is a hopeful sign for event businesses that were hit hard by COVID-19 restrictions, but planning in-person events these days comes with a whole new set of considerations, especially with the growing threat

of the Delta variant. Since Milwaukee’s mask mandate lifted June 1, Saz’s Hospitality Group has received at least a dozen leads a day for event bookings – both corporate and social – at its five exclusive venues and the dozens of off-site locations it serves across southeastern Wisconsin, said Jaime Peterson, the group’s director of sales. Most of its corporate event business in recent months has come in last minute, “where historically corporate books far in advance,” she said. Marquee outdoor venues, such as American Family Field and the Milwaukee County Zoo are in high demand, and private event spaces at

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A recent corporate event put on by Saz’s Hospitality Group.

the Summerfest and Wisconsin State Fair grounds booked up quickly. The turnout at some of these outdoor events has generally been higher than expected. Last month, Saz’s catered a 740-person picnic at the zoo, a 250-person pig roast in a client’s parking lot, and a 500-person welcome back party at a corporate office location. Another unusual trend: Inquiries are already streaming in for company holiday parties. At The George and Madcap Lounge, Saz’s new dual-space venue in Walker’s Point, all available Fridays in December were booked by late July. “Corporate usually starts booking their holiday parties after Labor Day,” said Peterson. For bookings this summer, Saz’s has had to plan around industry-wide staffing and supply chain shortages that make it difficult to stock anything from plastic packaging – for serving COVID-safe meals – to canopy tents for outdoor events. “They don’t have the staffing to deliver the tents and set up the tents. Linen companies are falling short because they don’t have the staff to clean the linens and press the linens to then deliver the linens,” said Peterson. This new environment of high demand and short supply means clients are given a much shorter timeline to plan menus, submit final headcounts and order rentals, which is a challenge when bookings are already last minute. “Basically, it’s just asking everyone to be flexible for all the vendors that they need,” she said. For some venues, corporate events are coming back in smaller siz-

es. Marcus Corp.’s three downtown Milwaukee hotels – The Pfister, Saint Kate and Hilton Milwaukee City Center – have seen increased bookings from companies looking to bring regional team members together at one central, drivable location. These groups, usually of about 20 people or fewer, are reconvening after spending most of the past 17 months apart, interacting solely through Zoom and Microsoft Teams. But companies are finding ways to break the ice. “Clients are telling us that they really want to incorporate more team building in their meetings,” said Dana Johnson, executive director of sales – Milwaukee market at Marcus Hotels & Resorts. In response, Saint Kate’s event team recently rolled out a “menu” of team-building activities that corporate groups can choose from, including classes on how to make Neapolitan pizza or the perfect craft cocktail. Even for events that involve regional travel, lead times are much shorter than usual – around 90 days compared to six months to a year. However, a recent surge in inquiries and bookings for large-scale ballroom-style events reflects a more normal timeline, targeting dates into quarter three of 2022. As it adjusted and readjusted throughout the pandemic, Marcus Hotels cross-trains its employees to handle multiple roles, from front desk to events manager and everything in between. “Our staff has remained so nimble and that has really been our secret to success to be able to handle these pop-up, short-turn meetings,” said Johnson. n

BizTimes Milwaukee presents its inaugural showcase of Notable Marketing Executives, spotlighting marketing leaders at southeastern Wisconsin companies who have used their skills to significantly advance the brand of their company or their clients.

MICHAEL BAHR

KIMBERLY WACKER

DIRECTOR OF CLIENT RELATIONS

SENIOR VICE PRESIDENT AND CHIEF STRATEGY OFFICER

PLUNKETT RAYSICH ARCHITECTS

WELLS CONCRETE

Mike Bahr returned to Milwaukee-based Plunkett Raysich Architects in 2019 as the director of client relations. Prior to this role, he was a project architect and project manager with PRA for 15 years, designing notable libraries, fire stations, churches and other buildings across Wisconsin. After his first stint with PRA, he led marketing research efforts for a national firm and started his own architectural consulting firm. Bahr holds a variety of responsibilities including forming the image and brand of PRA, business development, creating collateral materials for pursuits, developing an online presence, and overseeing the marketing initiatives of every studio.

METHODOLOGY: The honorees do 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 and they must serve in a leadership marketing role for a for-profit business or a nonprofit organization.

“He views marketing as an ever-changing puzzle. Every client and initiative require a different lens to communicate the essence of what PRA does succinctly and effectively,” said Scott Kramer, managing partner at Plunkett Raysich. “Mike is driven by the possibility of what PRA can be, and how that may affect client outcomes. He has published on a variety of industry issues, presented at conferences, and is always researching ideas that may help clients. Having a bird’s eye view of the industry, he is excited to face the challenge of expanding PRA’s services to new clients who are seeking guidance for their facilities.”

Inspiring leadership. Building communities.

A seasoned marketing executive with more than 20 years of experience, Kimberly Wacker, senior vice president and chief strategy officer for Wells Concrete, has been integral in overseeing the strategic brand evolution of the company over the last nine months, according to Dan Juntunen, Wells Concrete president and CEO. Prior to that, Juntunen said, Wacker successfully defined and drove the Spancrete brand. Spancrete was acquired by Wells Concrete in December 2020. Wacker has been responsible for the strategic evolution of Wells, dedicating the first half of the year to leading the effort to reshape how Wells Concrete is positioned as a solutions provider in the construction industry. “She spearheaded and led multiple workshops, research and planning sessions – from across multiple locations – to ultimately arrive at a brand essence, message and purpose that reflects who Wells truly is and can be consistently applied across the company,” Juntunen said. “She helped reset the company vision, providing a view of how the brand can grow and how our organization can redefine success.” In her role, Wacker oversees not only marketing and communications.

