BizTimes Milwaukee | August 21, 2023

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Products

12 THE INTERVIEW – InCheck CEO Rachel Morafcik

14 Real Estate

Special Reports

16 Women in Business

Coverage includes the cover story profiling women who have climbed the ranks to the top of their organizations; a feature on BizTimes Media’s Woman Executive of the Year, Froedtert Health CEO Catherine Jacobson; and a preview of the Aug. 23 Women in Business Symposium.

34 Corporate Event Planning

Coverage includes reports on the latest trends in trade shows and the evolution of food served at corporate events.

46 Strategies

46 MANAGEMENT – Cary Silverstein

47 COACHING – Susan Wehrley

48 MARKETING – Scott Seroka

Downtown Milwaukee Hampton Inn & Suites acquired by its lender

By Hunter Turpin, staff writer

BY THE NUMBERS

$272,177

After unexpectedly closing its doors this spring, the Hampton Inn & Suites in downtown Milwaukee has been acquired by its lender.

The 138-room hotel at 176 W. Wisconsin Ave. was taken over by an affiliate of Oak Brook, Illinois-based Evergreen Bank Group in a deed in lieu of foreclosure action. The property is valued at $11.8 million, according to state real estate records.

A deed in lieu of foreclosure is an arrangement in which ownership of a property is voluntarily turned over to the lender to avoid the foreclosure process.

The hotel was previously owned by Wisconsin Ave Partners LLC, an affiliate of Norfolk, Virginia-based Crossways Capital LLC, which bought the hotel in November 2019 for $10.7 million. Crossways Capital LLC, Evergreen Bank Group and their respective agents did not respond to requests for comment.

Mortgage documents filed with Milwaukee County show that Evergreen Bank made a $12.5 million mortgage loan to Wisconsin Ave Partners LLC on Nov. 21, 2019. That was just days before the business purchased the hotel

from an affiliate of Atlanta-based Peachtree Hotel Group. The building is currently assessed at $8,638,500, according to city property records.

Wisconsin Ave Partners owes $388,143.67 in unpaid taxes, according to the state Department of Revenue’s listing of delinquent taxpayers.

In May, messages were posted to the hotel’s front entrance and website saying the building was closed for renovations, but the hotel’s owner and operator declined to comment on what those renovations would entail. Further, no permits have been filed with Milwaukee’s Department of Neighborhood Services to do renovation work.

This is the second time in recent years that the hotel property has been acquired by its lender. In March 2019, the hotel’s ownership was transferred to an affiliate of Atlanta-based Peachtree Hotel Group from its previous owner, Connecticut-based New Castle Hotels & Resorts. New Castle turned over the hotel property to Peachtree in order to avoid foreclosure. n

The Hampton Inn & Suites hotel in downtown Milwaukee.

Casa Tequila LLC, the operator of four Mexican restaurants in Pewaukee, Hartford, West Bend and Waukesha, has failed to pay 110 employees in back wages, according to the U.S. Department of Labor.

FRESH DIGS

MILWAUKEE TOOL

OWNER: Milwaukee Tool

ARCHITECT: Stephen Perry Smith Architects Inc.

CONSTRUCTION PARTNER: Mortenson

COSTS: $40 million

YEAR COMPLETED: 2022

MILWAUKEE TOOL has returned to its namesake city. The Brookfield-based company has not had a city of Milwaukee address since the early ‘60s, but recently completed a renovation of the former Assurant building at 551 N. 5th St. to establish an office in downtown Milwaukee.

Passersby have already seen the exterior changes, which include the company’s logo displayed at the building’s main entrance. The logo is also found in the lobby and in the five-story atrium that’s capped by a large skylight.

The atrium is part of an interior design that opens the office and encourages interaction among employees, said Tim Brasher, senior vice president of brand marketing at Milwaukee Tool.

Other features include a sec-

ond-floor commons area that leads to an outdoor all-season patio, large amphitheater-style steps from the first floor to the second floor that double as space for employee gatherings, and overhead garage doors that can be opened to expand first floor space for larger events.

Milwaukee Tool removed some office space from the building to create a more open layout where employees can see across their own floor as well as the floors above or below. Before the remodel, Brasher said you could barely see 20 feet away from where you were sitting.

Nicknamed the red beacon, the building houses 900 employees currently, which will eventually increase to about 1,200. n

LOCATION: Milwaukee

FOUNDER:

Mitchelle Lyle

FOUNDED: 2022

SERVICE:

Resources and support for remote workers traveling abroad.

WEBSITE: internationaltraveladvisor.com

EMPLOYEES: 1

GOALS: Continue troubleshooting the website and adding information for customers.

EXPERIENCE: Worked in supply chain and program management for nearly a decade, including at GE Lighting, Rockwell Automation and Dropbox.

Milwaukee-based ITA aims to make international travel more accessible for remote workers

By Ashley Smart, staff writer

TAKING AN EXTENDED VISIT another country doesn’t mean just hopping on the next available flight and hoping for the best. Depending on the destination, there are various requirements and additional documentation for travelers planning to stay and work for extended periods.

That’s where Milwaukee-based International Travel Advisor comes in.

A grant winner through the FOR-M tech startup incubator, ITA serves as a one-stop shop for remote workers looking to travel abroad temporarily but still maintain their source of income.

Mitchelle Lyle, founder of ITA, drew from her own experiences traveling abroad as the inspiration for helping others looking to do the same.

Most recently, she spent two months on the Caribbean island of Martinique – a decision she likely would not have made if her employer did not agree to let her work remotely during the trip. With a source of income to pay her bills back home, Lyle could travel worry-free.

“I made friends. I danced. I ate a ton of good food. I experienced Carnival, which makes Mardi Gras look like a birthday party.

But I got my work done. I had income, health care and most desirably was speaking French well,” said Lyle. “I wanted to share this with everyone, to help people get out of their own way.”

The rise of remote work, spurred by the pandemic, affords more people the opportunity to travel abroad and maintain their career paths, she said. However, finances can often get in the way, and this is where ITA can help.

With weekly, monthly or yearly membership options ranging from $49 to $999, the startup provides an exclusive remote job board, professional resume services and access to a library of educational packets geared to help travelers understand the visa application process, cost of living, housing options and culture of various countries and regions across the globe.

Eventually, ITA will also help travelers with the logistics of leaving the country but still owning property stateside through a concierge service. Now that ITA is live, Lyle is working to expand its resource library and troubleshoot any possible issues that may arise as her first customers begin navigating the site. n

Mitchelle Lyle

LILA ARYAN PHOTOGRAPHY

How do you create a GREATER SENSE OF PURPOSE FOR EMPLOYEES AT YOUR COMPANY?

1 CHRISTINE ADEE

President, OwnersEdge

“Each of our 300-plus employees across our businesses have a greater sense of purpose that comes from being an employee owner. Every employee knows that their individual actions contribute to the greater good of the entire organization. What they do drives value and impacts the ESOP retirement plan that allows them to reach their American dream.”

2 BRIDGET PEDERSEN

Vice president, Implecho

“Defining and living the Implecho purpose of taking ordinary to extraordinary is at the center of our strategy. We intentionally work to develop a culture of trust and transparency that encourages collaboration and shows employees how their work and interactions support our purpose. This approach helps us through changes and makes work more enjoyable.”

3 BRITT GOTTSCHALK

Founder and CEO, Geno.Me

“I show my team their contributions matter by tying them into the mission and vision of the organization. It’s easy to get stuck in the weeds, just trying to complete one task so you can move onto the next. Taking the opportunity to show them how executing on tasks contributes to achieving milestones that impact our clients gives them clarity around how their work translates into greater outcomes for themselves as professionals, their fellow team members and the organization overall.”

4 LINDSEY ST. ARNOLD BELL

Executive director, Near West Side Partners

“A clear mission and a focus on teamwork helps our staff and collaborators feel united, valued and focused. Setting our sights on the same big-picture goal, they feel empowered to make the daily decisions necessary to make progress toward sustaining a neighborhood that is revitalizing and thriving.”

5 MARGARET FAIRBANKS

Co-founder and chief education officer, Islands of Brilliance

“We have a Discord channel called ‘juice’ where we share the magical moments we see at Islands of Brilliance. After a workshop, we get emails or a text of gratitude from a parent who now sees a capable child. Our ripple effects matter and our staff makes that happen. I couldn’t be prouder.” n

LILA ARYAN PHOTOGRAPHY

MEET THE

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

SHELLY STAYER

Co-owner and board chairman Johnsonville LLC SHEBOYGAN COUNTY

Education: Bachelor’s, Marian University

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

“The first job I ever held was working in foodservice at St. Matthew’s convent. In that job, I learned a great deal about working with others and feeling empathy toward people in different situations.”

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

“Have all the facts before making a decision. In my business endeavors, working to gather all pieces of critical information before making a decision has served me well.”

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

“As a businesswoman with a passion for learning, I would love the opportunity to have lunch with Walmart CEO Doug McMillon, or Amazon CEO Andy Jassy. Under Doug’s leadership, Walmart has demonstrated an incredible ability to develop and execute strategic initiatives. Amazon’s supply chain capabilities are unparalleled, and I would find it fascinating to learn more about their model.”

What is your favorite Wisconsin restaurant and what do you order there?

“Schwarz’s Supper Club in St. Anna is definitely one of my favorite restaurants in Wisconsin. When I’m there, I love to order the sirloin tips. There’s really just nothing like enjoying a supper club in Wisconsin with family and friends!”

What would people be surprised to learn about you?

“A few years ago, I began deer hunting with my husband.

From bundling up to brave the cold to just enjoying being out in nature, I love everything about this great new tradition. And I’m proud to say I’ve been successful in this new hobby!”

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

“The past year has been one where our members (employees) at Johnsonville have truly worked together to overcome challenges. I’d say getting back to being fully staffed as well as servicing our customers while managing supply chain issues were two of our greatest accomplishments in 2022.”

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

“I think the high-speed train between Milwaukee and Chicago is a great service, but I’d love to see it extended to also service more northern areas in the state.”

Nonprofit cause that has special meaning to you:

“I have been honored to help found the Shelly Stayer Shelter in Collier County, Florida. This is a 62-bed, 15,000-squarefoot facility helping support and house victims of human trafficking and domestic violence. This is such an important and tragic problem today, and I am so glad to be able to help provide a safe haven for victims escaping these awful situations.”

What has you most excited about the future?

“As chair of the board, I am excited to continue to grow our family-owned business, provide great opportunities for our members to build their careers and invest in our home state of Wisconsin.” n

In 2019, Shelly Stayer became the third person in Johnsonville’s history to serve as board chair, succeeding her husband, Ralph C. Stayer, and his father, Ralph F. Stayer, in the role. Over her previous two decades at the Sheboygan County-based sausage maker, Stayer led several new product introductions, including a branded mustard line and the indoor Sizzling Sausage Grill. She also led Johnsonville’s marketing sponsorship efforts with the Tailgate Village at Lambeau Field and its Milwaukee Brewers sponsorship. Active in philanthropy and nonprofit work in both Wisconsin and Naples, Florida, Stayer was recently appointed to the board of the National Coalition Against Domestic Violence.

“Have all the facts before making a decision. In my business endeavors, working to gather all pieces of critical information before making a decision has served me well.”

Anna Franklin

Founder and CEO Stone House Collective

6631 N. Sidney Place, Glendale stonehousecollective.com

Industry: Interior design | Employees: 13

• Anna Franklin didn’t realize she had a knack for masterminding the look and feel of a room “until other people started seeing it,” she said.

• The founder of local interior design firm Stone House Collective always had a creative side, initially studying fashion design in college, but it wasn’t until she and her husband moved into their first home that her talent was on full display.

• Seeing Franklin’s potential, a realtor friend asked her to stage a soon-to-be-listed house. At that point, Franklin had built a career in fundraising and development and was working as director of major gifts at Mount Mary University. She’d come home at the end of the workday and spend her evenings staging.

• “One stage led to another and another,” she said, and a few months later, Franklin quit her job to take her side gig full time, launching Stone House Collective in 2018.

• Now in its fifth year, the business has 13 employees, an investment property in Whitefish Bay, and residential and commercial clients across Wisconsin as well as in North Carolina, Colorado and Tennessee.

Stone House rode the wave of demand for interior design services during the COVID-19 pandemic and has since shifted away from staging. Its next move will be opening a retail storefront early next year in Shorewood.

Franklin’s approach to designing a residential space is functional yet comfortable, “somewhere you want to cozy up and have a good cup of coffee with a friend,” she said.

She takes her coffee black. n

on my nightstand...

VINCE PULIZZANO

Head golf professional Westmoor Country Club

“Create Distinction: What to do When ‘Great’ Isn’t Good Enough to Grow Your Business”

By Scott McKain

VINCE PULIZZANO’S job as head golf pro at Westmoor Country Club in Brookfield does not lend itself to the typical 9-to-5 workday. He looks for quick reads that work well with a hectic schedule. Recently, he finished “Create Distinction” by Scott McKain.

“In the book, McKain goes headfirst into how even the most successful businesses need to find ways to grow,” Pulizzano said. “One of the most powerful examples is when McKain describes two smalltown diners. One diner attempts to

compete with a large national chain by offering speedy service and a consistent menu. The other stays true to its roots and creates distinction through hospitality and loyalty. You’ll have to read the book to find out who survives, but I think you can figure it out.”

“This book provides a few other examples that any business can emulate. While this book was written in a pre-COVID world, I believe the tactics McKain describes are even more impactful today. It’s as if he predicted the future,” Pulizzano said. n

ATI making custom metal parts in Cudahy for NASA spacecraft

LAST NOVEMBER, NASA’s Artemis I spacecraft shot into the sky for a 25-day mission that would see it travel 1.4 million miles beyond the moon and back.

Throughout the Artemis I spacecraft were several pieces of custom-made metal parts manufactured in Cudahy by ATI Forged Products, a subsidiary of Dallas-based ATI Inc. The Artemis I withstood temperatures of 5,000 degrees Fahrenheit upon re-entering the Earth’s atmosphere. This means every part of the craft had to withstand the most extreme conditions imaginable.

Among the parts that ATI created for the Artemis I mission were aluminum barrel and tunnel rings, a forward dome, clevis rings and high-temperature forgings for an RS25 engine.

The rings went into NASA’s

Space Launch System rocket and into the main body of the spacecraft. The SLS propelled the uncrewed Orion spacecraft, which is the most powerful rocket ever created for human exploration. The rings strengthened the rocket booster to withstand extreme temperatures generated by the SLS rocket’s 8.8 million pounds of thrust upon liftoff.

“The biggest challenge was switching steel ring materials,” said Bryce Skow, manufacturing engineer at ATI. “We switched to a different alloy from what we historically used for NASA. The material needed to be thicker to handle the crazy tonnage that was coming out of the rocket.”

ATI introduced a nickel-based alloy plate material into its production to support the work it’s doing for NASA. The alloy supports the Powerhead which delivers, mixes and ignites the liquid oxygen and liquid hydrogen fuels feeding the combustion chamber propelling the rocket.

“From the moment we get the order in through the time that we ship a ring, it’s probably in the range of six to seven months,” said Skow. “There’s a lot of engineering and design work that goes into it, especially when we’re talking about making really large pieces and learning along with NASA how to make these parts. Once we really get it down, it’s probably more of a

ATI FORGED PRODUCTS

5481 S. Packard Ave.

INDUSTRY: Metal forging

EMPLOYEES: Approximately 800 atimaterials.com

two-month process.”

In the past five years, ATI has invested more than $100 million into modernizing and expanding capabilities for its ongoing support of NASA’s space program.

“We continue to build on the legacy of Ladish (acquired by ATI in 2011) and by doing so have created an aerospace powerhouse here in southeastern Wisconsin,” said Jim Meudt, president of ATI.

