BizTimes Milwaukee | September 4, 2017

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plus MARQUETTE PROGRAM TRAINS COMMERCIAL BANKERS 21 COMPANIES TOUT BENEFITS OF INVESTING IN EMPLOYEES 25 AFFINITY GROUPS AIM TO ATTRACT AND INCLUDE 27

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» SEP 4 - 17, 2017

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BY THE NUMBERS 5 BEHIND THE SCENES 6 BIZ COMPASS 7 IN THE NEIGHBORHOOD 8 GETTING THERE 9 STYLE 10 JUMP START 11 BIZ POLL WHO’S ON THE BOARD 12 INNOVATIONS

13 News 13 MADE IN MILWAUKEE

14 Real Estate 21 Banking & Finance 29 Strategies

COVER STORY

16

Gary Grunau makes some noise Developer takes on his next Milwaukee project: Segregation

Special Report

KAT SCHLEICHER PHOTOGRAPHY

BizTimes Milwaukee (ISSN 1095-936X & USPS # 017813) Volume 23, Number 12, September 4 - 17, 2017. BizTimes Milwaukee is published bi-weekly, except two consecutive weeks in December (the second and third weeks of December) by BizTimes Media LLC at 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120, USA. Basic annual subscription rate is $42. Single copy price is $3.25. Back issues are $5 each. Periodicals postage paid at Milwaukee, WI and additional mailing offices. POSTMASTER: Send all UAA to CFS. NON-POSTAL AND MILITARY FACILITIES: Send address corrections to BizTimes Milwaukee, 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120. Entire contents copyright 2017 by BizTimes Media LLC. All rights reserved.

Contents

25 Leadership Development An inside look at some companies’ affinity groups, which aim to attract and include employees, and perspectives from employers who tout the benefits of investing in employee training in a tight labor market.

29 COACHING 30 GENERATION Y 31 FAMILY BUSINESS

33 Biz Connections 33 PERSONNEL FILE 34 SBA LOANS 35 NONPROFIT 36 GLANCE AT YESTERYEAR COMMENTARY 37 AROUND TOWN 38 MY TOUGHEST CHALLENGE

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Generac’s Waukesha headquarters.

Generac to invest $73 million in Wisconsin facilities, add 400 jobs

By Arthur Thomas, staff writer

Waukesha-based Generac Power Systems Inc. plans to invest $73 million in its Wisconsin facilities as part of a plan expected to create 400 jobs over the next five years.

The company will be making building renovations, equipment investments and expanding its corporate headquarters, research and development, and production operations in the state.

“As we’ve grown and added facilities throughout Wisconsin, it became clear that we needed to invest in a cutting-edge space at our corporate headquarters, allowing us to dramatically advance our key product development and engi-

BY THE NUMBERS Wisconsin cranberry growers are expected to produce

5.6 M I L L I O N

barrels of the fruit this fall, according to the U.S. Department of Agriculture.

4 / BizTimes Milwaukee SEPTEMBER 4, 2017

neering activities,” Jagdfeld said.

In particular, the project will emphasize advanced research and development capabilities and faster in-house prototyping and testing.

“These investments will allow us to quicken the pace of our product development cycles, which is critical to remaining at the forefront of the industries we serve,” Jagdfeld said.

Generac has grown its research and development spending over the past several years, going from $9.9 million in 2008 to $37.5 million last year. Between 2015 and 2016 alone, the company increased its R&D spending by 14 percent.

The Wisconsin Economic Development Corp. is supporting the company’s expansion project with up to $10 million in enterprise zone tax credits. The enterprise zone includes the company’s headquarters and facilities in Oshkosh, Jefferson, Eagle, Whitewater and Berlin.

Most of the investment will be at Generac’s corporate headquarters in Waukesha, but the company will be investing in all of its Wisconsin facilities.

Generac spokesman Art Aiello declined to disclose how much would be invested in each facility or where the 400 jobs would be added.

The actual amount of the tax credits will depend on the number of jobs the company creates,

along with money spent on capital investments and job training.

“From its beginnings in a Waukesha County garage more than 50 years ago, Generac has become a leader in its industry and now employs 2,000 people throughout the state,” Gov. Scott Walker said. “I applaud the company for making the commitment to continue to grow in Wisconsin.”

Generac reported $1.4 billion in revenue last year and net income of $98.8 million. The company has made a number of acquisitions over the past several years, including MAC Inc., Country Home Products, Pramac and Motortech Holding GmbH. Those acquisitions have helped Generac grow its global presence while also expanding into commercial and industrial markets.

In the case of MAC and Country Home Products, the company has eventually moved work from other states to Wisconsin to take advantage of its existing facilities.

Aiello said Generac is dedicated to growing its employment in Wisconsin, but the current investments are not coming at the expense of the company’s other facilities.

Jagdfeld said in February the company would limit its efforts to further diversify its offerings and instead focus on building its natural gas-related business. n

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BEHIND THE SCENES DAN PROFIO PHOTOGRAPHY

Froedtert Hospital’s Integrated Procedural Platform

By Lauren Anderson, staff writer

F

roedtert Hospital recently opened new surgical suites and post-operative areas as part of a multi-phase project aimed at integrating surgical, interventional and intensive care areas on a single, centrally-located floor.

The new operating rooms replace those in the hospital’s basement, which were built in the 1970s. In the new rooms, air is circulated and replaced every three minutes, which reduces airborne pathogens and the chance of infection.

The proximity of the operating rooms to the magnetic resonance room also helps increase efficiency. Previously, surgeons would close the opening, run an MR scan and, if the tumor was not fully resected, for example, perform another operation. Now, a scan can be completed in real-time and surgeons can modify if needed. n

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At about 800 square feet, Froedtert’s new operating rooms are more spacious than those located in the hospital’s basement, which are about 500 square feet.

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Gary Seabrook, senior medical director of surgical services for Froedtert Hospital, describes how the screens display X-Rays, CT scans and the patient’s medical records for reference.

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Seabrook demonstrates how the color of the LED lights in the operating room, which also contain cameras, can be adjusted according to a surgeon’s preference.

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The MR suite is connected to two operating rooms. Seabrook and John Balzer, vice president of facility planning and development, describe how patients are transferred from operating table to scanner.

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Rather than having one centralized fan, the IPP has an array of 20 fans that circulate air in the operating rooms.

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@BIZTIMESMEDIA – Real-time news

BIZ COMPASS

What overused

1

ADAGE OR PIECE OF BUSINESS

ADVICE

DO YOU INTENTIONALLY IGNORE?

1 LORI RICHARDS

president and partner, Mueller Communications LLC

“Some believe ‘There’s no such thing as bad publicity.’ United Airlines’ situation earlier this year is a perfect example of why this adage is false. Today, consumers of goods and services care about the reputation, image and ethics of the brands they choose. Establishing a ‘do the right thing’ culture at the top minimizes risk for bad publicity.”

LIE 2 CHRIS

chief executive officer, Diversified Insurance Solutions Inc.

3

“‘The customer is always right.’ It’s not that I don’t listen to clients or appreciate what they have to say, but I believe they’re often looking for our opinion and potentially, a contrasting insight. I think you lose an opportunity to provide knowledge and stimulate productive discussions if you immediately accept the client’s point of view.”

3 ANTHONY VASTARDIS

CEO, Dental Associates Family & Specialty Care LLC

“‘That’s the way we’ve always done it.’ My position requires me to educate our team members on why change is important so they are comfortable and embrace it. Change is always hard and requires more work upfront, but eventually leads to better outcomes and more efficiency that allows us to remain relevant and competitive.”

2

BRZESKI 4 JILL

4

president and CEO, Boelter + Lincoln

“‘Good things come to those who wait.’ Although patience is a virtue, in our business simply waiting for things to happen can lead to a slow death. Advertising and marketing is a very competitive field and we need to constantly explore new opportunities and technologies for both ourselves and our clients.”

5 DAN M NULTY c

president and chief sales officer, QPS Employment Group Inc

5 6 / BizTimes Milwaukee SEPTEMBER 4, 2017

“The phrase ‘checking boxes’ has never resonated with me. Many times when you ‘complete’ a task, there is always something you can do to go above and beyond to make sure that you are giving someone the best possible customer service experience. Continuous improvement is something to strive for.” n

IN THE NEIGHBORHOOD

LAKE EFFECT SURF SHOP 1926 E. Capitol Drive NEIGHBORHOOD: Shorewood FOUNDED: 2016 OWNERS: Jake and Alaina Bresette EMPLOYEES: 2 SERVICE: Surfboards, paddleboards, skateboards, clothing and wetsuits

CONNECT WITH INTERNS

How did you decide to open a surf shop in Milwaukee?

Jake Bresette: “I’ve been surfing the Great Lakes for seven or eight years and when I went to look up surf shops, the only one in the state was in Sheboygan.

I always wondered why there wasn’t one in Milwaukee. I was working in insurance, which was not what I wanted to do, so a few years ago, I thought it would be cool to start something in this area.”

How big is the surf scene in Milwaukee?

“It’s getting bigger

and bigger every year. Facebook and Instagram have really helped boost awareness of the sport.

When I first started going out, there were maybe one or two other guys out there.

Now, on a good day, you can see as many as 20 people at Atwater Beach.”

What is the top seller in the store?

“Our local-themed clothing, like our Wiloha clothing, is definitely our best seller.” Wiloha is a word the Bresettes invented combining Wisconsin and Aloha, which has been a big

hit with customers.

When you and your wife, Alaina go on vacation, is it always beach-based?

“A lot of the time it is ocean-orientated – I’m always looking for waves – but she is a killer snowboarder, so she’ll say, ‘Let’s do the slopes.’ We can appreciate anything.”

What is your favorite beach?

“Here in Milwaukee, I really like Atwater Beach; otherwise, North Point, at the south end of Bradford Beach. In the state, Sheboygan is a great spot to surf.” n

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InternshipWisconsin.com biztimes.com / 7

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GETTING

THERE

PRESENTS:

Why stay in Milwaukee?

“If I was at this point in my career 20 years ago, I probably would not have stayed in Milwaukee. But with the explosion of the food and wine scene here in the last five to eight years, there are so many great opportunities that I think even little Milwaukee compares to some of those big food cities when it comes to our food scene.”

2017

How do you stay ahead of restaurant industry competition?

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

The awards will shine a light on excellence in philanthropy and nonprofit leadership. The recipients of the awards will be saluted at a breakfast program on November 2nd, 2017.

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

2017 Awards Categories Corporate Citizenship Awards • Corporate Citizen of the Year • Next Generation Leadership • In-Kind Supporter • Corporate Volunteer of the Year • Lifetime Achievement

Save the Date: November 2, 2017

What influences you in your profession?

“Food was always important in my family, growing up, and so was wine.

I am Sicilian and Polish and both my grandparents were born in Europe, so I grew up with a lot of European influences – for example, being able to taste wine at 10 years old at the dinner table. I feel those traditions did guide me in the food and wine direction.”

Dream restaurant: “If I was going to open a restaurant, I would want to open a really cool, Italian-style, old school steakhouse. When you think of places that Frank Sinatra and Dean Martin would eat back in the old days in New York and Chicago, that’s something I would love to have someday.”

Any food/restaurant blog recommendations?

“Eater NY. A bunch of different chefs write all kinds of articles on different restaurants around the New York area and happening trends with food.”

Nonprofit Organizations, Leadership & Support Team Awards • Nonprofit organization of the year (Small & Large Categories) • Nonprofit Collaboration of the year award • Nonprofit Executive of the Year • Social Enterprise

Nominate Today! www.biztimes.com/npawards Nomination Deadline: August 31, 2017 PRESENTING SPONSOR:

“It’s a small city, so everybody knows everybody. It’s very easy to get references, but if you’re not good at what you do, it’s hard to find jobs. A big part of staying ahead is education, work ethic and gaining knowledge. I’m not afraid to travel and try restaurants in New York, San Francisco and around the world and experience the food scene in other cities. I put a lot of effort into gaining that knowledge.”

SPONSOR:

JASON WEDNER AGE: 43 HOMETOWN: Milwaukee area EDUCATION: Milwaukee Area Technical College, hotel and hospitality management PREVIOUS POSITION: General manager, Rare Steakhouse, downtown Milwaukee CURRENT POSITION: Food and beverage operations manager, Ambassador Hotel

8 / BizTimes Milwaukee SEPTEMBER 4, 2017

bags & totes HANDMADE LEATHER TOTE

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$185 at Buorsajo Boutique, Milwaukee Meg Rittgers, owner of Buorsajo, handcrafted this navy blue tote bag with the perfect size and durability to carry a laptop or work files to the office. She also makes custom laptop cases.

URBAN EXPRESSIONS REVERSIBLE TOTE 2-IN-1 TOTE $44 at Access Boutique, Milwaukee This silver and gold reversible tote is large enough to fit a laptop and a removable, matching purse that comes with it.