Kimberly Wacker Senior Vice President Chief Strategy Officer

At Wells, our mission is to inspire pride within communities and help them thrive by transforming how our partners think, design, construct and succeed with precast building solutions. We’re grateful for the skills and dedication Senior Vice President and Chief Strategy Officer Kimberly Wacker brings to our team, which help us continue leading our industry. Congratulations to Kimberly and her fellow 2021 Notable Marketing Executives. Your work helps our businesses and communities thrive.

wellsconcrete.com 800.658.7049

21-WEL-0031 Marketing Execs Ad_v2-0.indd 1

8/2/21 10:03/ AM biztimes.com 37

JEFF MCCARTHY

BRIDGET KRAUS

VICE PRESIDENT, MARKETING DIRECTOR

VICE PRESIDENT OF MARKETING

BANK FIVE NINE

WALBEC GROUP

In his eight-year tenure at Bank Five Nine, Jeff McCarthy, vice president, marketing director, and his team have completed strategic initiatives including renaming and rebranding the entire organization. Having earned board approval to complete a rebranding project internally, McCarthy created the new name, Bank Five Nine, which pays tribute to the history of the organization that was founded in 1859. This rebrand also included two new logo designs, a new color palette and everything else that was required to eliminate the old name and usher in the new with minimal impact to customers.

With 18-plus years of marketing experience, Bridget Kraus is the vice president of marketing for the Waukesha-based Walbec Group family of design, engineering, and construction companies, which includes Payne and Dolan, Northeast Asphalt, Zenith Tech, Premier Concrete, and Construction Resources Management. She leads the companies in branding, marketing, and internal/external communications. With 1,750 team members across 18 regional offices, Kraus has jumped in to advance Walbec’s culture. She partnered with IT to launch a SharePoint site that streamlines internal communications and serves as a one-stop shop for information/resources.

In addition, McCarthy led a website rebuild for the bank that won an international award: Bank Standard of Excellence by the Web Marketing Association. He implemented an online financial education center that won the 2018 Financial Innovation Award from the Wisconsin Bankers Association, and he oversees a robust blog section of the bank’s website that, through organic search rankings, creates more than $250,000 in value annually.

A member of the Women of Walbec employee resource group, Kraus was also on the committee to launch Walbec’s first women mentorship program.

McCarthy leads a team of professionals who manage all advertising, public relations, online marketing, event planning, and nationally-recognized social media initiatives for the organization.

Kraus is the 2020-21 president of the Society of Professional Marketing Services (SMPS) Wisconsin chapter and a member of TEMPO’s Emerging Women’s Leaders and the 2021 Ronald McDonald House Charities Gala Committee.

“I cannot remember an individual having such a profoundly positive impact on any organization in such a short period of time,” said Kurt Bechthold, chairman and CEO of the Walbec Group. “Bridget’s future is very bright. I am proud that she is part of Walbec.”

on being recognized as a Notable Marketing Executive!

Jeff McCarthy

Marketing Director, Vice President

38 / BizTimes Milwaukee AUGUST 16, 2021

BRIGETTE BREITENBACH PRESIDENT

B&CO. Brigette Breitenbach, president of Milwaukee-based B&Co., has owned her own company since 1996, initially becoming a business owner because companies weren’t open to employees with small children working remotely. B&Co. serves clients primarily in the hospitality and real estate industries. Its very first client was The Iron Horse Hotel in Milwaukee. But while B&Co. has clients in Milwaukee, most of its projects are outside Wisconsin, including as far away as Greece. In 2008, Breitenbach became part owner of the Iron Horse Hotel and to this day considers herself to be a hotel junkie, delivering award-winning work for boutique hotels. B&Co. also works with lifestyle brands and B2B clients. Client Colleen Lake, assistant project manager for KPH Construction Corp., points to their diversity as how B&Co. survived and even thrived during the COVID-19 pandemic that temporarily shuttered many hotels. “Between her business successes, her philanthropic work and her personal success as one of the best individuals I have ever had the pleasure of working with and calling my friend, Brigette Breitenbach is a force to be reckoned with in the Milwaukee area, and beyond,” Lake said.

KIRSTEN CORBELL

CHAD TESSMER

AMALIA FLATLEY

DIRECTOR OF MARKETING

CHIEF MARKETING OFFICER

INCHECK INC.

HARRY & ROSE SAMSON FAMILY JEWISH COMMUNITY CENTER

SENIOR MARKETING AND COMMUNICATIONS SPECIALIST

InCheck, Inc. hired Kirsten Corbell in 2019 as director of marketing — a new position for the company. “She represented herself as someone who would come in and do whatever it took to succeed, and she’s done exactly that,” said Andy Gallion, InCheck’s CEO. “She’s rolled up her sleeves and has learned a very complex industry and established herself as a key member of our executive leadership team. InCheck had just begun a brand refresh, which she took over and completely managed through to success. She worked with our agency partner, introduced additional agency partners such as Islands of Brilliance (IoB), which led to the finalization of our entity with the help of IoB and one of their participants, a high school sophomore. “We were blown away by this and it was all Kirsten and her recommendation and connections. The IoB connection has developed into a full partnership.” Corbell has earned the respect of everyone in the company with a persistent yet graceful approach, Gallion said. “She’s collaborative, innovative, and just an amazing overall partner,” he said. “She’s had such a tremendous impact on the business in less than two years.”

