BizTimes Milwaukee | September 28, 2020 by BizTimes Media

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Preparing for 2021 - Turning Disruptions and Challenges into Opportunities While manufacturing has not been hit in the same way as restaurants or the retail industry, 2020 has still been filled with disruptions and challenges for the industry. However, with challenges comes opportunity. Opportunities to ask why we do things a certain way, go after new markets, reimagine processes, and consider what the future will look like. What will the talent landscape look like in the next few years? Will COVID-19 bring manufacturing back to the US? What supply chain vulnerabilities need to be addressed? Will the adoption of automation and Industry 4.0 technologies accelerate because of COVID? What does the rise of remote work mean for manufacturers? Join us for the 15th annual Next Generation Manufacturing Summit on October 15th. CEOs from the region’s leading manufacturing companies will discuss the trends and issues shaping the direction of their companies. They will also discuss how those macro trends influence their strategy and operations. The event will conclude with breakout sessions that focus in on specific topics such as: • Improving Cash Flow • Monetizing Your Facility • Plant Layout • Protecting your Intellectual Property

• The Office of the Future • Transition Planning in Turbulent Times Parts 1 and 2

Presenters: • Keith Everson, CEO, Sussex IM (1) • Aaron Jagdfeld, President & CEO, Generac Power Systems (2) • Mike Kryshak, Owner, Rebel Converting (3) • Rick Ruzga, President, Power Test, Inc (4) • Jeff Schwager, CEO, Sartori Company (5) • Keith Smith, President, Vonco Products (6)

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BizTimes Milwaukee (ISSN 1095-936X & USPS # 017813) Volume 26, Number 9, September 28, 2020 – October 11, 2020. BizTimes Milwaukee is published bi-weekly, except monthly in January, April, May, July, August and December by BizTimes Media LLC at 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120, USA. Basic annual subscription rate is $96. Single copy price is $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 2020 by BizTimes Media LLC. All rights reserved.

Contents

4 Leading Edge

4 NOW BY THE NUMBERS 5 IN FOCUS 6 GETTING THERE BIZ TRACKER 7 IN THE NEIGHBORHOOD BIZ POLL 8 STYLE 9 PROJECT PITCH IT

10 Biz News 10 PUBLIC RECORD MY TAKE 11 NEW VENTURE GIVES MGS FOUNDER MARK SELLERS CHANCE TO PASS ON KNOWLEDGE

14 Real Estate 29 Focus on the Future 45 Strategies

COVER STORY

Closing Time With one-third of America’s restaurants expected to close, industry in crisis as winter looms

Special Report

24 Entrepreneurship & Family Business Coverage includes a look at how new business formation has risen, after an initial drop, during the COVID-19 pandemic. The report also examines the benefits and challenges of seeking startup funds from family members and friends.

45 MANAGEMENT Aleta Norris 46 HUMAN RESOURCES Phil Hauck 47 COMMUNICATION Cary Silverstein 48 A BRIEF CASE

51 Biz Connections 51 PAY IT FORWARD 52 GLANCE AT YESTERYEAR COMMENTARY 53 AROUND TOWN 54 5 MINUTES WITH…

biztimes.com / 3

Leading Edge

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

NOW

A rendering of the proposed changes to the GE Healthcare facility at Electric Avenue.

GE Healthcare plans to shift 1,500 jobs to West Milwaukee, Wauwatosa By Arthur Thomas, staff writer GE Healthcare intends to invest $50 million in its West Milwaukee facility and bring more than 1,500 jobs to that facility and Wauwatosa, the company recently announced. The jobs will be moved to West Milwaukee and GE Healthcare’s Wauwatosa office building and

most of them will come from the company’s Waukesha campus, where it plans to sell several buildings, and other locations in Wisconsin. The company will continue to use its Magnetic Resonance buildings in Waukesha and around 600 existing jobs will stay on that campus.

BY THE NUMBERS Seattle-based Amazon said it plans to hire 100,000 new employees, including about

800

in Wisconsin.

4 / BizTimes Milwaukee SEPTEMBER 28, 2020

The exact split of jobs between the West Milwaukee facility on Electric Avenue and the offices at Milwaukee County Research Park in Wauwatosa is still being determined and the details are delayed by “COVID-19 remote work nuances,” a company spokesperson said. GE Healthcare expects the planned move to take two to three years and still needs to negotiate with local unions before finalizing its plans. Some employees will also transfer to the GE Healthcare Institute in Pewaukee. “We saw an opportunity to better use existing capacity and make significant investments that would both reaffirm our commitment to manufacturing and product development in the state, and create an advanced medtech hub in metro Milwaukee,” said Tom Westrick, president and chief executive officer of Life Care Solutions at GE Healthcare. Even with jobs shifting between counties, the planned investment is a win for the region as GE has faced financial challenges in recent years. The company has been working to cut costs and reduce its debt, including selling its BioPharma business earlier this year for $21.4 billion. In Wisconsin specifically, GE Healthcare generates around $8 billion in direct and indirect annual

economic impact, exports around $1.5 billion in goods from the state and has more than 1,000 suppliers in Wisconsin, according to the company. The $50 million investment into the existing plant at 4855 W. Electric Ave. in West Milwaukee would represent one of the largest one-time investments in a U.S. GE Healthcare site. The facility was the company’s first in Wisconsin in 1947 and is currently home to production of medical imaging tubes, detectors and components used for CT systems. Plans call for building a three-story engineering complex at the site along with modernizing and retrofitting an adjacent 87,000-square-foot facility at 4775 W. Electric Ave. that the company will lease. The result would be “wing-to-wing manufacturing and engineering” of CT systems, the company said. The village of West Milwaukee recently held a closed session meeting of its board, plan commission and community development authority to discuss a new tax increment district for Electric Avenue, although the agenda did not specifically mention GE Healthcare. No buyer has been identified for the available parts of the Waukesha campus, a company spokesperson said. n

inf cus

JAKE HILL PHOTOGRAPHY

Molson Coors invests in new filler in Miller Valley MANY BEER DRINKERS approve of Blue Moon’s new light citrus wheat beverage LightSky. To meet the demand, Molson Coors recently installed a massive filler in Miller Valley to ramp up its production of its top-selling new beer. The new 182-valve filler is designed to fill both LightSky’s slim can as well as industry standard 12-ounce cans before they move on to a seamer where the almost-ready cans receive their lid. Weighing in at 20,000 kilograms or 44,092 pounds, the new piece of equipment can fill 1,700 cans per minute as the filler rotates. “Combined with other investments coming over the new few months, Molson Coors will be able to quadruple the amount of LightSky produced by early 2021,” company spokesman Marty Maloney said. Blue Moon LightSky is a 95 calorie beverage brewed with tangerine peel and dry hopped with Azacca hops, which are known for producing citrus and tropical fruit tones. It has an alcohol by volume of 4% and 10 International Bitterness Units. It’s one of four new low-cal, low-alcohol brews that Molson Coors launched in 2020. The other beverages include Keylightful, a fruity raspberry-lime light beer; Leinenkugel’s Spritzen, a seltzer beer; and Coors Peak, a 92-calorie, 3.8% light beer packaged in slims cans. n — Brandon Anderegg biztimes.com / 5

Leading Edge

GETTING

The latest area economic data.

THERE

Home sales in the four-county metro Milwaukee area increased

5.3%

What drew you to this new role? “For years I admired all that the Above & Beyond Children’s Museum was doing from afar and it felt serendipitous that this job, one that combines so many of my passions, became available right as I became a new mother. Having a young child provides an even greater appreciation for and understanding of the museum’s purpose.”

Proudest professional accomplishment? “I am still very early into my director career but would have to say my proudest accomplishment to date is raising $130,000 to reopen the doors of our museum after the (COVID-19) pandemic’s impact put the museum in jeopardy. This feat that would not have been possible without my incredible staff and board members’ assistance and support. It’s difficult to wrap one’s mind around just how expensive it is to run a children’s museum, but necessary costs of PPE supplies and equipment are worth every penny to once again be a safe space for our children and families to learn, play and grow.”

How have you navigated those challenges? “It helped to understand, from the very beginning when the pandemic reached the United States, that no one has the answers right now and are navigating as best they can. I believe one of the best things I did from the onset was reach out to our local organizations, my fellow directors in children’s museums and cultural institutions throughout Wisconsin and the United States. … When it became clear I would be walking into a dark museum — no staff to greet me and no children gleefully engaging with the exhibits — I knew my entire mindset had to shift. It became about getting our ABCM family back, and doing so by becoming exceedingly creative and flexible in our approach. I’ll always say that within the nonprofit sector, it takes a village.” n

in August, year-over-year, to 2,342.

6.2%

Wisconsin’s seasonally adjusted unemployment rate in August was

down from 7.1% in July but up from 3.4% a year ago.

51.37

The Milwaukee-area manufacturing index was

in August. Any reading above 50 indicates growth. It was the first month above 50 for the index since January.

71.9%

Total passenger traffic at Milwaukee Mitchell International Airport was down

in July, year-over-year, an improvement from a 77.8% decline in June.

JACKIE ERDMAN Executive director Above & Beyond Children’s Museum AGE: 30 HOMETOWN: Lake Geneva EDUCATION: BA, University of Wisconsin-Stevens Point; MA, UW-Milwaukee PREVIOUS POSITION: Executive director of Sheboygan Theatre Company

6 / BizTimes Milwaukee SEPTEMBER 28, 2020

3.1%

Wisconsin exports dropped

in July, year-over-year. The state exported $1.67 billion in goods during the month.

IN THE NEIGHBORHOOD

AMPERSAND (FORMERLY MANGOLD CREATIVE LLC) 126 Main St. NEIGHBORHOOD: Downtown Pewaukee FOUNDED: 2010 OWNERS: Heather Noel EMPLOYEES: 25 SERVICE: Marketing

Why rebrand now? “I’ve long wanted to change the name of the firm to represent that Mangold Creative wasn’t a thing I built; it was a thing we all built together. We weren’t brainstorming for a name when Ampersand came to us, yet it felt right. So, we knew the time was right.”

or PB&J. The Ampersand brand was born out of the partnership and collaboration we’ve built between our talented team and loyal clients.” What’s kept you in the neighborhood? “The beachfront shops and restaurants are a perk, and the opportunities to participate in events like the 4th of July Parade, Pewaukee Schools and WCTC partnerships, and other ‘downtown’ activities help us connect to the community. Lunch breaks with the ducks on Pewaukee Lake are a nice perk as well.” n

What’s the significance of the new name Ampersand? “The use of an ampersand indicates a perfect pairing, a unified team, a relentless collaboration. Think P&L, R&D,

A recent survey of BizTimes.com readers.

DID YOU KNOW?

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44.1% Most/all of our staff are still working remotely:

35.3%

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What’s the history behind the company and its Pewaukee office location? Noel: “Founded in 2010 during a recession and now rebranding during a pandemic…nothing scary about that, right? As the child of a business owner, the entrepreneurial bug was inevitable. When we renovated the old Masonic Temple in Pewaukee in 2014, the building became part of our brand. It needed a lot of work, but we had a vision. That ability to see what ‘could be’ in business drives us daily.”

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Leading Edge

face masks

MULTI-COLORED SERAPE FACE MASK $25 at Milworks, Milwaukee Sourced in the USA and handmade in Texas, this non-medical grade face mask includes two layers of tightly woven fabric — serape and solid cotton. A medium/large measures 8-by-6 inches at its longest and widest part, and it features threequarter-inch knitted elastic for a snug fit.

STANCE HIBISCUS SMEAR REVERSIBLE FACE MASK $19.99 at MODA3, Milwaukee This non-medical grade face mask is made with premium double layer Butter Blend fabric for maximum comfort. It’s one-size-fits-most (measuring 9.25 inches cheek to cheek), washable and reversible.