$90 at Lela, Milwaukee This tan and black basket weave tote can serve its purpose as a work bag during the day, but transform into an out-on-thetown bag in the evening. Its black leather tassel tie completes the look.

biztimes.com / 9

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BIZTIMES MEDIA – Connect

MILWAUKEE DENIM CO. LOCATION: Clarke Square, Milwaukee FOUNDER: Elmer Moore, Jr. FOUNDED: 2013 SERVICE: Denim apparel WEBSITE: milwaukeedenim.com EMPLOYEES: 1 GOAL: Pre-sell 100 pairs of jeans

LILA ARYAN PHOTOGRAPHY

EXPERIENCE: Executive director, Scale Up Milwaukee

Milwaukee Denim Co. to make jeans in Clarke Square

By Molly Dill, staff writer

10 / BizTimes Milwaukee SEPTEMBER 4, 2017

IN 2013, Elmer Moore, Jr., moved from New York to Milwaukee. He learned about Milwaukee’s manufacturing heritage, and a thought occurred to him: Milwaukee Denim Co. “It just sounded like something that should already exist,” Moore said. “If you think about blue collar folks, you think of denim. I wanted to build a company and a brand that celebrated and captured that.”

Moore is executive director of business growth organization Scale Up Milwaukee, director of economic development at the Greater Milwaukee Committee, and teaches an entrepreneurship course at Marquette University. He plans to continue in those roles while launching a new company.

“I’m bringing a lot of the ideas that allow me to be effective in promoting Scale Up to what I do at Milwaukee denim,” he said. “My work in Scale Up is absolutely about encouraging growth in order to generate economic prosperity. It’s about people raising the heights of their ambition.”

Moore is currently building out a 1,100-square-foot production space for Milwaukee Denim Co. in Milwaukee’s Clarke Square

neighborhood. The cut-and-sew operation will have three part-time employees to start.

Milwaukee Denim Co. has found success with its initial product, a denim cap. Now, it’s getting into the business of making jeans.

Moore is currently working to pre-sell at least 100 of the company’s “Founder Series” limited edition jeans for $250 each to fund the initial production run. He’ll fund the rest of the rampup costs with about $35,000 in debt.

“The purpose of doing pre-sales is I want to make sure that this is very well validated,” Moore said.

Production will begin this fall, with the goal of making 300 pairs of jeans per month. They’ll be sold via e-commerce, but Moore plans to eventually open a brick-and-mortar shop.

“Milwaukee Denim is about this crazy idea I had that Milwaukee is just an incredible aesthetic and brand opportunity that I want to materialize in the form of an apparel company,” Moore said. “I can do that while paying people and giving people jobs and telling the world how great Milwaukee is—come on, why would I not do that?” n

BIZ POLL

A recent survey of BizTimes.com readers.

Who’s on the Board?

Do you think the group trying to bring back Midwest Express will be successful?

YES: 44%

NO: 56%

THE MARCUS CORP. • Stephen Marcus, chairman, The Marcus Corp.

• Gregory Marcus, president and chief executive officer, The Marcus Corp.

• Bronson Haase, former CEO and/or president of: Wisconsin Gas Co., Ameritech Wisconsin and Pabst Farms Equity Ventures • Diane Marcus Gershowitz, investor and real estate manager • Tim Hoeksema, former president and CEO of Midwest Air Group • Allan H. “Bud” Selig, commissioner emeritus of Major League

Stephen Marcus

Baseball • Bruce Olson, former senior vice president of The Marcus Corp. and former president of Marcus Theatres Corp.

• Philip Milstein, principal of Ogden CAP Properties • Brian Stark, founding principal, CEO and chief investment officer of Stark Investments • Katherine Gehl, former chairman and president of Gehl Foods Inc. • David Baum, president, Maven Marketing LLC and former partner at Goldman, Sachs & Co.

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Monday, September 18 1:30 – 4:45 p.m.

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biztimes.com / 11

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INN See the doctor, stay at home

12 / BizTimes Milwaukee SEPTEMBER 4, 2017

BIZTIMES MEDIA – Like us

VAT I GOT THE FLU but don’t want to leave the comfort of your own home?

That’s not a problem with Aurora Health Care. The doctor will see you now – on your phone.

The health care system recently launched a new service that allows patients to have a virtual appointment with a doctor via mobile device or computer.

Called “Video Visit,” the service expands Aurora’s telemedicine offerings, following the health system’s rollout last year of e-visits – a service that allows patients to email a physician about their condition and receive a response or diagnosis within an hour.

“The Video Visit is a way to provide easier, faster access to health care services through a video visit mechanism,” said Andy Anderson, chief medical officer for Aurora.

“So a patient is able to stay in their home environment and connect directly to a physician through their computer or mobile device and get care quickly and efficiently.”

The Video Visit service is designed for patients with common conditions, like cold, flu, headache, sinus infection or red eye, among others.

Patients can either log on to Aurora.org/videovisit on a computer or download the Video Visit app through an app store to access the video appointments. Patients are asked a series of questions, including the reason for their visit and whether they need a language interpreter, and then are able to select from a list of available physicians. The physician profiles include background information and their five-star rating based on prior visits.

From there, the Aurora platform functions similarly to Skype or FaceTime.

“The patient can see the

NS

physician, and the physician can see the patient – and the patient can show the physician a rash or a physical sign that they might have,” Anderson said. “Then they can have a live chat about what they’re feeling.”

The physician Robert Frank, a physician with Aurora Health Care, demonstrates can then prescribe a Video Visit, in which a patient can have a doctor’s appointment medication if via mobile phone or a computer. necessary, or just give advice on how to remedy the condition from Anderson said he sees the home. If a patient has more severe video appointments as a supsymptoms, Anderson said, he or plement to traditional services, she would be directed to be seen in not a replacement of patients’ person at an urgent care center or relationships with health care the emergency room. practitioners.

The physician has access to the “The long-term relationship patient’s full electronic records – between a patient and doctor is medical history, medications and critical, especially for patients that previous visits – and the video have chronic illnesses or things like visit is logged just as any other blood pressure control, diabetes appointment would be. A pool of or asthma,” Anderson said. “They physicians is available 24 hours really need to have that longer a day, seven days a week for the term, continuity relationship with Video Visits. a physician. These are meant to Typical appointments last supplement for convenience sake around 10 minutes. The video apfor things like the common cold pointments cost a flat fee of $49, or an episode of diarrhea, where a and insurance is accepted. patient can stay in their own home It’s a cost effective alternative to setting and get quick advice.” n a traditional appointment or emergency room visit, Anderson said.

“It’s going to be relatively quick, and it’s certainly going to be a whole lot quicker than having to get in your car and drive to a doctor’s office or urgent care,” Anderson said. “It will save a lot of time.”

As the telemedicine trend takes off, Aurora joins a growing number of providers offering similar services.

Froedtert & the Medical ColLAUREN ANDERSON lege of Wisconsin’s health network Reporter offers a 24/7 “Virtual Clinic” via P / 414-336-7121 E / lauren.anderson@biztimes.com webcam – although phone video T / @Biz_Lauren visits are not offered – for the same fee as Aurora.

BizNews

Winco Stamping borrows from past and present WINCO STAMPING INC. will mark 70 years in business next year and, like many companies with a decades-long history, it is constantly seeking a balance between the principles and techniques that have kept it in business and modern practices that can take things to another level.

The Menomonee Falls-based contract manufacturer specializes in short- to medium-run work and has long made customer diversification a key part of doing business.

That means making sure no single customer accounts for more than 10 percent of sales.

“If they’re creeping up then you’ve got to go out and find more work,” said Scott Wendelburg, Winco president and chief executive officer.

Winco has two facilities. Its headquarters is a 38,000-squarefoot facility along Pilgrim Road and it operates a 36,000-square-foot manufacturing facility in Ohio.

Having a satellite facility allows Winco to better serve the eastern part of the country. The company has been looking to shift work destined for customers east of Indiana to the Ohio operation to open up capacity in Wisconsin.

“We’re bursting at the seams here,” Wendelburg said, noting the company added a second shift for the first time in August. “I’m not worried about filling up this facility.”

Beyond keeping a broad customer base, Winco also tries to stay focused on picking up the work it can do well. Wendelburg said that means doing short to medium runs on parts of which companies need 1,000 to 100,000 per year.

“That’s really our sweet spot,” he

said, although for some parts, Winco will make 250 in a year and for others, it will run 300,000.

Winco doesn’t do progressive stamping, where a single tool would make repeated strikes to form a part, so each piece has to go to several different stations to be completed.

That means the price for each piece is a little higher, but the company is able to keep tooling costs down, averaging $470 last year.

“You can go to a hundred different stampers and get a quality part at a relatively decent price with on-time delivery. That’s just a given these days,” Wendelburg said.

Dealing with intense competition means finding ways to stand out. Keeping tooling costs down is one way for Winco to do that.

Wendelburg said the company buys tooling materials in bulk and has developed a standardized mount for every tool and press in the shop to make it easy to change tools.

“We used to have all these presses because it would take a half hour, 45 minutes to set the press. Now we can change it in under a minute,” he said. “All these presses are just waiting for an operator. The operator is never waiting for a press.”

Having the flexibility to put any tool on any press is part of another differentiator: being easy to do business with. Wendelburg said the goal is for customers to be able to submit their order, receive an acknowledgment and not have to worry about getting the right parts on time.

Being easy to work with requires a customer-focused culture developed over years, but that can be challenging to do with a mix of full-

Winco uses a standardized mount to quickly change tools.

WINCO STAMPING INC. W156 N9277 Tipp St., Menomonee Falls

INDUSTRY: Contract metal stamping EMPLOYEES: 48 Winco, 72 from staffing agencies www.wincostamping.com

time Winco employees and those brought on from staffing firms. It’s also a challenge with some employees having worked for the company for almost 40 years and others just starting their career.

One way to manage those differences is to bring everyone together with fun activities. Winco’s website and social media pages are filled with photos of ugly sweater parties, Halloween costume contests, company cookouts and volunteer activities.

Wendelburg said putting those on display is a way of showing the company culture to potential future employees.

“It’s a balancing of being that loose, fun company, creating that atmosphere, but still knowing that there’s a job to be done,” he said.

Getting the job done has been a point of emphasis for Winco in 2017 as the company transitions under Wendelburg’s ownership.

The company was family-owned since its founding, but Wendelburg took over in March following the death of second-generation owner David Windsor.

Wendelburg said he relies on his management team to keep the

day-to-day operations going while he looks at the long-term picture.

Weekly management meetings have become a place of open, honest communication to make tough decisions.

Next year will likely be filled with tough decisions, too. Winco’s shipping department handles roughly 1 million pieces per month from a small space in the Menomonee Falls facility. The company worked with customer Caterpillar Inc. to streamline the operation, but Wendelburg said finding warehouse space will be on the agenda for 2018. n

ARTHUR THOMAS Reporter

P / 414-336-7123 E / arthur.thomas@biztimes.com T / @arthur8823

biztimes.com / 13

Real Estate

@BIZTIMESMEDIA – Real-time news An aerial rendering of the apartments at Six Points.

Mandel Group expects ‘widespread construction’ on Six Points project

14 / BizTimes Milwaukee SEPTEMBER 4, 2017

MANDEL GROUP INC. is moving forward with its $60 million mixeduse project on the east side of West Allis, which will include 177 apartments and 50,000 square feet of food-centered retail, anchored by an international market.

The project, The Market at Six Points, has been in the works since Milwaukee-based Mandel was selected by city officials as the winning bid in a request for proposal to redevelop the city’s Six Points neighborhood in February 2016.

The neighborhood has been eyed for nearly 20 years by the city as a prime area for revitalization.

Until last month, when Aurora Health Care announced it would build a $9 million, 30,000-squarefoot clinic at the corner of West Greenfield Avenue and South 66th Street, the project appeared to be stalled.

But Robert Monnat, partner and chief operating officer of The Mandel Group, said the Aurora deal needed to be inked before the rest of the development could move forward.

In late August, Mandel Group submitted plans to the City of

West Allis for the apartments. Together, the medical clinic and the apartment development make up $50 million of the project.

“North of National Avenue, there will be widespread construction activity by the end of the year,” Monnat said. “The start is imminent on both projects.”

The apartments, which will be built in two C-shaped buildings surrounding a courtyard, will be adjacent to Aurora’s new clinic, at South 66th Street and West National Avenue.

The floor plans have been created with West Allis residents in mind and will not be found in any other Mandel Group properties, Monnat said.

One style, called the “perfect roommate unit,” is a two-bedroom, two-bathroom apartment that is identical on both sides, so neither renter pays more or gets less private space. It is priced so each person pays $800 per month.

One-bedroom units are priced at $999 – a price point that is difficult to find downtown, Monnat said.

“This is something that has not been done before,” Monnat said. “It is a specifically tailored development with our level of quality, that is incredibly high but at a price point that reflects the buying habits of the residents in West Allis.”

A 3,000-square-foot amenities space includes a club room, game room, full fitness center and possibly a pool in the courtyard.

“That area becomes a third space for residents to go to socialize, use as a convenience, use to get a workout in, and create a sense of community,” Monnat said.