Representatives from NASA and sub-tier suppliers Lockheed Martin, Boeing and Northrop Grumman recently convened at ATI’s Cudahy plant to speak with employees about the success of the Artemis I mission. Astronaut Doug Hurley was also in attendance to share his experiences in space.

“It was absolutely a staggering success, but it’s just the first step and we’ve got a lot to do,” said Marcia Lindstrom, strategic communications manager for NASA’s Space Launch System.

The Artemis I launch was the first in a series of increasingly complex missions led by NASA that will eventually see humans explore the moon and Mars. NASA hopes to establish a long-term presence

on the moon.

The next step for NASA space exploration will be the launch of the Artemis II. ATI is also producing custom parts for this next iteration of spacecraft, which will send four astronauts to the moon, including the first woman and first person of color to step foot on the lunar surface.

“It seems like things went well so we’ll just keep making rings, keep sending things into space and eventually we’ll make it to Mars,” said Skow. n

Aluminum barrel rings created by ATI for NASA. ASHLEY SMART

An ATI employee transports one of the finished aluminum barrel rings.

Thursday, October 5, 2023 | Italian Community Center

Growing amidst constant change

The economy is changing. Supply chains are changing. Your workforce and what employees want are always changing. Regulations and technology are changing. How can you build and grow a business when everything around you is always changing?

Join BizTimes Media for the Next Generation Manufacturing Summit for insights on how companies in one of Wisconsin’s most important industries are dealing with the challenges of today’s market while also preparing for tomorrow.

This year, the event will be a half-day program where you can immerse yourself in the latest industry trends with exhibitors, gain invaluable knowledge from thought-provoking seminars, and hear from a panel of local manufacturing leaders discussing trends and best practices. Following the program, join fellow attendees for cocktails and hors d’oeuvres at the networking reception. Don’t miss this opportunity to make connections, learn and propel your business to new heights. Register now!

Confirmed Speakers:

• George Baumann, President and CEO, GL Industrial (1)

• Tracy Pearson, President & CEO, Perlick Corp. (2)

• Terry Tuttle, President, HellermannTyton North America (3)

• Megan Tzanoukakis, President & CEO, Sussex IM (4)

Breakout sessions:

How to Onboard Star Employees

A great onboarding program is key to retention and accelerated productivity – create a better employee experience from the start.

Navigating the Future: AI and Automation in Manufacturing

Join local manufacturers in a panel discussion exploring how they have integrated AI and automation into their manufacturing processes, driving innovation and operational excellence in their own businesses.

SPONSOR:

the Interview

WAUWATOSA-BASED INCHECK, a provider of background screening and monitoring solutions, announced earlier this year that co-founder and chief executive officer Andy Gallion had turned over the CEO role to chief operating officer Rachel Morafcik. She joined the company in 2014 in a client-facing role, later moving into project management. BizTimes Milwaukee reporter Ashley Smart spoke with Morafcik about the transition process, how she plans to maintain InCheck’s rapid growth and how the landscape of the background screening industry is changing. Below are portions of the conversation.

How’d you end up at InCheck and when did you realize how invested you were in the company?

“We always say no one goes to school for background screening and that’s pretty true when you look at the makeup of our organization. There’s no real cute story about how I got to InCheck other than I needed a job, and I had an incredible opportunity to interview with the founders. The opportunity to move into a project management role where I was tasked with overseeing accreditation … that was the turning point for me. That was about a 15-month project for me, and it gave me the opportunity to learn every facet of the business. I remember the day I was asked to take on the project, I printed a copy of the Fair Credit Reporting Act – that’s what regulates our industry – and went home with my binder, poured myself a glass of wine, and read it front to back. I just loved it. I think I have this really deep interest in compliance and the law. I still have a copy of that original print.”

When did you find out you had been tapped to be the next CEO?

“I had a really good relationship with (Gallion and chief innovation officer and co-founder Adam Kiehl) before this plan was ever put into place. In the moment, I was so taken aback and surprised. I want to say Andy just called me back to his office and said, ‘We want you to be our future CEO.’ I had a healthy balance of eagerness for the opportunity but also trepidation. Andy and I began planning for this transition in 2019. At the time I was the director of operations. Initially, it was a three-year plan. The goal was to transition in 2022 but it was delayed a year because of COVID-19. That was another year of growth for me and a lot of learning so that four years in, I was feeling pretty confident. I was able to work on professional development and really build the foundation for strong leadership.”

What is InCheck’s biggest immediate challenge?

“For me personally, as InCheck CEO, I am really fortunate that I am surrounded by an exceptional executive leadership team. Outside of our ownership, our entire executive leadership team is female. Because of those women, and the support of Adam and Andy, I don’t feel like I’m on an island. I’m a homegrown CEO. I’ve

Rachel Morafcik

Chief executive officer

InCheck

7500 W. State St., Suite 200, Wauwatosa

Employees: 74 inchecksolutions.com

been with the organization for almost 10 years. I would say the most immediate challenge for InCheck as a whole is self-imposed and it’s our purpose to serve others and provide unrivaled experiences. We are compelled to grow. We really want to grow our organization significantly but be very intentional. Rapid growth without intentionally would hinder our ability to serve our customers. That’s our challenge.”

How is the landscape of the background screening industry shifting?

“There’s always the question of the economy and hiring dynamics and how that could impact our business because we run background checks on individuals who are being hired. One thing I’m really proud of, and this really stood out during COVID, is that we have such a wide array of clients and industries and sizes, so the impact of the economy is lessened. There is a lot of M&A going on in our industry. There are some clients and perspective clients we’re working with that are transitioning to InCheck because that M&A activity has impacted their business negatively. The once-positive experience they had with the mid-sized CRA (consumer reporting agency) that they were working with completely changes during an acquisition. We’re seeing a lot of bigger CRAs offshoring customer service whereas we’re investing in our U.S. customer service team. We’re just really focused on getting our brand out there and sharing what differentiates us from other organizations in our industry.”

How do you plan to support InCheck’s growth?

“We were a BizTimes Future 50 winner in 2019 and again in

2022. M&A isn’t necessarily on the table, but I wouldn’t say it’s necessarily off the table. Organic growth has really been a driver for us. Leveraging our relationships within the community, but also leveraging the sales team that we built and grew last year. That’s where we’re focused on growing right now. There’s a number of strategies that we’ve set. We want to target markets in health care, manufacturing and professional services. We’re really focused on trade shows and seeing those as opportunities to build relationships.”

How has this era of remote work impacted the need for background screening?

“I never want to look at background screening as a barrier to employment but rather a tool employers can use to screen and identify the right fit. For every organization that’s going to be different. In this era of remote work, it’s still just as important to validate the information a candidate provides. A robust screening program supports an employer while mitigating risk and ensuring a safe working environment. You need to be mindful that you still have (remote) employees interacting with each other, often times more unsupervised than ever before. Remote individuals may have access to sensitive and proprietary information and that access is no longer just in the office, that is now accessed at home. By screening candidates, employers help mitigate the risk of hiring an individual who may have convictions related to fraud or dishonesty. As we’re seeing, a remote environment is not ideal for every person. There are so many tools an HR department or talent acquisition department can deploy. Background screening is just a small part of that.” n

Gauging the redevelopment potential of former M&I HQ

TODAY, an office tower from the 1960s is widely considered past its prime. Office buildings of that vintage typically have smaller floor plates and outdated systems that are unattractive to many modern office tenants.

Such structures, however, are

BIRD’S EYE VIEW: THE FITZ

prime candidates for conversion to residential use. At least that’s what several local developers say about the former Marshall & Ilsley Bank building at 770 N. Water St. in downtown Milwaukee.

In July, Wauwatosa-based development firm Irgens announced it was trying to sell the 21-floor M&I building. The firm acquired the 55-year-old building as part of its deal with BMO Harris to build the new BMO Tower, a 25-story office building that it completed in 2020, next to the former M&I headquarters. BMO Harris moved its Milwaukee office out of the former M&I building and into the BMO Tower.

Irgens planned a mixed-use redevelopment for the vacant former M&I building and considered several potential uses including hotel, office space or apartments. However, those plans were largely sidetracked by the COVID-19 pandemic. The most likely future use for the building is residential. Irgens indicated it lacks capacity for the project. In addition, the firm’s expertise is primarily in new office buildings and health care facilities. It has not done a multifamily development project. Those factors led the firm to move to put the building up for sale, seeking another developer to take on its

A long-vacant lot on Milwaukee’s East Side will soon have 55 apartment units.

Developers Three Leaf Partners and DeMichele Co. have begun construction on a four-story apartment building at 2624 N. Hackett Ave.

The development is one block away from the Downer Avenue commercial corridor that includes Nehring’s Sendik’s, True Value Hardware and Boswell Book Co., and several restaurants.

The apartment building will have a combination of studios, one- and two-bedroom units as well as a fitness room, clubroom, pet washroom and outdoor terrace. The building will have 69 underground parking spaces.

Construction began in May following a contentious rezoning process with a lawsuit from project opponents in the neighborhood, which was later dropped.

The developers expect the project to be complete in summer of 2024.

The former Marshall & Ilsley Bank building at 770 N. Water St. in downtown Milwaukee.

redevelopment, Mark Irgens, the firm’s chief executive officer said in a statement.

“Our bandwidth with other projects being pursued is tight and having our first multifamily development be a high-rise adaptive reuse has led us to decide to see what interest there may be from high quality developers for this unique opportunity,” he said.

Converting office space into apartments could address two market issues: the need for additional housing and the glut of office space in the post-pandemic environment in which more office employees are working from home or in a hybrid arrangement, resulting in less market demand for office space.

But ongoing economic challenges for developers, including higher interest rates, higher construction costs and the many unknowns of rehabbing aging buildings, are impediments to bringing a project like this to fruition.

“(The M&I building) lends itself to a number of adaptive reuse opportunities. But this is a very tough time to be a real estate developer,” said Josh Jeffers, CEO of Milwaukee-based development firm J. Jeffers & Co.

Mandel Group senior partner Bob Monnat and Bear Development CEO S.R. Mills echoed Jeffers’ thoughts on the former M&I building and the feasibility of redeveloping it.

Jeffers cited two important questions: What will the rehab costs be? And will there be enough demand for the building’s end use?

In 2021, when Irgens was looking to rehab the building into about 230 apartments, the price tag was estimated at $90 million.

On the demand side, the downtown Milwaukee area has two apartment towers under construction: the 322-unit Couture and 333-unit Hines tower. With other projects proposed in the downtown area, some real estate experts are beginning to wonder if any more units could oversupply the luxury market.

But resetting the high water-

mark for the rental market probably wouldn’t be the goal for a redevelopment of the former M&I building. Jeffers said a redevelopment of the building could be similar to his firm’s conversion of a former Milwaukee Journal Sentinel building to housing, where rents are lower than in downtown’s luxury apartment towers, like the 7Seventy7.

J. Jeffers & Co. has done redevelopment projects on several older buildings.

“Because we were able to buy those buildings below the replacement costs and make strategic investment into them to convert the use, we’re able to make it financially feasible,” Jeffers said.

With about 290,000 square feet split between 20 floors, including first-floor retail, the former M&I building’s floor areas are much smaller than modern office buildings, making them unattractive for large employers, Monnat said.

But that is an asset when it comes to repurposing buildings for residential use, according to Jeffers, who was also interested in the nearby 100 East office building, a 35-story office tower that went into foreclosure and was acquired by developers who plan to convert it into apartments.

When asked to gauge their interests in purchasing the former M&I building, Jeffers and Mills declined to comment. Monnat said Mandel Group has its hands full with more than $200 million in other projects and probably wouldn’t take interest in the property. n

FEATURED DEAL

MARKET SQUARE APARTMENTS

Brookfield-based MLG Capital recently purchased a large apartment complex in the Village of Somers, near Kenosha, for $71.7 million, according to state records.

The Market Square Apartments complex, built in 2017 and 2019, includes 16 buildings. It’s the 64th property acquired as part of MLG’s growing Legacy Fund, which recently surpassed $1 billion in assets.

“MLG expects to see continued industrial development and job growth in this corridor that will drive strong tenant demand over the next several years,” said Daniel Price, senior vice president at MLG Capital.

The apartment complex was sold by an affiliate of Kenosha-based Bear Real estate Group.

RISING TO THE TOP

How leaders at Kohl's, Acuity and the Brewers climbed the corporate ladder

BY MAREDITHE MEYER, staff writer

As the workforce has grown ever more transient and business challenges ever more complicated, there’s something to be said for longevity in leadership. This year’s Women in Business issue profiles three executives in southeastern Wisconsin who have spent most of their careers with one organization and have made a profound impact there while ascending the ranks.

Joining Kohl’s Corp. in 1999 as a senior financial analyst, Jill Timm has been part of the company’s

growth from a Midwestern department store chain into a national omnichannel retailer. Since stepping into the role of chief financial officer in 2019, she’s led the company through some of its most challenging times to date.

Melissa Winter’s entrée to the business world came shortly after graduating college, taking a job as a claims representative at Acuity in 1998. What she assumed would be a stepping stone into an entirely different industry has instead evolved into

an accomplished tenure with the property and casualty insurance company, which she now leads as president.

Marti Wronski launched a career in professional sports upon joining the Milwaukee Brewers in 2003 as vice president – general counsel. Fueled by a fascination with the inner workings of the franchise and constant pursuit of improvement, she worked her way up to the role of chief operating officer last year.

Melissa Winter: A ‘steward and enabler ’

When Melissa Winter took her first job out of college in 1998 at Sheboygan-based Acuity, she was contemplating a future career in business law.

Like many of her colleagues, Winter joined the company (then known as Heritage Mutual Insurance Co.) through its training program for recent college grads. Before she’d pursue a graduate degree, her plan was to spend some time getting a feel for the business world while also, as a claims representative, tapping into the problem solving and investigation skills she enjoyed studying while getting her undergrad at the now-shuttered Cardinal Stritch University.

Three years later, a promotion to central claims manager ultimately changed her mind.

“I stepped into that leadership role probably at about the time that I would have considered moving into graduate school of some sort, but I loved leading, loved managing a team and that really cemented my love for the insurance industry,” she

Today, Winter leads a workforce of roughly 1,600 employees as president of Acuity, a property

and casualty insurance company that covers more than 130,000 businesses, including 300,000 commercial vehicles, and nearly half a million homes and private passenger vehicles in 31 states.

Announced in February, Winter’s promotion set in motion a leadership transition that has Acuity’s longtime head Ben Salzmann stepping aside after nearly three decades as president and chief executive officer. He will remain CEO for the next three years before passing the title on to Winter and retaining his seat on the company’s board of directors.

Meanwhile, the company continues to gain momentum in expanding its workforce, geographic footprint and market share, with written premiums totaling $2.2 billion last year. Acuity has been recognized as a top employer by various publications, including Forbes’ list of America’s Best Midsize Employers for the past three years. Securing that reputation has helped it hire at a rapid rate, with staff size increasing 18% from 2018 to 2022.

Looking back, Winter’s initial decision to stay at Acuity was rooted in what she described as a “rev-

olution” taking hold under Salzmann’s leadership, one that ultimately transformed Acuity’s culture and performance into what defines it today.

Now, as she takes the reins, Winter sees one of her greatest responsibilities as being a “great steward and enabler” of the employee-centric, innovation-driven culture that has underpinned her 25year career and continues to power the 98-year-old company’s future growth.

STEPPING UP

Winter spent seven years on the claims side of the business before moving laterally into Acuity’s internal consulting department, where she worked on claims strategy, training, process improvements and led several strategic initiatives.