ADULT FASHIONABLE FACE MASKS $25 for a set of three at Edie Boutique, Milwaukee These Ariella USA face masks come in an assortment of prints and colors. Made in the U.S., they are 94% polyester, 6% Spandex and are lined with a fusing for extra protection.

8 / BizTimes Milwaukee SEPTEMBER 28, 2020

PROJECT PITCH IT eCOURT REPORTERS LEADERSHIP: President Karen Renee and vice president Judy Gerulat C I T Y: Burlington WEBSITE: ecourtreporters.com W H AT I T D O E S: A two-sided marketplace for law firms, government entities and court reporting agencies to schedule court reporters and legal videographers. F O U N D E D: 2017

eCourt Reporters helps legal professionals pivot to virtual depositions By Brandon Anderegg, staff writer

s the COVID-19 pandemic shut down court systems across the country, Burlington-based startup eCourt Reporters continued to provide guidance to its customers faced with the challenge of conducting legal proceedings virtually. The startup’s core product is a mobile and online platform that connects court reporters, attorneys, legal videographers and government entities. Attorneys can view profiles to find the right court reporter based on their experience and background. eCourt Reporters vice president Judy Gerulat and president Karen Renee When the pandemic hit, eCourt Remet through thier shared interest in Harley-Davidson motorcycles. porters recognized its customers were challenged by technology, especially when ness coaching services. conducting depositions virtually, said president Although the startup’s user base of 1,700 inKaren Renee. To help meet that need, eCourt creased after the show aired, eCourt Reporters Reporters developed a series of training videos then saw its revenues and new user count deand offered one-on-one training sessions. cline in the early months of the pandemic. The As the legal system embraced virtual depocompany, which has attracted users from all 50 sitions, attorneys and court reporters were states, is now seeing those numbers return to left figuring out how to conduct them to the pre-COVID figures, Renee said. appropriate legal standards. It prompted a lot “I think now that virtual has stepped into of questions: What is the quality of the depothe legal world, it has allowed us to have a nent’s internet connection? Is there someone in better connection to other states,” Renee said. the room with the deponent who legally should “The virtual thing has allowed us a great way to not be present? Might there be a picture on the increase our business overall because now we wall or an object in the background that could have a way to train virtually.” be incriminating? The startup’s next move is to expand offer“You’re dealing with people’s lives here,” ings on its website, including new services for Renee said. “The results of a lawsuit can attorneys and court reporters, such as prochange a person’s life forever so it’s nothing to cess servers, interpreters, scopists and proof take lightly.” readers. Just before the pandemic hit, eCourt “We also have plans to expand internaReporters was featured on WISN Channel 12’s tionally; we’ve already been asked to,” Gerulat “Project Pitch It” series, where the company said. “We’re not ready for that today, but that’s won a $5,000 prize as well as professional busidefinitely in our plans going forward.” n

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MY TAKE: RICHARD R. PIEPER SR.

A little chaos could be a boon for our time

The approximate amount of outstanding notes that were set to mature in December 2020. The looming maturity moved the company to seek new financing and helped push the company into bankruptcy. The unsecured creditors holding those notes stand to recover between $13 million and $19 million. n

IF ASKED to describe a spatial visual of education, the majority of adults would respond something like this: straight lines. Desks and chairs arranged in straight lines; hallways delineated like two-lane highways; going through the cafeteria in straight lines; recess begun by waiting in lines. We also think of education as occurring within the confines of a box-shaped building, the occasional field trip notwithstanding. We also think of education time as an exercise taking place between September and June. Is this because children work on their parents’ farms? Therefore, education is lines in winter months. Houston, and the rest of the U.S., have a problem as a result and we need to fix it. How silly to put the energetic, creative minds of children into lines and boxes. Where can we get ideas for the fix? Recently, not just the U.S. but the entire world got schooled with an object lesson in chaos because of something invisible to the naked eye. Those who did not (still do not) think outside the box and utilize multiple patterns as opposed to lines took/will take the brunt of it. To really conquer this pandemic we must acknowledge we’ve been living with a Newtonian attitude in a quantum mechanical world with only a few scientists truly understanding chaos theory. We will never be Einsteins, Bohrs or Plancks, all pioneers in these complicated fields, but we can learn from them. Isaac Newton, he who had the apple land on his head as he sat under a tree in 1666, “discovered” gravity and wrote formulas to calculate it. His discoveries were layered on for centuries to great benefit for mankind. Thanks to Newton, the Wright Brothers made an airplane fly in 1903. But in Germany, theoretical physicist Max Planck in 1900 was studying the effect of radiation on a “blackbody” substance. The world was about to change. If Newtonian physics is about push/pull and predictability, quantum mechanics copes with things at the incredibly small, even subatomic, level, which nonetheless can cause reactions for both good and ill as well as explain seeming randomness — a branch they call chaos theory. The more scientists learn about these phenomenon the more the ideas can be translated into our every day, practical world. How nice life would be if everything was push/pull predictable? Especially in the U.S., we were all percolating along reasonably well into late 2019, then we watched mass deaths and turmoil that was almost unbearable. One thing for sure is our education system has got to change its linear thinking. Children especially at the lower levels are not little sausage skins to be filled with memorized material. Sitting behind desks and raising hands is still something of a control issue, although it may teach a modicum of politeness. Some schools are using more loosely structured physical spaces, which might look and sound chaotic but great discoveries are rarely made by raising one’s hand. How about schools creating more than just good test takers? How about students in cooking classes (aka chemistry) or car mechanics classes (physics), then making a presentation and writing a paper about what was learned? If everything could be predicted (push/pull), we would never have disasters and that is not realistic. We can learn not to reinforce push/pull, especially in education. Education should be a wild, fun, free-for-all of exploration. A little chaos never hurt anyone. n

Source: SEC filings, court documents, attorney statements

Richard R. Pieper Sr. is chairman emeritus of New Berlin-based PPC Partners Inc.

Briggs & Stratton bankruptcy background By Arthur Thomas, staff writer In less than two months, Wauwatosa-based Briggs & Stratton Corp. went from filing for Chapter 11 bankruptcy in a Missouri federal court to having a judge sign off on its sale to New York-based private equity firm KPS Capital Partners. The sale will keep the Briggs & Stratton brand alive and likely also preserve jobs in the Milwaukee area as KPS has reached a new contract with the union representing area workers. On the other hand, shareholders of the company will receive no proceeds from the sale, leaving them with a complete loss. Here are some of the key figures and data points behind the Briggs & Stratton saga:

$550 MILLION The price KPS is paying for nearly all of Briggs & Stratton’s assets. The private equity firm agreed to serve as the stalking horse bidder and to provide a portion of the financing for Briggs to continue operating during the bankruptcy case.

ZERO The number of qualifying bids Briggs & Stratton received in addition to the KPS offer, prompting the company to cancel its planned auction.

11% The portion of Briggs & Stratton’s annual sales represented by the parts of the business the company did receive bids for. Two strategic buyers and one financial buyer submitted offers for the Allmand, Billy Goat and standby power portions of Briggs. Those offers were not considered qualifying bids.

7 TO 10 CENTS PER $1 The recovery unsecured creditors are expected to receive from the sale of Briggs & Stratton. The company’s attorneys originally expected there would be no recovery for unsecured creditors if the purchase price didn’t increase from KPS’s initial offer. The potential recovery was made possible by improving business performance, a settlement agreement with creditors, and the ability to close the deal quickly.

$195 MILLION

10 / BizTimes Milwaukee SEPTEMBER 28, 2020

BizNews FEATURE The machining and fabricating technologies used to service customers at the three ACI Manufacturing Group facilities provide a skills-development platform for future CNC technicians, programmers, designers and project engineers.

Mark Sellers

New venture gives MGS founder Mark Sellers chance to pass on knowledge Arthur Thomas, staff writer SPEND SOME TIME talking with Mark Sellers and – even through the phone – his passion for his work is clear. “I bleed this stuff. It runs through my veins. I love it,” he said. “The pure opportunity itself, I get so excited about this it excites others.” Sellers started Moldmakers Inc. in 1982 with a small group of dedicated toolmakers and grew it into MGS Mfg. Group Inc., a plastic injection molding manufacturer with a range of services, well over a thousand employees and locations around the world. When the sale of MGS to Milwaukee-based private equity firm Mason Wells closed in June 2016, Sellers promised himself a year before he would decide what to do next. He did some minor investments and bought some land but didn’t start any new ventures. That changed after Sellers launched Alligator Holdings in 2017. Sellers said he has been

blessed with a lot of knowledge and a habit of investing in people and then building companies around them. “I sat back and thought, ‘Man, I’m right at the pinnacle, I’m at the top of my game, I’m older, but I’m not an old man, I’m an old fart, but I’m not an old man,’” he said. When Sellers first started his moldmaking apprenticeship in 1972, the men training him were in their 60s and said they would be passing decades of experience on to him. “I looked up and I literally said out of this big mouth, ‘Oh yeah, right, what are you old farts going to teach me?’” Sellers recounted. “Oh boy, what a lesson in humility.” Sellers learned a lot in his apprenticeship, including a philosophy of doing things with your hands he describes as the moldmaker’s way. “If you can do something with your hands, you can always provide for your family,” Sellers said.

He tried to carry that philosophy when he started Moldmakers and is now looking to pass it on to a new generation. The idea is to use Alligator Holdings as a vehicle for teaching old philosophies and basics along with new technologies like automation, cleanroom and lights-out manufacturing and then turn students loose on the industry. “I’m looking for the next 28-year-old knucklehead entrepreneur too stupid to know better that doesn’t know he can’t do what he did,” Sellers said. “By the time I found out you can’t do what we did, it was too late, we already did it. Had I known ahead of time I might never have started.” Alligator started with a significant investment in Accord Manufacturing, which provides metal stamping, fabrication, laser cutting, sub-assemblies, welding and die sets in Jackson, and now also owns ACI Industries, an integrated provider of metal and plastic

machining services with facilities in Waukesha, Saukville and Elkhorn. The company also has commercial real estate investments in business parks and properties in Waukesha, Washington and Ozaukee counties. Alligator also makes 5% to 25% investments in other companies with the ability to acquire additional percentages. Part of the investment includes offering lines of credit, but also rights to manufacture the investment’s products. “If we don’t know how to do it properly, we’re not doing it. If you know how to do it better than me, go get money from somebody else,” Sellers said. He also is particular about the kinds of companies Alligator will invest in. “Our investment criteria is about a return on our investment relative to mankind,” he said. “We’re looking for life-changing, -altering considerations that are worldwide.” As a result, Alligator’s investments have concentrated in medical and water technologies. The medical investments include BRIO Device, which designs and develops airway devices for endotracheal tube placement; biztimes.com / 11

BizNews

Light Line Medical, which uses light to prevent catheter-associated infection; StreamDx, which has developed a point of care urine flow device; and Stabilux Biosciences, which developed a proprietary dye for use in biomedical applications. The water investments include Aqua Innovations, Qualified Water Systems and Stonehouse Water Technologies, all three of which have water filtration devices and systems. Sellers has always had big ambitions and visions. The Alligator name comes from an early experience at MGS. It was 1984 and having just completed a big project, Sellers was discussing how he planned to name his next venture Alligator Enterprises because it would chomp up the competition. Steve Szydlowski, Sellers’s first apprentice and now a top executive at MGS, gave his boss a hard

time and suggested he better focus on the company he was building. Fast forward to April 2016 and Szydlowski joined Sellers at the Milwaukee Brewers opening day game and, with the sale to Mason Wells on the horizon, asked Sellers whatever happened to Alligator Enterprises. “You gave me such grief, I forgot all about that,” Sellers recalled replying with some colorful language, pledging again that his next venture would include alligator in the name. While the ambitions Sellers has for Alligator Holdings are big, he was quick to clarify they are not goals. “I don’t have goals,” he said. “Goals are things you strive to achieve. I have expectations. Those are aspects I expect to achieve.” What, then, are the expecta-