The city will review the apartment proposal at the end of September.

Meanwhile, Ian Martin, vice president of development for Mandel Group, has been meeting with dozens of potential food-focused retailers for the 50,000 square feet of space available at six locations.

The spaces range in size from 2,450 square feet to 7,300 square

7 9

4 3 2 10

JOHN ELLIOTT OF MKE DRONES LLC

1

feet and each includes an outdoor patio space. This does not include the 23,000- to 40,000-square-foot grocery store.

Martin describes the process like a baseball game. He said he is in the seventh inning with some tenants and in the first and second with others.

“For Aurora or an apartment developer, looking 24 months out is business as usual, but for most people in the restaurant business, outside of the big national chains, you tend to grow organically, so it is a bit of a time challenge,” Martin said. “We’re also cautious about who we talk to. The idea is to cultivate a lineup of people who fit the big picture.”

Mandel Group was attracted to the site because of the renowned West Allis Farmers Market. Ideally, the developer would like to sign local restaurant owners who fit with the neighborhood it’s creating.

Mandel Group is talking to developers and operators of brew pubs and owners of small but well-regarded restaurants in the area.

Mandel Group has letters of intent with two local operators and

8

WHO OWNS THE BLOCK

6 5

is in negotiations with a grocery store tenant that would anchor the development with an international market.

“When we first started, we wanted to get the grocery set and fill it out after, but we had a couple of false runs down the aisle with a few different tenants,” Monnat said. “We want the complete food shopping experience where someone comes to the farmers market and then lingers around, shops the international market and has an experience that is convenient and unique.” n

NORTH DOWNER AVENUE FROM EAST WEBSTER PLACE TO EAST BELLEVIEW PLACE 1 2551 N. Downer Ave.

6 2597 N. Downer Ave.

Property owner: CSFB 2006 C4 North Downer Avenue LLC, an affiliate of New York real estate services company C-III Capital Partners LLC. Tenant: Starbucks

Property owner: CSFB 2006 C4 North Downer Avenue LLC Tenant: Pizza Man 7 2590 N. Downer Ave.

2 2559 N. Downer Ave.

Property owner: CSFB 2006 C4 North Downer Avenue LLC Tenant: Boswell Book Co. 3 2565–77 N. Downer Ave.

Property owner: CSFB 2006 C4 North Downer Avenue LLC Tenant: Vacant 4 2581 N. Downer Ave.

Property owner: CSFB 2006 C4 North Downer Avenue LLC Tenant: Salon Nova & Lash Boutique

Property owner: Associated Bank Tenant: Associated Bank 8 2580 N. Downer Ave.

Property owner: DAPL LLC, registered to Van Buren Management Inc. Tenant: Nail Bar Milwaukee 9 2584 N. Downer Ave.

Property owner: DAPL LLC, registered to Van Buren Management Inc. Tenant: ABM Parking - Downer Avenue Garage 10 2568 N. Downer Ave.

Property owner: Barbara Pleva Tenant: Private homeowner

5 2589 N. Downer Ave.

Property owner: CSFB 2006 C4 North Downer Avenue LLC Tenant: Landmark Downer

Source: City of Milwaukee property assessments

CEO CONVERSATION MAKING BIG STRIDES IN SMALL BUSINESS CONVERSATION WITH JIM ZAISER, President at Hydro-Thermal Corp.

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COVER

STORY

u a n u r G y e r s i a o G n e m o s s e mak

e xt n s i h on s e n k o a i t t r a e g e p r o g l : Se t Deve c e j o r ep e k u a Milw

R

By Corrinne Hess, staff writer

eal estate developer Gary Grunau, one of Milwaukee’s most prominent business and civic leaders, has a new look.

Making his way across Schlitz Park on a sunny August day, Grunau is moving slower than normal.

But with his well-trimmed beard, hand-woven Panama hat and blazer worn casually over jeans, he looks a bit like “the most interesting man in the world” from the Dos Equis beer commercials.

At the very least, he’s one of the most interesting people in Milwaukee.

Many at his age, 78, would take a step back.

But Grunau, who is fighting brain cancer, is doing just the opposite.

The lifelong Milwaukee resident, who has played a major role in several prominent development projects in the city, including the Hyatt Regency hotel, the Schlitz Park office complex, the convention center and the creation of the Milwaukee RiverWalk, believes it is time to focus on something bigger.

Grunau says he is disturbed by Milwaukee’s status as one of the most segregated communities in the country.

The lack of affordable housing that prevents upward mobility for people living in the city’s poorest zip codes.

The lack of support for Milwaukee Public Schools.

And what he describes as citywide and nationwide apathy for racial disparity.

“We’re not a shining star – far from it,” Grunau said.

Segregation hurts the city’s economic competitiveness, but not enough is being done about it, he says.

“What’s concerning is no one is screaming about it,” Grunau said. “We just blunder through life. And that lack of inclusion hurts us downtown. It hurts us in education. It hurts us nationally. If a young African-American student graduates and gets an offer in Milwaukee or Atlanta, they’re in Atlanta so damn fast it will make your head spin.”

Grunau’s concern about making the city more inclusive is not new.

The issue was top of mind for retired ManpowerGroup chairman Jeff Joerres a decade ago when he decided to relocate the company’s headquarters from Glendale to Schlitz Park in downtown Milwaukee, Grunau said.

Joerres predicted by 2025, the scarcest resource in this country would be qualified

people, Grunau said. The two had many conversations about how a firm’s commitment to diversity is in the best interests of everyone involved.

That stuck with Grunau.

Now, Grunau says it is a crucial time to act, in part because of President Donald Trump’s election and performance in office.

“I got dismayed in the horrible election years of 2015 and 2016, and the lack of politeness that has gotten into our society,” Grunau said. “The eventual winner of our presidency did it on a white resentment basis that he is going to protect whites and move everyone who is not white out of our country or incarcerate them. And that got a lot of votes. He’s running his government that way and this whole attitude of us versus them is just repugnant to me and it’s repugnant to our tenants.”

Schlitz Park as ground zero As a developer, Grunau is perhaps best known for his work revitalizing the former Jos. Schlitz Brewing Co. complex. The brewery was shut down in 1981. Grunau and members of the Sampson family bought the property in 1983, and spent years working to transform it into the Schlitz Park office complex.

During the economic collapse and recession of 2008 and 2009, the 1.2 million-square-foot office park had significant vacancies. Grunau and Scott Sampson took a step back and thought about what would attract young professionals downtown.

They invested $30 million remodeling the public areas, renovating several buildings and adding fitness centers, healthy food options and several enhancements for bicycles.

The changes worked. Today, Schlitz Park has less than 50,000 square feet of vacancy, which Grunau anticipates will be filled within the next 60 days by a suburban company that will relocate its headquarters, moving 260 employees downtown.

The 40-acre park currently has 3,500 employees working at 38 businesses in five buildings. Of those companies, 12 are nonprofit organizations.

“They have an agenda, which fits our agenda of education and racial justice,” Grunau said. “It all blends together well.”

Realizing Schlitz Park operates like a small city, Grunau is hoping to begin the conversations about diversity there and then expand them throughout the city.

“Our biggest problem is inclusion and getting beyond us versus them,” Grunau said. “I’m not at all happy with what is happening in this community, but at least we’re going to wake them up because I’m going to start making some noise.”

Earlier this year, Schlitz Park held a diversity fair for tenants, bringing in representatives from nearly a dozen organizations. In June, Schlitz Park held the first of a bimonthly speaker series for tenants.

Upcoming scheduled events are on topics related to understanding Islamic and Muslim culture and Jewish community issues.

Eventually, Grunau will add an ethics center and prayer room to Schlitz Park. biztimes.com / 17

COVER

STORY

“We have an employee base here that matches the demographics of the city closely,” Grunau said. “We’ve always been an innovator with fitness and the bikes and the greenspace. There’s no reason why we can’t be an innovator with creating a working environment where people want to work.”

Turning no into yes The desire to create a more inclusive city comes at a point in Grunau’s life when he wants to take on bigger issues.

In addition to the work he is doing at Schlitz Park, Grunau is the board chairman of the Milwaukee Academy of Science, a public charter school in the city’s Avenues West Neighborhood serving more than 1,000 K4 through 12th grade students from across the city.

The student population at the school is 98 percent black and 94 percent economically disadvantaged.

But the test scores are good and the school “meets expectations,” according to the Wisconsin Department of Public Instruction. Grunau is passionate about his work on the board and is working to help raise money so the high school can double in size.

“The kids are absolute dynamite,” he said.

lem-solver and he has a social conscience. Those two things together get a lot done.”

Block recalled countless meetings he has been in with Grunau at which the answers they heard were “no, no, no.”

“When we left, (Grunau) would say ‘I think we have a crack at it,’” Block said. “He has this innate optimism, coupled with energy and drive. And he doesn’t take no for an answer.”

When asked if Grunau ever succeeded turning the “no” into “yes,” Block laughed and said, “Surprisingly more often than you would think.”

A recent “no” Grunau is still holding out hope for is the Fiserv Inc. corporate headquarters.

Propped up on whiteboards and wooden stands in his conference room at Schiltz Park’s RiverCenter Building are artist renderings of the building Grunau pitched to the Brookfield-based global financial services technology developer.

Schlitz Park was originally being considered as one of four sites the firm was considering, in addition to The Corridor development in Brookfield, the University of Wisconsin-Milwaukee Innovation Campus in Wauwatosa and Reed Street Yards in Milwaukee.

In early August, Fiserv announced it had narrowed its

them,” s u s r e v s u beyond g in in this t t g e n g i d n n e a p e inclusion at is hap is h m w h le t i b becaus o w r p y p u t p s p e m a g e h h l “ Ourbig o wake t not at al t g ’m Grunau I n “ i . y o r d i a g a e G s ’r u – e Gruna ise.” t least w a o t n u e b , y m t o ni aking s commu m decision to three t r a t s o t g sites, omitting Schlitz Park. n i I’m go Grunau’s proposal for Fiserv is a new construcGr unau is also the vice chairman of the Discovery World board, which is attempting to raise $20 million to $25 million to expand its exhibition space and help subsidize admission for people who can’t afford a ticket.

Grunau’s lifelong knack for being able to make people see the bigger picture is now going to be needed more than ever as he tackles some of the biggest issues of his career.

“I found as I got along in my career, I became very successful in selling bigger projects when I could explain the project and how it affected the city and everyone involved,” he said. “So along the line, we did the convention center, we did the RiverWalk system, but really, it took more than just the ability to build something; you had to convince someone it’s for the good of everyone.”

Longtime friend Bruce Block, a shareholder in Milwaukee-based Reinhart Boerner Van Deuren S.C.’s real estate practice, calls Grunau the “Energizer Bunny on steroids.”

“He’s like one engine inside of another, and each one just keeps pumping,” Block said. “He’s an engineer by background, so he’s a traditional prob18 / BizTimes Milwaukee SEPTEMBER 4, 2017

tion, four-story building located on the Milwaukee River between the ManpowerGroup headquarters and Time Warner Cable’s regional headquarters.

“It isn’t dead until it is dead, and the fat lady has not sung,” Grunau said. “It’s in their hands. If I don’t get Fiserv, I’m going to get something else. It is a signature building. It would be a hell of a building for Foxconn. (Foxconn Technology Group) is going to build an office somewhere.”

Grunau believes Fiserv did not publicly name Schlitz Park as a finalist because he was a few days late securing everything needed for the proposal.

He asked Fiserv to reconsider, and as of press time, was waiting to hear back.

The reason Grunau was late is because he was in the hospital undergoing chemotherapy.

A humbling experience On the afternoon of May 23, Grunau met his wife, Joanne MacInnes Grunau, in the garage of their downtown apartment complex so the two could go to the store to replace his laptop.

In the garage, he wasn’t able to articulate what he needed to say to her.

She called the rescue squad.

Within three hours, he had an MRI and was told he had a brain tumor.

Grunau was diagnosed with primary central nervous system lymphoma.

That was a Tuesday. By Friday morning, the tumor was removed.

Grunau then began spending four inpatient days every other week at Froedtert & the Medical College of Wisconsin undergoing chemotherapy.

When the 10-week cycle ended, he began radiation treatment twice a day for three weeks, which he is just finishing. That will be followed by oral chemotherapy and then ongoing medical maintenance.

“I have not been sick, but debilitated – you get hit pretty good,” Grunau said.

Grunau continued to work during his stays in the hospital, setting up a small office each time he was admitted.

“That’s the happiest I saw him,” Joanne said. “In the beginning, I tried to ask him to slow down, but I realize that’s what keeps him going.”

Block said he isn’t surprised his old friend continued to work through his cancer treatment.

“It’s a testament to his fortitude and drive,” Block said. “This is a real physical toll that he’s dealing with, and he just keeps going. We need three or four more guys like him and we could solve a lot of problems.”

Since Grunau was diagnosed, Joanne has taken a leave of absence from her role as board president of Donate Life Wisconsin.