She landed her first executive role in 2016 upon being named vice president of business consulting. The enterprise-focused role, overseeing strategic planning, staff functions and internal innovation teams, gave Winter a broad view of the organization and helped develop her leadership style from one centered on coaching and directing into one grounded in partnerships with other leaders driving toward a common goal, she said.

And it was within the company’s internal consulting arm where Winter developed a close working relationship with Salzmann. Through frequent collaboration on strategic planning initiatives, the

Melissa Winter

two were aligned in many of their thoughts and approaches, and that helped lay the groundwork for Winter to one day carry the torch.

“We both are very passionate about innovation, very passionate about culture, looking at ways that we can stretch the organization,” she said. “I think that makes for a really strong partnership as we work through the transition years because we have a long history of open and honest communication and being able to successfully challenge one another.”

‘STARING DOWN RISK’

Acuity is poised for continued growth under Winter’s leadership, with plans to expand into another eight to 10 states over the next decade while also growing into new commercial business and customer segments and bolstering its presence in existing markets.

Driving this growth is a culture that “stares down risk.” Spelled out as part of Acuity’s common purpose, the mantra is somewhat of a rallying cry, said Winter.

“Insurance is about risk management and taking on risk, but we use staring down risk really to apply to more than that, that we are willing to stretch organizationally into new places, that we want to innovate, that we want to take on new challenges and step into spaces where other organizations may be held back,” she said.

In today’s post-pandemic world, that has meant embracing a hybrid workplace as a long-term strategy, “because as the world changes, our culture has to grow and thrive with it,” said Winter.

EMBRACING A HYBRID FUTURE

Prior to the pandemic, more than 75% of Acuity’s total workforce worked exclusively from its massive headquarters building in Sheboygan, fully visible from I-43 near Kohler. The 1.2 million-square-foot campus, which features a 400foot flagpole (flying a 140-by-70-foot American

flag), 2,000-person theater, 65-foot Ferris wheel and several Dale Chihuly glass sculptures suspended from lofty lobby ceilings, is much quieter these days.

Acuity doesn’t have an official flexible work policy. Instead, it’s up to managers to work with team members to determine a schedule that works best for both the company and the individual. There are certain roles – managing cash and checks or maintaining the computer system, for example –that require employees to be on-site full time, but the company tries to “empower” its employees with choice whenever possible, said Winter.

“We believe in the culture that we have and that it is not bound by the walls of a building, rather that culture is rooted in the way our employees work with one another and in the sense of community they create,” she said.

At the same time, the company has spared no expense to bring teams together and maintain the in-office experience for those who prefer it. For starters, all employees still have their own desk space – breaking from the post-pandemic workplace trend of hoteling. And then, there are the perks. On “Free For All” Wednesdays, employees are treated to breakfast, lunch and happy hour, usually featuring some sort of entertainment. Winter said the offering has been a “big hit,” generating positive energy among the team.

Hybrid and remote work options have turned out to be a major competitive advantage for Acuity as it continues to strengthen its workforce. Not only has it helped retain existing employees who have relocated elsewhere since the pandemic, but it has also allowed the company to broaden its talent pool beyond southeastern Wisconsin.

“We get access to talent in Colorado, Georgia, across our operating territory that is otherwise talent we wouldn’t have been able to secure, which just makes us a more diverse organization and really allows us to fill our talent needs into the future,” said Winter. n

Jill

Timm:

Battletested leader

The first three years of Jill Timm’s role as chief financial officer of Kohl’s Corp. were far from traditional.

Headlined by a global pandemic, followed by two attempted board takeovers, some might call it baptism by fire. Standing on a foundation of experience, Timm took those challenges in stride.

“Having 20 years of experience here helped me feel very confident to make decisions – and you didn’t have time to second guess yourself,” she said, recalling the pandemic’s onset when Kohl’s was forced to temporarily shut down its entire store base, ultimately contributing to a loss $163 million in 2020.

Timm joined the Menomonee Falls-based retailer in 1999 as a senior financial analyst and worked her way up through the company’s finance department before becoming CFO in November 2019.

Navigating the pandemic right out of the gate prepared her for a different yet equally as tumultuous battle against a group of activist investors who attempted to take control of Kohl’s board in 2021, and again in 2022. While both campaigns resulted in shareholders voting in favor of the company’s incumbent leadership, the experience proved to be a test of strength.

“I had to be really confident in what I knew was the right answer, in what we were moving forward with,” Timm said. “I’m a much stronger person and

VALERIE HILL

Melissa Winter

VALERIE HILL

Jill Timm

IT STARTS at the TOP!

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From left: Erin Pechanach, Director - Credit Administration; Karla Lauersdorf, Director - Retail Banking; Lauren Ruff, Director - Marketing; Erika Nowak, Chief Financial Officer; Becky Messmann, Director - Human Resources; Cassandra Crandall, Director - Treasury Management

more confident leader because of it.”

Over the course of Timm’s career, Kohl’s has expanded from a Midwestern department store chain with only 200 locations to a national omnichannel retailer with 1,171 stores in 49 states and a $5 billion e-commerce business.

With each phase of growth, Timm found new opportunities to advance her career, all while keeping pace with a rapidly changing retail landscape and constantly evolving consumer demands. Timm says she thrives in this fast-pace, high-pressure environment: It’s a key part of what made Kohl’s a “great match” at the start of her career and why she’s still at the company 24 years later.

STEERING THE SHIP

Today, Timm sits among nine executives who currently make up a relatively new C-suite at Kohl’s. Six of those – including CEO Tom Kingsbury and president and COO Dave Alves – took their respective posts within just the past year. With her proven track record as CFO, building on 24 years of institutional knowledge about Kohl’s and the apparel retail industry at large, Timm has claimed her place as a leader among leaders.

She sees her role on the executive team as somewhat of a mentor as well as a reference point for the company’s current long-term growth objectives, most of which Timm helped set in motion within the past few years under former CEO Michelle Gass.

Timm isn’t afraid to acknowledge the reality of doing business in a volatile market that feels the impact of everything from the weather to gas prices. She often tells people that retail is “not for the faint of heart.”

Last year, Kohl’s reported a net loss of $19 million and sales decrease of 7.1% as a result of inflationary pressure on consumers. Macroeconomic conditions have since improved, but the first quarter of this year still saw net sales drop 3.3% year-over-year, and earnings were flat at $14 million.

But Timm is encouraged by the company’s shorter-term initiatives, such as expanding its partnership with beauty chain Sephora into 850 stores by year’s end; tapping into home décor, impulse purchases and gifting as potential new revenue drivers; and keeping prices low at a time when value is paramount in the minds of consumers.

She’s also optimistic about what’s ahead for Kohl’s under what she described as a “fresh, new” leadership team that brings new ideas to the table. Tapping into the minds of fellow executives is also part of how she continues to develop and grow in her own right.

SETTING AN EXAMPLE

Even as Kohl’s has grown, its culture has maintained a “small-company feel,” said Timm, which has allowed her the freedom to put family first –even in instances when it wasn’t especially conve-

nient, like the time she chaperoned her daughter’s fifth grade field trip to the Wisconsin State Capitol during quarter close.

“Not an ideal time for someone in finance to be on a school bus going to Madison,” she said, but upholding a commitment to her daughter was more important. “And there was never a moment that I felt like that was the wrong choice. Kohl’s didn’t make me feel that way, I didn’t make myself feel that way. … My daughter also plays basketball, and I will tell you, I don’t miss a game.”

By openly demonstrating her priorities, Timm aims to uphold a standard for other working parents at Kohl’s, especially those who might be struggling with the pressure of balancing work and home life.

At the same time, she continues to be an example for her daughters, now 17 and 20, of what’s possible.

“Being a CFO as a woman is not something you see a lot, so really breaking that glass ceiling for them. I think now they know the sky’s the limit, which is fantastic,” Timm said.

Timm describes mentorship as one of her passions, largely as a result of the people who have mentored her throughout her career. These days, she keeps in touch frequently with Wes McDonald, who served as Kohl’s CFO from 2003 to 2017. His guidance was particularly impactful during the pandemic and remains so today as Kohl’s continues to navigate an ever-changing retail landscape

Jill Timm

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and macroeconomic headwinds. She attributes McDonald’s influence not only to her passion for developing the next generation of leaders, but also to her own success.

“Without his mentorship, without his pushing me, I don’t know that I’d be sitting in the seat today because you have to build that confidence and to have someone sitting in this seat telling you that you can do this definitely helps,” she said.

In today’s world of hybrid work, in which random run-ins at the cafeteria or post-meeting conversations are harder to come by, Timm has had to adjust her approach to shepherding in the next generation of workers, including the finance department’s 15 summer interns this year. She makes a point of attending happy hours and team gatherings so she can stay visible and approachable. She regularly meets with the interns in groups of five leading up to their final presentation at the end of the summer.

“I think the younger generation is really the future of this organization and my job is to help them be ready for those positions, so the more I can act and be part of that the better,” Timm said. n

Marti Wronski: Game changer

In November 2003, when Milwaukee Brewers executive Rick Schlesinger, then the team’s executive vice president of business operations, first called Marti Wronski to see if she was interested in leading the Brewers’ legal department, she turned him down.

At the time, the Brewers’ $400 million baseball stadium – known then as Miller Park – was just two years old, and the club’s front office was in a rebuild mode coming off a leadership shakeup.

Wronksi had two children under the age of one and was teaching part-time at Marquette University Law School, following a five-year stint as a legal associate at Milwaukee-based firm Foley & Lardner. She wasn’t interested in the Brewers’ role, but she offered to help with the search.

When she told her husband, Andy Wronski, now head of Foley & Lardner’s Milwaukee office, he encouraged her to call Schlesinger back and explore the opportunity.

Fast forward 20 years and what started as an interim role with the Brewers – allowing Wronski to remain on the faculty at Marquette Law School for a time – has instead become a career in professional sports. Wronski has been the team’s general counsel and later senior vice president of administration. In December, she was promoted to chief operating officer, which added business analytics and strategy to her existing responsibilities overseeing the legal, information technology and human resources departments of the Brewers. It’s the title Schlesinger held with the Brewers from 2011 to 2018 until being named president of business operations.

“It’s interesting because there’s I guess some natural evolution to it,” Wronski said, reflecting on her tenure. “I’ve evolved with the organization.”

Several factors have kept her with the club: the ever-changing nature of professional sports, her drive to meet the next challenge (these days it’s Major League Baseball’s recent rules changes and

Marti Wronski

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post-pandemic shifts in consumer behavior), and the family-oriented culture of the team. The Wronskis’ four sons, now young adults, grew up around what is now American Family Field, climbing on dugouts and crawling on the warning track.

A leader who’s always on the move, Wronski continues to drive the small-market franchise forward into a new era of pro sports.

LEARNING AND LISTENING

The early days of Wronski’s career with the Brewers were all about learning. Having never worked in professional sports before, she was far more familiar with the business side of the franchise than she was with the baseball side. She remembers sitting in meetings and jotting down baseball jargon to look up later and pouring over the official MLB rulebook, “just to make sure I had as much knowledge as I could control,” she said.

She sought out colleagues who were willing to take the time to explain the nuances of the business, and that laid the groundwork for building trust and relationships.

As Wronski set to work building her legal team – from just one paralegal to now three lawyers and a paralegal – and getting the club’s legal matters in order, she was automatically exposed to the inner workings of the franchise and became fascinated with the synergies between the baseball side and the business side.

“If you’re doing your job right as in-house counsel, most discussions touch you or go through you,” she said. “I would just take it all in, and I started to learn the priorities for the different departments, how they thought about their piece of the business and then how the different pieces of the business fit together.”

CULTURE SHIFT

Over the next several years, Wronski had a front row seat to the wave of rapid change moving through the pro sports industry, with advancements in technology and wide adoption of analytics-based strategy both on and off the field. And with that, the nature and expectations of the talent pool was changing, too.

A new generation of workers was asking more of employers. Rather than bending over backwards for a job in pro sports – as had long been the industry norm, said Wronski – employees were raising the bar for what it would take to attract them. The Brewers organization was now competing for talent amidst a much larger field, and its operations and culture would need to adapt to meet this challenge.

So, in 2017, Wronski was approached by Schlesinger and Brewers principal owner Mark Attanasio to lead a culture shift across the organization. In this role, she’d be responsible for spearheading “operational processes and efficiencies required to grow and evolve the Brewers brand,” the club described recently in announcing Wronski as one of 50 women named to the Sports Business Journal Game Changers Class of 2023.

Five years later, the organization has made “great progress,” said Wronski, but change doesn’t happen overnight.

After the COVID-19 pandemic hit, it was back to square one as the entire organization had to essentially recreate how it did business for two seasons of scaled-back operations and fan capacity. But the challenges of the past three years have also called attention to additional opportunities for growth, including a heavier focus on diversity, equity and

inclusion. Wronski is currently working to launch another strategic planning initiative in the next six months.

“We’re still putting these pieces together of who we are. … I don’t think it ever ends, and I don’t think you can ever take your foot off the pedal, or you’re faking it,” she said.

PAVING THE WAY

Wronski’s promotion to COO last year marked the first time the Brewers front office had named a woman to that post. Wronski will also be the highest-ranking female executive for the Brewers since Wendy Selig-Prieb led the franchise as president and CEO from 1998 to 2002 and then for three more years as chairman. Selig-Prieb herself had a hand in hiring Wronski, so the presence of female leadership in the Brewers front office wasn’t a complete anomaly to her.

But the significance of being now one of only two female COOs in Major League Baseball hit home when Wronksi received numerous letters of congratulations following the promotion announcement – from crayon drawings by young girls to words of encouragement by accomplished women Wronski had always wanted to meet. She’s since made it a priority to be available for panel discussions and conversations with other women in the industry and beyond.

“I realized pretty quickly that I looked at my role as doing better for the organization, but they looked to me for a little more than that. … When you’re put in a position of having an opportunity to do something right and better, you better do it,” she said, adding her hope is that one day there will be no more “firsts” left to celebrate. n

VALERIE HILL

Marti Wronski

Wednesday, August 23rd, 2023

BROOKFIELD CONFERENCE CENTER

7:30 am | NETWORKING & BREAKFAST • 8:10 am – NOON | PROGRAM

PRESENTED BY:

When we think about our own career journeys, it’s often something deeply personal that is shaped by a variety of factors from our personal ambitions to our families and to what each of us believes is possible. Yet, while each career path is personal and unique, it does not mean it’s one walked alone. It’s why we here at U.S. Bank are honored to sponsor the Women in Business Symposium. It gives us the chance to learn from leaders in their fields about how they took that next step in their careers and provides us the opportunity to grow together as a community and empower the next generation of women leaders in Southeast Wisconsin.

Nina V.A. Johnson Branch Banking Market Leader U.S. Bank

SPONSOR: PARTNER:

50 years ago, Alverno College sought to provide students with something more than a basic understanding of subject matter being taught. We wanted our graduates to demonstrate what they know, to stand out, so we created a curriculum that would stand out. It was through this desire that the “Alverno Difference” our 8 Abilities was born. This academic year, Alverno College’s “best kept secret” of education will be celebrated and proclaimed throughout the community. Its time to learn about us through the #abilitiesinaction. Witness how Alverno College educates and empowers learners to be agents of change by challenging the status quo through principled leadership, professional distinction, and meaningful engagement with the world.

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WOMAN EXECUTIVE OF THE YEAR

A nudge in the right direction

Jacobson reflects on the importance of learning, mentorship in her career

WHEN CATHERINE JACOBSON, now president and CEO of Wauwatosa-based Froedtert Health, graduated from a small liberal arts college in Peoria, Illinois, with a degree in accounting, she never imagined she might one day lead one of the largest health care systems in Wisconsin.

Passionate about finance, the Bradley University graduate aspired to one day land a job as a comptroller or chief accountant. That was her brass ring.