“I don’t have goals. Goals are things you strive to achieve.” — Mark Sellers, Alligator Holdings

tions for Alligator Holdings? “To succeed,” Sellers said, adding that he wants to help the next entrepreneur that can carry on the moldmaker way philosophy he learned. He is also looking to train 60 to 100 students not just in moldmaking, but also other aspects of manufacturing, engineering, accounting, supervision or robotics. “These young punk kids are too stupid to know better,” he said. “They just do it and that’s what I love about it. The energy, the unknown. They don’t know how difficult it is to get to the moon and they don’t care, they

just smile big enough to be part of it, and I love it.” Sellers said when he sold MGS people talked to him about retirement, but he’d rather spread his passion for life and the trades to other people. His advice for other entrepreneurs in a similar position is to figure out what they enjoy doing and go do some more of it. “Take your time, take a year,” he said. “Make sure you experience being away from it. Make sure you talk to enough people, but just take some time because most entrepreneurs never took the time to do anything, you just do it.” n

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Bucks betting on future with new hotel project

IN ANNOUNCING PLANS to develop a new hotel — in the midst of a pandemic that has ravaged the hospitality industry — the Milwaukee Bucks and North Central Group are counting on better days ahead. Team officials and the Madison-based hotel developer recently

announced their intentions to build a 230-room boutique hotel in the Deer District just north of Fiserv Forum in downtown Milwaukee. The Marriott International Autograph Collection hotel would be built on a 2.4-acre lot the Bucks have dubbed “Block 6,” at the corner of Juneau and Vel R. Phillips avenues. What’s more, the team said this would likely be the first of two hotels they’d like to develop in the area around the arena. The timing of the announcement may at first seem curious. Hotels nationwide, and especially those located in downtown Milwaukee, are still reeling from the effects of COVID-19. The pandemic took away a massive chunk of hotel business this summer, during what is normally the local market’s busiest season. Industry data provided by Hendersonville, Tennessee-based STR Inc. shows downtown Milwaukee hotel occupancy rates never topped 40% between June and August. This is normally when area hotels are packed, as guests flock to downtown to enjoy the lakefront, Summerfest and other music festivals, or a Brewers game

UGLY BUILDING: C O U R T E E N S E E D C O. B U I L D I N G The Walker’s Point neighborhood is booming, particularly the area in and around the Reed Street Yards. One of the latest, and largest, area projects is the new Rite-Hite headquarters, slated for completion in 2022. But at the northeast corner of the Reed Street Yards business park is a derelict multi-story warehouse at 222 W. Freshwater Way. Totaling roughly 204,300 square feet, it was built in 1913 and formerly housed the Courteen Seed Co., according to records from the city assessor’s office and Wisconsin Historical Society. It is owned by Courteen LLC, registered to local developer Peter Moede. He is a co-developer of Reed Street Yards and developed other properties nearby such as the River Place Lofts. He acquired it in 2015 for $200,000, but hasn’t yet revealed plans for the property.

14 / BizTimes Milwaukee SEPTEMBER 28, 2020

at nearby Miller Park. But in planning three years out, the Bucks and NCG aren’t looking at existing conditions. They’re predicting better times ahead. “We absolutely believe we will get past this,” said Jeff Lenz, NCG president and chief development officer, noting the company’s existing hotels went from average occupancies of 70-80% earlier in the year down to 10-20% in March. “This hotel is not going to open until the middle of 2023,” he said. “We’re going to be through this and, really, our key right now is investing in the future and in places like this that have multiple demand-generating components — a corporate component, leisure component, entertainment component, dining services immediately adjacent.” Doug Nysse, principal of Milwaukee-based hotel industry advisory firm Arrival Partners, said it will be “difficult to near impossible” in the near term to obtain construction financing for new hotel projects. But it is expected that things will change in the next 12 months, allowing for projects to be funded and move forward. “Assuming it takes 18 to 24 months to build a new hotel, by the time it opens the expectation is we are well onto recovery,” he said. Greg Hanis, hotel industry analyst and president of New Berlin-based Hospitality Marketers International Inc., said by making the announcement now, the Bucks and NCG are effectively fending off other developers who may be looking to do a similar project downtown. He said that many developers would look at the prospect of one, possibly two, new hotels being added to the market as a red flag for their own projects. This is especially true given the current market conditions and the potentially long recovery period, he said. “They have just literally secured their position against any additional competition coming into Milwaukee at this point,” Hanis said. Michael Belot, senior vice president of Bucks Ventures and Development, predicted the hospitality

business will stabilize fairly quickly once the COVID-19 outbreak is under control. He said people will again be drawn to the Deer District for its entertainment options. “I think hospitality is going to come back fairly quickly once we get past everything, once vaccines develop,” Belot said. “Because people want to treat themselves and they want to enjoy themselves and have fun.” Nysse said the hotel is certainly well situated to benefit from leisure travel, given the entertainment options nearby. But it will partly rely on corporate travel, he said. This market segment is more desirable because corporate travelers are less worried about room rates. He said the new hotel could serve as a generator of that demand by helping to attract a large corporate tenant to the Deer District. A big question for Hanis is how long it will take the group market – convention and large corporate event attendees – to return. He said demand from the group market ideally should be at least 50% of what it was pre-pandemic in order to support the two planned hotels in the Deer District. “You’ve got to show a sign that individual hotels (downtown) are at least doing internal group business that’s supporting their occupancy, otherwise they’re just competing against the social leisure and corporate market in order to survive,” he said. n

ASCENT Construction has begun on Ascent, a 259-unit apartment tower at 700 E. Kilbourn Ave. in downtown Milwaukee. At 284 feet tall, Ascent is poised to become the tallest hybrid timber structure in the world, according to the project team. The apartments will sit atop a six-story podium housing retail, parking, a swimming pool and a fitness center. There will also be a full-amenity floor atop the building. Ascent is being built with mass timber, a material first used in the 1920s that has been used for high rise construction in Europe, Australia and Canada. Recent changes to U.S. building codes opened the door for domestic mass timber high-rise construction. Ascent is slated for completion in summer 2022. DEVELOPER: New Land Enterprises, Wiechmann Enterprises STORIES: 25 COST: C.D. Smith Construction Inc., Catalyst Construction

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Staff writer Maredithe Meyer contributed reporting to this story.

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Outdoor dining along the Milwaukee RiverWalk.

16 / BizTimes Milwaukee SEPTEMBER 28, 2020

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WHILE MANY BUSINESSES have managed to get back on their feet since the initial economic blow dealt by the COVID-19 pandemic, one industry is still staring down the barrel of a gun: the restaurant industry. By year’s end, approximately one-third of the nation’s restaurants are expected to permanently close, according to Chicago-based restaurant consultancy Aaron Allen & Associates. That’s a sobering outlook for an industry that started off 2020 projecting to churn $899 billion in sales and employ 15.6 million people as the country’s second-largest private sector employer, according to the National Restaurant Association. Over the past six months, the restaurant industry has been upended by the ongoing global pandemic. Government-imposed restrictions have curtailed cash flow and changed the way people dine, leaving restaurants gasping for air with no other option but to adapt with scaled-back operations focused on carry-out, delivery, outdoor dining and limited capacities. That’s come at a price. On a national scale, employment in food and beverage establishments is down by 2.5 million since February and restaurant sales between March and July were down more than $131 billion from expected levels. In July, Yelp reported that the restaurant industry has seen the highest total of business closures since March, surpassing retail. In Wisconsin, about 30% of the state’s food and beverage establishments are expected to shut down at the hands of the pandemic, and that prediction could be on the conservative side, said Kristine Hillmer, president and chief executive officer of the Wisconsin Restaurant Association. “To be honest, the longer this goes on and, especially as we lose outside dining because of the weather, that estimate could skyrocket,” said Hill-

mer, who anticipates some parts of the state to be hit harder than others due to varying levels of restrictions on dine-in service. Leading the state in positive COVID-19 case counts, the city of Milwaukee has mandated some of the toughest restrictions on bars and restaurants, including a 50% limit on indoor dining capacity. That’s a challenge for full-service restaurants with revenue models that depend on bringing diners through the door. Scaling back to off-premises business has been an easier transition for quick-service chains and fast-casual concepts, where drive thrus and online ordering were already the norm. But many independent operators were forced to leap into the unknown of contactless curbside and third-party delivery just to keep the lights on, all while learning how to prepare food that would taste just as good from the couch as it would have in their restaurant. Some got creative with family-style meals and cocktail kits, and continue to find ways to innovate. “That really gets at the heart of what operators are,” said Hillmer. “They have that entrepreneurial spirit, they have the hospitality spirit, so they’re figuring out ways to manage.” Still, the pandemic has already begun to take a toll on the region’s dining scene. According to Yelp’s second quarter economic data, 537 businesses in the greater Milwaukee area closed between March 1 and July 10. Of those, 281 were marked permanently closed as of July 10, including 70 restaurants. Recent Milwaukee-area restaurant closures include Fauntleroy in Milwaukee’s Historic Third Ward; Jackson’s Blue Ribbon Pub and Pizano’s Pizza & Pasta in downtown Milwaukee; Crazy Water in Walker’s Point; Wooden Goose in Mequon; Blue’s Egg in Shorewood; and AJ Bombers

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BY MAREDITHE MEYER, staff writer

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and Smoke Shack, both at the Mayfair Collection in Wauwatosa. Survival came at a cost for Milwaukee-based chef-owner duo Dan Jacobs and Dan Van Rite. They closed Fauntleroy in mid-July, not long before the French restaurant’s second anniversary. Second quarter sales had been down 90%. The decision to close one of their Historic Third Ward restaurants was the difference between losing tens of thousands of dollars and losing everything, said Jacobs. They own two other restaurants nearby, DanDan and EsterEv. “It was one of those circumstances that sometimes you gotta lose your toe to save your leg,” Jacobs said. Meanwhile at DanDan, sales are down about 5% from yearly expectations. The Asian restaurant has been open for patio dining only this summer, in addition to carryout and delivery. Jacobs said it’s up to his staff whether the dining room will reopen this winter. Takeout and delivery sales aren’t enough to keep everyone on the payroll, but reopening safely would require a $20,000 investment in upgrades to the HVAC system and partitions to separate tables. That’s on top of other expenses the restaurant has taken on since the start of the pandemic, including third-party delivery fees. Jacobs said UberEats takes a 35% cut off each order, which hurts, but is ultimately worth it with all the business it drives on a weekly basis.

Ripple effect When a restaurant goes under, it creates a ripple effect in the community, said Hillmer. 18 / BizTimes Milwaukee SEPTEMBER 28, 2020

Left: DanDan in Milwaukee’s Historic Third Ward. Below: Dan Van Rite and Dan Jacobs.

KEVIN MIYAZAKI

MAREDITHE MEYER

STORY COVER

Often considered cornerstones of “Main Street USA,” restaurants are where people gather, celebrate anniversaries and birthdays, and experience the culinary arts. They also generate significant tax revenue. A vibrant food scene is part of the draw for residents and businesses looking to relocate. But replace that with empty storefronts and blight, and the area no longer becomes a destination of choice. “So, when you look at potentially 30% going out of business (statewide), that’s huge,” Hillmer said. Wisconsin’s restaurant employees totaled 212,400 in 2019, according to the National Restaurant Association. Mass layoffs have flipped the tides of an ongoing labor shortage in the local industry, said Omar Shaikh, co-owner of upscale steakhouse Carnevor in downtown Milwaukee. He said prior to the pandemic, the restaurant would run hiring ads every

week, consistently short one or two staff members. “Now, restaurants are in the driver’s seat,” he said. “Everybody’s applying for jobs because everybody needs a job and I see that continuing to happen over the next two years where we have a shake down where there’s a lot of restaurants that aren’t going to make it through this, period.” The restaurants most likely to go under, he fears, are the independent operators that aren’t capitalized like larger groups and chains. A national study released in February ranked Milwaukee among the metros with the highest percentage of independent restaurants. Using data from Yelp, it found chains make up 18% of all restaurants in the Milwaukee area, while the remainder are locally owned. On top of a loss of jobs and, in some cases, an operator’s life savings, a restaurant closure has a direct impact on the suppliers, purveyors, farmers

Restaurant real estate

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Mike Jozwik, better known as “Mushroom Mike”.