“I think my focus has narrowed,” she said. “It is a lot of medication management, a lot of scheduling, making sure Gary uses his energy wisely and trying to keep him focused on taking care of himself. It has been a big change. But it is good in some ways, to make you stop and think about the way you are spending your time.”

National acclaim When Grunau returned to Milwaukee from Cornell University with a mechanical engineering degree in 1962, he joined Grunau Co. Inc., a mechanical contracting business started by his grandfather, Paul J. Grunau, in 1920.

In the late 1970s, the company was doing work for the Hyatt Regency hotel construction project in downtown Milwaukee when the original developer had to back out of the project because of financial problems. Grunau stepped in as the developer, creating a new company eventually known as Grunau Project Development Inc. Grunau completed the Hyatt in 1980.

Grucon Group LLC was established as the umbrella company for Grunau Co. and Grunau Project Development. The company owned the Hyatt until selling it in 2007.

Grucon was sold to Grunau’s son, Paul, in 1999.

Grunau Project Development was sold to Providence, Rhode Island-based construction and development firm Gilbane Inc. in 2002. Gary Grunau worked as a senior vice president and north central regional manager for Gilbane, running the company’s north central region until 2009.

SHELLY TABOR

After leaving Gilbane, Grunau shifted his focus back to Schlitz Park.

Throughout Grunau’s career, he has also played a leading role in numerous civic projects, including the creation of the Wisconsin Center District to build a new convention center downtown. But one of his proudest achievements is the downtown Milwaukee RiverWalk, which stretches six miles from Humboldt Avenue on the city’s Lower East Side through downtown and the Historic Third Ward.

With a $52 million capital investment, including $36 million from the City of Milwaukee and $16 million from the private sector, many people consider the RiverWalk a catalyst for the dozens of restaurants, offices and apartment buildings that have sprung up between the Third Ward and the East Side.

The RiverWalk is now one of 25 finalists for the Urban Land Institute’s prestigious 2017 Global Awards for Excellence. In July, two jurors were in Milwaukee touring the Milwaukee River by boat, guided by Grunau, former Mayor John Norquist, former city planner Peter Park and former Milwaukee comptroller Wally Morics.

“Having gone through all of this gives you a more global outlook,” Grunau said. “Having the jury here, on the river, and bringing back all of these old buddies that helped you 20 years ago…

It gives you an appreciation that maybe you didn’t take the time for before.”

Schlitz Park received the Urban Land Institute Award for Excellence for Large Scale Rehabilitation in 1992. The organization established the global excellence awards for significant projects in 2012.

This year’s finalists include three located in Asia, two in Europe, and 20 in North America. A group of winners chosen from the finalists will be announced in October in Los Angeles.

Grunau said the national acclaim the RiverWalk has received is gratifying. And he hopes the project wins for Norquist.

“He was the guy who had the cojones and said, ‘We are going to rededicate ourselves to the river,’” Grunau said. “This reinforces our desire to do the right thing. We’ve created something really nifty here. And we don’t want to screw it up.”

About 15 years ago, Grunau was diagnosed with prostate cancer, which he beat. The diagnosis became public when he was asked about it by television news anchor Mike Gousha.

After that, Grunau began talking to a lot of other men going through similar situations.

This time around, he decided to be more open about his cancer diagnosis, sending out an email to friends and family and telling them to share it with others.

Grunau says he is not afraid of the future, but diagnosis and treatment has been a humbling experience.

“Now everything is on the Epic (electronic medical records) system, so the doctor’s files are right in front of me,” he said. “When I have an MRI of my brain, the doctor looks at it and I look at it. He looks at my spine and points to a part that is deteriorated and I see it. I know more about my body than I thought I ever would.” n

Schlitz P

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rWalk biztimes.com / 19

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BOYS & GIRLS CLUBS OF GREATER MILWAUKEE

MISSION

WHO’SWATCHING WATCHINGOUR OURKIDS KIDSAFTER AFTERSCHOOL? SCHOOL? WHO’S

2017 EDITION

The mission of Boys & Girls Clubs of Greater Milwaukee is to inspire and empower all young people, especially those who need us most, to realize their full potential as productive, responsible and caring citizens.

1558 N. 6th Street Milwaukee, WI 53212 (414) 267-8100

boysgirlsclubs.org facebook.com/bgcmilwaukee @bgcmilwaukee

750 $26,808,482 1887

TOTAL EMPLOYEES: ANNUAL REVENUE:

YEAR ESTABLISHED:

SERVICE AREA Boys & Girls Clubs of Greater Milwaukee has 44 locations in the area with more than 43,000 members and serves more than 5,000 kids every day.

FUNDING SOURCES

Publication Date: November 13, 2017 A SUPPLEMENT OF

 Contributions ..........................................................44%  Grants ........................................................................42%  United Way ..................................................................5%  Investment Distribution .........................................5%  Service & Rental Fees ............................................4%

EXECUTIVE LEADERSHIP

Vincent Lyles President & CEO

34

Susan Ela Board Chair

GOALS

FUNDRAISING/EVENTS

Our vision is to build the community’s social and economic fabric by ensuring the academic and career success of every child that walks through our doors. With the help of community partners, volunteers, generous donors and committed staff, Boys & Girls Clubs of Greater Milwaukee provides after-school and summer programming to more than 43,000 children and teens at 44 locations. Within the safety of the Clubs, children and teens receive academic support, free meals, characterbuilding programs and access to role models. Every child deserves a future of unlimited possibilities.

Boys & Girls Clubs of Greater Milwaukee hosts special events throughout the year to engage the public in our mission and raise funds to support our programming. Events include but aren’t limited to our Annual MVP Gala in May, Celebrating G.I.R.L.S in November, YP Prom, and Lumberjack Brunch at Camp Whitcomb/Mason. All events have ticket and sponsorship opportunities, for more information please visit our website.

VOLUNTEER OPPORTUNITIES

GIVING OPPORTUNITIES

The Clubs have a role for skilled and committed volunteers. Our needs are ongoing, and we are always looking to expand our volunteer roster. We offer one-time and recurring opportunities with projects ranging from Club beautification to literacy activities with Club youth. If you are interested in volunteering or creating a one-time opportunity for your company, please complete the Volunteer Inquiry Form on our website or contact our Volunteer Coordinator at (414) 267-8111.

Making a financial gift, attending a special event, volunteering and including the Clubs in estate plans are just a few of the ways individuals can help give Club members the resources they need to work toward productive futures. Your investment will create a ripple effect in the community as today’s young people become tomorrow’s leaders.

BOARD OF DIRECTORS

★ DENOTES EXECUTIVE LEADERSHIP

Christopher S. Abele

Jack A. Enea

Jerome M. Janzer

Richard R. Pieper, Sr.

John W. Splude

Barry K. Allen

Peter Feigin

Jeffrey A. Joerres

James R. Popp

Mary Ellen Stanek

Bevan K. Baker

Edward A. Flynn

Craig Jorgensen

Robert B. Pyles

Mara Swan

James T. Barry, III

William Fitzhugh Fox ★

Tracey Joubert

David F. Radtke

Alfonzo Thurman

David A. Baumgarten

Alexander P. Fraser

Sarah Wright Kimball

Kristine A. Rappé

Harris Turer

David L. Bechthold ★

John Galanis

Michael Lappin

Bethany M. Rodenhuis

John Utz

Thomas H. Bentley, III

Nan Gardetto

Steven L. Laughlin

Mark Sabljak

Gordon J. Weber

Linda Benfield

David Gay

William R. Bertha

Charles B. Groeschell

Thomas M. Bolger

Bronson J. Haase

Keith R. Mardak

Richard C. Schlesinger

Maureen A. McGinnity

Allan H. Selig

Daniel F. McKeithan, Jr.

John S. Shiely

Elizabeth Brenner

William C. Hansen

Robert L. Mikulay ★

Thelma A. Sias

Brian Cadwallader

Thomas J. Hauske, Jr.

Brian Morello ★

Patrick Sinks

Gregory Wesley Arthur W. Wigchers James B. Wigdale Madonna Williams Scott Wrobbel ★

Tonit Calaway

Jack Herbert

Cory L. Nettles

Daniel Sinykin

James L. Ziemer

Tina M. Chang

Renée Herzing

Keith D. Nosbusch

Guy W. Smith

Anne Zizzo

G. Spencer Coggs

Katherine Hust

Wayne C. Oldenburg

Judson Snyder

Diane Zore

Russell M. Darrow, Jr.

Charles V. James

Guy A. Osborn

Thomas L. Spero

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WEARE. ARE.Each Each day after school, thousands kids find safety WE day after school, thousands ofof kids find safety and inspiration their Boys Girls Club.

With academic support, and inspiration atat their Boys && Girls Club.

With academic support, arts programming, structured sports leagues, technology labs and arts programming, structured sports leagues, technology labs and free meals, there something for every kid the Club. free meals, there is is something for every kid atat the Club.

Special Report BANKING & FINANCE

Left: Marquette commercial banking program students Jennifer Gigot (front, third from right), Julie Shlyakhetko (front, second from right) and Sam Dykes (front, far right) with U.S. Bank and BMO Harris Bank employees and program director Kent Belasco (rear, second from left) after a panel discussion on careers in banking.

Marquette program provides commercial banker training

Belasco

By Arthur Thomas, staff writer As classes begin at Marquette University this fall, a group of 19 students will have the unique experience of making actual credit and lending decisions for the Wisconsin Women’s Business Initiative Corp.

The students are the first cohort in Marquette’s new undergraduate commercial banking program, an effort being led by Kent Belasco, a former executive at First Midwest Bank and director of Marquette’s banking program. The idea is to provide students with banking-focused training and the ability to move into increasingly complex jobs right out of school.

“That hits home with all the bankers,” Belasco said, adding many banks have seen their resources available for training reduced as the importance of training increases, because many people don’t come to commercial banking directly. “It can’t be just by chance anymore. They need to have focused people.”

The work with WWBIC is part of the second

of three banking-specific classes that are included in the program. The first class provides students with a baseline understanding of the industry, including how banks make money, how to evaluate banks and their financial statements, dealing with risk, liquidity, loans and loan securitization.

“When somebody finishes this course, they’re going to understand the terminology of banking,” Belasco said.

Students take the class before they are even admitted into the banking program. Before enrolling in the second class, they must go through a series of interviews with Belasco and professionals from the program’s advisory board to be admitted into the program.

If students complete the first two courses, a third course delving deep into regulations and bank risk management awaits in their senior year. Along the way, students are also expected to complete two internships at banks and other finance courses, before eventually graduating

with a bachelor’s in finance with a concentration in commercial banking The program is being responsive to economic and industry events over the past 10 to 15 years, Belasco said.

“We’ve had our challenges with the economy; we’ve had our challenges with unethical behavior,” he said, before adding that banks also play an important role in helping foster economic growth. “We need talent to go back into the community and build the small businesses.”

Commercial banking accounts for roughly 23 percent of finance and insurance sector employment in Wisconsin. Commercial banking employment is down about 1.6 percent statewide and 1 percent nationally since 2012, but it is up 2.6 percent in metro Milwaukee, according to data from the U.S. Bureau of Labor Statistics.

Wages, however, have been growing over the past several years at the local, state and national levels. The average weekly wage in the industry is up roughly 30 percent since 2010 biztimes.com / 21

and around 15 percent since 2012, although the year-overyear increase was down in 2016.

Belasco and Rose Oswald Poels, WisconOs wald Poels sin Bankers Association president and chief executive officer, said the pace of technological change means that many of the jobs in commercial and community banks have been rapidly evolving.

“The potential careers that exist today in banking are different from what you would have found even 20 years ago,” Oswald Poels said.

The role of a teller has shifted to more of a universal banker, new technology has led to expanded opportunities in IT and increased regulations have created more compliance positions for those not as interested in working directly with the public, she said.

22 / BizTimes Milwaukee SEPTEMBER 4, 2017

“During the Great Recession, I think many students were turned off by banks,” Oswald Poels said. “It’s pretty exciting all the opportunities that are there.”

Evolving technology and new workforce needs, however, change what banks need from their employees.

“What it causes is a need for bankers more well-versed in a variety of disciplines within the banking space,” Belasco said.

There are very few commercial banking programs at the undergraduate level around the country. Part of Belasco’s goal is to professionalize the training of young bankers and to help increase awareness of the distinction between investment and community banks.

He’s also seeking to connect Marquette’s commercial banking program to the business world. The program has an advisory board that includes the Wisconsin, Illinois and American bankers associations, along with a number of banks, including BMO Harris Bank, Wells Fargo, U.S. Bank, Wintrust and First Midwest Bank.

“The interest is incredibly strong from the industry,” Belasco said.

So far, five companies have also signed on to support the program as part of its Founder’s Circle. Belasco said the goal is to raise $4 million for an endowment to support the program going forward.

Once the curriculum hits full stride, Belasco believes it can produce 40 to 60 students prepared for the banking industry per year, with cohorts of around 25 each semester. Oswald Poels said those students would be a welcome infusion for her organization’s members.