From the very onset of theCOVID-19 pandemic, Chad Tessmer, chief marketing officer for the Harry & Rose Samson Family Jewish Community Center, led his team to develop the JCC Beyond a Building effort, quickly reassuring stakeholders that the JCC exists wherever the community gathers – even online, according to Mark Shapiro, JCC president and CEO. Through new and adapted uses of Facebook groups, a video hub and emerging online platforms, Tessmer’s team was able to bring community directly into people’s homes. As the agency looked to return to in-person service, Tessmer introduced JCC Spaces & Places to help members differentiate these in-person programs from continuing Beyond a Building efforts. Tessmer has also played a key role in the JCC’s culture of philanthropy. In May 2020, he used his background in theater and scriptwriting to quickly convert the JCC’s largest fundraising event, KidShare, into a live-streamed, interactive celebration that happened in homes throughout the community and exceeded expectations for both fundraising and engagement. In winter 2020, he conceptualized and art-directed the assets needed to support the launch of a successful $1 million sustainability campaign.

J.H. FINDORFF & SON INC. Amalia Flatley, senior marketing and communications specialist at J.H. Findorff & Son Inc., has more than 10 years of marketing, communications, and strategy-led experience for fast-paced, highly competitive, and deadline-driven industries. According to John Ferguson, director of business development and a fellow colleague at Findorff, Flatley is “one of the rare big thinkers who can translate long-term goals into specific action, and ultimately growth.” Her strengths lie at a crossroads of strategy, leadership, and visionary initiatives, with a hint of entrepreneurship. In 2016, Flatley developed a successful brand awareness campaign for the Milwaukee office with hopes of achieving consistent messaging, a deeper connection to the community, and better exposure for Findorff’s range of services. In 2018, Findorff’s brand awareness campaign obtained national recognition, receiving a Marketing Communications Merit Award from the Society for Marketing Professional Services (SMPS). Flatley has served as the president of SMPS’s Wisconsin chapter and most recently assists as the chapter’s treasurer.

to Chad Tessmer, and our entire staﬀ family, who bring our mission to life every day.

Creating Spaces. Building Opportunities. Inspiring Jewish Moments for Diverse Communities. Harry & Rose Samson Family

Jewish Community Center Congratulations to Findorff’s Senior Marketing & Communications Specialist, Amalia Flatley, on this recognition. We are proud to have Amalia as a part of the Findorff family. biztimes.com / 39

ANGELA BONOVICH

ANN STADLER

JOSH DELANEY

SENIOR DIRECTOR OF MARKETING

VICE PRESIDENT, CHIEF MARKETING OFFICER

CEO AND FOUNDER

KAPCO METAL STAMPING

MARCUS THEATRES CORP.

Angela Bonovich, senior director of marketing for Kapco Metal Stamping, has played a major role in helping the Kapco family of companies reach the next level, ac-

The impact of the COVID-19 pandemic brought industry-changing challenges to Ann Stadler as vice president, chief marketing officer of Milwaukee-based

cording to colleagues.

Marcus Theatres Corp.

“With her keen knowledge of digital, traditional media, PR/media relations, combined with her critical thinking, analytical skills, attention to detail and experience, she has been able to broaden reach, increase ROI and brand awareness throughout our many companies. None of this could be accomplished without her hard work and dedication,” said Danika Tramburg, Kapco’s marketing communications manager.

Stadler helped re-launch the company, and the industry, according to Rolando Rodriguez, chairman, president and CEO of Marcus Theatres.

“Angela gives the utmost respect to team members and all who she comes in contact with. When ideas are brought to the table, she offers constructive critique, challenges us and supports us, ultimately shaping us into better leaders,” Tramburg said. “Because of the strong sense of leadership and lead-by-example approach she embodies, it allows our team to take on their very own ownership of projects.” Since Bonovich joined Kapco, the size of the company’s marketing department has increased five-fold.

Stadler and her team led the communication/marketing strategy of closing and then reopening 80-plus movie theaters across 17 states. Each day the pandemic brought uncertainty and hurdles with ever-changing government regulations, studio release changes and resource implications, Rodriguez said. “She and her limited team battled to anticipate the questions of guests...preparing videos, communication, and in-theater materials to build consumer confidence within an industry based on a social experience,” Rodriguez said. “The team also enhanced its Marcus Theatres app/website to sell food and beverage options, reduce labor needs, and create a convenient, low-touch option to market when theater doors reopened.” Stadler’s team also helped launch new revenue streams including Parking Lot Cinema, curbside popcorn pick-up, and online treat packs.

Congratulations on being recognized as a Notable Marketing Executive!