JASON JAHNKE

and other businesses that make up the supply chain. Local farmer Mike Jozwik had been on track to achieve record sales earlier this year. Jozwik, better known as Mushroom Mike, has established himself as one of the region’s premier wild mushroom foragers and farmers, supplying to the likes of The Bartolotta Restaurants, Odd Duck, Morel and Chef’s Table. Once the pandemic hit in mid-March, Jozwik watched restaurant sales plummet 80% to 90%. Since launching Mushroom Mike LLC in 2012 with his wife and father, Jozwik had grown his network to about 1,000 restaurants in the upper Midwest, including Madison, Milwaukee, Chicago, western Wisconsin, northeastern Wisconsin, and had expanded his product line to about 250 items, including rice, nuts and wild berries. Revenue was driven largely by restaurants. “We basically had to switch our entire

decade-long model of direct-to-restaurant sales and had to create something new within three days,” he said. After adjusting prices and grow room schedules, the business started selling its products at grocery stores and directly to customers through online orders. Jozwik expects a 50% drop in sales compared to last year, but at least he can pay the bills. “I’m making enough to be able to survive. That’s all I can really ask for right now, and that’s a lot more than what other people have,” he said.

As restaurants struggle to get by, owners of the properties they occupy are faced with a more immediate dilemma if a struggling restaurant owner can’t pay the rent. “Landlords have obligations to banks,” said Andy Hunt, director of the Center for Real Estate at Marquette University. “They have to make sure that they’re meeting those monthly mortgage payment requirements because they don’t want to go into default on that mortgage.” While landlords are unable to waive rent payments altogether, they’re incentivized to work with tenants that are struggling in order to keep the space filled and at least some cash flowing, which is better than having no tenant at all. The COVID-19 crisis compounds on an exist-

Above: Grant Jahnke, manager of operations; Allison Meinhardt, owner; and Robert Tringali, executive chef, all of The White House in Bay View.

JASON JAHNKE

Left: The White House

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STORY COVER

ing challenge within the commercial real estate industry. The rise of Amazon and e-commerce has had a major impact on retail real estate and left an abundance of vacant storefronts in its wake. The owners of area shopping centers like Bayshore, Brookfield Square and The Avenue have invested millions of dollars to redevelop vacant brick-andmortar retail space into offices, entertainment and restaurant space. The loss of restaurants is putting even more strain on the retail real estate market. The situation will present an opportunity for some. As more local restaurants close, Hunt said, well-capitalized chains such as Darden, which owns Olive Garden, The Capital Grill and other prominent brands, are eyeing up high-performing locations as possible investments and expansion sites. “And they’ll probably be able to get good deals,” said Hunt. “Landlords are a little more incentivized to do that right now because in a lot of cases some cash flow is better than nothing. Restaurants that

Collaboration

can take advantage of that might be putting themselves in a really good position in the next few years as we come out of this.” When Allison Meinhardt set out to open her own restaurant, she knew she wanted full control of the real estate she’d occupy. It’s been almost a year since she opened Bay View’s newest fine dining concept, T he White House. Six months into a global pandemic, owning her own business and property has taken on a new meaning. Meinhardt purchased the historic former White House tavern building on South Kinnickinnic Avenue last summer and spent months converting the building into a restaurant and second floor apartment, where she now lives. “I would never lease because you give up control to do the upgrades that you want and your landlord has control of upping the rent,” she said. “This way, you’re building equity.” The restaurant was open for barely three

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months before it was forced to close under the state’s stay-at-home order earlier this year. Meinhardt, with manager of operations Grant Jahnke and executive chef Robert Tringali, used the time to work on the business and the property. They transformed the back lot’s sand volleyball courts into an expansive terrace and garden, using it this summer for outdoor seating and growing vegetables to cut down on food costs. Meinhardt herself hand-laid 800 cream city bricks from a wall that had collapsed inside the century-old building to create the patio. Hiring someone to do the project would have cost $15,000 to $20,000, she said. Meinhardt is seeking historic preservation tax credits through the National Registry of Historic Places as she continues restoring a neighborhood gem. She continues to believe a safe fine dining experience will stand the test of time and turmoil. “Going forward, I think there’s always going to

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Outdoor seating at Tavolino on Milwaukee’s East Side.

be people who want that formal experience to host a celebration — they just got engaged, they’re celebrating their 25th wedding anniversary,” she said. “Those things will always be important to people.”

Innovate or die Real estate location will continue to be key to a restaurant’s survival, but as the pandemic shifts consumer behavior, the ability to innovate is just as important, said Hunt. In mid-August Menomonee Falls-based Cousins Subs marked its 17th consecutive week of comp sales growth and 11th week of comp sales growth over 13%. While the past six months haven’t been without challenges — the sandwich chain took an initial sales hit followed by four permanent store closures and budget cuts — the company entered the pandemic one step ahead.

“Long before the pandemic, we were starting to see a change in consumer behavior,” said Justin McCoy, vice president of marketing. “While we live in the Midwest, and consumers tend to be a little bit slower moving on technology and newer things, we still took the time to invest and explore these options.” Over the past few years, Cousins has invested heavily in its technology infrastructure, updating its online ordering channels as well as implementing a new point-of-sale system across its entire store footprint. It also negotiated deals with a third-party delivery provider and a loyalty program partner. “Having all of those things in place and being able to spend time educating guests on the fact that we had them, versus trying to get those things in place when the pandemic hit, put us in a much different position than a lot of different concepts,” said McCoy.

During the pandemic, Cousins has seen a 200% year-over-year increase in online ordering and has partnered with three additional third-party delivery partners to expand its reach. Going forward, the company will continue investing in those channels to drive business as consumer behavior changes. Online ordering has become a lifeline for Zócalo Food Truck Park in Walker’s Point. Plans to automate and simplify operations for its six mobile food vendors and on-site tavern had been in the works for months, but the pandemic created an urgent need for entirely contactless service to keep employees and customers safe. Using a free mobile app, called Cashdrop, customers can browse the menu, place an order and receive a notification when their food or beverage is ready to grab from the truck or tavern pick-up window. QR codes are posted on tables and around the park for easy access. Zócalo started piloting Cashdrop last fall as the Chicago-based startup’s first customer. “We really started seeing the results of how it can help us with operations in the last two months,” said Zócalo co-owner Jesus Gonzalez, who also owns one of its food trucks, Mazorca. Prior to opening Mazorca in 2017, Gonzalez worked for Chipotle and noticed the company investing a lot of money in its online ordering platform. That later got him thinking about where he could incorporate technology at his own food ventures. “It’s the future,” he said. “The Midwest is always late, but if you’re hanging out on the East Coast or West Coast, they use mobile apps for everything. It’s more convenient and it’s a lot safer now.” An entirely outdoor concept, Zócalo will have to get especially creative about drawing business this winter. Plans are in the worksMULLCORP to launch curbside pickup at the adjacent parking lot, but there’s hope that customers will still want the in-person

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Zócalo Food Truck in Walker’s Point.

experience when temperatures are bearable. Food trucks represent another way the restaurant model has and will continue to evolve post-pandemic. Historically, operators launched their concept with a brick-and-mortar location that they would build out and later scale if it was successful. Now, there are other ways to build a business, said Sean Phelan, president of Phelan

Development and co-owner of Zócalo. “People are going to see that they can prove out concepts more readily or easier with less barriers to entry with a mobile food unit,” he said. The same goes for food halls. “(Restaurant) margins continue to get worse over the years, so spending a million dollars on a build out and hoping you make your money back —

for most, those days are done,” said Shaikh. In addition to his ownership at Carnevor, he’s a partner at 3rd Street Market Hall, a new food hall opening in April at The Avenue in downtown Milwaukee. He sees the food hall model as the future of dining. “I think a lot of talented chefs and, frankly speaking, startups could raise the money and get in (to a food hall) for a lot less,” he said. “You don’t have all the overhead that a normal restaurant does and you can make your money quicker and be part of a larger consortium of restaurants that all work together.” The 3rd Street Market Hall will open initially with 12 local food vendors, instead of the 19 that were on board prior to the pandemic. Those that backed out have gone into “survival mode,” said Shaikh. But those that stayed on are financially secure and focused on what lies beyond the economic downturn. And so is Shaikh. He’s excited about all the development going on west of the river in downtown Milwaukee and expects the area will come back to life once a COVID vaccine is available. But for now, it’s tough drawing people downtown with no shows, sports or concerts to attend.

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The food hall model has provided a crucial step toward where one Milwaukee-based restaurateur ultimately wants to take his business, and he’s not letting the pandemic stand in his way. Despite challenging times, Jason Alston, owner of Heaven’s Table BBQ at the Crossroads Collective food hall on Milwaukee’s East Side, is moving forward with plans to open a brick-and-mortar restaurant across town, in the city’s Uptown neighborhood. The space will allow for an expansion of the menu to appeal to diners who may not want barbecue. “One of the challenges of being in a food hall space is the space,” said Alston. “You’re only allowed to have so much product because you have to take into consideration the other vendors.” Sales have stayed steady during the pandemic, which Alston chalks up to the product itself; barbecue travels well and it’s a timeless favorite among diners. Customers have been eager to support the restaurant as it made weekly donations to frontline workers at hospitals, he said.

Takeout orders already drove 70% of business, so there wasn’t much of a loss to make up with the drop in dine-in customers. The new location will maintain a similar takeout-focused model as well as an open concept kitchen for full transparency. Alston said it’s important to build diners’ trust these days and allowing them to see safety

practices inside the kitchen is part of that. “With life, you have to adjust,” he said. “Even before COVID, we had meat recalls, lettuce recalls. It’s all about adjusting to whatever situation is presented to you, and that’s the great thing about cooking. You should be willing to switch it up. Don’t just throw in the towel. Do all you can first.” n

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Adapting while staying the course

Heaven’s Table BBQ owner Jason Alston.