“It’s really been a challenge to get more talent interested in the industry,” she said, adding many high school students don’t think of banking as a potential career option and those that do often think of working in investment banking and moving to Chicago or New York.

Beyond the training they receive on how to do the work, Belasco hopes making real-world decisions like the ones students will make for WWBIC will help teach a larger lesson about the industry.

“Banking can be a very emotional place,” he said. “It’s not just numbers; it’s people’s lives and it’s people’s businesses.” n

Special Report BANKING & FINANCE

Lending activity remains robust Low rates an opportunity for borrowers

By Molly Dill, staff writer The first half of 2016 was not a good one for the Wisconsin banking industry, as its profits fell sharply from the prior year.

Net income at all FDIC-insured Wisconsin banks was $518 million in the first half of 2016,

down from $614 million in the first half of 2015, according to the FDIC’s Quarterly Banking Profile.

Despite the dip in profits, lending was still up 5 percent year-over-year. That’s been a consistent trend – lending activity has risen

steadily among Wisconsin banks over the past several quarters.

In the first half of 2017, federally chartered Wisconsin banks reported $80.3 billion in total loans and leases, up from $76.8 billion in the first half of 2016.

And the quality of those loans improved.

Noncurrent loans and leases were 0.93 percent of total loans and leases, down from 1.15 percent last year.

The Wisconsin Bankers Association pointed out lending grew in virtually every category in the second quarter.

“As the state has seen positive economic growth and an historically large workforce, we’ve seen increased loan activity and improved asset quality,” said Rose Oswald Poels, president and chief executive officer of the WBA. And the pace of lending activity is not expected to slow down, as the economic picture continues to trend positive and the Federal Reserve is poised to continue steadily raising its federal funds rate. That’s good news for banks that have been seeking larger margins on loans for years.

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Now may be a good time for business owners to lock in low interest rates on long-term loans, even on their personal Doyle Butkiewicz balance sheets, said Doyle Butkiewicz, market manager for J.P. Morgan Private Bank in Wisconsin.

“It’s a very low interest rate environment considering history and borrowing money today for a longer period of time, because rates are low, is something people are thinking about,” Butkiewicz said. “And that can tie back to things like mortgages.”

A mortgage, line of credit or credit facility, borrowed now, would secure a low rate for a long period of time, he said. As borrowers think about their personal net worth over time, it may be smart to borrow now for things like investments, another home or completing a home remodel to reposition their balance sheets.

“As far as borrowers repositioning their balance sheets, we see that in the bond market and for larger corporaJoel Huffman tions certainly, though that has been a regular occurrence over the past several years, since interest rates have been low for quite a while,” said Joel Huffman, senior portfolio manager and investment managing director at U.S. Bank in Milwaukee. “The condition of the lending environment has been strong and continues to be supportive of borrowers. A ‘goldilocks’ environment of continued economic growth, low and stable nominal interest rates and low interest rate spreads over Treasuries encourages companies to borrow if they so choose.”

Huffman said despite the federal funds and short-term interest rates increasing, long-term interest rates have actually decreased since

the beginning of the year, providing more of an incentive to lock in the lowest possible rate.

“I think everybody’s looking at: how do they protect the balance sheet in case rates go up?” he said. “Rates have been low for a long time and lots of prognosticators have predicted rising interest rates and it really hasn’t happened.”

The lending environment should remain favorable to borrowers for the foreseeable future, Huffman said, unless there is a change in underlying economic conditions.

“One of the things we want to be aware of is inflation and could wage growth impact that,” he said. “Although the economy has been doing pretty well, wage growth has been modest.”

Despite wage pressures, though, inflation is expected to remain modest.

“It’s a good environment to be a borrower,” Huffman said. “Obviously, they need to be comfortable with the level of debt that they’re carrying on their balance sheets, but it’s much better than the opposite, where rates are rapidly rising or we’re heading toward a recession, and we don’t see either of those things on the near-term horizon.” n

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Special Report LEADERSHIP DEVELOPMENT

Left: George Warner works on a project at devCodeCamp, an immersive coding school housed in the Ward4 co-working space in the Pritzlaff Building in Walker’s Point.

Lignel

In tight labor market, companies tout benefits of investing in employees

By Lauren Anderson, staff writer Four years into his job with Milwaukeebased software company Integrated Time Systems LLC, George Warner was itching for a new challenge at work.

As an implementation specialist, Warner brought in a lot of clients and was known to be able to handle more challenging cases. When customers asked for customized versions of the company’s workforce time management application, he would improvise solutions, despite not knowing how to code. But to grow professionally, Warner knew he would have to learn.

So he took a risk.

He decided to put in his notice and enroll in devCodeCamp Inc., a 12-week intensive coding school.

“I didn’t think there was a place in my organization if I went to devCode Camp because we outsource our software,” Warner said. “So I waited until right before my review, I was ready to sign up (for devCode), and told my supervisor, ‘I’m going to devCodeCamp. I know there are no

roles here. But if you want to hire me when I’m done, you get first dibs because I like it here.’”

His supervisor came back with a surprising offer.

The company would cover his tuition for the devCodeCamp, pay his salary while he attended the school, give him a raise when he returned and create a new position for him.

Now, six weeks into the devCodeCamp program, Warner already has ideas of how he will apply his new skills to his job.

In a tight labor market, employees like Warner are enjoying newfound leverage in certain industries, as the number of available positions outpaces the talent to fill them.

But for employers, the perennial question – Is it worth it to invest resources into employees’ professional development and education when they could just take those skills and leave? – is intensified.

Employers are seeing the need to make an investment in the current labor market. A

2016-’17 Talent Shortage Survey from ManpowerGroup indicates 48 percent of employers are training and developing employees to fill open positions, a significant jump from a 2015 survey when just 12 percent were using training and development as a solution.

At Milwaukee-based advertising agency Laughlin/Constable Inc., it’s part of the culture to develop leaders from within. Mat Lignel, president and chief executive officer, said it’s “absolutely critical” for the agency to invest in leadership development.

“The two main priorities for us are our clients and our people,” Lignel said. “And in order to be successful with the former, you need to train the latter.”

Two years ago, the firm created a program aimed at developing employees who have the potential to fill leadership positions in the future. The leadership development program recently graduated a class of 14 employees, and a new class of 12 will begin in the fall.

It includes six half-day learning sessions on topics like problem-solving, conflict management, and the art and science of influence and persuasion, and participants are assigned a project.

Lignel acknowledges the sacrifice of taking biztimes.com / 25

employees away from their day-to-day client work, but said the agency gets a return on investment. Employees not only benefit from the training, he said, but they also forge strong bonds with other co-workers.

“I’m always amazed when I hear company leaders say, ‘I’m hesitant about training people because they might leave,’” Lignel said. “Well, if you don’t train them and they stay, that’s not a good picture. This has to be a leap of faith and you have to have trust in your team, which we do. To me, the best way to retain an employee is to help them grow and move forward and thrive in their careers.”

West Bend Mutual Insurance Co. likewise offers several leadership development programs, pays for employees to seek professional designations and assists them with tuition for higher education.

Mike Faley, senior vice president of human resources and administration, said there are multiple benefits to investing in employees: reducing turnover, maintaining the company’s relevance and enhancing workplace culture.

And amid low unemployment, now is the

time to double down on efforts to retain employees, he said.

“With a tight labor market, people have choices, so it’s Faley about matching up what the associates’ goals in their life and career are and do as many things as we can to keep them inside the organization,” Faley said. “This would be the worst time, in my estimation, to pull back on any of those programs. Because what you’re asking your associates and employees to do is leave so they can have their needs met somewhere else.”

While it’s common for employers to look outside their company to fill developer positions, the stories of devCodeCamp students indicate employers are seeing the value of investing in their own talent.

Paul Jirovetz, vice president of operations for devCodeCamp, said he’s seen accountants,

business owners and teachers change their career trajectories by participating in the coding camp. Most come in with no coding experience.

In two years, the program has produced more than 100 software developers.

“There’s nothing that says, ‘We value you,’ more than actually giving an employee a true skillset. Not just sending them to a conference for the weekend, but saying, ‘You’re a person we want around’ … It’s not just about raises or more vacation, but ‘Can you help me improve what I do?’ … It’s a huge part of retention, especially for developers.”

Warner just wishes he would have made the leap a long time ago.

“In my role, I knew I was going to be doing the same thing … I would get the same yearly (salary) increase, bring on a certain number of new users every year,” he said. “… You have to show them there is some value beyond doing a good job. They are expecting you to do a good job. Anybody is replaceable. But if you can bring more than what’s required of you – at that point, what company is not going to show you some sort of reciprocal benefit?” n

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Special Report LEADERSHIP DEVELOPMENT

Left: A Baird Women Advisors event in Denver.

Phillips

Affinity groups aim to attract and include employees

By Maredithe Meyer, staff writer During her first day on the job as a financial advisor at Milwaukee-based Robert W. Baird & Co. Inc., Emily Phillips found a handwritten note sitting on her desk that she says set the trajectory of her career.

The note was from a senior financial advisor on the council of Baird Women Advisors, an affinity group for all female advisors at the company. She welcomed Phillips to the position and offered advice and constant support in her new role.

“When you’re new to a job, there are unexpected surprises left and right,” Phillips said.

“Right off the bat, BWA gave me an immediate network of resources that, as a new advisor, I had access to best practices and unlimited advice, which was tremendous early on.”

BWA is one of Baird’s various affinity groups that, similar to many corporate organizations, the company established to connect its employees to each other and to the larger community.

The group started in 2008 after a female Baird advisor accompanied a colleague to her recognition as one of Barron’s Top 100 Women Financial Advisors. She liked the idea of being present to celebrate a fellow female’s

achievement in her field – “being each other’s cheerleaders,” as Angela Krause-Lane, financial advisor at Baird and Baird Women’s Advisory Council president, puts it.

“Baird recognizes the importance of growth and by providing us this opportunity to meet other women in the field, it promotes our success – and we want to be successful for Baird,” she said.

Krause-Lane was elected to her position at the start of this year, and for the next three years will head the group’s leadership council of 12 experienced female advisors, recruit potential female financial advisors, provide mentors to newcomers and organize BWA’s meetings and leadership development conferences. Annually, BWA attends an event with Ascent, a Baird affinity group for all female employees.

Now, only four years into her career as a financial advisor, Phillips uses the same level of support that BWA gives her to assist a different population of Baird advisors: the non-veterans, or those with less than 10 years of experience in the field.

Earlier this year, Phillips was one of 10

Krause -Lane

advisors nominated by executives to create the Next Gen Advisory Council, a resource group that connects the company’s non-veteran financial advisors – 221 of them in all – with a network of veteran advisors. The council uses a similar support model to that of BWA. “The leadership development component is so important to give back,” Phillips said. “It is hard to be a woman advisor; we face different challenges than men. It is hard to be a young advisor; we face different challenges than someone who’s been an advisor for 20 years.

The council is charged with providing that mentorship to next gen advisors.”

By proactively reaching out all new advisors when they start working at Baird, the council includes them in its informal network. Phillips said for the future, the council has considered creating an official Next Gen affinity group, but biztimes.com / 27

Left: Associated Bank’s Young Professionals of Associated volunteering in the Milwaukee community.

only if it is the best way to support the next generation.

“Larger organizations have the capacity and numbers to make these groups work,” said Lynell Meeth, director of member content at MRA-The Management Association. “They can offer different employees the resources to have affinity groups, which allow employees to be involved with and feel connected to their organization.”

For employees who do not hold leadership roles at a company, they can use affinity groups to learn and develop leadership skills, including collaboration and interacting with executives.

Company leaders may not have noticed these employees in the past, but their participation in affinity groups makes them visible, Meeth said.

“I can think of multiple examples of colleagues who started as personal bankers but have moved to different areas within the organization because they were able to talk to and interact with company leaders through various affinity group events and activities,” said Darcy Pierson, director of inclusion, engagement and change management leadership at Associated Bank.

She oversees the company’s six affinity groups, which aim to include and attract all types of individuals to the bank – both employees and clients. The groups are centered on

gender equality, young professionals, cultural awareness, the LGBT community, veterans, and employees with cognitive, physical and mental disabilities.

“Affinity groups have to be aligned with the company’s culture,” Meeth said. “And they can help build the culture by promoting ideas that work in its favor.”

So, if a company’s culture is about valuing open communication, affinity groups should work to promote open communication throughout the company.

Recently, Associated Bank’s Pride & Equality Exchange – its LGBT rights-focused affinity group – reviewed the company’s equal opportunities statement and, after deeming it below its standards, brought in a human rights organization that made suggestions to improve the statement. And the company’s executive team took the advice.

“Employees have good connections and are socially involved,” Meeth said. “Executives get excited when they listen to their employees and it opens their eyes to opportunity beyond their four walls.” n

St. Vincent De Paul Society of Milwaukee PHONE: (414) 462-7837 WEB: svdpmilw.org The mission of the St. Vincent de Paul Society (SVDP), an international volunteer organization whose members are known as “Vincentians,” is to eliminate poverty and hunger, by promoting and establishing acts of charity and justice.