FAB NUTRITION Emily Ciliberto has worked for Josh Delaney, CEO and founder of St. Francis-based FAB Nutrition, for five years and with two companies. “(At FAB Nutrition) I watched Josh scale from zero dollars in revenue, part-time, to more than $25 million in sales in a few years with just a few employees,” said Ciliberto, operations director at FAB Nutrition. “This was done using Josh’s strategies with affiliate marketing, SEO and paid media. Josh has had us featured as a top brand by Newsweek, Forbes, LA Weekly, and many more major publications.” FAB Nutrition sells organic, holistic, nutrition- and wellness-based products. Its products have been featured in People and Shape Magazine multiple times, Ciliberto said. “Josh’s ability to reach different sales channels always surprises us and keeps us growing,” she said. “To top it all off, after 3.5 years in business, we recently sold 80% of the company for more than $20 million to (High Tide Inc.), a publicly traded strategic buyer. “Josh is one of the best marketers in Milwaukee, hands down, while still performing CEO/founder roles and responsibilities on a daily basis,” Ciliberto said.

Congratulations ANN STADLER

VICE PRESIDENT AND CHIEF MARKETING OFFICER, MARCUS THEATRES

Notable Marketing Executive Thank you for your tireless efforts within our organization and community.

Angela Bonovich

Sr. Director of Marketing

40 / BizTimes Milwaukee AUGUST 16, 2021

BRITT FRANK

LINDSEY MUCHKA

SARAH MAIO

MARKETING DIRECTOR

DIRECTOR OF MARKETING

GIMBEL, REILLY, GUERIN & BROWN

TAILORED LABEL PRODUCTS

VICE PRESIDENT OF MARKETING AND COMMUNICATIONS

Marketing director Britt Frank has helped Gimbel, Reilly, Guerin & Brown grow in a number of ways since joining the firm in 2016. Revenue and retained cases have improved substantially and website traffic increased more than 100% since she started at GRGB. The firm went from 14 attorneys in 2016 to 22 by 2021. The firm has also launched a new website, social media, sponsorship and overall media strategy. Frank has increased the services offered to clients, started a Spanish-speaking practice group, launched a GRGB podcast and has showcased several videos. The attorneys have expanded their board involvement under her direction, the firm implemented paid volunteer programs for staff, more attorneys started speaking at events and writing for publications and a new client follow-up and testimonial program was launched. Frank also leads the Google/SEO work and client intake to track satisfaction. “Since joining the firm in 2016, Britt has been a game-changer for GRGB. Thanks to Britt’s innovative and professional communication strengths, GRGB has grown in new and exciting ways,” said GRGB partner Josh Gimbel.

Lindsey Muchka, director of marketing for Menomonee Falls-based Tailored Label Products, oversees all marketing initiatives for the company, from traditional efforts such as trade shows and advertising to digital outreach through the website and email marketing campaigns. She also assists in corporate and employee communications and events and TLP community involvement as it pertains to the organizational brand. “Lindsey’s experience allows for her to take a unique approach to marketing,” said Jeff Kerlin, president and CEO of Tailored Label Products. “Having experience in both sales and operations as well, she works to align the different facets of the organization by deploying new technologies with ongoing marketing initiatives in mind. By updating lead-generation software for the sales team to make more targeted pitches to enabling automation for prospect onboarding, the streamlined marketing tech stack and improved internal processes have enabled our goal of 24-hour onboarding of new prospects.” The marketing team’s focus on search engine optimization and web content creation have resulted in 55% year-over-year increase in web users, Kerlin said.

Director of Marketing Lindsey Muchka’s endless drive for deploying the latest in marketing technology, powerful advances in targeted lead generation and brand communication has allowed us to pivot with tremendous success during the pandemic and beyond.

Congratulations!

WISCONSIN CENTER DISTRICT Joining the Wisconsin Center District (WCD) in 2016, Sarah Maio, vice president of marketing and communications, became the director and first staff member of the marketing team. In five years, she has grown the marketing department into a team that supports digital strategy and social media, event promotion, stakeholder relations, internal communications and executive communications. With Maio, communications became a critical component of all organizational decisions. Maio played a pivotal role in communicating about facility updates during COVID-19 including changes to the Democratic National Convention, the presidential election recount, the Milwaukee Health Department vaccination hub and WCD welcoming non-governmental clients back this March, according to mentee and client Katharine Foley of Kane Communications Group. Maio understands the value in listening to and caring for an organization’s most valuable asset - its employees, Foley said. She orchestrated the first-ever, all-staff employee survey, surveying more than 300 part- and full-time staff and receiving a 50% response rate, and developed a new standart of employee communications.

CONGRATULATIONS TO

Sarah Maio

—

Vice President of Marketing and Communications for the Wisconsin Center District, for the distinction of Notable Marketing Executive. Your work embodies BPX and we’re proud to have you on our team.

Tailored Label Products — Founded 1984 —

"Personal Commitment. Powerful Results."

WISCONSIN CENTER DISTRICT | 400 W. WISCONSIN AVE., MILWAUKEE, WI 53203

tailoredlabel.com biztimes.com / 41

FELICE GREEN

RAY HOFFMAN

MATT HORTON

MARKETING MANAGER

MARKETING DIRECTOR

VIVENT HEALTH

CURRENT ELECTRIC CO.