Jacobson is the 2023 BizTimes Media Woman Executive of the Year. Her accomplishments include helping to triple the size of the Froedtert & the Medical College of Wisconsin health network, reaching an agreement to merge Froedtert with Neenah-based health system ThedaCare, and being the first woman to serve

BY CARA SPOTO, staff writer

as chair of the Metropolitan Milwaukee Association of Commerce.

Looking back at her decades-long career in health care, Jacobson says it took a bit of providence, and more than a few nudges from mentors to show her that she had the knowledge and skills to pursue bigger roles.

Landing a job at a big accounting firm after graduation helped broaden her perspective, Jacobson said, exposing her to a lot of the “whys” behind the financials.

When Jacobson did end up working directly for a client early in her career, it happened to be a health insurance company. She was running a claims department and then running an enrollment department, giving her insight into operations and a chance to learn the business.

“One of my mentors along the way taught

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Catherine Jacobson

board, was telling him to start looking at his team to see if he had any internal successors. They started to identify people (who could take over for him) and I was one of those people,” she said. “He started to talk to me about it, and it was like a switch flipped in my mind. I was close enough to the role to think, ‘Wow, I think I would know how to do the job and do it in a different way. And then, eventually, I had the opportunity to take on a role like that outside of Rush. So, somebody had to tell me – I think you would be good at this, and then my mind just kicked into gear 100%.”

Jacobson credits those moments – the ones when someone noticed she was mastering one skill and ready to move onto the next one – for giving her the confidence to take on bigger roles.

“I am very fortunate. There are very pivotal moments in my career, where somebody tapped me on the shoulder and said, ‘You should do this,’ where I didn’t think I could do it. And somebody said, ‘Of course you can do it,’” Jacobson, 60, said. “I can think about five or six different times in my career where (that happened).’”

Although having good mentors is crucial to any career, Jacobson agreed that it was perhaps

even more important for a woman to receive such encouragement.

“I think it is still an important thing to do with women. I have been at this for over 35 years, and it was certainly important in the late 1980s to have someone do that for me,” she said. “I wouldn’t say that all my female leaders need that nudge – some of them are very good at advocating for themselves – but I think, by and large, a lot of female leaders who have the experience for a bigger role won’t push for it unless they feel overprepared to do it.”

That’s why Jacobson has tried to mentor the people she has worked with over the years and push them to take that next step. It’s something she hopes to continue doing as she prepares to hand over Froedtert’s operations baton to someone else following the ThedaCare merger.

“Just with my background, I kind of notice when someone is mastering things and ready for that next level,” Jacobson said.

Jacobson plans to retire six months after the two institutions have officially combined. ThedaCare president and CEO Dr. Imran Andrabi will become the organization’s president and CEO. n

Find what you need right now at Women in Business Symposium

BY ARTHUR THOMAS, staff writer

the 2023 BizTimes Woman Executive of the Year

(see story on page 36).

The morning will conclude with two rounds of concurrent breakout sessions to provide attendees with even more insight and inspiration.

LIFE IS FULL OF STRESS.

Perhaps it is the resetting of expectations regarding work-life balance after the pandemic. Maybe it is the ever-increasing polarization of our politics. Maybe it is our always-connected life and the torrent of news, controversy and updates about our friends that stream through our social media feeds.

There is no shortage of things adding stress to our lives.

The BizTimes Media Women in Business Symposium cannot remove stress from your life, but attendees at the Aug. 23 event will leave with practical strategies to thrive as a leader in the workplace. More than two dozen women from across the southeastern Wisconsin business community will help answer the question at the heart of the event’s theme: What do I need right now?

The symposium will take place at the Brookfield Conference Center from 7:30 a.m. to noon.

The morning will start with networking and breakfast followed by a keynote conversation at 8:10 a.m. featuring Julie Brandt, vice president and president of building solutions North America at Johnson Controls International.

Brandt joined JCI this spring to lead a business with more than $9 billion in annual revenue after more than 27 years at Otis Elevator. In a conversation with U.S. Bank senior vice president Caroline Krider, Brandt will discuss taking on new assignments during her career at Otis, her decision to leave, how she’s settling in at JCI and much more.

Following the keynote, Kathy Thornton-Bias, president and CEO of the Boys & Girls Clubs of Greater Milwaukee, will lead a panel discussion with women from a range of Wisconsin companies.

Panelists include:

» LaVay Lauter, director of talent development and senior vice president at Baird.

Lauter is based in Florida but travels to Baird’s Milwaukee offices regularly. She has a 25-year career in talent, learning and development, including nearly seven years at Baird. She also has extensive experience in health care and worked at MCIWorldcom, Cisco Systems and Lockeed Martin.

» Tiffany May, vice president of preconstruction at Berghammer Construction Corp. May spent 12 years with Berghammer before leaving in 2013. She spent almost six years working at Mortenson before returning to Berghammer in 2021, where she is now also one of the owners of the business.

» Melissa Tashjian, president and founder of Compost Crusader. Tashjian started the subscription-based organic diversion company in 2014. The company works with schools, hotels, hospitals, restaurants, nursing homes, grocers and individuals to keep food waste out of landfills.

» Stacia Thompson, executive director of the Sherman Phoenix Foundation. Thompson spent more than 15 years in higher education, including at the University of Wisconsin-Parkside, Gateway Technical College and City Colleges of Chicago, often focusing on workforce solutions and strategies. She joined the Sherman Phoenix Foundation after serving as vice president of workforce innovation at YWCA Metropolitan Chicago.

The panel will explore what it means to thrive as a leader in the workplace and how that might look different for different people. It will also highlight practical strategies attendees can use in their everyday lives to advance their careers and manage the challenges of day-to-day stresses.

After the panel discussion, attendees will hear from Froedtert Health CEO Catherine Jacobson,

The first round of breakouts will run from 10:20 a.m. to 11:05 a.m. and includes three panel discussions:

» “Curating your next career steps” will feature a group of women discussing how they have gone through career changes, whether that means taking on bigger roles, stepping aside and returning when the time is right, starting a new business or retiring only to find a new challenge.

» “Understanding and supporting your younger workforce” will feature early career professionals discussing what they are looking for from employers and business leaders providing ideas for managers to attract and retain their younger workforce.

» In “Lessons learned on the road to leadership,” attendees will hear from women who have climbed their own ladder to leadership, sharing lessons learned and advice to help avoid critical mistakes.

The second round of breakouts runs 11:15 a.m. to noon and features two discussions:

» “Adding to your mental health toolbox” will feature tangible ideas to help attendees improve their mental health as they navigate the challenges of life and work.

» “The power of connection” will feature women who have built their own strong networks sharing insights and strategies to help attendees get better at networking, mentoring and connecting with the business community.

The Women in Business Symposium is made possible by presenting sponsor U.S. Bank, sponsor Alverno College, partner Annex Wealth Management, supporting sponsors The Leuder Financial Group and Summit Credit Union, and event partners Tempo and Professional Dimensions. n

Julie Brandt

Stacia Thompson

LaVay Lauter

Tiffany May

Melissa Tashjian

MEET THE WOMEN WHO LEAD WITH EMPOWERMENT AND CONFIDENCE

ONE OF THE MOST impressive things about having strong female leaders like this is the impact they can have on other women in the company around and after them – implementing values and strategies to ensure the success of women in the office for years to follow Amanda Polewczynski, Lyndsey Sheridan, Meg Johnson and Abby Monis are some of those women at the Luder Financial Group of Northwestern Mutual.

“Being able to meet people where they are while also being aware that no two people are the same helps build the relationships we strive to have with people in our jobs,” says Lyndsey Sheridan. “Having selfawareness to know everyone and know that their stories are going to be different is one of the biggest skills we can have as a leader.”

“We give equal opportunity to everyone. For women specifically, there is an extra line of education and development we provide to ensure their success,” says Meg Johnson.

Everyone has their own unique stories of how they got to where they are today, but some female leaders in the business world are finding that certain challenges are becoming universal experiences.

Polewczynski explains some of what she struggles with and has also seen her peers endure.

“Imposter Syndrome [is something] I think every woman can relate to... having self-belief, confidence, and feeling worthy are all things we have had self-doubt about,” she says. “Knowing we have achieved success but worried we do not deserve it. Mixing that with the pressure we put on ourselves to be perfect can prevent momentum. We must

keep telling ourselves we are doing everything we are supposed to be doing and we are killing it!”

Being on the recruitment side of business requires one to be a leader at every step of the career no matter what. They are expected to be constant cheerleaders and mentors from the first interview with a candidate to their fifth year anniversary

“As a servant leader, the impact you can have is exponential. It provides a unique opportunity to achieve fulfilment in a different way.” says Abby Monis.

Being a leader is never an easy job, but lucky for us we have some outstanding women to fulfill that role and keep our office moving in the right direction for women empowerment and inclusion! n

Left to right: Abby Monis, Amanda Polewczynski, Meg Johnson & Lyndsey Sheridan

Christy L. Brown President, Alverno College

HAVING RECENTLY ASSUMED the role of Alverno College president, Christy L. Brown knows that the most important thing she can do is listen.

“To me, you can’t make relationships or create a vision if you aren’t a listener,” she says. “I want to know what everyone thinks is important for me to be doing in the first 12 or 18 months. People care that you’re listening to what they’re saying.”

She also understands that communication is key. After listening to students, faculty, staff, the Board of Trustees, and others, her plan is to develop a comprehensive vision for the college. For Brown, this is not work to be undertaken alone or in a vacuum.

“It has to be a shared vision created with, by, and through our stakeholders,” she says.

The former CEO for Girl Scouts of Wisconsin Southeast believes the mission of Girls Scouts, to build “girls of courage, confidence, and character, who make the world a better place,” is the perfect foundation for her role at Alverno.

“I feel like I’m still going to be doing the same thing, just in a different environment,” she says. “It’s on a continuum of building women’s leadership and helping women and girls find their voices.”

As an African American woman who is married with children, and as a first-generation college student, Brown brings unique life experience to the Alverno presidency.

“I feel like I will be like many of the students who are here. Many of them are first-generation. Many of them are women of color. I understand that everyone has lives outside of this institution,” she says. “We are not monolithic, but it gives me some insight into perhaps what might be in our students’ minds as they come to us and engage with the institution.” n

Christy L. Brown

Caroline Krider

SVP of National Corporate Banking, U.S. Bank

CAREER BUILDING THROUGH LEADERSHIP AND COMMUNITY SERVICE

CAROLINE KRIDER is a senior vice president and the Milwaukee market leader of National Corporate Banking at U.S. Bank.

The daughter of a chief financial officer, Caroline was encouraged by her father to consider banking as a career. She took his advice, joining First Wisconsin National Bank – which was later acquired by U.S. Bank – in 1984 as a management trainee.

In the years that followed, Caroline served as a Money Center consultant, a credit analyst, an assistant relationship manager in the Wisconsin Corporate Banking Division and a relationship manager in Global Industries & Services.

As a leader in her field, Caroline has learned several key things.

First, it’s important to manage both up and down and, while doing so, communicate often, listen closely and ask a lot of questions.

Second, everyone should ask for what they want as they build toward their career goals

Third, take the long view. As someone who has been with one employer for 39 years, Caroline has gained a variety of experiences by moving around the company. “Time changes everything,” she says. Throughout the course of her career, Caroline has been highly involved in her community – both within U.S. Bank and within the broader Milwaukee community.

She’s served on the boards of seven community organizations during her career and she currently sits on the board of the Wisconsin Humane Society, the Zoological Society of Milwaukee and REDgen.

Caroline graduated with a Bachelor of Arts in Economics from Denison University and earned an MBA from Marquette University. She is also a graduate of the Pacific Coast Banking School. n

Caroline Krider

Ondine Wallinger

Director of Human Resources, Annex Wealth Management

IT’S IMPORTANT for aspiring leaders to know that leadership is not based on a title.

Leadership is based on your actions.

That’s a fundamental trait we try to instill with all in our staff at Annex Wealth Management. True leadership is about leading by example and making a positive impact in everything you do.

It’s about building others up and helping your team and organization achieve their full potential. Leaders do this by sharing knowledge, encouraging an environment of continuous learning, and the willingness to learn from others at all levels.

Regardless of position, we encourage our future leaders to embrace challenges, seek opportunities and strive to be the best.

Every year all of our employees sit down with their manager 1-on-1 to discuss where they are in their careers and how they can continue to grow in multiple areas including Leadership.

We use a model called Annex Career Tracks that helps our staff identity opportunities where they can develop their leadership skills regardless of if they are in management roles or not.

It’s important to remember that leadership isn’t about dominating conversations, but about actively contributing valuable insights and ideas.

Perspectives matter, and a willingness to share knowledge will inspire others to do the same.

Seeking feedback is a fundamental aspect of a leader. Be open to constructive criticism and actively seek input from those around you. Honest feedback provides valuable insights that can propel both your personal growth and the success of the company.

Equally essential is self-reflection. Take time to assess your actions and decisions and acknowledging areas for improvement. Self-awareness is a powerful tool for personal development and sets an example for others to follow.

Ultimately, a good leader is open-minded, empathetic, and inquisitive, which creates a curious and approachable person.

Leaders build trust and encourage honest communication, leading to stronger collaborations and greater results. n

Ondine Wallinger

SVP-Retail Banking, Town Bank, N.A., a Wintrust Community Bank

HAVING FUN, WHILE MAKING A DIFFERENCE

I FELL IN LOVE with banking because I knew I could help people and make a difference.

When I joined Town Bank, I knew I was home. That was 24 years ago. Since then, I have held multiple positions which have all given me the opportunity to learn and grow into my current role where I lead 22 branches as senior vice president, head of retail.

I have unwaveringly felt my role was to serve clients, employees, and the company, no matter what it takes.

Guiding by example, always being honest, and being supportive are just a few ways I have integrated this principle into my leadership style.

Jay Mack, president and CEO for Town Bank has always said, “Leave your ego at the door.”

Empowering individuals to make decisions, share ideas and become leaders themselves, no matter what their role, is a large part of letting your ego go.

Guiding by example, always being honest, and being supportive are just a few ways I have integrated this principle into my leadership style.

I truly believe that mistakes are learning opportunities. I have used these moments to coach and mentor employees so they grow from each situation. No matter our title, we cannot stop learning and we must always be open to feedback from others. We must continue to develop our teams and ourselves at all stages of our career.

I also believe in highlighting and enhancing an individual’s strengths for success and using teams for collaboration. The most successful teams that I work with are comprised of individuals with different strengths that complement each other and are valued for their differences.

My final lesson in leadership is this: never lose your sense of humor. n

Nicole Ireland

Engaging ‘the skimmers, the swimmers and the deep divers’ at trade shows

BY ALEX ZANK, for BizTimes

LIKE THE FIBROUS internet cable that connects people with limitless information, so too must trade show and convention exhibitors be flexible with their messaging and engagement strategies to reach event-goers of all backgrounds and interests.

The modern exhibit “is far from a one-sizefits-all, it is a one-size-fits-one scenario,” said Todd Sussman, vice president of creative at Derse, a Milwaukee-based marketing agency and exhibit builder.

Long gone are the days when exhibitors can simply present “brand monuments” to lure in people, said Andy White, Derse’s vice president of sales and marketing. Exhibits are now more like “mobilized experience centers,” White added.

“We’re not looking at just one way to be able to engage an audience, now we’re having to look at multiple channels within an exhibit environment to be able to engage the skimmers, the swimmers

and the deep divers into content,” Sussman said. “We have to come up with those strategies to say what’s going to be the quick hit, or what’s going to be that deep dive into whatever the products or services are.”