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Meet Milwaukee-area entrepreneurs that are part of an increase in new business formation during COVID-19 BY ARTHUR THOMAS, staff writer WHEN THE COVID-19 PANDEMIC HIT and states implemented shutdowns, many economic indicators plummeted. New business formation was no different. “In the initial weeks of the shutdown, everything went into a deep freeze,” said Simeon Alder, a staff economist at the Center for Research on the Wisconsin Economy at the University of Wisconsin-Madison. In late March, new business applications were down as much as 38% year-over-year, according to Census Bureau data and the declines continued until early May. Things eventually started to recover, which Alder said wasn’t that surprising, but then the numbers continued to improve, settling in at an elevated level. “That’s not just for Wisconsin; it’s actually pretty broadly true,” Alder said. Through mid-August, total applications for employer identification numbers in Wisconsin were up 13.5% compared to the previous three-year average. For the U.S. as a whole, applications were up 18.3%, according to Alder. Applying for an EIN isn’t necessarily a sign of a startup, but it is a good indication. The Census data also measures high-propensity applications based on factors like what industry a new company is in 24 / BizTimes Milwaukee SEPTEMBER 28, 2020

and plans to pay wages. Alder said those types of applications are also trending higher with an increase of 9.7% from the past three years in Wisconsin and 7.6% for the U.S. The question, of course, is why are more applications being filed? Alder said the available data doesn’t address the question of why, but his interpretation is that the sharp drop in employment brought on by COVID-19 has pushed people out of the labor market. With limited job prospects, people may be turning to entrepreneurship as a pathway to return to employment. In Wisconsin, the number of new business applications topped 38,000 in 2006 before declining the next three years to around 34,500 in 2009. The number of new business applications was down year-over-year for six straight quarters starting in September 2008. After a slight recovery in 2010, it took the state until 2017 to eclipse its 2006 application level. The U.S. took until 2014 to top its 2006 level, according to Census data. Research covering the period from the early 1970s up to the Great Recession found that worldwide, entrepreneurship generally follows the business cycle, according to a 2014 World Bank working paper. However, the same research found that in individual countries, startup activity tended to run

counter to the business cycle. One theory is that limited access to capital during recessions limits the number of startups while others suggest that unemployment pushes people to start their own companies. The World Bank working paper studied the period around the Great Recession and found entrepreneurship tended to follow the business cycle, particularly in countries with higher levels of financial development and better business environments. It was actually the availability of resources that helped address some of the reservations Ross Younger had in starting StreetWise360, which provides 360-degree photos and virtual tours of bars and restaurants. The service allows establishments to highlight how they are handling COVID-19 within their Google search results. Younger, who was running Secret Milwaukee Food Tours prior to the pandemic, said he was able to qualify for a grant and a low-interest loan through the U.S. Small Business Administration that allowed him to get the initial equipment and software needed to launch the company. He has also tapped into programing with gener8tor, where he met co-founder Ron DuKatz, and at the UW-Milwaukee Lubar Entrepreneurship Center.

For Shalini Nag, the concept for TiffinTime was one of those ideas that just would not go away. Seeing restaurants struggle as the pandemic took hold, she felt there had to be a better way to support them than buying gift cards. The idea has since developed into a subscription-based delivery service in which users specify their meal preferences, dietary restrictions and the number of meals they need per week. TiffinTime will then allocate the meals equitably across participating restaurants. Nag, whose main business EvidaSolve focuses on helping small and medium-sized companies think strategically about their talent, said she did not aspire to be an entrepreneur, but increasingly finds herself seeing problems as business opportunities. “My brain has started thinking that way,” she said. The idea is still in a pre-launch phase, but Nag said for her it became a real thing worth trying to build when she mentioned it at a Code for Milwaukee event and received positive feedback. “For the first time it wasn’t just me,” she said. Nag acknowledges it was difficult to get the first few restaurants to sign on and added that like any new venture there are days when the idea seems

more promising and others when she questions if it is worth it. “The only thing that gave me pause in the early days was whether or not this could be sustainable in the long term,” she said, noting the growth of the gig economy and rising popularity of remote work give her confidence. “Once we ran the numbers, it really makes sense to do it.” For UW-Milwaukee juniors Andreas Soerensen and Paolo Gratton, the topic their startup, Greenway, is working on provides them motivation to move forward during a pandemic. The duo is developing Greenway into a platform that allows users to track their own sustainable actions and receive rewards for local businesses for performing those activities. “Our outlook hasn’t soured because of COVID because we still see the same opportunities, they’re just different,” Gratton said. “Yeah, things might be a little harder, but I’m just as intent on helping out the world in this way.” Soerensen said he was looking for a passion project to work on and was always interested in the topic of sustainability. “It’s also a very urgent issue,” he said. For Streetwise 360, the pandemic created the business opportunity. DuKatz noted that loca-

tion-based businesses have been impacted the most. “We see this as an opportunity to help these businesses reestablish themselves by giving people the information they need,” he said. Younger said there are two ways to think about starting their new venture. It could be the worst time to start offering virtual tours and 360-degree photos. “Even though it’s probably more needed than ever, these businesses have less expendable income than ever,” he said. Alternately, the need for small businesses to highlight their environment gives Streetwise a chance to establish relationships, get proof-of-concept, and gain traction. The duo believes that offering early adopters their services at low or no cost will allow them to be better positioned as the economy recovers and the use of virtual technology evolves. “The hybrid of virtual and in-person is yet to be defined,” said DuKatz. “We want to be a part of defining that and part of that will be how people go back to location-based businesses. We don’t know where things are going to go, but we’re going to be out there helping small businesses, location-based businesses try to figure that out.” n

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Special Report ENTREPRENEURSHIP & FAMILY BUSINESS

Navigating a ‘friends and family’ startup funding round BY BRANDON ANDEREGG, staff writer AS THE MEDIEVAL PROVERB GOES, blood is thicker than water, but the adage does not always ring true when mixing family and business. Startups are hard pressed to raise funds at an early stage from angel investors, especially in Wisconsin, which is why accelerators often recommend a “friends and family” funding round. Family and friends are more likely to take a big risk on a family member’s brand new, unproven business, said Molly Dill, director of gener8tor’s gBeta program, an accelerator program for early-stage startups. “This can help bridge the gap from the idea stage Dill to the product stage, and

then more investors are willing to take the risk when there is some customer and revenue traction to demonstrate,” Dill said. While textbooks may recommend entrepreneurs seek seed funding from family members, those relationships can become mired in conflict if not handled professionally, said David Borst, Family Business Legacy Institute executive director and chief operating officer. “Blood is thicker than water until it turns green, until the money is involved,” said Borst, whose firm provides strategic planning and guidance Borst to family businesses. “Ultimately, I’ve seen families argue over darn close to a nickel, so you have to be cautious with these scenarios.” Emotions can have a huge impact on family business – interpersonal dynamics that, if given the opportunity to grow and fester, have the potential to send a business on a negative trajectory. Borst recommends basing decisions on solid busi-

ness practices and leaving out emotion out when it comes to the dollars and cents. “Make sure that whoever is investing is in fact aware of what that planning horizon is and what that financial horizon is,” Borst said. “Whoever is doing the purchasing and asking for the funds, they need to have a legitimate business plan and that plan should be a pro forma looking out frankly five to 10 years, not two to three years.” Even if the family member is an experienced entrepreneur, the investor should still expect an agreement in writing and an official contract. This agreement should not be a haphazard do-it-yourself contract. Hire an attorney and an accountant familiar with startup investing to guide the process, Dill said. Some family members may want to structure the investment as a gift or a loan, but this needs to be clearly defined or it can muck up future agreements when subsequent rounds of funding are raised, she said. Structuring friends and family investments with a Simple Agreement for Future Equity (SAFE) or a convertible note is a common practice that gBeta recommends to its startup founders, but it isn’t an investor’s only option.

How GPS Education Partners is Helping Komatsu Grow its Business for the Future By GPS Education Partners As one of the oldest employers in Milwaukee, Komatsu Mining Corp. has earned its reputation as a leading manufacturer with the foresight to expand capabilities and quickly adapt to shifting global demands. But like so many industrial companies, the coming retirement crisis and lack of skilled talent in the pipeline threatened its future success. Komatsu knew it had to act — and fast. “We realized there was going to be about 50-60 people retiring over the next five years,” says Dale Porter, a senior human resources generalist at Komatsu. “We decided that we had to do something. We decided to partner with GPSEd.” GPS Education Partners is a work-based learning intermediary who provides education services that help close the skills gap. The Waukesha-based nonprofit organization connects employers seeking talent with students exploring technical careers, providing them with on-the-job training and wage-earning opportunities through its immersive manufacturing youth apprenticeship program. “Over the last few years, we’ve really tried to make this not about finding a job, but making this about a career-oriented activity,” explains Andy Hepburn, GPSEd chief innovation officer. That was the case for Joe Graef, who entered the GPSEd youth apprenticeship program in 2000 when he was a junior in high school. While he was unsure of his future career path at the time, he demonstrated an early interest in manufacturing. As a GPSEd apprentice, he had the opportunity to try his hand at various trades and received in-house training at Generac Power Systems in machining and gearing. Today, Graef is a production supervisor at Komatsu. To read this story in its entirety, visit biztimes.com/category/sponsored

“Over the last few years, we’ve really tried

to make this not about finding a job, but making this about a career-oriented activity.”

info@GPSed.org | 262.226.2001 20633 Watertown Court, Suite 202 Waukesha, WI 53186 gpsed.org

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Special Report

With a SAFE, the investor invests money in the company in exchange for the right to purchase stock in a future equity round subject to parameters set in advance in the agreement. If the company fails, whatever money the business owner has left will be returned to investors. If the company grows, the company would likely raise more money and at this point, some investors would convert their SAFE into equity. If another investor decides to invest in the company in a priced round, the SAFE would turn into shares in the company. A convertible note is short-term debt that converts into equity. For seed financing, the debt usually automatically converts into shares of preferred stock when a Series A round of financing closes. That means if an investor loans money to a startup as its first round of funding, rather than receive their money back plus interest, the investor receives shares of preferred stock as part of the startup’s initial preferred stock financing. The convertible note is often preferred over purchasing a stock security from a startup because typically the company has no product or revenue, making it difficult to set a price for stock at such an early stage.

Because of the risk associated with first-time entrepreneurs and startups, the family member investing should have realistic expectations. Borst said many family businesses do well, but when it comes to an early-stage startup, he would not invest unless he is planning to lose the money.

“If it’s a child of mine, it’s probably a situation where I’m giving them the money with the hope that something comes up, but also with the reality that it may fail,” Borst said. “Usually, the very first businesses that a family member gets involved with are not going to be successful.” n

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Recognizing the resolve & resilience of 65 local organizations and individuals that have made a positive difference in our community during the pandemic.

FOCUS ON THE FUTURE RECOGNIZES TOP RESPONSES TO COVID-19 The Metropolitan Milwaukee Association of Commerce (MMAC) recognized area companies and organizations as Focus on the Future Award honorees, to recognize their work to meet the challenges of the COVID-19 pandemic. The honorees were celebrated during a recent virtual event. The Focus on the Future Awards were broken down into these categories: § ESTABLISHED NEW LINKS IN THE CHAIN – These honorees have retooled their supply chain or made new links in another supply chain to meet new market demands. § MOTHER (OR FATHER) OF INVENTION – These honorees have created a new product or service to meet rapidly changing market demands.

§ TRUE COLORS – These honorees have maintained an employee-centric focus by managing the health and well-being of their workforce. § PIVOT NOT PANIC – These organizations and individual honorees displayed clarity and purpose, showing exemplary leadership during the pandemic.

§ FUELING THE FRONTLINES – These honorees have come to the aid of health care or other frontline workers when they needed it most. For each category one of the award-winners was selected as a spotlight company and two or three others were named honorees with distinction. Following are profiles of those companies, longer profiles for the spotlight companies and shorter profiles for the honorees with distinction.

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For 22 years, we’ve been honored to be the presenting sponsor of the MMAC/COSBE Future 50 program. We are passionate about supporting businesses and their leaders by providing a relationship-banking approach that starts with a common goal – your success. If your plans call for a banking partner who works hard alongside you, we would love to hear from you. Congratulations to all the honorees of 2020. Our community is stronger because of your commitment and success. Enjoy the recognition. You have truly reached a memorable milestone.