VICE PRESIDENT OF MARKETING

Marketing manager Felice Green uses her skills to promote and build Vivent Health’s brand awareness through various programs and projects including fund development and fundraising. For the last two years Green was hands-on in the annual AIDS WALK WI virtual campaign on Vivent Health social media channels, supporting fundraising for HIV/AIDS patients and clients throughout Wisconsin. As a result, the organization met its fundraising goals this year. In Green’s marketing role, she is responsible for the management and execution of all marketing efforts, both traditional and digital, and corporate advertising. She has been a public education advocate for more than 15 years and serves on the board of directors (as vice president) for Milwaukee Scholars Charter School, a charter school on Milwaukee’s northwest side. In 2020, she received the Milwaukee Times Community Newspaper Black Excellence Award for Volunteerism and for three years has served on the United Way of Greater Milwaukee and Waukesha County President’s Corporate Fundraising Cabinet for the agency’s annual fundraising campaign.

O&H DANISH BAKERY

Ray Hoffman, marketing director at Wauwatosa-based Current Electric Co., has provided effective leadership within his department. Current Electric has provided generator and solar services to properties throughout Milwaukee and surrounding areas for 35 years. With a consistent double-digit increase in sales and lead goals almost double what is expected, there is no stopping Hoffman, colleagues say. In addition to running the marketing department, Hoffman is also in charge of Current Electric’s branding and larger strategic vision for marketing. Outside of the office, he participates in many organizations including being a board leader for both the Metropolitan Builders Association and the Wisconsin Builders Association. In 2015, he assisted in the creation of Operation Finally Home in Wisconsin and became the first volunteer and a leader of the organization. Before joining Current Electric in 2019, Hoffman worked as the lead brand ambassador for Capital Heating and Cooling in Menomonee Falls and as senior director of Paragon Marketing Group in Oconomowoc.

Matt Horton, vice president of marketing for O&H Danish Bakery, brings a sweet perspective to the bakery in Racine, which specializes in Danish kringle and other pastries. With a combination of creative development, wit and humor, Horton designs and leads all aspects of marketing and branding for the fourth-generation family company, according to Peter Olesen, vice president of strategic development at O&H, and Horton’s brother-in-law. In addition to his efforts on the creative development front, Horton leads the new product development team, coming up with new kringle flavors and other products — including the Brandy Old Fashioned Kringle, Eggnog Kringle and the Nordic Noel Kringle, each of which experienced 250% growth over prior year offerings. Recently, the new product team has collaborated with international brands to develop limited-release flavors — such as the most recent collaboration with Highland Park Whisky. The partnership drew nationwide attention, with numerous local newspapers and television stations and even national whiskey-focused publications and podcasts covering the product launch, Olesen said.

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

MILT HWANG

KIM IRWIN

LEONA KNOBLOCH

VICE PRESIDENT OF MARKETING OPERATIONS

SENIOR DIRECTOR OF MARKETING

DEVELOPMENT DIRECTOR

WEBSTER BANK

CAPRI COMMUNITIES

Milt Hwang, vice president of marketing operations for Waterbury, Connecticut-based Webster Bank, the parent company of Sheboygan-based HSA Bank, has spearheaded groundbreaking change through leading-edge digital strategy and process improvement, according to client Martha Carrigan, chief executive officer of Milwaukee-based Big Shoes Network, Inc.

COVID-19 hit the senior living industry hard, but Kim Irwin, senior director of marketing, led Waukesha-based Capri Communities through the pandemic with strategy, grit and tenacity, according to colleagues.

Most recently, Hwang has accomplished this through a broad campaign within a traditional organization, just in time for the COVID-19 pandemic when internal/external client engagement became paramount, Carrigan said. Hwang upgraded a core endof-life website to a cutting-edge CMS, improved digital campaign infrastructure, enabled Salesforce Marketing Cloud and Pardot improvements and streamlined shared services.

“As a result, Capri has grown lead flow and maintained occupancy levels of 90%+ at nearly all 19 campuses, while many of our competitors have seen double-digit declines,” said Alicia Dupies, Capri’s senior vice president of strategy and growth.

Hwang expanded a local role at HSA Bank into a national role as vice president of marketing operations, leading shared services across three business lines at Webster Bank. Hwang is also an educator and mentor who serves on the Marketing Advisory Board for Marquette University and in a co-president role for the Milwaukee chapter of ANA Business Marketing.

She pivoted Capri’s marketing approach, adopting a “digital first” strategy to embrace SEO and SEM opportunities and reach an increasingly online audience.

Specifically, Irwin has led: - A company-wide rebrand effort - Launch of a new website - Reorganization of the marketing department - Onboarding of new agency - Strategic pivot toward digital marketing - Print vendor consolidation - Online review initiative generating 90+ five-star reviews - Introduction of social media management platform - Introduction of new annual marketing planning tool

OZAUKEE WASHINGTON LAND TRUST Leona Knobloch joined the Ozaukee Washington Land Trust (OWLT) as development director in January of 2020. Since then, she has gone above and beyond to promote community engagement through marketing/communications during the COVID-19 pandemic, according to Tom Stolp, OWLT’s executive director. OWLT is a non-profit organization that works “to protect and steward land and water for the benefit of all” through land conservation. When pandemic lockdowns began, OWLT froze its marketing budget and postponed fundraising activities, including its land-acquisition campaign. During that time, Knobloch worked to engage the community through a PR/marketing campaign. She created a community forum website to benefit OWLT members not active on social media. She expanded OWLT’s social media presence. She also developed a monthly e-newsletter blast to keep the community informed. When fundraising was reinstated, Knobloch created branding, graphics, brochures, signage, and media messaging. She developed the marketing for the $5.2 million land acquisition campaign Conserving Cedar Gorge Clay Bluffs, which is now $6,000 from its goal.