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Strategies COACHING

True grit Take control of the stress in your life

In my last column, I wrote about the important contribution positive emotions can have on individual wellbeing, satisfaction and performance in an individual’s personal and professional lives. In this column, I explore another emotion, resiliency or “grit” and discuss why it is important as we confront the turbulent times that seem to so often characterize our lives these days.

About 50 years ago, medical researchers Thomas Holmes and Richard Rahe published findings based on studying medical patients to see if exposure to various life events predicted illness. They created a scale based on “life change units” (i.e., the stressors in one’s life) and found that the higher a person’s score, the more likely he or she was to become ill in the near future.

This study remains very relevant today because our world is increasingly complex and stressful.

As we all know, stress is a 21st century epidemic. Stress is a major cause of both emotional and physical health problems.

What can we do to take control of our lives in the face of ever-increasing stress, uncertainty and adversity? Researcher and author Paul Stoltz (author of “Grit: The New Science of What it Takes to Persevere, Flourish, Succeed”) suggests the best place to start is by looking inside ourselves to determine how “gritty” we are in order to develop

an adaptive mechanism for confronting the challenges we face. Stoltz defines grit as, “our capacity to dig deep and do whatever it takes – even sacrifice, struggle and suffer – to achieve our most worthy goals in the best ways.” According to Stoltz, the four building blocks of GRIT are: • Growth Our propensity to seek and consider new ideas, additional alternatives, different approaches and fresh perspectives.

• Resilience Our capacity to respond constructively and ideally make good use of all kinds of adversity.

• Instinct Our gut-level capacity to pursue the right goals in the best and smartest ways.

• Tenacity The degree to which we persist, commit to, stick with and relentlessly go after whatever we choose to achieve.

Stoltz’s basic message is that rather than act passively and let life dictate the choices we make (i.e., playing defense), the better way is an assertive approach in which we take the initiative to make good things happen through effort and perseverance (i.e., playing offense). Rather than getting mired down in a self-defeating loop of feeling sorry for oneself (i.e., “I am bad, dumb, weak, etc.”), Stoltz suggests we need to reframe our capabilities in a positive direction (i.e., “I am good, smart, strong, etc.”). To do so, he suggests we ask the following kinds of questions: • Where can I go to get what I need to solve this?

• How can I respond better or faster?

• How can I approach this situation smarter or better?

• How can I unleash another, upgraded best effort toward this goal?

Ultimately, to become gritty, Stoltz suggests we spend time building and developing our capabilities relative to four essential capacities: • Emotional Our ability to commit and to remain strong,

determined, engaged and unwavering in pursuit of our goals.

• Mental Our ability to focus intently, even struggle over long periods of time, in pursuit of our goals.

• Physical Our ability to dig deep, suffer, endure, withstand pain, and persevere in pursuit of our goals.

• Spiritual Our ability to suffer well, to maintain our faith and belief, to remain centered and clear, and to transcend any frustration in pursuit of our goals.

Stoltz’s research suggests that by developing these capacities, we can realize improvement in such areas as: goal magnitude, goal fulfillment, job level, growth mindset, mental agility, effort, engagement and persistence.

Ultimately, by following Stoltz’s GRIT model, we might just come to see that former UCLA men’s basketball coach John Wooden (my all-time leadership hero) was absolutely correct when he observed, “Adversity is your asset!” n

DANIEL SCHROEDER Daniel Schroeder, Ph.D., is president of Organization Development Consultants Inc. He can be reached at 888.827.1901 or dan.schroeder@od-consultants.com. biztimes.com / 29

Strategies GENERATION Y

Engage the new workforce It is evolving rapidly

“There are actually more and more studies being published stating that millennials aren’t as different at all from prior generations.”

— name

Who are the modern millennials? Are you ready to engage the new workforce as it continues to rapidly evolve?

According to the 2017 Deloitte Millennial Survey, “Apprehensive millennials: seeking stability and opportunities in an uncertain world,” millennials are increasing loyalty to companies and seeking certainty in their life.

“In fact, millennials in the U.S. are now more likely to say they will stay beyond five years than to leave within two. While these results signal better news for employers, the 38 percent of millennials globally who would leave the job within two years, if given the choice, is still high.”

What’s more, the millennials (those born between about 1980 and 2000) will soon surpass the baby-boom generation as the nation’s largest living generation. By 2020, millennials will also make up 50 percent of the workforce. What is the key to the retention of the new generation?

FINDING WHAT MATTERS TO MODERN MILLENNIALS (FROM THE 2017 DELOITTE REPORT): 1) Stability • “As a specific issue, unemployment continues to worry millennials; with a quarter (25 percent) concerned, it ranks third of 18 items measured.”

• “Having lived through the ‘economic meltdown’ that began in 2008, and with high levels of youth unemployment continuing to be a feature of many economies, it is natural that millennials will continue to be concerned about the job market.”

2) Flexibility • “Overall, 84 percent of millennials report some degree of flexible working in their organizations.”

• “Meanwhile, 39 percent of millennials say 30 / BizTimes Milwaukee SEPTEMBER 4, 2017

they work in organizations that offer a highly flexible working environment.”

• “Compare this to about 3 in 10 whose workplaces feature moderate (31 percent) or relatively low levels (27 percent) of flexibility.”

3) Management style • “From the survey findings, it is clear— millennials appreciate straight-talking language and passion.”

• “These findings echo our 2016 survey in which we investigated the impact of different management styles. That survey suggested that organizations taking an inclusive approach, rather than an authoritarian/rules-based approach, are less likely to lose people.”

• “There are other findings in the survey to suggest millennials appreciate working in continued on page 34...

ALETA NORRIS Aleta Norris is a co-founding partner of Brookfield-based Living As A Leader, a national leadership training, coaching and consulting firm. She can be reached at (414) 708-1472.

Strategies FAMILY BUSINESS

The silent voice Make a final message for your family

“Family businesses need to remember the important thing you brought to the firm: You. Your values. Your way of doing business.”

— name

It was Mother’s Day in 1968. We had just come home from church. I was six years old. I ran into the back bedroom of my grandparents’ house to say hello to my grandpa, only to find him in the throes of death.

He had been sick for months, but we thought – I thought – he was getting better. My next memory is that of the hearse pulling up to the house.

While I long to see my grandfather again after all these years, I most miss his voice. What did it sound like? The movies of those days were largely silent, much like the voice I no longer hear or remember. I hear stories; see pictures and those

aforementioned movies, but never the voice. That voice is now silent forever.

When families in business leave a will, they are usually concerned about passing along the family assets, the legacy that will hopefully long outlive them. While this may be comforting for a time, I encourage you to pass along much more – your values, in your voice.

Each year on the night before the night before Christmas (yes, that is December 23 in our German household), I read the book of the same name to the family. Blessed with three children, now adults, they still call or Skype, even if they are not around to jump into bed to hear my overly dramatic retelling of the story. With grandchildren on the horizon, I hope (get going on that, won’t you kids?), I am well aware of my own mortality and the prospects that at some point my own voice may fade and they will not hear my now infamous retelling. My wife bought me a book which allows me to record for all posterity that voice for those legions of legacy to hear forever.

Family businesses need to remember the important thing you brought to the firm: You. Your values. Your way of doing business. Your living the Golden Rule to treat others as you want to be treated, or better yet, even better than you want to be treated. They need to hear from you what is important to you. What should those children and grandchildren and great-grandchildren hear from you? In your own words and in your own voice.

I recommend you tape and save such a will, what we call an ethical will. It is not meant to supplant the legal will, the one dealing with the assets, but complement the financial one. With your voice will come your inflection, your smiles and maybe even your tears? Regardless, the family will know it is from your heart and that is something they can refer back to in the darkest of days when things are not going so well for the family firm. And yes, there will be those days, regardless

of how well thought-out the other will might be.

This ethical will can include your values, your vision and your dreams for the future for the firm, and them. Pass along your heart on issues that matter to you, even your faith. Use this as an opportunity to clear the air, although ethical will experts like Dr. Eric Weiner suggest doing that long before this end note. The leaving of everything in good stead is cathartic, and probably emotional, but so necessary for the next generations to come. There are companies which specialize in the audio and video related to an ethical will. The good doctor also recommends leaving a handwritten note documenting this video. That latter one I won’t leave for the kids, as they can’t read my handwriting – the curse of being a doctor – even an academic one, at that.

You have worked all these years to build a family business. You have hopes of passing it on to generations to come. The lawyer has your will, your assets, even your passwords for the computer. So before it is too late, leave one more lasting memory before your voice goes silent. n

DAVID BORST David Borst, Ed.D., is executive director and chief operating officer of the Family Business Legacy Institute, a regional resource hub for family business. He can be reached at davidb@fbli-usa.com biztimes.com / 31

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BizConnections PERSONNEL FILE BANKING & FINANCE

HUMAN RESOURCES

Town Bank, Hartland

Human Resource Services Inc., Brookfield

Krakau

Town Bank, a Wintrust Community Bank, has named Dennis Krakau executive vice president. He has more than 30 years of industry

experience.

BANKING & FINANCE

Associated Bank, Milwaukee Debra Kohler has joined Associated Bank as senior consultant, consumer directed HSA programs, consumer and business banking. She is responsible for generating new HSA business relationships in the southeastern Wisconsin and northern Illinois markets.

BUSINESS DEVELOPMENT

SAFEbuilt, Waukesha Steve Gage has joined SAFEbuilt as Wisconsin business development manager for community development services. Gage has more than 25 years of business development and sales leadership experience, and will lead the state’s strategic growth efforts with cities, villages and towns.

HRS | Human Resource Services has hired John Ollenburg as shareholder and executive. He joins the board of directors and is supporting all areas of operations.

Plum Media, Milwaukee Video and live events production company Plum Media has hired Bryce Richards as a producer/ videographer.

HNI Risk Services, New Berlin HNI Risk Services has hired Shannon Suber as account manager. Her expertise is client services, insurance processing and customer experience.

Wittmann as program and events coordinator for the organization.

Wittmann, who lives in Shorewood, is also a leadership consultant on the national board of WGirls Inc. PROFESSIONAL ORGANIZATIONS

Waukesha County Business Alliance, Waukesha

MANUFACTURING

W.M. Sprinkman Corp., Waukesha

Glaeser

Gnadinger

Palmer

Harris

INSURANCE

R&R Insurance Services, Waukesha R&R Insurance Services named Michelle Froehlke an employee benefits consultant.

Froehlke has an extensive background in education and five years of experience in the insurance industry.

LEGAL

von Briesen & Roper S.C., Milwaukee

Stantec, Mequon O’Connor

Fronk

Meghan O’Connor and Nathan Fronk have been promoted to shareholders at von Briesen & Roper.

MARKETING

EPIC Creative, West Bend Submit new hire and promotion announcements to: www.biztimes.com/personnel

MARKETING

INSURANCE

ENGINEERING Mike Bach has joined the global design firm Stantec as project manager.

He has more than 10 years of experience in environmental and civil engineering.

growth. Ortego previously worked as an intern at the agency.

EPIC Creative has hired Natalie Ortego as an account coordinator to support the agency’s ongoing

Bendall

Eschenburg

W.M. Sprinkman Corp. has hired Chris Bendall and Zach Eschenburg as mechanical designers and Troy Brown Brown as a new project manager.

MANUFACTURING

Max Weiss Co., Milwaukee Paul Schulz has been named president of Max Weiss Co. He has three decades’ experience in the metal rolling/ shaping industry, and joined Max Weiss in 2006 as vice president and chief financial officer. He added chief operating officer to his responsibilities in March, before being named president.

NONPROFIT

The Waukesha County Business Alliance has named new members to its board of directors.

They include: Neal Glaeser, president Hastings of Denali Ingredients; Cindy Gnadinger, president of Carroll University; Chuck Palmer, managing partner of Michael Best’s Waukesha office; Wendy Harris, general manager of customer education and training for GE Healthcare; and Kim Hastings, president of CJ & Associates Inc.

WIRELESS

U.S. Cellular, Milwaukee U.S. Cellular has named Rashawn Watson area sales manager for Milwaukee. He has seven years of wireless/sales experience.