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Wisconsin Collaborative Insurance Company (WCIC) WCIC is a joint venture between Anthem Blue Cross and Blue Shield and Aurora Health Care. Bringing to the market Well PrioritySM a product that connects Anthem and Aurora –resulting in the next generation of health care. Unlike other health care products Well PrioritySM takes a more personal, in-depth, proactive approach to help members stay healthy and actively engaged in their care. This high-touch, enhanced process brings a new, efficient way of bringing health care to consumers at a lower cost. Well PrioritySM uses Anthem’s Blue Priority network, which offers your employees access to quality care covering 69 counties and 90% of Wisconsin’s population. To learn more visit wellpriority.com WCIC is proud to sponsor Focus on the Future Awards. We honor the leaders who contribute so much to the growth of our community. Paul C. Nobile President & GM Anthem Blue Cross and Blue Shield

30 / BizTimes Milwaukee SEPTEMBER 28, 2020

Congratulations to all 2020 Focus on the Future Award recipients! Realizing a vision, especially in this environment, takes hard work and sound financial practices. Sitzberger & Company works with emerging companies and young leaders to chart their financial course in the short and long-term. Sitzberger has grown alongside our clients into a regional public accounting firm offering prospective financials, audits, reviews, and navigating the complex world of start-up tax returns. We’ve learned that the better we know our clients – who they are, what they do, where they financially want to go – the better we can help them achieve their goals. Congrats again to all past and present Focus on the Future winners! Sitzberger & Company, S.C. 611 N. Barker Road, Suite 200, Brookfield, WI 53045 Phone: 262.860.1724 | www.sitzbergercpas.com

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CELEBRATING THE SUCCESS OF MILWAUKEE BUSINESSES

Southeastern Wisconsin's Local Relationship-Based Bank First Midwest Bank supports innovative businesses that make an impact in southeastern Wisconsin. We would like to recognize Milwaukee businesses for their creativity in pivoting during these unusual times.

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Established NE W LINKS in the CH AIN CONTRIBUTED

SPOTLIGHT

HungerTaskForceexecutivedirectorSherrieTussler

HUNGER TASK FORCE Milwaukee INDUSTRY: Nonprofit When news footage surfaced this year showing dairy farmers dumping their milk due to a drop in demand, it didn’t sit well with supporters of the Hunger Task Force. “We were getting calls saying, ‘How

can you allow that to happen?’” said Sherrie Tussler, executive director of the Milwaukeebased hunger relief organization. With restaurants and schools closed across the country, Wisconsin’s $45.6 billion

dairy industry was hit hard by COVID-19. At the same time, HTF was preparing to meet the spike in demand for its services as stay-at-home orders left many people in the region jobless or underemployed. To provide relief to farmers and increase the food supply for local pantries, HTF committed $1 million to purchase, process and distribute local milk and dairy products from Wisconsin farmers that would otherwise have been spilled. That investment has since scaled up to about $2.3 million. In April, the organization partnered with Wisconsin Department of Agriculture, Trade and Consumer Protection and Dairy Farmers Association of Wisconsin to create a statewide network of distribution hubs that connected dairy products from seven farms and cheesemakers to members of the Hunger Relief Federation of Wisconsin, a federation of local and independent food pantries and emergency feeding organizations representing all 72 counties. HTF’s efforts earned the organization a spotlight recognition in the “Established New Links in the Chain” category of the

MMAC’s Focus on the Future Awards. Logistics and transportation were already in HTF’s wheelhouse — the organization supplies food to 250 local charities every month — but the dairy recovery program expanded its network to new areas of the state. To date, the Wisconsin Dairy Recovery Program has distributed about 2.8 million pounds of milk, 753,000 pounds of cheese and 187,000 pounds of yogurt statewide. The community was quick to rally around the program, with donations coming in almost immediately after its launch, Tussler said. One WISN-Channel 12 telethon alone brought in $600,000 for the effort. “Everyone was watching the news,” she said. “Every time we were on the evening news, there was a huge spike in contributions.” While making a $1 million commitment at the outset of the pandemic was risky, Tussler said acting fast in the midst of a crisis paid off. “You have to take a leap of faith,” she said. “We couldn’t do things the way we did before. We had to be willing to risk our business strategy.” 

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32 / BizTimes Milwaukee SEPTEMBER 28, 2020

WE COULDN’T LEAVE WELL-ENOUGH ALONE

So we made it a priority A lot of health plans say they share the same priorities as you, like better health and lower costs. But at the end of the day, how’s that really working? Enter Well Priority. We’re kicking it up a notch by taking a more personal, in-depth, proactive approach that helps our members and their employers feel a whole lot better. Priority: Lower overall cost of care When members get the right care, at right time at the right place this drives a lower overall cost of care. With a network that focuses on quality and efficiency, members save.

Priority: Integrated care delivery Everyone who’s helping a member stay healthy should be on the same page, right? That’s why our registered nurse care coordinators act as a single point of contact so primary care doctors, pharmacists, social workers, behavior health specialists and other health care experts can work as a team to provide the best overall care.

Priority: Data-powered communication It’s predictive analytics that’s the game changer. That’s top-tier technology like electronic health records, statistical algorithms and clinical collaboration that let us target and reach out to members who may need extra, one-on-one care. From reminders about missed exams, wellness coaches who identify gaps in care and so much more, the right data can make all the difference.

Anthem Blue Cross and Blue Shield is the trade name of Blue Cross Blue Shield of Wisconsin (BCBSWi), Compcare Health Services Insurance Corporation (Compcare) and Wisconsin Collaborative Insurance Company (WCIC). BCBSWi underwrites or administers PPO and indemnity policies and underwrites the out of network benefits in POS policies offered by Compcare or WCIC; Compcare underwrites or administers HMO or POS policies; WCIC underwrites or administers Well Priority HMO or POS policies. Independent licensees of the Blue Cross and Blue Shield Association. ANTHEM is a registered trademark of Anthem Insurance Companies, Inc. The Blue Cross and Blue Shield names and symbols are registered marks of the Blue Cross and Blue Shield Association. 65132WIEENABS 09/20

VISIT WELLPRIORITY.COM OR CONTACT YOUR BROKER OR ANTHEM SALES REPRESENTATIVE TODAY.

Established NE W LINKS in the CH AIN

IAS

IAS INC. New Berlin INDUSTRY: Automation system integrator The coronavirus pandemic has created plenty of challenges, including sharp increases in demand for a variety of essential products. For the makers of things like sanitary wipes, packaged good foods and singleuse testing kits, it can be hard to meet the increased demand for products. After all, no one had a global pandemic built into their sales forecasts for 2020. That’s where New Berlin-based automation system integrator IAS Inc. enters the picture. The company has designed and implemented automation systems that allow its manufacturing clients to operate

safely, add production capacity and get products to consumers who need them. Those clients include a sanitary wipe maker using robotics to increase production volumes, food and beverage companies that need new assembly lines to meet online order volumes and the makers of swab test kits that need robotics to meet the demand created by COVID-19. IAS says manufacturers big and small are also looking for ways to keep personnel separated or to bring employees into the production areas at different times throughout the day to maintain social distancing. The company has also addressed the challenge of not having some of its personnel available by creating remote access to its systems to allow a quick response that keeps manufacturers moving. IAS has done this work to support the supply chain while also adding 15,000 square feet to its headquarters and adding six new employees during the pandemic. All of those efforts earned the company a recognition with distinction in the Established New Links in the Chain category of the MMAC Focus on the Future awards. 

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The PartsBadger team

PARTSBADGER Cedarburg INDUSTRY: Manufacturing PartsBadger, which makes CNCmanufactured parts for just about every industry, saw the potential for a major manufacturing shutdown in China before it happened. Company leaders sought to address this in two ways: securing manufacturing capacity in other areas, such as Malaysia and Singapore, and investing more in domestic production. Roy Dietsch, chief executive officer of PartsBadger, said the company decided to act once China extended its New Year shutdown in January. The next day they created a “control center” to lay plans, and shortly after sent employees overseas to establish

new links for their international capacity and maintain volumes during the shutdown. “I think we had the meeting on a Thursday, and then they were there (in Malaysia) on Monday,” Dietsch said. PartsBadger additionally invested about $750,000 through the purchase of four new CNC machines to beef up domestic output. Dietsch said PartsBadger now does 25% of its manufacturing in house, compared to 5% last year. Dietsch said these actions were part of a multi-pronged plan that allowed the company to have a number of alternatives to fall back on if needed. “At the same time we were building up Malaysia, getting production there, we knew we needed to build up the domestic (production) because if Malaysia started dropping off, we would be ready to go domestically,” he said. The COVID-19 pandemic provided the impetus for PartsBadger to grow capacity at home. Dietsch said the company once outsourced all its manufacturing, and just two years ago opened its shop. “You kind of need to get over this hump to get processes and systems in place to be more efficient, and COVID allowed us to do that,” he said. “Combined with the investment, now we’re running multiple shifts; it’s way more efficient.” 

We help you get more from your buck through custom software Lanex is a 22-year-old, Hartland, WIbased company known for creative solutions to business problems through custom software solutions. Across industries, we create and support software, middleware, API’s, integration, and have award-winning web design. Clients like working with us as we’re approachable, and ask the difficult questions like “are you sure you want to do this?”. Most importantly, we look for

better ways to do things, saving businesses time and money by reducing workloads and helping them achieve a return on their investment. “Thank you” to the MMAC in recognizing our efforts in streamlining meat processing by creating our startup, Field to Freezer®. This story has a very “Wisconsin” beginning – a drive back from a hunting trip. See more at fieldtofreezer.com Need help? Reach us at lanex.com

Established NE W LINKS in the CH AIN

These honorees have retooled their supply chain or made new links in another supply chain to meet new market demands. Duet Resource Group Exciting Events Gross Automation LLC Hunger Task Force IAS Inc. Lanex LLC MicroSynergies PartsBadger

34 / BizTimes Milwaukee SEPTEMBER 28, 2020

262-595-2355 | ADMISSIONS@UWP.EDU 900 WOOD RD, KENOSHA, WI 53144 UWP.EDU/ADMISSIONS

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FUELING the FRONTLINES CONTRIBUTED

SPOTLIGHT

YMCAofMetropolitanMilwaukee

YMCA OF METROPOLITAN MILWAUKEE Milwaukee INDUSTRY: Nonprofit When schools and daycare facilities shut down across the state in the spring, the YMCA of Metropolitan Milwaukee quickly developed a program to fill in the gaps for emergency responders.

In March, after shutting down its fitness centers, the organization opened county-wide Emergency Responder Child Care Camps to provide care for the children of essential first responders and health care services workers.

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SitzbergerCPAs.com (262) 860-1724

“We needed to be an answer for our families who were coming to us and saying, ‘What can you do for us? We have to work,’” said Carrie Wall, president and chief executive officer of the YMCA of Metropolitan Milwaukee. Before opening, the Y consulted with the Wisconsin Department of Health Services and city of Milwaukee Health Department to build a set of protocols based on available research, and borrowed lessons learned from other Ys across the country. Across its day camp sites, Y staff and virtual volunteers helped children with their schoolwork and led a variety of fun and educational online programs. The program was funded by enrollment fees, grant funds and state subsidies. “This team went to work,” Wall said. “... It wasn’t about making money at this point. We just knew we needed to be part of the solution.” The lessons learned from the camps in the spring paved the way for the Y to open seven day camps serving more than 250 school-age children in the summer. For its quick response to support frontline workers, the YMCA of Metropolitan

Milwaukee received recognition in the Fueling the Frontlines category of the MMAC’s Focus on the Future Awards. “I’ve never seen staff so ready to be solution finders and really jump in to what are the greatest needs right now,” Wall said. “Especially with children in the city, the disparities are growing. Inequities are growing. This staff is passionate about continuing the work and getting on the right path.” Throughout the spring and summer, Y leaders prepared for whatever might happen when school resumed in the fall, including fully in-person, fully online or hybrid formats. The organization recently launched Extended Learning Academies at three of its sites, offering an in-person program to support students who are e-learning through their school district. “We needed to help families who cannot be (at home), or maybe there are some who need to work at home and don’t want their kid to have that much screen time,” Wall said. “We already have five months proven working on this.” Now, the Y is in hiring mode to staff its early education sites. 

THE METROPOLITAN MILWAUKEE ASSOCIATION OF COMMERCE (MMAC) FOCUS ON THE FUTURE AWARD WINNER

YMCA OF METROPOLITAN MILWAUKEE

Thank you to our YMCA volunteers, donors and staff for believing in us and our mission. We couldn’t do this without out you!