JILL MEANS

NICOLE MENNICKE

ANGELA NICLOY

DIRECTOR OF MARKETING AND EDUCATION

VICE PRESIDENT AND INTEGRATOR

DIRECTOR OF MARKETING

NEW RESOURCES CONSULTING

ROCKET CLICKS

Jill Means, marketing director of Milwaukee-based New Resources Consulting, has been instrumental in educating the markets about the New Resources family of companies (NRC, Westin/eRIS Software, CIO/CFO Water and Wastewater Forums) by managing social media, web, print, surveys, webinars, seminars and email marketing campaigns, according to New Resources president and CEO Mark Grosskopf. “Her responsibilities have grown over the 15-plus years she has been with our group and has managed all facets of our go-tomarket strategies,” Grosskopf said. “Since she joined the companies, we have grown by 600%. Jill also assists in the preparation of all proposals along with now adding director of education to her responsibilities.” Means’ current responsibilities cover all marketing-related activities for three companies. She also serves as the director of education for NRC. NRC’s education programs build workshops for the clients as a value-added service. “Jill has also been a key person in building the largest water/ wastewater forums for CIOs and CFOs. The forums bring together 50+ folks that contribute to educating and helping each other to improve utilities across the U.S. and Canada,” Grosskopf said.

HAMACHER RESOURCE GROUP

Nicole Mennicke started at Menomonee Falls-based Rocket Clicks as an entry-level advertising analyst and grew into the role of vice president and integrator. “With endless determination and grit, she has continued to expand the company from just five employees to more than 45—where she oversees six department managers, in addition to the entire creative services and administrative departments— all while traveling across the country as a military spouse and mother of two,” said Tyler Dolph, president and CEO of Rocket Clicks. “The love she has for making things work better doesn’t just stop at her own career,” Dolph said. “She’s an active member of Female Integrator Mastermind, and regularly attends trainings and workshops to position the company to more effectively serve the community.“ The dedication Mennicke has to fostering a growth mindset within her team has played a key role in helping the company win numerous awards, including a three-time winner of the MMAC’s Future 50 Awards, Dolph said. Mennicke’s ability to take complicated issues and break them into manageable tasks has helped restructure the entire company for the better, Dolph said.

As director of marketing, Angela Nicloy is responsible for corporate marketing, print services and client marketing projects for Pewaukee-based Hamacher Resource Group. Nicloy joined HRG a year ago in what was the company’s 40th year. She saw the opportunity to update the HRG brand and realign how the company approaches the retail industry it serves and to monetize HRG’s marketing efforts, according to colleague Megan Moyer, corporate marketing manager for HRG. Nicloy and her team worked on an updated logo and organization of HRG’s services to make it more straightforward how HRG solutions could improve results for prospective clients relative to their role in the retail supply chain. The result was unveiled in early spring of this year and continues to be rolled out. Feedback from prospects as well as clients has been positive, Moyer said. In addition, Nicloy has impacted the outreach of the business development team by increasing the number of touchpoints each month for each audience served by HRG. The result has been an increase in leads entering the pipeline. At the same time, she revised the presentations used to introduce HRG to prospective clients, streamlining the messaging to match the new market strategy. biztimes.com / 43

VINCENT PATZKE

JENNY REBHOLZ

MADDY TARBOX

SALES AND MARKETING MANAGER

PRINCIPAL

VICE PRESIDENT OF MARKETING

MULTI PRODUCTS COMPANY, INC. Since joining the family business Multi Products Company, Inc. as sales and marketing manager just over a year ago, Vincent Patzke has hit the ground running, colleagues say. Patzke is working to bring the Racine-based gearmotor manufacturer to the next level by spearheading a comprehensive project to update Multi Products’ image and online presence.

PUSHPOINT MARKETING When Jenny Rebholz, principal at PushPoint Marketing, first began consulting with AG Architecture 17 years ago, the firm had no idea how to position itself as a national thought leader in the design of senior living related buildings, according to Eric Harrmann, chief design officer at AG.

He has created fully updated marketing materials, including a detailed 43-page catalog, several one-page product handouts, and informational guides, said Alaina Carlson, office and marketing assistant at Multi Products Company.

“Even though we had 30 years of experience working on a national basis, we generally waited for the phone to ring to lead us to our next opportunity,” Harrmann said. “Jenny methodically helped us build a brand, tell a specific story about our unique strengths and zeroed in on award programs that have solidified our position in the national senior living design marketplace.”

“Patzke’s work on overhauling Multi Product’s website structure, copy, and search engine optimization has resulted in a notable increase in website traffic, boosting online parts sales and lessening the task workload on the in-office administrative staff,” Carlson said.

Thanks to her efforts, AG has consistently been recognized in annual award programs sponsored by Environments For Aging and others. In addition, Rebholz has pursued award programs that have recognized and elevated key staff members both locally and nationally.

Patzke’s newest project is introducing a marketing automation platform to enable the company to automate technical support processes, replacement parts sales, and new project lead nurturing.

“Simply stated, she has been the engine that has driven our firm to be disciplined in our approach to establishing and maintaining the AG brand,” Harrmann said. “As a consultant to us and other design-construction-development entities, she has developed a broad network of connections that have been to our benefit.”