The ideal delivery method can shift based on factors as large as the target industry or as specific as the individual attendee. For instance, said Sussman, a father and son who together own a construction company likely interact with booth vendors in different ways. The dad may want a hands-on demonstration of a piece of equipment, while the son may be more interested in what information is available digitally.

Large LED screens, which provide easily tweaked, catchy message opportunities, have remained popular stretching back to before the COVID-19 pandemic hit in early 2020, according to experts at Derse. There is limited interest in virtual reality, since not everyone is comfortable

with putting on a pair of goggles at an event. Augmented reality is more common to see at a vendor booth because it offers similar benefits but on cell phones. Sussman said vendors look for ways to create “Instagrammable moments” at their booths, as social media sharing can further amplify their brand.

“(Clients are) using technology not for technology’s sake, but really as an educational tool on the trade show floor,” he said.

With increased technology usage comes increased demand for bandwidth. Event planners now look for robust Wi-Fi and cellular in prospective convention venues, said Marty Brooks, chief executive officer of the Wisconsin Center District, which operates the soon-to-be-expanded Baird Center and other downtown Milwaukee event venues. The strong connectivity is needed to support both exhibitors and attendees, Brooks said. WCD has increased the Wi-Fi strength in its facilities to meet demand.

Attendees and organizers now expect more out of a facility than large conference areas and trade show floor space, according to Brooks. They desire small breakout areas or tucked-away places to get work done. The project team behind the

Baird Center’s ongoing expansion has that top of mind. In addition to doubled exhibit space, the expanded center will have significantly more meeting space. It will also have power stations and numerous seating areas.

“I hate going to hotels and meetings and seeing people sitting on the floor to plug into wall outlets,” Brooks said, adding the Baird Center will have power built into virtually anywhere someone could possibly sit.

“(We’re) looking at how people use the space

and what amenities they need,” he said.

Brooks added that event planners still inquire about audio-visual capabilities in order to livestream their events, though demand for that has waned in the years following the pandemic.

“As COVID gets further into the rearview mirror … it may start to go away, but it’s still a factor people want to address as they can provide their content and message to people who may not be able to get to their event in person,” Brooks said.

It’s undeniable that demand for large events

and conventions evaporated at the onset of the pandemic – first due to government shutdown orders and later from hesitation to gather in large groups.

Then, demand returned as quickly as the switch of a light, said White. Derse heard from clients that the lack of trade shows left gaps in their typical sales process. A Zoom call simply couldn’t replicate a personal demonstration or conversation in a convention hall.

“I think there’s been an infusion of energy and investment back into our space based on that idea that you don’t know what you have until it’s gone,” White said.

One product of the pandemic that appears here to stay is the added focus on facility cleanliness and safety processes. The convention center upgraded to hospital-grade air filtration systems and boosted health and safety standards following the onset of the pandemic. WCD is “not taking any steps backward” as far as those standards go, said Brooks.

Sussman said the only constant in the trade show business is change. And one thing rings true through all that change, he noted: “The buzz on the trade show floor is more important than ever.” n

Examples of trade show booths built by Derse.

CORPORATE EVENT PLANNING

Food at corporate events becomes more customized as attendees seek a fuller experience

BY ASHLEY SMART, staff writer

an experience, that’s key,” said Peterson.

HEALTH AND SUSTAINABILITY

Across all three catering companies, among the top trends being seen are requests for health-conscious food options and environmentally friendly products.

GONE ARE THE DAYS of putting out a simple deli buffet at a corporate event and calling it good. Several Milwaukee catering professionals say while food has always been something that brings people together, it has become increasingly important at events as people continue to crave connection in a post-pandemic world.

“Following the pandemic, catering business was slowed as the world reacclimated,” said Maria Bartolotta, director of catering for Milwaukee-based Bartolotta Restaurants. “But once venues started to reopen and events began to take shape once again, we saw an eagerness for connection between people, and this definitely affected the focus that people wanted to place on food in a positive way.”

As people continue to seek out face-to-face interaction, the way food is served at corporate events has shifted. Jaime Peterson, director of sales and business development at Milwaukee-based Saz’s Hospitality Group, said she’s seen family-style catering at corporate events “come back with a vengeance,” a trend also being seen at Bartolotta. Plated dinners remain a popular option while buffet serving is becoming less desired. However, at galas and fundraisers, traditional plated dinners are being used less frequently. For private dining events within the company’s restaurants, Bartolotta has also noticed an increase in tray-passed appetizers.

“These people go to these (corporate events/ galas) all the time. They pull out the same suit or dress. Planners are trying to make events more of an experience rather than just a dinner,” said Pe-

terson.

That experience might include elevated food stations with customized décor and more hands-on experiences, such as a carving table or a mac and cheese martini bar. At a recent Bartolotta-catered event, a chocolate fountain and crudité station were set up to provide more interactive options.

“(They’re) a great touch point for our staff to interact with the guests,” said Bartolotta. “It’s all about the experience.”

Danica Potier, executive director of sales – Milwaukee market at Marcus Hotels & Resorts, said she’s seeing continued popularity in duet entrees (like chicken and fish combos) to give event attendees more choices. She’s also seeing a mix of serving options. Food displays are constantly being reinvented.

“I think what we’ve seen is food being elevated and a lot more customization,” said Potier. “Rather than people picking straight off an event menu, they’re really tailoring that food experience to their attendees.”

Themes at corporate events is another trend that has become increasingly popular, which also means more customized food options and menus. Saz’s recently catered a “Yellowstone” themed corporate event, complete with bison short rib and smoked barbecue chicken.

While the general population might know Saz’s for their festival favorites, the company customizes menus with almost any food imaginable for corporate events.

“People remember food, drink and entertainment but if at the end of the day you can provide

Saz’s has had an influx of customers requesting recyclable serving ware, the use of water stations instead of water bottles and other eco-friendly products. One of the company’s most popular catering options, a Mediterranean display, incorporates vegan and vegetarian options. Peterson explained the display’s use of grilled veggies, dips and hummus is a good way to hit all of the most popular diets.

Sourcing local food products continues to be popular with corporate event planners, so much so that Potier has had some clients research what products they would like to see included at their gathering. Healthy options, such as customizable salads and protein-packed breakfast foods, are also a must-have item at corporate events.

“I don’t think that’s going to be a trend, but something that’s here for the long haul,” Portier said.

Marcus Hotels & Resorts has even placed beehives at the Hilton Milwaukee City Center Hotel to incorporate local honey into dishes as part of the company’s sustainability efforts.

Bartolotta said healthy options are always top of mind when catering events, whether that be vegetarian, gluten-free, pescatarian or other options. The company has adapted and created menu items that take some of these dietary restrictions into consideration.

“We aim to cater to all dietary restrictions, especially for a catered event where we don’t want one or two people to feel like they are missing out on a great meal,” said Bartolotta. “We will always go above and beyond to create a special dish for someone with restrictions on what they can eat.” n

Dishes served at a recent “Yellowstone” themed dinner catered by Saz’s included:

1. Bison short rib plate

2. Grilled peach salad

3. Trout plate

N OTA BLE ALUMNI

BizTimes Milwaukee is proud to present its showcase of Notable Alumni, spotlighting accomplished professionals who graduated from higher education institutions in southeastern Wisconsin. The leaders profiled on the following pages were nominated by their peers and highlight the talent produced by the region’s colleges and universities.

METHODOLOGY: The honorees did not pay to be included. Their profiles were drawn from nomination materials. This list features only individuals for whom nominations were submitted and accepted after review by our editorial team. To qualify for the list, nominees must have earned a degree from a college or university in southeastern Wisconsin, demonstrate excellence in their career, field of study or expertise and currently serve in a senior-level role at their organization.

REBEKAH KOWALSKI

VICE PRESIDENT OF SPECIALIZATIONS

MANPOWERGROUP

BACHELOR’S DEGREE: UW-PARKSIDE

Rebekah Kowalski, a 1997 graduate of the University of Wisconsin-Parkside, began working for Milwaukee-based ManpowerGroup in 2003 and today is vice president of specializations. Before assuming her current position, she served as vice president of manufacturing solutions. She focuses on helping organizations deal with the implications of the skilled worker shortage and the evolution of employee roles and skills.

“Rebekah is a thought leader who has written numerous articles and is a frequent speaker on topics related to workforce and talent development,” according to Willie Jude II, vice chancellor for advancement and alumni relations at Parkside.

Kowalski serves on the boards of the University of WisconsinMilwaukee Foundation and chairs the board of GPS Education Partners. She spoke at UW-Parkside in 2016 and was the featured alumni speaker at the 50th Anniversary Gala in 2018. She is also the most recent recipient of UW-Parkside’s Distinguished Achievement Alumni Award from the College of Arts and Humanities.

DEREK MOSLEY

DIRECTOR OF THE LUBAR CENTER FOR PUBLIC POLICY RESEARCH AND CIVIC EDUCATION

MARQUETTE UNIVERSITY

LAW DEGREE: MARQUETTE UNIVERSITY

Derek Mosley recently became the director of the Lubar Center for Public Policy Research and Civic Education at Marquette University Law School, where he graduated with his law degree in 1995.

A former judge, Mosley also is a frequent speaker about unconscious bias and Black history. In addition, as a kidney transplant recipient, he is a supporter of Donate Life Wisconsin, the National Kidney Foundation and Versiti (formerly the Blood Center of Wisconsin).

He currently serves as a Donate Life Hollywood advisor to promote accurate depictions of organ donation and transplant on television and in movies.

Mosley sits on the board of several local organizations including Froedtert Hospital, the Urban Ecology Center, YMCA of Metropolitan Milwaukee, Safe & Sound, Divine Savior Holy Angels High School, the United Way Diversity Leadership Committee and TransCenter for Youth.

In his spare time, Mosley is a Milwaukee foodie and served as a judge for the 2022 James Beard Awards.

JAVIER ALVAREZ PRESIDENT CAIRN COLLECTIVE BACHELOR’S DEGREE: MARQUETTE UNIVERSITY

Javier Alvarez, president of the Milwaukee-based Cairn Collective, has a passion for cultural transformation, and long-term partnerships have made him a valuable leader in the community and industry, according to Sarah Burkhart, executive director of Marquette University’s alumni association.

The Cairn Collective is a change management firm – a cairn is a pile of stones that marks a memorial, landmark or direction on a journey. The company has worked with General Motors and The Kraft Heinz Co. as well as the U.S. Department of Defense.

“In the community, Javier is a leading voice for Hispanic entrepreneurship and business excellence,” Burkhart said.

Alvarez, who studied industrial engineering at Marquette, has served as a mentor with the university’s mentorship program for the past six years, volunteers at its reunion activities and recently completed a term on the university’s Alumni National Board.

BILLIE JEAN SMITH INTELLECTUAL PROPERTY ATTORNEY BOYLE FREDRICKSON

BACHELOR’S DEGREE: MARQUETTE UNIVERSITY

LAW DEGREE: UNIVERSITY OF WISCONSIN-MADISON

Billie Jean Smith, intellectual property attorney at Milwaukee-based law firm Boyle Fredrickson, is active in both the Marquette and greater Milwaukee communities, according to Sarah Burkhart, executive director of Marquette University’s Alumni Association.

With an engineering degree from Marquette and a law degree from the University of Wisconsin, Smith was recognized with an alumni award from Marquette’s Opus College of Engineering in 2015. “She truly lives a mission of incredible service,” said Burkhart, noting past volunteer work with the Florentine Opera, United Way of Greater Milwaukee and the United Performing Arts Fund.

In addition to board service, Smith volunteers with Marquette’s admissions department. She has spoken at Marquette’s CIRCLES regional professional networking events and serves on the Time to Rise campaign committee for the college of engineering. Smith is a member of the Society of Women Engineers and Women in Manufacturing.

RICK SCHMIDT CEO AND CHAIRMAN

CG SCHMIDT

BACHELOR’S DEGREE: MARQUETTE UNIVERSITY

Marquette alum Rick Schmidt serves as the chief executive officer and board chairman at Milwaukee-based construction management firm CG Schmidt.

The company is a fifth-generation family-owned business. It has led the construction work for several major local projects including the Milwaukee Art Museum’s Calatrava addition, Milwaukee Public Market, Columbia St. Mary’s Hospital, UWMadison South Campus Union, Medical College of Wisconsin Hub for Collaborative Medicine and Northwestern Mutual Tower and Commons.

Schmidt oversaw several of CG Schmidt’s projects throughout the Marquette University and Marquette University High School campuses. He is a member of the Marquette University College of Engineering Thought Leaders Council, past president of Marquette University College of Engineering Alumni Association, a 2017 recipient of Marquette University College of Engineering’s Distinguished Alumnus Award, and a 1997 recipient of Marquette University Engineering Association Service Award. Schmidt has supported the Opus College of Engineering Fund and several capital campaigns.

KYLE KONIECZKA SENIOR DIRECTOR, SALES AND PLANNING BRIGGS & STRATTON BACHELOR’S DEGREE: UW-MILWAUKEE MASTER’S DEGREE: MARQUETTE UNIVERSITY

Kyle Konieczka, senior director of sales and planning for Briggs & Stratton, has made a significant impact at three large area companies – Quad, Harley-Davidson and Briggs & Stratton – all while contributing to the Milwaukee startup ecosystem through serial entrepreneurship and organic mentorship, according to Paul Hoff, co-founder of Atlas MKE and a former co-worker at Harley.

“After driving the launch of Harley-Davidson’s dedicated electric vehicle division, spinning it off as its own publicly traded company, LiveWire, Kyle now works to drive Briggs & Stratton out of the shadow of bankruptcy and into a new and ever-changing market of agnostic power generation,” Hoff said.

Konieczka, a University of Wisconsin-Milwaukee alum with a degree in finance, has also launched four different startup companies and continues to give back to the community through formal and informal mentorship.

AMY OEDING

DIRECTOR OF ALUMNI RELATIONS UNIVERSITY OF WISCONSINWHITEWATER BACHELOR’S DEGREE: UW-WHITEWATER

Colleagues say people who meet Amy Oeding, director of alumni relations at UW-Whitewater, immediately feel a sense of connection and camaraderie.

“Her approachable, pleasant personality makes her an amazing University of Wisconsin-Whitewater leader and a welcoming face for the 100,000-plus alumni who are part of the Warhawk family,” said Corey King, chancellor of UW-Whitewater.

A 1990 UW-Whitewater business administration graduate, Oeding has worked for several Milwaukee-area companies. She worked for Kohl’s Corp. for four years as a merchandise presentation manager, assistant manager of space planning and merchandise presentation coordinator. She then worked for Harley-Davidson as a retail digital programs manager and as an assistant product manager.

Oeding returned to UW-Whitewater to work for her alma mater in 2018 to lead alumni relations efforts.

“Amy works tirelessly to ensure that alumni and university friends remain connected to current students -- and each other,” King said. “She and her team of two host 40 alumni events annually, including regional, affinity, cultivation and even international group trips to everywhere from Iceland to Egypt.”

MICHAEL EMEM PRESIDENT AND CEO EMEM GROUP LLC

ASSOCIATE DEGREE: MILWAUKEE AREA TECHNICAL COLLEGE

BACHELOR’S DEGREE: UW-MILWAUKEE

Michael Emem is the founder of Emem Group, a Milwaukee-based real estate firm specializing in residential design build and commercial real estate development services.

During his career, Emem has managed the construction of more than 100 new and remodeled homes and more than 250 new multifamily apartment units, contributing to more than $100 million in commercial development experience.

As president and chief executive officer of Emem Group, he is currently involved in the redevelopment of the Martin Luther King Library with apartments above in Milwaukee’s Harambee neighborhood and the development of 20 duplexes in the King Park neighborhood.

Emem Group’s project portfolio also includes serving as owner’s representative for the development of the Bronzeville Center for the Arts art gallery and museum in the Bronzeville district, and his firm is leading site development efforts for the future Milwaukee Public Museum.