Girls on the Run, Milwaukee Girls on the Run of Southeast Wisconsin has hired Betsy

biztimes.com / 33

BizConnections SBA LOANS The U.S. Small Business Administration approved the following loan guarantees in July: JEFFERSON COUNTY

PJ Machining & Repair LLC, 718 Emmet St., Watertown, $112,500, Waukesha State Bank; KENOSHA COUNTY

Brat Stop Inc., 12304 75th St., Kenosha, $2.1 million, Byline Bank; Maxon Enterprises LLC, 6301 122nd Ave., Kenosha, $179,000, Wisconsin Business Development Financial Corp.; Process & Technology Solutions Inc., 3917 47th Ave., Ste. 110, Kenosha, $100,000, Community State Bank; MILWAUKEE COUNTY

5317 West Burnham Street LLC, 5317 W. Burnham St., West Allis, $5 million, Live Oak Banking Co.; Barry & Baboom LLC, 177 N. 70th St., Milwaukee, $24,000, U.S. Bank N.A.; Freight on the Go Inc., 3157 W. Yorkshire Circle, Franklin, $100,000, Stearns Bank N.A.; FreshCo LLC, 2675 Mayfair Road, Ste. 680, Milwaukee, $350,000, Signature Bank; GFG LLC, 7435 S. Howell Ave., Oak Creek, $326,000, Wisconsin Business Development Financial Corp.; Innovative Health & Fitness Ltd., 8800 S. 102nd St., Franklin, $200,000, Central Illinois Bank A Branch; Jefferson Crest LLC, 80408054 W. Appleton Ave., Milwaukee, $150,000, First Bank Financial Centre; Jefferson Crest LLC, 80408054 W. Appleton Ave., Milwaukee, $150,000, First Bank Financial Centre; Krieg’s Inc.; 1100 E. Oklahoma Ave., Milwaukee, $860,000, Stearns Bank N.A.; Larry’s Brown Deer Market Inc., 8737 Deerwood Drive, Milwaukee, $75,000, Partnership Bank; Legacy Subs LLC, 5191 W. Brown Deer Road, Milwaukee,

$299,800, BMO Harris Bank N.A.;

continued from page 30...

Michael Borowski, 9233 S. 15th Ave., Oak Creek, $18,000, U.S. Bank N.A.;

a collaborative environment rather than one that directly links accountability and responsibility to seniority (or pay).”

• “Although two-thirds (64 percent) would like their senior leadership to take on higher levels of accountability, the majority also believes that people should either take collective responsibility (16 percent) or – irrespective of their positions or salaries – as much personal responsibility as possible (47 percent).”

Revelations Two LLC, 5268 N. 76th St., Milwaukee, $72,000, Landmark Credit Union; Rocket 44 Corp., 2915 S. Kinnickinnic Ave., Milwaukee, $150,000, Centrust Bank N.A.; Rosendo Fregoso, 1202 W. Dakota St., Milwaukee, $70,000, Wisconsin Women’s Business Initiative Corp.; Ryan Mleziva, 480 W. Florida St., Milwaukee, $30,000, WWBIC; Singh & Wade Inc., 18454 W. Burleigh St., Milwaukee, $294,000, Newtek Small Business Finance Inc., The Other Ones LLC, 459 E. Pleasant St., Milwaukee, $500,000, Byline Bank; OZAUKEE COUNTY

A & Z Pizza Inc., 1955 Wisconsin Ave., Grafton, $25,000, The Huntington National Bank; AAC Wilson Building LLC, W61N480-W61N486 Washington A, Cedarburg, $445,000, Summit Credit Union; AHJ Investments LLC, 1955 Wisconsin Ave., Grafton, $418,000, The Huntington National Bank; Home Health Managers LLC, 10750 N. O’Connell Lane, Mequon, $75,000, First Bank Financial Centre; Master Tool & Mold Inc., 765 N. 11th St., Grafton, $200,000, Pyramax Bank FSB; Master Tool & Mold Inc., 765 N. 11th St., Grafton, $100,000, Pyramax Bank FSB; RACINE COUNTY

Eagle Disposal Inc., 21107 Omega Circle, Franksville, $150,000, First Bank Financial Centre; Grode Financial Services LLC, 33409 S. Honey Lake Road, Burlington, $50,000, Community State Bank; Performance Tire & Auto Service Inc., 1051 Milwaukee Ave., Burlington, $100,000, Associated Bank N.A.;

34 / BizTimes Milwaukee SEPTEMBER 4, 2017

Sanan LLC, 6233 Bankers Road 18E, Racine, $150,000, Celtic Bank Corp.;

N112 W16700 Mequon Road, Germantown, $250,000, Commerce State Bank;

Sculptures In Ice Inc., 2638 N. Sylvania Ave., Franksville, $186,000, Racine County Business Development Corp.;

Triple A’s Investments LLC, N112 W16700 Mequon Road, Germantown, $60,000, Commerce State Bank;

Spidercut Systems LLC, 812 Brookview Ave., Burlington, $135,000, Community State Bank;

Wayne Properties LLC, 7666 Hwy WW, West Bend, $973,500, Bank First National;

SHEBOYGAN COUNTY

3 Hungry Boys Trucking LLC, 2639 N. County Road Z, Lot B12, Dousman, $50,000, Waukesha State Bank;

Champion Storage & Rental LLC, 3838 Enterprise Drive, Sheboygan, $2.6 million, Commerce State Bank; JAI Petroleum and Investment LLC, 2206 N. 15th St., Sheboygan, $1.5 million, First Bank Financial Centre; Lakeshore Art Supplies LLC, 1214 N. Eighth St., Sheboygan, $131,400, Wells Fargo Bank N.A.; Service One Leasing Inc., 5761 County Road M, Sheboygan Falls, $674,000, Wisconsin Business Development Finance Corp.; WALWORTH COUNTY

SMTM Ventures Inc., 2562 Honey Creek Circle, East Troy, $20,000, Community State Bank; WASHINGTON COUNTY

Durabond Concrete LLP, 7745 Friendly Drive, Kewaskum, $40,000, First Bank Financial Centre; Three Z Properties LLC, 1615 Innovation Way, Hartford, $3.5 million, Commerce State Bank; Triple A’s Investments LLC,

WAUKESHA COUNTY

Castle Hart LLC, 352 W. Main St., Waukesha, $381,600, Citizens Bank; Hard Knocks Milwaukee LLC, W229 Westwood Drive, Waukesha, $350,000, Byline Bank; KIC Group LLC, 12565 W. Feerick St., Brookfield, $1.2 million, Wells Fargo Bank N.A.; Krete Partners LLC, 12540 W. Townsend St., Brookfield, $779,000, WBD Inc. Midland Video Productions Inc., 3315 N. 124th St., Suite R, Brookfield, $150,000, Associated Bank N.A.; Oconomowoc Vision Clinic LLC, 1674 Old School House Road, Oconomowoc, $35,000, First Bank Financial Centre; Office Furniture Warehouse LLC, 1272 Capitol Drive, Pewaukee, $150,000, WWBIC; Swing Time Golf LLC, 1601 E. Main St., Waukesha, $703,000, First Bank Financial Centre;

Giving feedback to millennials, in the format of a 360-degree assessment or DISC evaluation, can be helpful to finding a balance for success. These assessments can also help blend the differences in work styles, which vary from person to person.

Here’s what we know to be true: there are actually more and more studies being published stating that millennials aren’t as different at all from prior generations.

According to a recent study conducted by the IBM Institute for Business Value, the differences among millennials, Generation X and baby boomer employees have been grossly exaggerated.

As the culture continues to change in the workplace – due to the increasing number of millennials entering the workforce – there are several common findings of what different generations bring to the table. The lessons from generations in the workplace include the following examples: older generations bring loyalty, know-how and interpersonal skills. The younger generation brings to the older generations technology, creativity and risk-taking.

HERE ARE SOME ADDITIONAL FINDINGS OF THE STUDY, RELATABLE TO NUMEROUS MILLENNIALS: • “Millennials appear to want the best of both worlds— flexibility with full-time stability.”

• “40 percent see automation posing a threat to their jobs; 44 percent believe there will be less demand for skills.”

• “59 percent believe multinational businesses have made a positive impact on the challenges millennials cited as their greatest concerns, e.g., economic progress, conflict, inequality, corruption, etc.”

• Millennials desire to add value; sometimes, job descriptions stand in the way of contributing value.

Are you ready to challenge the new workforce while fostering these relationships? What are the ways you engage millennials? n

NONPROFIT

news VINCE LOMBARDI CANCER FOUNDATION EXPANDING Milwaukee-based Vince Lombardi Cancer Foundation Inc. has announced it is expanding its work nationally.

The foundation, which launched in 1971 to support cancer research and education in memory of former Green Bay Packers Coach Vince Lombardi, has primarily raised funds through events in southeastern Wisconsin, until now.

The foundation now will host events and execute marketing campaigns across the country, said Ben Haas, board president-elect.

“For so long, this is something we’ve aspired to do,” Haas

said. “We now have the ability to fight against cancer in any area of the state or any region of the country that we see fit.”

To date, the foundation has raised $19 million in support of cancer research and innovation.

“We feel that, in order to give more money in our own community, as well as communities across the country, we need to extend our brand,” Haas said. “It allows us to explore having events at the Super Bowl or have events in Alabama or anywhere that we choose and attract different partners from different regions of the country.”

-Lauren Anderson

c alendar Latino Arts Inc. will host its Noche de Gala at 7 p.m. on Sept.

23 at the Latino Arts Auditorium and Gallery, 1028 S. Ninth St. in Milwaukee. Guests can purchase a seat or sponsor a table to help fund cultural arts education. Tickets are available for $50 per individual or $175 for tables of four. More information is available at www.latinoartsinc.org.

Milwaukee Empty Bowls will host its 19th annual fundraiser from 11 a.m. to 2 p.m. on Oct. 8 at the Kern Center on the Milwaukee School of Engineering campus, 245 N. Broadway in Milwaukee.

Proceeds benefit Milwaukee-area programs working to address food insecurity, including the Milwaukee Rescue Mission, Fondy Food Center, Repairers of the Breach, The Gathering, Milwaukee Christian Center, Guest House of Milwaukee, and Project Concern of Cudahy-St. Francis. More information is available at www.milwaukeeemptybowls.org.

D O N AT I O N R O U N D U P The Wisconsin Humane Society has received a $40,000 grant from the Petco Foundation to provide specialty medical care, medicine, supplies, equipment and veterinary staff to support animals with medical needs beyond the scope of routine care. | Northwestern Mutual Foundation has given a $250,000 grant to the American Red Cross. | TruStone Financial Federal Credit Union employees recently raised $670 for the Hope Council on Alcohol & Other Drug Abuse, a nonprofit based in Kenosha. TruStone Financial Foundation matched the employees’ contribution | UnitedHealthcare awarded four grants of $25,000 to support organizations that address health needs and barriers for Wisconsin residents with disabilities, including The Arc Wisconsin, Easterseals Southeast Wisconsin, Independence First and Life Navigators.

nonprofit

SPOTLIGHT

BROA DSCOPE DISA BILIT Y SERVICES INC. 6102 W. Layton Ave., Greenfield (414) 329-4500 | www.broadscope.org Facebook: facebook.com/broadscope.org

Year founded: 1970 Mission statement: To advance opportunities for people with disabilities and their families in southeastern Wisconsin.

Primary focus: Providing respite, employment and independent living services to people with all types of disabilities.

Number of employees at this location: 23 Key donors: • Racine Community Foundation • Patrick and Anna Cudahy Fund • Harley-Davidson Foundation • Greater Milwaukee Foundation • Ziemann Fund • Johnson Controls Inc. • S.C. Johnson & Son Inc. • Marquette University Executive leadership: Yvonne Stueber, executive director Board of directors: • Ryan Engelhardt, Robert W. Baird & Co. Inc. • Karin Goodfriend, Children’s Hospital of Wisconsin • Ryan Green, Harley-Davidson Inc. • Dr. Gerald Harris, Marquette University

• Lyn Holcomb, Willis Towers Watson • Cornelius Holt, Journal Broadcast Group Inc. • Kay Hubbard • Matt O’Rourke, Johnson Controls Inc. • Joel Anthony, Associated Bank • Paul McGuire, HGA Is your organization actively seeking board members for the upcoming term? Yes What roles are you looking to fill?

Event committee chairpersons, development persons, media connections, ethnic diversity.

Ways the business community can help: Participate in and sponsor special events. Serve as agency ambassadors and connections to the community to advance mission. Join our young professionals group, Young Benefactors Association.

Key fundraising events: Taste of Milwaukee, March 8, 2018, Italian Community Center; MillerCoors Charlie Kapp Charity Golf Challenge, June 11, 2018, Tripoli Country Club; Joe’s Run, Walk & Roll, September 23, 2017 and Sept 22, 2018, Hart Park. biztimes.com / 35

BizConnections VOLUME 23, NUMBER 12 | SEPT. 4, 2017

GLANCE AT YESTERYEAR

126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120 PHONE: 414-277-8181 FAX: 414-277-8191 WEBSITE: www.biztimes.com CIRCULATION: 414-336-7100 | circulation@biztimes.com ADVERTISING: 414-336-7112 | ads@biztimes.com EDITORIAL: 414-336-7120 | andrew.weiland@biztimes.com REPRINTS: 414-336-7128 | reprints@biztimes.com PUBLISHER / OWNER Dan Meyer dan.meyer@biztimes.com

SALES & MARKETING

DIRECTOR OF OPERATIONS Mary Ernst mary.ernst@biztimes.com

EDITORIAL EDITOR Andrew Weiland andrew.weiland@biztimes.com MANAGING EDITOR Molly Dill molly.dill@biztimes.com REPORTER Lauren Anderson lauren.anderson@biztimes.com REPORTER Corrinne Hess corri.hess@biztimes.com REPORTER Arthur Thomas arthur.thomas@biztimes.com

ACCOUNT EXECUTIVE Molly Lawrence molly.lawrence@biztimes.com ACCOUNT EXECUTIVE David Pinkus david.pinkus@biztimes.com ACCOUNT EXECUTIVE Maggie Pinnt maggie.pinnt@biztimes.com ACCOUNT EXECUTIVE Christie Ubl christie.ubl@biztimes.com SALES INTERN Amanda Bruening amanda.bruening@biztimes.com

ADMINISTRATION

INTERN REPORTER Maredithe Meyer maredithe.meyer@biztimes.com

Fernwood School

ADMINISTRATIVE COORDINATOR Sue Herzog sue.herzog@biztimes.com

PRODUCTION & DESIGN GRAPHIC DESIGNER Alex Schneider alex.schneider@biztimes.com

This photo, taken circa 1937, shows Fernwood School at the corner of South Pennsylvania Avenue and East Falling Heath Place in Milwaukee’s Bay View neighborhood. Now called Fernwood Montessori School, it has more than 700 students in grades K3 to eight.