VJS CONSTRUCTION As vice president of marketing for Pewaukee-based VJS Construction, Maddy Tarbox is responsible for working closely with the president and vice president of business development of the company to establish strategy for proposals and presentations, market penetration, strategic planning, and brand alignment internally as well as externally. Tarbox is also responsible for all public relations, advertising, corporate communication programs, and client relationship management programs. VJS’ clients often engage her expertise in stakeholder engagement and public information campaigns, resulting in successful public referendums and neighborhood outreach. She has also developed training programs in the areas of sales, communication, client retention and business development. “Her energy, perspective, and commitment has helped to rally individuals around the advancement of the Racial Equity Initiative within the 350-member Professional Dimensions organization as well as the advancement of Pathfinders - a local non-profit serving homeless youth and victims of sex trafficking,” said Allie Jorgensen, marketing coordinator at VJS.

MELISSA THEISEN

JENNA WAGNER

PAIGE WESLASKI

MARKETING SUPERVISOR

GLOBAL MARKETING AND SALES DIRECTOR

DIRECTOR OF NEW BUSINESS

BADGER MUTUAL INSURANCE A member of the leadership team at Milwaukee-based Badger Mutual Insurance, marketing supervisor Melissa Theisen has demonstrated a strong commitment to the advancement of the company and its industry, according to her supervisor, Sean Costello, director of marketing at Badger Mutual. Theisen came to Badger Mutual as an account underwriter, but it quickly became clear she was suited for a role in marketing, Costello said. “Her strong communication skills and passion for marketing Badger Mutual to our policyholders and partner agents have made her a tremendous asset to our company,” Costello said. “She brings incredible energy and creativity time and again. “Melissa is intimately dedicated to our community partners (Make-A-Wish Wisconsin, United Community Center, etc.), and has been instrumental in helping lead our DEI initiatives. I am very much looking forward to a very bright future for her at Badger Mutual Insurance.” Before joining Badger Mutual, Theisen spent more than a year with AmeriCorps, working as a Partners for After-School Success (PASS) site coordinator. There, she was assigned to work full-time at Cherokee Middle School in Madison, tutoring students with low literacy levels and analyzing their progress through Qualitative Reading Inventory literacy tests and personal observation. 44 / BizTimes Milwaukee AUGUST 16, 2021

TEKLYNX INTERNATIONAL Under Jenna Wagner’s leadership as global marketing and sales director, Glendale-based TEKLYNX International unveiled new global branding and a global website, and introduced a new blog with the goal of improving customer awareness and understanding of best practices for barcode label management while supporting TEKLYNX’s mission of helping manufacturers around the world barcode better. Wagner’s contribution to the Global Product Steering Committee at TEKLYNX led to the innovation and development of labeling solutions, resulting in a 2021 global product launch of three label design applications, print automation software, and label traceability and security solution. These innovative applications are aligned with the needs of customers to help support security, automation, and ease of use, according to Lindsey Powell, marketing programs manager at TEKLYNX. Wagner also launched strategic partnership programs for improved customer value streams throughout the supply chain.  Wagner participates in numerous associations and professional organizations that support professional development and industry growth, including the American Marketing Association – Milwaukee chapter; PDMA Product Development and Management Association; Executive Agenda; AIM North America and the Automotive Industry Action Group (AIAG).

IMAGE MANAGEMENT Paige Weslaski has taken Racine-based Image Management to a new level with her client relations and marketing genius, according to Claire Weslaski, founder of Image Management. “Paige has done wonders for the hundreds of clients at Image Management, from developing stunning and modern websites to designing eye-catching marketing campaigns to saving/making our clients money. Paige has been a huge help to the local economy in ways that are largely unknown to most,” Claire Weslaski said. Paige was the youngest-ever Racine Area Manufacturers and Commerce (RAMAC) Young Professional of the Year. She also won the Racine Volunteer of the Year award last year, and she regularly speaks to college students, often in their upper-level marketing and branding classes. “Paige has helped Image Management achieve more than 200 five-star Google reviews, and she has built marketing campaigns that have generated millions of dollars in total,” Claire said. Paige has been a featured speaker in Wisconsin Women’s Week, a featured monthly “Young Guns” business leader, and she’s been featured on local TV stations throughout southeastern Wisconsin. She has also written a book titled “Grow Up: Growing Your Business & Yourself.”

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BizConnections BIZ PEOPLE

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

C ALL FOR NOMINATIONS: ACG WISCONSIN GROW TH & LE ADERSHIP AWARDS Last year, ACG Wisconsin introduced a new individual Leadership Award to recognize and honor a distinguished Wisconsin leader. For award criteria, eligibility, nomination process, and application information, please go to: acg.org/wisconsin/growthleadership-awards. The Association for Corporate Growth (ACG) Wisconsin Chapter is calling for nominations for the annual Outstanding Corporate Growth Award and the Leadership Award. Since 1995, ACG Wisconsin has recognized great Wisconsin companies with the Outstanding Corporate Growth Award. Award winners demonstrate a unique combination of financial performance, constructive culture, and strategic excellence.

The nomination deadline is Tuesday, August 31, 2021. ACG is a global community with a mission to drive middle-market growth. The Wisconsin chapter of ACG is the premier network of over 200 executives and professionals in corporations, private equity, finance, and professional service firms. Learn more: acg.org/wisconsin

INSURANCE

LEGAL SERVICES Robertson Ryan Promotes Dan Lau to COO

After 20 years of service to Robertson Ryan Gary Burton, Chief Operating Officer, is passing on the baton. Dan Lau, VP of Operations, has assumed the COO role. Gary will stay on as Exec. Vice President. In 2014 Dan joined RRA as the Insurance Placement Manger. He has always taken on new projects and roles and is eager to lead positive change and measurable growth in the agency. In January 2019 Dan was promoted to VP of Operations and in July 2021 was promoted again to COO. As part of agency succession planning, Dan will now lead the agency in continued growth as a Top 100 US Insurance Agency.