Emem has also been building a city neighborhood from scratch on 60 lots near North 21st Street and West Walnut Avenue that have been vacant for more than a decade.

DAVE

MEGNA

VICE PRESIDENTWISCONSIN FIELD OPERATIONS

WEC ENERGY GROUP

ASSOCIATE DEGREE: MILWAUKEE AREA TECHNICAL COLLEGE

BACHELOR’S DEGREE: UPPER IOWA UNIVERSITY

Dave Megna, vice president of Wisconsin Field Operations for Milwaukee-based WEC Energy Group, is responsible for the delivery of electricity and natural gas to customers in Wisconsin and upper Michigan.

Along with electric and natural gas operations, field operations include forestry and locating, joint construction, major projects, contractor-vendor relationship management and resource planning.

He earned an associate degree in electrical technology from Milwaukee Area Technical College in 1995 and has spent almost four decades in the energy generation field. After earning his degree at MATC, Megna attained a bachelor’s degree in business administration from Upper Iowa University.

Megna has served on the MATC Foundation Board of Directors since 2021. In April, he helped the college expand its electrical power distribution/line mechanic technical diploma program, based at the college’s Mequon campus, into the city of Milwaukee.

With the assistance of We Energies and other partners, MATC is opening a second EPD training facility in Milwaukee’s Metcalfe Park neighborhood.

ADAM MANNETTER SENIOR VICE PRESIDENT, REGIONAL CREDIT PRODUCTS GROUP PNC FINANCIAL SERVICES GROUP INC. BACHELOR’S DEGREE:

UW-WHITEWATER EXECUTIVE MBA: UW-MADISON

Adam Mannetter is the senior vice president of PNC Bank’s Regional Credit Products Group covering Wisconsin, Illinois, Iowa and Michigan. He leads a team of more than 20 professionals responsible for the origination and management of credit-related products for corporate clients.

As a member of PNC Milwaukee’s senior leadership team, he helps direct PNC’s philanthropic support for social, educational and economic empowerment initiatives impacting families, individuals and organizations across Wisconsin.

Mannetter is a member of PNC PREP, an internal employee business resource group that supports networking and workforce development opportunities for young professionals, and he mentors a number of PREP members annually.

The University of Wisconsin-Whitewater alum has participated in several panel discussions at Whitewater, most recently with the Financial Management Association, and is active with recruitment efforts at UW-Madison.

As a member of the finance advisory committee for the Kenosha Community Foundation, he provides advisory support to assist in the organization’s financial stability.

Michael Emem President & CEO Emem Group

Dave Megna Vice President Wisconsin Field Operations, WEC Energy Group

As the philanthropic partner of Milwaukee Area Technical College, the MATC Foundation proudly congratulates these truly notable MATC alumni!

We Energies congratulates Dave Megna, a graduate of Milwaukee Area Technical College, on being recognized as one of this year’s BizTimes Milwaukee’s Notable Alumni honorees.

TIMOTHY W. SULLIVAN CHAIRMAN BITFIRE NETWORKS BACHELOR’S DEGREE: CARROLL UNIVERSITY

Before launching BitFire, Timothy Sullivan was president, chief executive officer and director of South Milwaukee-based mining equipment maker Bucyrus International Inc. before later moving on to become CEO and director of REV Group Inc., a specialty vehicle manufacturer. Sullivan moved REV Group’s headquarters to Milwaukee during his tenure. Prior to leading REV Group, Sullivan was president and CEO of Gardner Denver, and also moved that company’s headquarters to Milwaukee.

Sullivan launched BitFire Networks in partnership with his brother, Bob Sullivan. The company offers live IP video transport and remote production services. Today, the Carroll University alum serves as BitFire’s chairman of the board.

Sullivan was recognized as Wisconsin Business Leader of the Year by the Harvard Business School Club of Wisconsin in 2008; Baird Management Excellence Award and Rotary Person of the Year in 2009; Carroll University’s Distinguished Alumnus Award for Professional Achievement in 2010 and the Ernst & Young National Entrepreneur of the Year, Distribution and Manufacturing Award in 2011. He received the Hall of Friends Award from St. Ann’s Center for Intergenerational Care in 2016.

In addition, as co-chair for Carroll University’s last fundraising campaign, Sullivan helped raise nearly $53 million, from July 2009 to September 2016.

JOSÉ OLIVIERI

SENIOR PARTNER, INDUSTRY GROUP CHAIR - HIGHER EDUCATION

MICHAEL BEST & FRIEDRICH LLP

BACHELOR’S DEGREE: CARROLL UNIVERSITY

LAW DEGREE: MARQUETTE UNIVERSITY

José Olivieri, senior partner and industry group chair - higher education at Michael Best & Friedrich LLP, has served on the boards of a long list of organizations serving the Milwaukee community.

A graduate of Carroll University with a degree in political science, Olivieri has served on Carroll’s Public Administration Advisory Council, has been active with student organizations and gave the 1998 commencement address.

He has also served on the boards of First Federal Bank of Wisconsin and Froedtert Health as well as the Greater Milwaukee Foundation, Milwaukee Art Museum, Milwaukee Public Library, Latino Arts, Milwaukee Community Service Corps, La Casa de Esperanza, Legal Action of Wisconsin, University of Wisconsin Board of Regents and United Community Center.

Also, a 1981 graduate of the Marquette University Law School, Oliveri focuses his legal practice on employment relations and immigration law. He counsels both public and private colleges and universities on issues involving governance, financial challenges, Title IX, student discipline and contract administration.

DR. BARBARA HORNER-IBLER FOUNDING PHYSICIAN BREAD OF HEALING CLINIC BACHELOR’S DEGREE: CARROLL UNIVERSITY MASTER’S DEGREES: PRINCETON THEOLOGICAL SEMINARY, UNIVERSITY OF CHICAGO DOCTORATE: UW-MADISON

After graduating from Carroll University in 1980, Barbara Horner-Ibler followed the call to ministry at Princeton Theological Seminary in New Jersey and earned a Master of Divinity degree in 1983. She then attended the University of Chicago, earning a master’s in social work in 1985.

Horner-Ibler was active in social justice ministry for 10 years but eventually returned to medicine. She earned a medical doctorate from the University of Wisconsin-Madison in 1998 and was a resident physician at Aurora-Sinai Medical Center in Milwaukee.

From her experience working with low-income families and patients from underinsured or uninsured backgrounds, Horner-Ibler founded the Bread of Healing Clinic. This free clinic, located at Cross Lutheran Church in Milwaukee, provides services for individuals who do not have health insurance. Since the original clinic opened in 1999, three other sites have been established, treating about 400 patients per month and providing health and wellness education programs. Horner-Ibler is also a physician for Towne Centre Medical, a small, private internal medicine practice.

HOWARD FULLER

FOUNDER AND BOARD

CHAIR EMERITUS

DR. HOWARD FULLER COLLEGIATE ACADEMY

BACHELOR’S DEGREE: CARROLL UNIVERSITY

MASTER’S DEGREE: CASE WESTERN RESERVE UNIVERSITY

DOCTORATE: MARQUETTE UNIVERSITY

Howard Fuller, a 1962 Carroll University graduate, has spent his career working to improve educational opportunities in Milwaukee for lowincome children.

In 1991, Fuller became superintendent of Milwaukee Public Schools. He founded the Institute for the Transformation of Learning at Marquette University in 1995 to provide educational options for students of low-income families. The institute was awarded nearly $36 million in grants from local and national foundations for working across systems to reform K-12 education in Milwaukee and nationally.

In addition to 25 years at Marquette, Fuller served as a senior fellow at the Annenberg Institute for School Reform at Brown University, secretary of Wisconsin’s Department of Employment Relations and director of the Milwaukee County Department of Health and Human Services.

“I have been very lucky in my life to have had great life experiences and opportunities. The education I received at Carroll has been the foundation for what I have been able to accomplish,” said Fuller, who joined Carroll’s board of trustees in 2012.

MICHAEL MARTIN

FOUNDER AND CEO R.CUP AND EFFECT PARTNERS

BACHELOR’S DEGREE: CARROLL UNIVERSITY MASTER’S DEGREE: NORTHWESTERN UNIVERSITY

Described by Billboard magazine as the “guru of live event greening,” Michael Martin is the founder and chief executive officer of Effect Partners and r.Cup, two Minneapolis-based companies working to support global awareness and progress in environmental sustainability.

Martin started r.Cup in 2017 to encourage the concept of reuse in North America, with the support of globally recognized artists and festivals including U2, Dave Matthews Band, Rod Stewart, Jack Johnson, Maggie Rogers, Rolling Stones, Camp Flog Gnaw, Head in the Clouds and Vans Warped Tour.

r.Cup partners with cities to build wash hubs in economic development zones to provide the infrastructure and services needed for widespread reuse. This model was initiated through a partnership with the city of Seattle and has now expanded to other cities.

Martin, who has degrees in business and psychology from Carroll University, also helped form the Music Sustainability Association, a member-driven association that facilitates systemic solutions to help the music industry integrate sustainability into its operations. Martin currently sits on the boards of MIT Environmental Solutions Initiative and Peoples Organic Café.

SHARI BLACK EXECUTIVE DIRECTOR/ CHIEF EXECUTIVE OFFICER

WISCONSIN STATE FAIR PARK

BACHELOR’S DEGREE: CARROLL UNIVERSITY

Shari Black, executive director and chief executive officer of Wisconsin State Fair Park, has served in the position since fall of 2021. Prior to serving in this role, Black rose through the organization’s ranks after joining the team in 2016 as event services director.

The Wisconsin State Fair has grown to an average attendance of 1 million fairgoers, and despite lingering effects of the COVID-19 pandemic, reported a 19% increase in its 2022 attendance. State Fair Park also hosts hundreds of events throughout the year at its various facilities. As executive director and CEO, Black oversees a staff of nearly 100 year-round employees, along with more than 1,000 part-time and seasonal employees.

A 2001 graduate of Carroll University with a bachelor’s degree in communication, Black served as the board president of the Wisconsin Association of Fairs and currently sits on several fair industry committees and boards as well as the Visit Milwaukee board of directors.

SARA

MULLOY

SENIOR DIRECTOR OF TRUSTS, ESTATES AND PRIVATE

CLIENTS HINDMAN AUCTIONS

BACHELOR’S DEGREE: MILWAUKEE INSTITUTE OF ART & DESIGN MASTER’S DEGREE: SOTHEBY’S INSTITUTE OF ART

Since joining the small team that opened the Hindman Auctions office in Milwaukee in 2011, Sara Mulloy has combined her passion for the arts and business acumen for initiatives that benefit the greater Milwaukee community and her alma mater, the Milwaukee Institute of Art & Design, according to Tracy Milkowski, MIAD’s vice president for institutional advancement.

“It’s an honor to work alongside Sara, who has played a critical role in expanding Hindman’s presence in the Midwest,” said Alyssa Quinlan, chief executive officer of Hindman. “Over the course of the past decade, Sara has been critical to the success of the Wisconsin and Midwest region. Hindman is the largest auction house in the Midwest, in many ways due to Sara’s consistent contributions to our team as the firm has scaled tremendously in recent years.”

Mulloy is the current president of the MIAD Alumni Association board and serves on the board of Collectors’ Corner, a group that supports the Milwaukee Art Museum.

BARBARA LAMUE PRESIDENT AND CEO NEW NORTH INC.

BACHELOR’S DEGREE: LAKELAND UNIVERSITY

MASTER’S DEGREE: UW-OSHKOSH

As president and chief executive officer of New North Inc., an 18-county regional economic development corporation in northeast Wisconsin, Barb LaMue is focused on the organization’s mission to be a catalyst for regional prosperity through the creation, implementation and marketing of business and talent development strategies.

LaMue graduated from Lakeland University with a degree in business administration and economics and currently serves as a trustee.

“We couldn’t be prouder of Barb as a Lakeland graduate, trustee and leader in her industry,” said Beth Borgen, president of Lakeland University. “Not only is Barb recognized on a state level, she represents her region and state on an international platform.”

In 2022, LaMue was named to BizTimes Media’s Wisconsin 275 list of the state’s most influential business leaders.

She serves on the boards of the Transportation Development Association, the Wisconsin Business Development Finance Corp., Wisconsin Procurement Institute, On Broadway District, Wisconsin Innovation Board and the International Economic Development Council.

ALEXIS OUTLAW ASSISTANT DIRECTOR OF ADMISSIONS FOR HIGH SCHOOL RECRUITMENT ALVERNO COLLEGE

BACHELOR’S DEGREE: ALVERNO COLLEGE MASTER’S DEGREE: CARDINAL STRITCH UNIVERSITY

Alexis Outlaw, assistant director of admissions for high school recruitment at Alverno College, oversees a team of young professionals who work to enroll young women into Alverno’s undergraduate programs.

Outlaw has also taken on the additional role of serving as an inaugural co-director of diversity, equity and inclusion for the college. Here, she and two other co-directors designed and began implementation of a DEI strategy for Alverno.

“Outside of her work in enrollment, Alexis is a human resources expert,” said Meghan Walsh, dean of Alverno’s School of Adult Learning and New Initiatives.

A Society for Human Resource Management-certified professional, Outlaw currently serves on the board of Milwaukee Metro SHRM and is the college relations director for the Wisconsin Council State SHRM.

Outlaw, who has a bachelor’s in business and management from Alverno and a master’s in management from Cardinal Stritch University, also serves as vice president of membership for the Milwaukee chapter of the National Association for African Americans in Human Resources. She also teaches human resources courses at Alverno.

DR. FRANK LAVORA MARKET CHIEF MEDICAL OFFICER, GREATER MILWAUKEE

INTERIM PRESIDENT, AURORA ST. LUKE’S MEDICAL CENTER

ADVOCATE AURORA HEALTH

BACHELOR’S DEGREE: CARTHAGE COLLEGE

MASTER’S DEGREE: UNIVERSITY OF TEXAS AT DALLAS

Dr. Frank LaVora started his career as a doctor of podiatric medicine and surgery in a mid-sized group practice and has moved up to his current position as chief medical officer for Aurora Health Care’s Greater Milwaukee Patient Service Area and interim president for Aurora St. Luke’s South Shore Hospital. A 1987 graduate of Carthage College, LaVora is a member of the institution’s Nursing Advisory Committee, which assists the director of the nursing program in delivering “the highest quality education to its nursing students, moving the school to higher levels of excellence, innovation and national and international prominence,” said Bridget Haggerty, vice president of Carthage College.

“He collaborates with the director to review strategies to meet goals and objectives, serves as a spokesperson and represents the department’s interests within the Carthage community and the greater southeast Wisconsin health care community,” said Haggerty.

MORT SAYYED FOUNDER & CEO MINLOPRO PARTNERS BACHELOR’S DEGREE: UW-MILWAUKEE

As the leader and founder of Milwaukee-based Minlopro Partners, Mort Sayyed has helped shape the organization’s tone and culture, according to colleagues.

“Mort’s visionary approach has not only established our core values but also inspired numerous individuals to join him on the exciting journey of a startup company. Through his effective leadership, Mort has successfully motivated employees and fostered a positive and productive work environment,” said Christine Dunbeck, director of marketing at Minlopro Partners.

Under a year of his guidance, the company has surpassed $5 million in revenue and has expanded its workforce to a team of 40.

Outside the office, Sayyed has spent time coaching youth soccer. He has also initiated an internship program through Minlopro, offering mentorship to college students from the University of WisconsinMilwaukee, his alma mater.

“This program helps these aspiring professionals find their true career paths. In fact, our current intern is a graduate from the University of Wisconsin-Milwaukee,” Dunbeck said. “Mort continues to make a lasting impact, both within our organization and in the wider community.”