— This photo is from the Milwaukee Public Museum’s Photo Archives collection.

DIRECTOR OF SALES Linda Crawford linda.crawford@biztimes.com

ART DIRECTOR Shelly Tabor shelly.tabor@biztimes.com

Independent & Locally Owned — Founded 1995 —

COMMENTARY

Could Midwest Express make a comeback?

“Come fly with me, let’s fly, let’s fly away…

“Once I get you up there where the air is rarified we’ll just glide, starry-eyed…”

FOR SOME, the song “Come Fly With Me,” recorded by Frank Sinatra in 1957, conjures up images of the so-called Golden Age of Flying during the 1950s and ’60s, when commercial air travel was fun and exciting.

That’s really sort of a romanticized view. It was extremely expensive to fly back then and passengers were actually allowed to smoke on the plane. But they also enjoyed far more legroom and in-flight meals.

Passengers could arrive just before their flights and cruise through the airport to their plane without having to deal with the security hassles we must endure today. On the other hand, commercial airline safety is significantly better now.

36 / BizTimes Milwaukee SEPTEMBER 4, 2017

For better or worse, there is no returning to that era of travel. Like Ol’ Blue Eyes himself, those days are long gone.

But there are many travelers, especially frequent business travelers, who regularly put up with all of the hassles of modern air travel and yearn for a better travel experience.

That’s what makes the recent news that a group is working to revive the Midwest Express brand with a new airline so interesting. Midwest had a cult-like following of loyal customers who loved its wide leather seats (only two across), high level of service, and its signature: a warm chocolate chip cookie for every passenger.

Based in Oak Creek, Midwest’s hub at General Mitchell International Airport provided Milwaukee travelers with direct flights to numerous U.S. destinations.

Launching a startup airline is a daunting task. Various experts have estimated the group will need about $100 million in capital to get it off the ground. Can the group, which includes Curt Drumm, president of Lakeshore Aviation at Manitowoc County Airport, pull it off?

“The major emphasis right now is on investors and we’re trying to finalize that,” Drumm said. “We’ve been talking with business leaders and private travelers – and back in the day,

I was one of those people in the back of the plane who loved traveling Midwest. That’s what we’re trying to recreate – service that’s great for Wisconsin, for the Midwest, and the level of service that people loved and had before.”

The timing might be right for this venture.

Passenger traffic at Mitchell International peaked at more than 9.8 million passengers in 2010 and fell to 6.5 million in 2013, a 33.7 percent decrease.

But since then, traffic has gradually increased and the industry is responding.

This year, several airlines have announced or launched new flights from Milwaukee, including some to previously unserved destinations such as Miami; Nashville; and Guadalajara, Mexico.

The Midwest Express group’s website says, “More details will be coming soon. We can’t wait to get in the air!”

A lot of former Midwest customers feel the same way. n

ANDREW WEILAND EDITOR

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

AROUND TOWN Cristo Rey Draft Day 2017

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Cristo Rey Jesuit High School Milwaukee held its third annual Draft Day at the BMO Harris Bradley Center to kick off the school’s Corporate Work Study Program, which paired each of its 332 students with 58 local companies. Student teams work throughout the school year to collectively fulfill the duties of one full-time employee at their partner company.

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CARALYN COURT and TONI HENDRICKSON, both of Associated Bank.

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PATTI BLASZCZYK of Prince of Peace School of Milwaukee and DON DREES of Seton Catholic Schools.

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TARAJEE RUCKER and DARBY SLADE, both of Johnson Controls International plc.

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BERNIE SHERRY of Ascension Health, ERIC RHODES of Ascension Health, and PATTI WROBEL and LAURA SCHNICKE, both of United Performing Arts Fund.

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FATHER BILL JOHNSON of Cristo Rey Jesuit High School and PAUL EBERLE of Husch Blackwell, Cristo Rey board chair.

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Independent Business Association of Wisconsin Breakfast

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IBAW held a breakfast event at the Wisconsin Club in Milwaukee that featured keynote speaker Scott Seroka, principal of Seroka Brand Development. He discussed the “7 Steps to Building a High-Performance Culture.”

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DREW ASHLAND of Thrivent Financial and KATIE ROSS of Xorbix Technologies.

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ALAN SORIANO of Mathison Manufacturing and BOB GENC of Abacus Business Leaders.

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MIKE BOGARD of Heck Capital Advisors, JOHN BECWAR of Oasis Senior Advisors, RON KLASSEN of Klassen Remodeling & Design Inc. and GILLIAN LAZZARINI of Heck Capital Advisors.

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TONY PALMEN of Sikich LLP and SUE KOHLMANN of Kohlmann Management Group.

10. MATT CURTIS of Keystone Click, PAT SEROKA of Seroka Brand Development, ERIC CORBEG of Waddell & Reed and BRUCE CINCOTTA of ProSonix LLC.

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11. MICHELLE PETERSON of Harwood Engineering Consultants, and JENNIFER REHSE and MATT WELLNER, both of Storage Systems Midwest.

12. CARL SHEELEY of CKM Inc. and keynote speaker SCOTT SEROKA .

Photos by Maredithe Meyer

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12 biztimes.com / 37

BizConnections

TOUGHEST

Challenge

MARK SHAPIRO Position: President and chief executive officer Organization: Harry & Rose Samson Family Jewish Community Center What it does: The Jewish Community Center is a Whitefish Bay-based nonprofit social service agency.

Career: Shapiro has served as president and chief executive officer of the JCC since 2009. Prior to that, he was associate executive director of the organization. He also previously was director of Perlstein Resort and Conference Center in Lake Delton and assistant director of JCC Chicago Camp Chi. He previously owned Cool Runnings, a company that handled wholesale produce transportation around North America.

THE CHALLENGE In January, Shapiro happened to be with Jewish community center executive directors from across the country at a conference in Tampa, Florida as news broke that his was among 18 centers that had received bomb threats.

“It was one of the most difficult days of my life to be that far away from my family as it was going through this.”

The threat proved not to be an isolated incident. Between January and March, the organization continued to receive multiple threats.

THE RESOLUTION When the initial threat happened, Shapiro decided not to micromanage.

“One of the great moments of my leadership was that the agency managed the first of these disruptions without me even here. I had no choice but to get out of the way.”

In the coming weeks, the organization partnered with law enforcement as it conducted an investigation into the threats. Shapiro wrestled with the idea of sharing too much information with families, fearing they might withdraw their kids from school or decide not to come back to the center. But ultimately, his leadership team decided to be transparent, holding town hall meetings and sharing everything they knew with members.

“We had to learn to trust our customers. We took a risk by being transparent.”

THE TAKEAWAY

LILA ARYAN PHOTOGRAPHY

my

Shapiro learned the value of letting his team members do what they do best, from his chief marketing officer steering membership communication, to the JCC’s early childhood teachers shielding students from anxiety created by the threats.

One of the more profound pieces of feedback Shapiro received was from the mother of a young student following the threat.

“She said, ‘My daughter came home today as innocent as when I dropped her off.’ The staff didn’t panic, even if they might have felt it.”

Shapiro also learned the importance of letting the “experts be the experts” – in this case, letting law enforcement conduct an investigation without interference.

“Sometimes CEOs think they’re experts on things that they are not experts on. This was one of those stark reminders that, to truly lead, you have to remember where you’re an expert and where to partner with someone who’s much smarter than you.” n

&

SHAPING THE FUTURE Manufacturing Matters! 2017 will take place at the Hyatt Regency in Milwaukee on February 23rd, 2017. The theme of this year’s conference is Shaping the Future, and the conference features 18 breakout session in six tracks including: Growth • Operational Excellence • Human Capital Management C-Suite Essentials • Technology & innovation Wisconsin Manufacturing P L AT I N U M S P O N S O R

and trends are P L A T I N As U Mworkforce S P O Nchallenges SOR

on the minds of most manufacturers, we are pleased to announce this year’s keynote presenter is Kip Wright, Senior Vice President of Manpower, North America. Kip will discuss G O key L D workforce SPONSORS trends and what manufacturers can do to secure and develop their current and future workforces.

Wednesday, October 4, 2017 • 7:00 - 11:00 AM WI Manufacturing & Technology Show at Wisconsin Exposition Kip WrightCenter at State Fair Park Senior Vice President of Manpower, North America

Preparing For What’s Next

REGISTER TODAY! Are you letting the disruptors control you, or are you building a “Proactively Adaptable Organization” www.manufacturingmatters.org Join us for the annual Next Generation Manufacturing Summit, featuring a lively interactive discussion with chief executive officers and leaders of southeastern Wisconsin manufacturing companies. These CEO’s will share their company’s ideas and best practices for competing in a global marketplace and how they strive to be “proactively adaptable” world-class manufacturers in the 21st century.

Proactively adaptable organizations look beyond their own four walls and next purchase order and are preparing for the inevitable disruptors in today’s business environment. Hear from industry leaders who are creating processes and a culture of innovation, as well as methods of talent attraction, that will drive innovation in their business.

Moderated Panel: • Jim Hawkins, CEO - Kenall Manufacturing (1) • Jim Leef, President - ITU AbsorbTech (2) • John W. Mellowes, CEO - Charter Manufacturing Company, Inc. (3) • David Werner, Manufacturing and Supply Chain Director, Industrial Adhesives and Tapes Division (IATD) - 3M (4)

SHAPING THE FUTURE

Moderator - Joseph Weitzer, Ph.D., Dean - Center for Business Performance Solutions, Waukesha County Technical College (5)

Manufacturing Matters! 2017 will take place at the Hyatt Regency in Milwaukee on February 23rd, 2017. The theme of this year’s conference is Shaping the Future,1and the conference 2features 18 breakout session in six tracks including:

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Growth • Operational Excellence • Human Capital The program continues with roundtable discussions.

The CEO panel and roundtables will address a variety of topics including: Management C-Suite Essentials • Technology & innovation • Building an organization’s “adaptability muscles” • Creating a process and culture to be more innovative • Additive manufacturing/3D printing Wisconsin Manufacturing for the future • Talentchallenges attraction, development and retention As workforce and trends are • Leadership & engagement on the minds of most manufacturers, • Big data, Internet of Things, Artificial Intelligence

we are pleased to announce this year’s keynote presenter is Kip Wright, Senior Vice President of Manpower, North America. Kip will discuss key workforce GOLD SPONSORS trends and what manufacturers can do to secure and develop their current and future workforces.

• • • •

Automation and process improvement Logistics & supply chain management Succession planning Exporting, global engagement

• Process improvement • Customer-focused innovation • And more

REGISTER TODAY! • biztimes.com/mfg Kip Wright

FEATURED MAIN STAGE EVENT AT

Senior Vice President of Manpower, North America

REGISTER TODAY! www.manufacturingmatters.org

OCTOBER 3-5, 2017 • SHOW REGISTRATION: WIMTS.COM

SPONSORED CONTENT

People are your greatest resource...

Are your Leaders optimizing that resource to realize desired results

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Research consistently demonstrates that there is a direct, positive relationship between the leader’s attitudes, behaviors, and actions and the performance of their teams. In fact, the role of the leader has been directly related to organizational growth, ability to accelerate in go-tomarket strategies, increased levels of productivity, improved efficiency in processes, increased employee engagement and workplace satisfaction, and higher employee retention rates.

While leadership may be the most critical investment you might make to improve organizational performance, it is one that should be carefully weighed. When it comes to selecting effective training for your leaders, one size does not fit all.

A well-constructed leadership program should align with the organization’s strategic initiatives and be built upon a solid foundation of leadership principles. It should be constructed around the individual, to complement that leader’s strengths while optimizing learning and application to achieve desired performance outcomes. It should be embraced by the organization as an investment in the future of the organization.

The Center for Business Performance Solutions has differentiated itself as a premier business performance catalyst by providing a custom-

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© 2017 Center for Business Performance Solutions ized transformational leadership development program. Ninety-one percent of those who participated in the program have been recognized through promotions, received additional

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