YOU VOLUNTEERED. YOU DONATED. YOU LED.

FUELING the FRONTLINES

Headline It! mask

PLISZKA’S ADVENTURES LLC, DBA HEADLINE IT! Muskego INDUSTRY: Manufacturing Jodi Pliszka has spent the past 14 years building a business on her love of helping others, so when the COVID-19 pandemic sparked a crisis for essential workers and small businesses, she didn’t hesitate to take action. Pliszka is the president of Muskegobased Pliszka’s Adventures and inventor of Headline It!, a disposable liner for wigs, helmets and hats made out of high-tech wicking material that absorbs sweat, regulates body temperature, and traps oils, salts, and odors. The idea was inspired by Pliszka’s own challenges after losing her hair to Alopecia 34 years

ago. In 2006, the product was featured on the ABC network television series “American Inventor” and is now distributed across the country by the likes of MSC Industrial Direct Co., Granger and Airgas. Responding to the nationwide shortage of PPE earlier this year, Pliszka found a way to convert the waterproof liners into face masks by folding them in half and adding a nose piece. She and her daughter and business partner, Jess Pliszka, have hand made and sold thousands of “BeSafe” masks and have donated hundreds to frontline workers at area hospitals and grocery stores. Meanwhile, the mother-daughter duo have leveraged their shared background in psychology (Jodi has a Ph.D. and Jess is currently working towards that degree at Mount Mary University), to counsel business leaders through the mental and emotional challenges of today’s world. They launched a new business, called Neurolicity, which expands upon Jodi Pliszka’s existing “Resilience Reboot” training program. “We use things like neuroplasticity and cognitive behavioral therapy techniques to help people change the way they think and help them be able to maneuver through their challenges a lot easier, bounce back and move forward,” Pliszka said. For its efforts, Headline It! has been selected as an honoree with distinction in the Fueling the Frontlines category of MMAC’s Focus on the Future Awards. 

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Surfacide UV-C

SURFACIDE Waukesha INDUSTRY: Technology Waukesha-based Surfacide Manufacturing started helping hospitals and other facilities address health careacquired infections around five years ago. The company makes a multiple emitter UV-C disinfection and decontamination system that uses ultraviolet energy to significantly reduce the risk of environmental transfer of bioburden. Surfacide’s system uses multiple UV-C emitters operating

together to get better coverage, reduce shadows and deliver energy more effectively than first generation UV robots. Surfacide had gained traction at hospitals around the world prior to the pandemic, but the spread of COVID-19 has brought increased attention to the company’s product. Since the pandemic hit, the product has been adopted by a range of users, including dental offices, the Seattle Space Needle, hotels in Australia, health care performance improvement company Vizient, retirement communities and health care imaging centers. The emitters are now used in more than 500 hospitals and many are using them to decontaminate high-risk areas to help protect frontline workers. Surfacide also provides its technology to help facilities reprocess N95 masks, extending their useful life and addressing supply chain challenges. The company’s efforts earned it a recognition with distinction in the Fueling the Frontlines category of the MMAC Focus on the Future Awards. 

Fullfilling Our Mission to To Whats Best for Others As CEO of the SVA family of companies: SVA Certified Public Accountants, SVA Financial Group and SVA Consulting, I am proud of, and grateful for, our SVA Team. We took it upon ourselves during a time that affected all business, to live out our fundamental of To Do What’s Best for Others. It was our mission to provide education and resources to our clients and to the marketplace as a whole, to assist in the under-

standing of what programs and financial assistance was available to them during COVID19.

FUELING the FRONTLINES

The SVA Team provided 10 webinars to over 2800 attendees, created resource pages on our websites with tips, articles and videos, on topics such as; the CARES Act, PPP, HHIS Provider Tax Relief, Maintaining Investment Strategies during Market Volatility and Remote Data Security.

These honorees have come to the aid of health care or other frontline workers when they needed it most.

Kane Communications Group Nourish Natural Products Pliszka’s Adventures LLC, dba Headline It Surfacide Manufacturing SVA YMCA of Metropolitan Milwaukee

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MOTHER (or FATHER) of INVENTION CONTRIBUTED

SPOTLIGHT

StonehouseWaterTechnologieschiefexecutiveofficerHensleyFosterandvicepresidentAnneWick.

STONEHOUSE INNOVATIONS, LLC Milwaukee INDUSTRY: Water technology As COVID-19 broke out, Milwaukee-based water technology company Stonehouse Innovations, LLC joined the fight against the pandemic, churning out product after product to protect the community from the virus both at home and in the workplace.

SI, the research and development arm of Stonehouse Water Technologies, generated three new antimicrobial products within a five-month period to help people safely return to work. Stonehouse Water Technologies,

located in Milwaukee’s Global Water Center, had just launched its R&D business when the virus disrupted every aspect of daily life. The company leveraged its own technologies and partnerships to develop a line of virus-fighting products. For its rapid development of marketmeeting products, the company has been selected to receive the MMAC’s Focus on the Future award in the Mother (or Father) of Invention category. The company started with Samaritan Shield, a cleaner protectant that creates an antimicrobial shield coating on hard surfaces for a minimum of 24 hours and up to 21 days. At the same time, SI developed Dr. Moe’s Mist, an air and surface fogger that uses all natural and environmentally safe ingredients to eliminate bacteria and viruses on contact. As the shortage of personal protective equipment became evident and the need for reusable PPE products grew, SI released O3 Safe, a portable cabinet that uses ozone gas to decontaminate PPE daily at home or at a business. The company’s latest product, “Sannies,” is set to release in October. This antimicrobial slip-on shoe covering

is made from a germ-killing material that prevents the room-to-room spread of pathogens from within hospitals. Stonehouse Water Technologies’ newest designs are not far off from the company’s core mission, which is to eliminate drinking water contaminants and address clean water demands both domestic and international. Water POD, the company’s flagship product, is a point-of-entry water purification system that can produce 8 gallons per minute and 12,000 gallons of water per day. Using technology from its flagship product, SI is developing POD X and BEDIA, a soon to be released system that uses engineered plasticized and antimicrobial pellets as a water filtration medium for industrial and residential applications. “We have always known that water security is a huge issue where a pandemic or a human interference could affect the quality or distribution of water,” said Hensley Foster, Stonehouse Water Technologies chief executive officer. “From where we are with our core product, I think (the pandemic) just strengthened our resolve … to get people aware that we need to protect ourselves from germs or pollution in our water.” 

TopLine Results develops ActProactive App to help businesses

CFI: Advancing total health for people of all abilities

At TopLine Results, our team of seasoned product developers have been making customized applications and supporting CRM databases for over 20 years in various industries. We have helped many companies achieve their goals with advanced technology, but in these times of crisis, we are focusing our efforts on ways to help our community stop the spread of COVID-19.

We know this fight demands nothing less than our best, so we pledge to maintain our high standards of quality and do whatever it takes to help ActProactive’s users stop the spread with tracking their workforce’s exposure and symptoms with the ActProactive App.

CFI has an 80+year history of providing innovative care to people with disabilities, disadvantages, serious mental illness, and employment barriers.

To create your free ActProactive account visit:

The first to demonstrate in 1949 that children with intellectual disabilities should be included in school settings, CFI was also chosen in the 1970s by the U.S. Department of Health to create a business model to emplo y people with disabilities.

38 / BizTimes Milwaukee SEPTEMBER 28, 2020

app.actproactive.com/getstarted For more information on the ActProactive App call us at 800-880-1960 or visit actproactive.com

“We are proud to continue that legacy today,” said CEO Teri Zywicki. We recently launched remote adult day programming, expanded telehealth for people with mental illness, and added wellness checks for people who receive our personal care services. Learn more at mcfi.net. MISSION: Partnering with people of all abilities to advance their total health VISION: Healthy and hopeful communities

BADGER TECHNOLOGY GROUP INC. Port Washington INDUSTRY: Avionics/Aerospace

Port Washingtonbased avionics startup Badger Technology Group Inc. landed a major contract to modernize a fleet of C-130 cargo airplanes for Saudi Arabia. Work on the contract was about to begin when COVID-19 hit and brought many industries – and Badger Tech’s contract – to a standstill. Instead of shutting down, the company got to work after one of its energy storage scientists suggested the company could design and engineer a large-scale disinfecting system using ozone instead of chemicals. It is an approach used widely in water purification and other applications to kill germs, bacteria and mold and had worked against the MERS and SARS viruses. Badger Tech took staff time that would have gone to the C-130 contract and instead poured it into designing, assembling and distributing the disinfecting systems worldwide within two months. The systems could be adapted for use in sports, stadiums, schools, vehicles and buildings. The company has already made sales to hotels in India, Israel, Mexico, England and the United States. 

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CENTRAL OFFICE SYSTEMS Waukesha INDUSTRY: IT services

PyrexiaKiosk

As businesses began developing protocols to safely bring employees back into the workplace amid the COVID-19 pandemic, Waukesha-based Central Office Systems identified a need for a temperature scanner that was faster, safer and more accurate than handheld devices. In partnership with New Berlin-based Exciting Events Inc., Central Office Systems created the Pyrexia Scanner Kiosk, a new IT product that can scan faces with the ability to identify them and determine their temperature within 0.3 degrees, in a matter of seconds. “Lots of companies had their supervisors taking people’s temperatures, and that not only potentially exposed the supervisor to COVID-19, but the supervisor had to spend a lot of time just standing there with a temperature scanner,” said Art Flater, vice president of sales and principal at Central Office Systems. The company repurposed a German-made facial recognition security system into its Pyrexia Kiosk, which has now been distributed to manufacturing firms, schools, daycares and nonprofits across the U.S., but mostly in the Milwaukee area. Demand for the device has exceeded expectations as organizations continue to navigate the pandemic and eventual return to normalcy. 

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MOTHER (or FATHER) of INVENTION MKE TECH HUB COALITION AND THE COMMONS Milwaukee INDUSTRY: Technology and education

On the forefront of Milwaukee’s “lost summer” was the cancellation of festivals, shutdown of restaurants and a Democratic National Convention turned virtual. But what loomed in the background was hundreds of lost opportunities for aspiring professionals tasked with leading the next generation of Milwaukee’s workforce. Hundreds of Milwaukee-area students lost their internship opportunities that would have provided a bridge from the academic to the professional world. Realizing that the advancement of students would be stalled without action, Milwaukee-based nonprofit organizations MKE Tech Hub and The Commons spun out an 8-week virtual and paid internship program designed to provide students with in-demand tech skills. The program provided project-based learning experiences as well as career advancement opportunities that included a networking day with regional employers, a technical conference, peer-to-peer mentoring and an advanced technical cohort. “We had really positive outcomes and ratings from the students,” said Kathy Henrich, MKE Tech Hub Coalition chief executive officer. “Frankly, neither of our organizations could have done this independently.”  KathyHenrich

The Chefs Table, Pasta da Maddalena & The Quatrefoil Society Before the pandemic hit this past March, The Chef’s Table was averaging six private events weekly. When that suddenly changed, owner Chef David Magnasco was determined to find new ways to bring people together through food. This lead to the development of Pasta da Maddalena, a line of shelfstable sauces and pasta blends available on The Chef’s Table

website and small markets in the area. Concurrently, the team was also looking for safe alternatives to bring guests back into the venue. This was the inception of The Quatrefoil Society, a newly developed private club for the connoisseur of fine wine and spirits, food, and service. By utilizing the multiple spaces throughout The Chef’s Table, members are able to enjoy controlled and elevated dining experiences throughout the week. The Quatrefoil Society officially launches in mid-October.

MOTHER (or FATHER) of INVENTION

These honorees have created a new product or service to meet rapidly changing market demands.