ROSE SPANO IANNELLI MANAGING PARTNER SPANO PRATT EXECUTIVE SEARCH

BACHELOR’S DEGREE: CARDINAL STRITCH UNIVERSITY

Rose Spano Iannelli, managing partner and co-founder of Milwaukee-based Spano Pratt Executive Search, earned a bachelor’s degree in management from Cardinal Stritch University in 1994. Milwaukee-based Spano Pratt now serves the nonprofit sector with a focus on leadership roles.

The firm’s mantra of “don’t get a job, get a passion” highlights the commitment to align one’s skills and natural talents with purposeful employment results in a rewarding and fulfilling work life, according to Spano Iannelli.

Her civic and volunteer efforts have included serving as board president of the local Shorewood Community Foundation, where she helped steward the largest donor gift the organization has ever received. She also served on the board executive committee for the Columbia College of Nursing for nine years and facilitated the transfer of its nearly $1 million dollars in legacy gifts to the Greater Milwaukee Foundation. Spano Iannelli has also previously served on the board of TEMPO Milwaukee and on the program committee of Milwaukee Women inc.

congratulations carthage graduate

dr. frank lavora ’87

2023 BizTimes Notable Alum

We are proud of all Carthage alumni who have gone on to careers in healthcare, including physicians and physician assistants, dentists, nurses, athletic trainers, and more. Our graduates have a 95% three-year acceptance rate to medical school and nursing is our largest single major.

To learn more about healthcare majors and ways to partner with Carthage, contact Dr. Paul Martino at pmartino@carthage.edu.

MAX STEPHENSON PARTNER

GIMBEL, REILLY, GUERIN & BROWN LLP

BACHELOR’S DEGREE: MARQUETTE UNIVERSITY

LAW DEGREE: MARQUETTE UNIVERSITY

As an attorney in the family law department at Milwaukee law firm Gimbel, Reilly, Guerin & Brown LLP, Max Stephenson helps clients work through the complexities of divorce. His practice also includes representing clients in paternity actions, post-judgment actions, guardianships and injunctions.

A 2010 graduate of Marquette University’s School of Business Administration and Marquette’s law school in 2013, Stephenson joined the firm as a law clerk in 2012. He has since become a partner and practices exclusively in a family law setting.

“Max has also become well-versed in LGBTQ+ family law cases and was the driving force behind the firm being honored with the Diversity In Business award from the Wisconsin Law Journal,” said Britt Frank, marketing director for Gimbel, Reilly, Guerin & Brown.

Stephenson also serves as part of the coaching staff for the National Moot Court Competition team and has been a frequent speaker on various family law topics. He is also past president of the Milwaukee Young Lawyers’ Association.

Hotel/Meeting, Entertainment & Dining Directory

Hotel/Meeting Venues Entertainment Dining/Catering

Hotel/Meeting Venues

Baird Center

The Baird Center, located in the heart of downtown Milwaukee, is the hub of convention business and is ideal for trade and consumer shows, conventions, banquets, business meetings and celebrations.

Red Circle Inn

Belly up to the bar or grab a table in the dining room for a fresh take on Wisconsin classics at Red Circle Inn. A True Wisconsin Original.

Brookfield Conference Center

Minutes from Milwaukee, the full-service Brookfield Conference Center was designed for events of all sizes. 168 rooms at the attached Hilton Garden Inn, plus 1,800 more within a 2-mile radius.

Hotel/Meeting Venues

The Ingleside Hotel

Flexible indoor/outdoor event space, a first-class location, outstanding food and beverage options, and great service are some of the many reasons to book your next event at The Ingleside Hotel.

(262) 547-0201 |

Dining/Catering

Hollander Grand Café

European-inspired neighborhood Grand Cafés featuring unique decor, lively atmosphere, and worldly food and beverage service for any occasion. Venues in Milwaukee, Mequon, Wauwatosa, and Brookfield.

PRIVATE MEETING ROOM: Yes

SEATING: Multiple private spaces including rooftops, dining and bar for events ranging from 20 to 150 guests

CUISINE: From-scratch, friendly menus for meetings to holiday parties.. (414) 627-2789 | cafehollander.com | Multiple Locations: Milwaukee, Brookfield, Mequon, Wauwatosa, Milwaukee Area, WI 53202

Kacmarcik Center

885 Badger Circle, Grafton, WI 53024 (262) 377-6500 | KACMARCIKCENTER.COM

DESCRIPTION: Small or large, you’ll find the perfect location for your next event at Kacmarcik Center.

NUMBER OF MEETING ROOMS: 6

TOTAL CAPACITY (# OF PEOPLE): 160

UW-Milwaukee Panther Arena

400 W. Kilbourn Ave., Milwaukee, WI 53203 (414) 908-6000

UWMILWAUKEEPANTHERARENA.COM

NUMBER OF MEETING ROOMS: 1

TOTAL AVAILABLE MEETING SPACE: 24,000 sq. ft.

LARGEST MEETING SPACE: 24,000 sq. ft.

TOTAL CAPACITY (# OF PEOPLE): 12,700

Mount Mary University 2900 Menomonee River Parkway, Milwaukee, WI 53222 (414) 930-3252 | MTMARY.EDU/BUSINESSCOMMUNITY/EVENT-PLANNING/INDEX.HTML

NUMBER OF MEETING ROOMS: 6

TOTAL AVAILABLE MEETING SPACE: 16,878 sq. ft.

TOTAL CAPACITY (# OF PEOPLE): 800

Entertainment

Relics Works

420 S 1st St., Milwaukee, WI 53204 (262) 227-3003

RELICSRENTALS.COM/RELICS-WORKS

DESCRIPTION: Stylish co-working space, conference room, private office, transformable designer studio: with city views & natural-light.

NUMBER OF MEETING ROOMS: 4

TOTAL AVAILABLE MEETING SPACE: 2,000 sq. ft.

LARGEST MEETING SPACE: 420 sq. ft.

TOTAL CAPACITY (# OF PEOPLE): 75

Miller High Life Theatre

500 W. Kilbourn Ave., Milwaukee, WI 53203 (414) 908-6000 | MILLERHIGHLIFETHEATRE.COM

NUMBER OF MEETING ROOMS: 4

TOTAL AVAILABLE MEETING SPACE: 105,182 sq. ft.

LARGEST MEETING SPACE: 31,897 sq. ft.

TOTAL CAPACITY (# OF PEOPLE): 4,087

Buckatabon Tavern Supper Club

7700 Harwood Ave., Wauwatosa, WI 53213 (414) 627-2789 | THEBUCKATABON.COM

DESCRIPTION: Impress your guests with a unique taste of the Northwoods in Wauwatosa featuring nostalgic charm.

SEATING: Seated or social event space options in unique Wisconsin Up North and midcentury supper club.

CUISINE: From-scratch menus with a modern take on classic WI supper club fare.

Centraal Grand Café & Tappery

2306 S. Kinnickinnic Ave., Bay View, WI 53207 (414) 627-2789 | CAFECENTRAAL.COM

DESCRIPTION: A modern and eclectic indoor, outdoor European-inspired venue perfect for a wide range of events.

SEATING: Indoor open-air private dining room, heated outdoor courtyard, and bar area spaces.

Café Benelux

346 N. Broadway, Milwaukee, WI 53202

(414) 627-2789 | CAFEBENELUX.COM

DESCRIPTION: Experience the iconic views of the Third Ward in this elevated Euro-inspired restaurant and bar.

SEATING: Multiple options for seated private dining, premiere outdoor rooftop space, or bar areas.

CUISINE: From-scratch clean menus with elevated event selections.

WhirlyBall

WhirlyBall is perfect for your fast-paced team-building events, business presentations, company outings, or staffcelebrations. It is the most fun you can have going 4 miles per hour!

SEATING: 45,000 square feet with a 75-person restaurant, 250-person event space, and buyouts for up to 1,500.

CUISINE: The Pivot Room with fresh takes on American fare & a 30-tap craft beer bar. (262) 786-7777 | whirlyball.com/brookfield | 185 S. Moorland Ave., Brookfield, WI 53005

CUISINE: Diverse from-scratch menus with health/allergy conscious selections.

Hotel/Meeting Venues

Dining/Catering

Entertainment

Positive Polarity

W254s5243 Primrose Ln. Waukesha, WI 53189

(414) 322-2358 | POSITIVEPOLARITY.COM

DESCRIPTION: Positive Polarity brings you engaging and motivating workshops on leadership, team management, sales & more!

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

Maintaining a positive impression

Mequon salon owner had challenging transition to leadership

WHEN SARAH F. TAYLOR purchased Impressions Day Spa in Mequon in August of 2018, there were no COVID storm clouds overhead.

This top-notch salon had been a well-established member of the Mequon community for more than 30 years. The biggest challenge Taylor faced initially was to ensure both employees and customers that Impressions wasn’t going to lose what had made it special.

“It’s tough to follow an already successful business owner without the fear of something going wrong under the new leadership,” Taylor said.

Creating a positive culture was her number one priority. Taylor’s first action was to form a leadership team. She wanted more employee engagement to boost morale and build trust and loyalty. The leadership team executed plans that breathed new life into the business. Team building, defining leadership roles, and creating a safe space for staff was where they started.

Taylor knew her approach was working when customers made comments about how they could feel the energy shift when they walked in the door. She was ecstatic to hear new employee prospects say they could feel how much everyone enjoyed their job. She engaged and empowered several long-term and current employees by giving them responsibility for the boutique and screening of potential new employees.

But no one could have prepared a new business owner for the COVID-19 crisis. Taylor believed the reaction of her staff and customers to the pandemic would be crucial for the survival of the business. She had a plan and immediately took the following steps:

• Assured her staff that everything was going to be OK. They communicated on a weekly basis.

• Sent a weekly email to their entire client base updating them on the status of the business. She came in every day to give guests time to call, buy products, ask questions, and let them know that they were there and ready to come back when they were able to do so.

• On Saturdays, gift cards were sold for 20% off as well as offering curbside product pick-up. There was a huge response to this program. Customers wanted to help in any way that they could ensure the health of the business.

• The salon shared videos on its social media platform helping clients maintain their hair, skin and nails while they were unable to serve them.

• Taylor conducted weekly Zoom meetings updating her team on what she was researching. She tried to stay one step ahead of the competition. She was able to provide her staff with a sense of calm amidst the crisis. She had the answers to questions that her employees were worried about: PPP, unemployment benefits, safety protocol, etc. The staff’s level of trust grew knowing that she was on top of how to handle the PPP and help them with unemployment benefits.

• Taylor made sure the salon was stocked and ready for every safety and sanitation measure.

• When the salon was able to reopen, they felt rescheduling in order of missed appointments was the best way to get everyone in, rather than opening the books to first come first serve. They extended the hours to get their 4,000 missed appointments in as quickly as possible.

Taking over an existing business is hard enough, without the additional challenge of a pandemic.

In addition to that, Taylor found out that switching roles from coworker to boss was extremely challenging.

“I was most concerned about everyone else’s feelings regarding the transition and tried to make it as easy as possible,” she said. “Even though it worked, it took a toll on me. I needed a team. We needed more than just me. There is a fine line between being a friend and a boss. Because we worked for so many years alongside this group, they were comfortable with me, perhaps too comfortable. We realized rather quickly that I needed clear systems in place and a team of leaders who could accomplish both peace in the transition but also change. The leadership team went from colleagues to bosses. This was a great lesson for me in how to balance being a boss and an empowering leader that engages the team.”

Taylor offers these tips for entrepreneurs:

“Always be a student. Look for ways to constantly fuel the fire behind your business. Find great mentors, define the key pillars to your business and make sure you find people who support your views. When there is synergy in the culture and mission anything is possible.” n

CARY SILVERSTEIN

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

Sarah Taylor

COACHING

Unscheduled

How downtime can be productive

IN BUSINESS, the phrase “time is money” makes everyone feel like they must account for every minute of their day. This can create busyness and unnecessary activity that doesn’t add up to much of a return on investment.

While it’s important to be mindful about how you use your time, downtime is that secret to success that can make us work smarter, not harder.

Research tells us employees who do not use their vacation time tend to be more stressed. Stress can cause a myriad of issues, ranging from illness to mental fatigue that leads to poor interactions and ineffective decision-making. While vacations and downtime can seem like a luxury, scientific evidence suggests that employees lead healthier, more productive lives by taking time off. Another workplace study showed that those employees who took fewer than 10 of their vacation days per year had a 35% likelihood of receiving a raise or bonus in a three-year period; whereas those who took more than 10 of their vacation days had a 65% chance of receiving a raise or bonus. Yet, research suggests that more than 55% of Americans left vacation days unused. While this may seem like a badge of honor, not utilizing vacation days can be a deterrent to productivity, as well as your paycheck.

Scientific evidence also indicates that employees sleep better and have better moods and improved cognitive thinking for up to one month after their return from vacation. When we are on vacation, we tend to slow down and breathe more deeply into our bodies. This allows us to increase our gut intelligence (GQ), the ability to synthesize the unconscious mind with the conscious mind so that we are dealing with issues we otherwise

ignore. Our GQ increases on vacation because slowing down and breathing more deeply allows us to bring the neurotransmitters, hormones, and neurons up the vagus nerve for processing in the upper lobes of the brain. This increases our ability to have greater executive functioning, insight, intuition, and ultimately a vision that we are ready to execute.

But we don’t have to wait for vacation to create this renewed experience. We can take “mini” vacations in the form or downtime and unscheduled time. When you do, you will be more able to listen to your inner voice that is telling you to be mindful of someone or something needing your attention. If you don’t pay attention to this intuitive prompting, you will hear it in the middle of the night when it wakes you up to try to get your attention. That is a sure sign you need unscheduled downtime.

When your lifestyle includes running from meeting to meeting, striving and driving, and multi-tasking most of the time, you are living in the beta brainwave that will keep you feeling stressed. Stress creates a blockage to increased gut intelligence because it shuts down the corpus callosum in your brain that doesn’t allow you to get out of the reaction center, namely the amygdala. This results in agitation towards others, feeling burnt out, and having foggy thinking. When you are stressed, you are unable to tap into the brilliance you otherwise would be able to access if you were well rested.

So, when you are feeling guilty about taking time off, remind yourself that unscheduled downtime is productive. By practicing these three disciplines, you will discover that you have ample time to have unscheduled downtime:

DISCIPLINE #1: SET BOUNDARIES

Boundaries help us decide what is enough. This may mean enough time, energy, commitment, money, or support to give to someone or to your work. When you know your boundaries, you will suddenly be more confident in having your yes be your yes, and your no be your no.

DISCIPLINE #2: LET GO OF PERFECTIONISM

When you let go of what “they” think, you can then focus on, “How might I create what I believe is

brilliant?” Unscheduled downtime helps you with this detachment from perfectionism and will clarify what you need to succeed.

DISCIPLINE #3: CREATE A FLEXIBLE, HYBRID WORK MODEL

The good news is that many companies now understand the importance of a hybrid work model. A balance between work at home and work at the office can give you just enough freedom to create connection with others, and connection with our self.

Challenge: What do you need to do to create some unscheduled downtime in your life? n

Susan K. Wehrley is an executive coach and the author of 12 books on empowerment. You can learn more about her at BIZremedies.com. She can be reached at Susan@BIZremedies.com or (414) 581-0449.

SUSAN K. WEHRLEY

Rebuild your image

How to build a powerful comeback brand

ONE DAY, Anthony learned that his company had its most profitable quarter since he took on the role of CEO four years ago.

Two weeks later, as Anthony’s company blew past its goal by the 22nd of that same month, he celebrated by buying the car he’d been fantasizing about for months – an arctic white 3LT Corvette.