BANKING

Waukesha State Bank Hires Avelina Poppert

FINANCIAL SERVICES Payroll Complete Expands Team

Payroll Complete, a division of Waukesha State Bank, is proud to announce the addition of Brian Jakel as payroll services enterprise account manager. In this role, Brian will work with prospective clients to create and build business relationships.

46 / BizTimes Milwaukee AUGUST 16, 2021

Hansen Reynolds LLC Welcomes Kelley L. Roach as an Attorney

Hansen Reynolds is pleased to welcome Kelley L. Roach as an associate attorney. She is a 2021 graduate of Marquette Law School. During law school, Kelley was a legal intern for Judge William Brash at the Wisconsin Court of Appeals, District I, and clerked at Exner Legal in Milwaukee. Kelley was also a comment editor for the Marquette Law Review and a CoAssociate Justice of Interscholastic Competitions for the Marquette Moot Court Association.

BANKING

Waukesha State Bank has hired Avelina Poppert as vice president – commercial banking officer. Avelina will be responsible for prospecting, developing and managing commercial loan portfolios.

Waukesha State Bank Hires Leo Spanuello

Waukesha State Bank has hired Leo Spanuello as mortgage sales manager. Leo will be responsible for promoting an effective mortgage sales environment, through regular sales training and coaching, to achieve bank production goals.

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VOLUME 27, NUMBER 8 | AUG 16, 2021 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

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EDITORIAL EDITOR Andrew Weiland andrew.weiland@biztimes.com ASSOCIATE EDITOR Lauren Anderson lauren.anderson@biztimes.com ASSOCIATE EDITOR Arthur Thomas arthur.thomas@biztimes.com REPORTER Brandon Anderegg brandon.anderegg@biztimes.com REPORTER Maredithe Meyer maredithe.meyer@biztimes.com REPORTER Alex Zank alex.zank@biztimes.com

GLANCE AT YESTERYEAR

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

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COMMENTARY

Go for it again, Milwaukee COVID-19 ROBBED Milwaukee of its opportunity to shine in the national spotlight. Milwaukee was supposed to be the site of the 2020 Democratic National Convention, which would have been the biggest event ever hosted by the city. To limit the spread of COVID-19, the 2020 DNC instead became a mostly virtual event, hardly anyone came to Milwaukee and the city missed out on the expected $200 million economic boost plus the prestige and publicity for hosting a national political convention. But Milwaukee could get another chance. Recently, DNC chairperson Jaime Harrison invited 20 cities, including Milwaukee, to consider submitting a bid to host the 2024 Democratic National Convention. A lot of events that were canceled in 2020 were postponed, like the recently completed summer Olympic Games in Tokyo. Some venues are getting another chance to host events that were canceled

Building the arena This 1949 photo from the Runge Marine Collection shows the construction of what is now the UW-Milwaukee Panther Arena from the area of North Fifth Street and West Kilbourn Avenue. The structure, originally known as the Milwaukee Arena and later the MECCA Arena and the U.S. Cellular Arena, opened in 1950. The Bradley Center was previously located immediately north of the arena and the Deer District is currently located in the upper left portion of this photo. — Photo courtesy of Milwaukee Public Library / Historic Photo Collection

by the pandemic, like Las Vegas, which lost the chance to host the NFL Draft in 2020 and will instead host it in 2022. Milwaukee deserves the chance to actually host a full-fledged DNC and should be the favorite for 2024. The reasons to have the convention in Milwaukee haven’t changed, including Milwaukee’s status as a crucial swing state and the Democratic Party’s need to connect with the Heartland of America. Milwaukee’s case could be even stronger for 2024. Some doubted a city of Milwaukee’s size is capable of hosting an event that draws 50,000 visitors. But the NBA Finals showed Milwaukee’s ability to handle huge crowds in the Deer District and Fiserv Forum (where the DNC would be held). The expansion of the Wisconsin Center is expected to be complete in 2024 and would be another asset for the city. While Milwaukee certainly should be the DNC’s choice for 2024, it won’t be easy. It takes a massive organizational and fundraising effort to win the convention bid and pull the event off. For the 2020 DNC, $42 million was raised, and that effort would have to be repeated. There is a sense that some in Milwaukee just don’t have the heart to put forth the effort and energy to try to get the DNC again after the huge

2020 letdown. But this is such a huge opportunity for Milwaukee. This is no time to give up; it’s time for leadership to step up. But will they? “The formal process of assembling a bid for the 2024 Democratic National Convention requires quite a number of partners here in Milwaukee, and I will be consulting with those partners as we make decisions about moving forward,” Milwaukee Mayor Tom Barrett said. “What we’re trying to assess right now is whether the leaders and businesses who helped fund the previous bid are willing to do so again,” Metropolitan Milwaukee Association of Commerce president Tim Sheehy said. Milwaukee’s leaders need to go all in on trying to lure the DNC, or the Republican National Convention, in 2024 … or beyond. n

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