The contract manufacturing company had nearly doubled in size under Anthony’s leadership, and by many indications, the future appeared to be as bright as the showroom shine of his new car.

But that bright, shiny future never came, seeming to get farther out of reach, month after month. Something was wrong. Business went from great to just okay. Sales turned lukewarm.

The people Anthony added to the payroll started hunting for things to do to appear busy.

The company’s last three quarters showed a southerly trend.

Anthony called an emergency executive meeting to seek the opinions of others to determine what could be causing the shift in tides.

Did a new competitor enter the market? Did a competing company’s new game-changing offering seem more appealing? Did something damage the company’s reputation?

Hey, where’s marketing?

Or…when the good times were rolling, did the company take a little break from the hard work that paid off so well, allowing a status quo to take deep root within the culture of the organization? Maybe just enough of a break to make it easier for

a competitor to catch up, exploit the company’s weaknesses and appear a little more attractive to its current and prospective customers?

Let’s assume you’ve been retained as this company’s turnaround CEO. What would be your winning move to reverse the company’s unsettling trend? Accept the situation and hope things improve? Give a state-of-the-company pep talk to re-motivate and re-engage your people? Make some internal changes and improvements (e.g., spend more on marketing, expand sales incentives, build more brand visibility through networking, etc.)?

Or do you get to work on building your comeback brand?

What would be more exciting to you? What would be more exciting for your team? What would be more exciting for your customers?

Deep down, you know the answer.

And no, I’m not necessarily talking about changing the name of the company, although that may be a consideration.

BUILDING A COMEBACK BRAND

Building a comeback brand will require you and your team to start at the ground level, starting with the question: “If I were to build a company that would put mine out of business, how would I do it?”

This question will naturally place you in the mindset needed to build the strongest possible comeback brand for your company. It will drive you to examine every component of your business from the ground up, starting with your business plan.

You will begin to tediously question everything within your plan. Along the way, you will make needed modifications based on the benefits of your 20/20 hindsight. You will look at yourself like you would a competitor – searching for your weaknesses and how you can exploit them as you formulate your comeback brand.

How will you outperform yourself in all those critical metrics, such as sales, market share, mind share, innovation, etc.? What changes will you need to make? How will you redefine and build your company culture? What values will you

need to adopt? What’s your new strategy?

Most importantly, what will be your company’s new mindset?

You’ll ask yourself if the people who helped you get to where your company is today are the same people who will help you get to your next destination in terms of sales, market share, and mind share. I’ll never forget hearing from a business owner who revealed that some of the friends and family he leaned on to help him start his business were not the same people who would help him leap into a leadership position in his industry. He said one of the most painful things he had to do was to let some of them go. Likewise, you’ll need to determine if you have the people and culture you need to build and launch your comeback brand.

And let’s not underestimate marketing opportunities. People love comebacks, whether it is an athlete, an actor, or yes, a brand.

Ask yourself, is it time to pump new life into your brand? n

SCOTT SEROKA

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

Tip Sheet

How successful women sustain career momentum

The reality of being a woman in the workplace is often fraught with systemic issues and prejudices. To better understand how working women defy these challenges, executive coaches Brenda Wensil and Winifred Ernst interviewed 37 wom-

en in senior leadership positions about key instances that helped them maintain career momentum. They detailed their findings in a recent Harvard Business Review article. Each woman exhibited at least two out of these three behaviors:

A FOCUSED DRIVE

When confronted with obstacles, determination and mental resolve seemed to be the answer for these women. According to Wensil and Ernst, this “helped them situate short-term difficulties in the context of their higher goals.” Use every opportunity as a stepping stone toward career goals. Having experience in multiple areas will market you as someone who has the capacity to do more than simply learn.

A DESIRE TO LEARN

Showing you are capable of more than just

learning is crucial. Actively seek out opportunities to explore new areas, and challenge yourself to succeed in these endeavors. “You want people to recognize that even if you don’t currently know a topic, you’re a learner and will pick it up quickly,” Wensil and Ernst wrote.

AN AGILE MINDSET

In other words, the ability to think quickly, be flexible, assess a situation and move forward. When they found themselves in difficult situations, the women who were interviewed adapted. Some gained more experience and others transferred to smaller companies. Wensil and Ernst found that 70% of the women pivoted twice or more to gain momentum. Many women who stayed with the same company moved geographically or changed fields within the company. n

FINANCIAL SERVICES

Craig Maternowski Promoted to Principal at SVA Certified Public Accountants

SVA Certified Public Accountants is pleased to announce the promotion of Craig Maternowski to Principal.

Craig works closely with business owners and their management teams to advise them on accounting and tax issues. His experience gives him the ability to consult with clients in a variety of areas such as entity selection, tax credits, savings opportunities, compliance with federal and state regulations, and general accounting issues.

Craig also works with highwealth individuals in federal and state compliance, tax research, proactive tax planning, and tax-saving strategies.

FINANCIAL SERVICES

James Emmerich Promoted to Principal at SVA Certified Public Accountants

SVA Certified Public Accountants is pleased to announce the promotion of James Emmerich to Principal.

James is a leader in the firm’s healthcare industry group and he advises clients on budgeting, cash flow management, and tax-savings strategies. He is experienced in developing compensation models, buy-in and buy-out agreements, and benchmarking.

James also has extensive experience in individual, corporate, and partnership taxation. He provides long-term and short-term tax planning scenarios for his clients to help identify the most advantageous tax-saving strategies moving forward.

MANUFACTURING

Sellars Promotes Chief Information and Customer Experience Officer

Yusuf Abu-Hatoum has been promoted to chief information and customer experience officer at Sellars Absorbent Materials, a Milwaukee-based manufacturer of wipes, absorbents and towel and tissue products. Since joining Sellars in 2020, Abu-Hatoum has had a significant impact on the daily operations of the company. By leveraging cloud technologies, incorporating leading customer service platforms and harnessing the potential of data analytics, he has turned Sellars into a data-driven organization. The changes have given Sellars detailed insight and a competitive edge that positions it for sustained growth and success.

BANKING

Julie Macaluso

Joins North Shore Bank as VP, Treasury Solution Sales

North Shore Bank announced Julie Macaluso as VP, Treasury Solution Sales. Macaluso has over 15 years of treasury experience at financial institutions and is a NACHA Accredited ACH Professional (AAP). She is an active community member.

BANKING

Jack Walden Joins North Shore Bank as VP, Senior Lender Commercial Banking

North Shore Bank announced Jack Walden as VP, Senior Lender Commercial Banking. Walden has over 20 years of industry experience at financial institutions across the state. He has held multiple board and cabinet positions with local organizations.

LEGAL SERVICES

Christopher E. Avallone has been promoted to Shareholder at von Briesen & Roper, s.c.

Chris focuses his practice on representing clients in complex civil litigation, with an emphasis on disputes between shareholders or members of privately-held companies, breach of contract actions, and class action defense.

MEDIA & MARKETING

Debbie Hamlett Joins Milwaukee PBS as Vice President and General Manager

Debbie Hamlett joined Milwaukee PBS on June 12 as Vice President and General Manager for the station. Hamlett brings more than 25 years of public service experience with her to this position.

EDUCATION

COMMERCIAL REAL ESTATE

MSOE welcomes Dr. Sudhir Kaul as chairperson of Mechanical Engineering Department

Dr. Sudhir Kaul oversees the strategic direction and academic development of MSOE’s Mechanical Engineering Department, working with faculty to enhance the curriculum, strengthen industry partnerships, and promote collaborative research initiatives.

Steve Sosnowski Joins Johnson Financial Group

Steve Sosnowski joined Johnson Financial Group as SVP - Regional Manager of the Madison Commercial Real Estate (CRE) Group with 23 years of experience in the industry serving and partnering with developers and investors throughout Wisconsin.

Angela Sela finds fulfillment in growing MGIC’s Habitat for Humanity commitment

By Cara Spoto, staff writer

WHEN ANGELA SELA thinks back on the many Milwaukee Habitat for Humanity builds she has participated in over the past 20 years, there’s one that sticks out.

“It was probably one of the hardest builds I’ve ever worked on, because we were framing –and you actually build and lift the walls. It was a really hot day in August, and the homeowner was there that day, lifting their walls with us,” Sela recalls, tearing up.

Seeing that homeowner put in the hard work toward building a better life for themselves and their family is why Sela has continued to find fulfillment in her work with the nonprofit.

Sela, lead information governance analyst at Milwaukee-based mortgage insurance provider MGIC, first got involved with Habitat in 2003, when she went out on her first build with MGIC.

“They had coworkers going out for a full day’s worth of work. I

remember that it was an 8 a.m. to 5 p.m. shift, because I was really exhausted by the end of it. But, I went out there, and I kind of got the bug,” she said.

Today, Sela sits on a committee at MGIC that helps organize and recruit coworkers for the eight Habitat for Humanity builds the company participates in every year.

“At MGIC, we are a business-to-business organization. It is our mission to get people into homes, but we don’t work directly with homeowners. By being engaged with Habitat, you get a chance to provide that personal touch,” she said. “I believed that other coworkers would want to have that same impact, and I think that’s proven to be true because the program has really expanded. MGIC isn’t a huge company, so to even support eight builds is a lot.”

One of the ways Sela has helped to increase the number of MGIC workers involved in

Angela Sela Lead Information Governance Analyst MGIC

Nonprofit served: Milwaukee Habitat for Humanity

Habitat builds is by using her skill for analysis. She found that when an executive volunteered for, or sponsored, a build, more rankand-file workers participated. She used the data to encourage more executives to sponsor builds.

“Coworkers love to get a chance to work with executives outside of the office – to meet with them and talk with them,” Sela said.

For Annette Adams, MGIC’s chief human resources officer, it is often Sela’s devotion that coworkers mention when they talk about their reason for supporting Habitat.

“She embodies the notion that giving back is important, but bringing others along, and giving back together, goes that much further,” Adams said.

Beth Van Gorp, Milwaukee Habitat for Humanity’s director of volunteering and advocacy, noted how Sela is always strate -

gizing ways to get more people involved.

“Angela is that wonderful volunteer whose own efforts are multiplied by a combination of caring and enthusiastic recruiting,” Van Gorp said.

Sela has also helped to raise money and build homes for Habitat through her work with Women Build, in which a group of women spend a day working on a build site.

“This is the third year that I will be on a team,” Sela said. “I made a point to grab some friends who have never been out because who knows? They might get the bug.”

Sela knows first-hand just how much of an impact homeownership can have on a family.

“I came from a low-income family, but the one thing we had was a house of our own. And that stability afforded me a lot of opportunities … that kind of stability can be lifechanging,” she said. n

Longtime Milwaukee Habitat for Humanity volunteer Angela Sela of MGIC, drills drywall during a recent Women Build event.

Sela poses for a photo in her “Giving Back Together” t-shirt.

Richman’s Clothes in Milwaukee

This 1939 photo from the Carl Remeeus collection shows the Richman’s Clothes store at the northeast corner of North 2nd Street and West Wisconsin Avenue in Milwaukee. Toy’s Chop Suey Restaurant is located just to the north. The corner is now home to the Hampton Inn & Suites building. The hotel closed earlier this year and was acquired by its lender.

COMMENTARY

Cardinal rising from the ashes

WHEN CARDINAL STRITCH announced in April that the university, founded in 1937, was closing down, it was a devastating shock to students and alumni and an example of the financial perils many higher education institutions are facing.

The 44-acre Cardinal Stritch campus, located in Glendale and Fox Point, was put up for sale.

The Ramirez Family Foundation bought the campus for $24 million, with plans to establish a school there. The foundation was created by Gus Ramirez, the executive chairman of Waukesha-based manufacturer Husco International, and his wife, Becky Ramirez. The Ramirez family provided about $60 million to launch St. Augustine Preparatory Academy in 2017. The private, Christian K4-12 school in Milwaukee has about 1,400 students. The school has a “significantly exceeds expectations” rating on state Department of Public Instruction report cards.

Aug Prep serves a primarily Hispanic student population on Milwaukee’s south side. Gus

Ramirez has talked in the past about opening a second school to serve children on the city’s north side. If that vision comes to fruition at the former Cardinal Stritch campus, it would be great for Milwaukee.

But for some, voucher schools like Aug Prep are controversial. They argue that the state’s school choice program drains funds from the public schools and that taxpayer dollars shouldn’t go to religious schools.

The state has an important obligation to educate children, and it’s necessary for taxpayers to fund that. But we shouldn’t get hung up on a public school versus voucher school debate. The goal should be to provide each student a quality education, regardless of which school they receive that education. The idea should be to fund students’ education, not to fund schools. Allocate funding to educate kids and give their parents the option to choose the appropriate school for their child, and that school should receive the funding to educate them.

All schools that receive taxpayer funding should be held accountable and subject to state review. There’s no reason we can’t have a system that enables quality public schools and voucher

VOLUME 29, NUMBER 7 | AUGUST 21, 2023 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120

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COMMUNITY

ENGAGEMENT / OWNER

Kate Meyer kate.meyer@biztimes.com

EDITORIAL

EDITOR

Andrew Weiland andrew.weiland@biztimes.com

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Arthur Thomas arthur.thomas@biztimes.com

ASSOCIATE EDITOR

Maredithe Meyer maredithe.meyer@biztimes.com

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Independent & Locally Owned Founded 1995 —

schools – and their students – to thrive.

Voucher schools aren’t going away. Charter and choice schools in Milwaukee now account for about 40% of enrollment in Milwaukee schools. MPS must coexist with them.

As successful as some of the voucher schools in Milwaukee have been, they’ve been challenged by a disparity in funding. MPS gets $5,000 to $6,000 in additional public funding per student. Choice and charter schools fundraise to make up the difference, but that’s not a sustainable model.

The new state shared revenue law includes a funding increase for voucher and charter schools. Gus Ramirez said that was key to his decision to buy the Cardinal Stritch campus.

Fantastic. Let’s hope it’s revitalized into another outstanding school like Aug Prep. n

ANDREW WEILAND

EDITOR

/ 414-336-7120

/ andrew.weiland@biztimes.com / @AndrewWeiland

— Photo courtesy of Milwaukee Public Library / Historic Photo Collection

KATE KENT

Owner

Nice Hair Industry: Personal care services

Employees: 18

“As someone who has a thirst for learning and personal growth, I’ve sought out and received a lot of advice over the years from educators, coaches and other business owners. My favorite piece of advice is a phrase that my dad has always said: ‘Give it a giggle instead of a sigh.’

“I tend to come back to this one time and time again. What I love about it is no matter what obstacle we are facing, we can choose to see it from a place of joy and lightheartedness verses a place of dread or disappointment. I have found that when I can pause, zoom out and look from a bird’s eye view, then my tiny problem seems comical. I ask myself, ‘Am I going to let this small roadblock get in my way? Or am I going to find a fun, creative way around it, over it or through it?’

“Usually, the giant roadblocks reveal the most magic on the other side, so it’s worth joyfully accepting the challenge.”

AGE: 42

PROFESSIONAL EXPERIENCE: Kent opened Nice Hair in 2018 at 920 S. 2nd St. in Milwaukee’s Walker’s Point neighborhood. The salon sets itself apart by recycling approximately 95% of the items it uses and offering non-gendered services, time-based, flat rate appointments, and no product shelves. Kent is also a beauty industry business coach with a group known as “Destroy the Hairdresser.” She coaches other professionals in emotional intelligence, time management and team communication. Kent’s background is in fine arts, having earned her bachelor’s from the Milwaukee Institute of Art & Design. She later went on to study cosmetology at The Institute of Beauty and Wellness in Milwaukee. Prior to opening Nice Hair, Kent worked as an independent hair artist at Confetti Studio on the city’s East Side. n

Give it a giggle instead of a sigh. “ ”

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