BadgerTechnology Group Inc. BoothCentral Inc. Central Office Systems Central Standard Craft Distillery The Chef’s Table ClarityManagement LLC

Connoils LLC Healics Inc. MilwaukeeCenterfor Independence

PatMiller–TheIdea Coach Server Products Stonehouse Innovations LLC

Milwaukee Food & City Tours

TopLineResultsCorp.

MKE Tech Hub Coalition and The Commons

West Allis Blue – Large Format Graphics

biztimes.com / 39

PIVOT NOT PANIC CONTRIBUTED

SPOTLIGHT

Gehl quickly developed a 16-ounce cheese sauce pouch.

GEHL FOODS Germantown INDUSTRY: Food & Beverage Michael Schwartz describes the COVID-19 pandemic as a Category 5 hurricane that has lasted for months on end, but he has also delivered a relatively simple message to his board and team at Gehl Foods. “The pandemic was not our fault, but it is

our problem and we’ve got to take ownership of this problem,” said Schwartz, vice president and general manager of the Germantownbased food and beverage manufacturer. Gehl Foods has traditionally sold its nacho cheese sauce to theaters,

stadiums and restaurants, all venues hit hard by COVID-19 related shutdowns. While the company’s product is also sold at convenience stores and at retail, the products generally come in 50- or more than 100-ounce packages. “From a what-we-sell standpoint, we had to identify what the consumer is doing today versus what they were doing in the past,” Schwartz said. “While we believe everything is going to come back to normal — we certainly hope that — we certainly needed to focus our efforts against smaller packages that are more consumer relevant.” Schwartz and his team were able to quickly develop a 16-ounce pouch and a small cup product for Gehl’s cheese sauce. The quick change in direction has earned them the spotlight recognition in the “Pivot Not Panic” category of the MMAC’s Focus on the Future Awards. Offering the new products was not as simple as just filling different packages. Schwartz said the company had to start with a clear financial plan and an understanding of the required investment. From there the team identified packaging, developed artwork, worked through legal considerations,

fine tuned the recipe and worked the products into the production plan. Schwartz credited the team at Gehl for working through the challenges the pivot required. He said when he gave the project to the operating team, he asked them to develop a plan for the next 90 to 120 days of development by the time the group held an update meeting the next week. When the meeting came, the team held up a sample of the 16-ounce product produced on the company’s lines, despite previously thinking it wasn’t possible. “These folks are very experienced, very talented, very committed to the company,” Schwartz said. “They all completely understood where we were and what we were up against in terms of the incredible shift in our business.” Gehl already had a retail presence, but that is now expanding and the company is also making headway into e-commerce. Schwartz said he is hopeful that a COVID-19 vaccine will lead to consumers regaining their confidence. If they do, then Gehl will have a chance to combine the new business the company has developed with a potential resurgence of traditional sales for venues like theaters and stadiums. 

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Matt Lueder, managing partner

LUEDER FINANCIAL GROUP Milwaukee INDUSTRY: Finance/real estate/insurance Lueder Financial Group has long held a commitment to shifting the financial services landscape in Milwaukee to better reflect all communities in the city. But when the COVID-19 pandemic hit, the firm doubled down on its efforts, with a renewed focus on systemic inequality. The company created a diversity and inclusion council in 2014 that has since grown to include 20 members. This group has brought about greater awareness among staff of the different communities that comprise Milwaukee, said Matt

Lueder, managing partner of the firm. “We continue to strive to learn more by being curious and asking questions and realizing that nobody is going to have all the answers, but starting to put together more of a focused action plan on how we can make a difference,” Lueder said. The company also hosts an open forum on a monthly basis in which employees are given a chance to discuss society’s most pressing issues, including racial inequality, the pandemic and the recent civil unrest in Kenosha. “They get a deeper understanding of each other and we’ve created a safe place for them to discuss difficult topics, to share their thoughts, feelings and stance on things,” Lueder said. Lueder says he is committed to hiring 15 more people of color and women advisors. “As a business leader, it is my charge to help forge pathways for people to succeed. In this environment, that means creating jobs,” Lueder said. Because of the organization’s commitment to addressing social issues both within and outside the company, Lueder Financial Group has been selected as an honoree with distinction in the Pivot Not Panic category of MMAC’s Focus on the Future Awards. 

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PIVOT NOT PANIC

Darren Fisher, CEO of SPEARity

SPEARITY Milwaukee INDUSTRY: Consulting As businesses across the region faced major challenges during the first few months of the COVID-19 pandemic, SPEARity founder and chief executive officer Darren Fisher saw it as his firm’s job to give leaders the tools and skills they needed to navigate those headwinds. Fisher challenged SPEARity, a Milwaukeebased consulting firm that specializes in business coaching, executive coaching and leadership development training, to go virtual with its events. The firm was successful at reinventing its longstanding Business

Improvement Quarterly event, which ultimately increased the number of attendees in its virtual form, and Fisher’s MMAC Council of Small Business Executives group, which increased the frequency of its meetings. Meanwhile, SPEARity’s app — a tool that helps users set short- and long-term goals and manage their tasks — helped the firm’s clients transition from the office to working from home. Even amid the uncertainty of the pandemic, Fisher was able to grow his staff, creating two new positions and filling one vacancy. As the national conversation around racial injustice swelled throughout the summer, Fisher, a Milwaukee leader of color, addressed the issue of racism in both video and live presentations, and delivered three seminars related to racial equality as a Village of Bayside trustee. He is also currently working on a program to empower Black and brown leadership in the community. The company’s efforts earned it a recognition with distinction in the Pivot Not Panic category of the MMAC Focus on the Future Awards. 

SAINTA PHONE: (414) 463-1880 WEB: sainta.org The mission of SaintA is to facilitate equity, learning, healing and wellness by restoring the connections that help children and families thrive. We do this through trauma informed care, which recognizes the potential impact of early adversity on how the body and mind develop. We provide a trauma-informed approach to caring for children, youth, adults and families across our array of services.

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PIVOT N OT PANIC

These organizations and individual honorees displayed clarity and purpose, showing exemplary leadership during the pandemic.

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REV ITA L IZ E M ILWA UKEE PHONE: (414) 312-7531 WEB: freehomerepairs.org We transform communities by providing free, critical repairs and comprehensive services to low-income veterans, seniors, and people with disabilities. Through direct services and collaborative partnerships, we impact the quality of life of hundreds of homeowners every year. In 2018, we completed 2,663 individual repairs in almost 400 homes. Our repairs prevent foreclosures, hospitalizations, and catastrophic consequences and focus on hope, dignity, and building community.

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American Construction Services Brunch – Morgan Schnabl Celesta LLC – Nina King Gehl Foods LLC – Michael Schwartz

Greater Brookfield Chamber of Commerce

Physical Therapy of Milwaukee – Dr. Sylvestra Ramirez

The Greater Milwaukee Committee – Julia Taylor INVIVO Wellness

Rehab Resources (a division of Greenfield Rehabilitation Agency) – Ginger Brath and Kate Brewer

Lueder Financial Group – Matt Lueder

SPEARity – Darren Fisher The Tandem

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TRUE CO LO R S CONTRIBUTED

SPOTLIGHT

Mark Schmidt, Rick Schmidt and Eric Schmidt.

CG SCHMIDT Milwaukee INDUSTRY: Construction While the COVID-19 pandemic may be unprecedented, it certainly isn’t the first major challenge that Milwaukee-based CG Schmidt has faced in its 100-year history. Over the years, the construction firm has found that challenging times both test

a company’s values and provide unique opportunities to put those values into action. CG Schmidt responded to the pandemic in several ways. It hosted a blood drive on site, providing enough blood to save 150 lives. Recognizing the nationwide

shortage of hand sanitizer, it worked with client Froedtert Health and held bottling sessions to prepare 25,000 bottles of hand sanitizer for frontline workers. “What really inspired me is just the way our people stepped up time and time again without being prompted or asked to find ways to help other people in the community that were in need,” said Rick Schmidt, president and chief executive officer of CG Schmidt. The company also launched a virtual “Ask a Builder” program in which students had the opportunity to ask industry leaders questions about construction via free, weekly video chats. This was in response to the hardships that teachers and parents faced in offering engaging educational content to students during a time when many schools were shut down. It also replaced similar Q&A sessions CG Schmidt participated in when working on school district projects. “Our firm does a lot of K-12 school projects and typically our project teams will engage with the students at the school in their classrooms,” Schmidt said. “But with the onset of COVID-19, the schools

were closed, the students were sent home, and our project teams really didn’t have an opportunity to connect with them the way that they normally would. “So, our project teams used social media to help connect with the students and the staff, where they would solicit questions and they would answer the questions via YouTube to talk to the students and connect with the staff regarding the progress of the school, and allow them to ask questions about construction.” Those activities were all taking place while CG Schmidt continued its work. Working through a pandemic means making sudden, major adjustments to operations. Schmidt said the company quickly moved people from the office to their homes to continue working. But for employees working in the field, CG Schmidt had to create a number of new procedures, including temperature screenings, handwashing and sanitization routines. “I just can’t say enough about how our field people just stepped up and complied to the new procedures and requirements, and worked hard but still continued to keep everybody safe on our project sites,” Schmidt said. 

PROUD TO BE NAMED AN

MMAC FOCUS ON THE FUTURE AWARD TRUE COLORS HONOREE From N95 mask donations and hand sanitizer bottling events, to food drives and blood drives, CG Schmidt is happy to do our part in supporting the community during the COVID-19 crisis.

42 / BizTimes Milwaukee SEPTEMBER 28, 2020

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INDUSTRY:

Marketing & Advertising

Granularoffice

Milwaukee-based digital marketing agency Granular prides itself on providing an atmosphere in which employees want to come into the office. The company holds regular ping-pong tournaments and baking championships, has a fully-stocked beer fridge and snack station, and allows for early-out Fridays. Of course, a pandemic that forces everyone to work from home puts a damper on all of the fun and Granular says it was the first agency in the area to go to 100% remote work with no plans to return anytime soon. Granular has continued to engage employees with weekly virtual stand-up meetings and happy hours, dropping off gifts, including favorite snacks, a 4-foot-tall work anniversary balloon, birthday treats, or even pepper-growing kits for a group activity. The company also understood the COVID-19 pandemic would hit local businesses and decided to incorporate them into employee gifts, including a giant Milwaukee Pretzel Co. pretzel, kits from Edible Impressions for cookie decorating contests and breakfast kits from Braise. Employees also received local coffee beans and gift cards to local restaurants. 

INSULATION TECHNOLOGIES INC., DBA INTEC Milwaukee INDUSTRY: Construction

COVID-19 has provided the ultimate test for companies like Milwaukee-based Insulation Technologies Inc. to quickly find and implement appropriate safety measures for both customers and employees. For INTEC, this included shutting down all field operations for two months. But the company kept all 37 of its employees working during this time, said Jaime Hurtado, INTEC owner and president. Instead of working on insulation projects at client homes and businesses, the company manufactured products to meet the demand for the next 15 months, reorganized inventory and added safety features to the building, including a new locker room with washing station. This benefited the business as a whole. “The number one benefit is that financially, the company and individually, nobody suffered from the pandemic or temporary closure,” Hurtado said. The company also bought UV lights to disinfect the facility, trucks and equipment. It also equipped employees with safety gear such as respirators and Tyvek suits. “We really had to outline to our customers what our protocols were, what our procedures were so they could be at ease and understand how we were going to work in their home,” said Juan Hurtado, vice president of operations.  INTECHeadquarters

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ALEX ZANK

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TRUE CO LO R S THE BARTOLOTTA RESTAURANTS Milwaukee INDUSTRY: Hospitality

As many local restaurants struggle under the weight of PaulBartolotta the ongoing COVID-19 pandemic and adjust to evolving diner habits, one thing has remained a constant motivator for Paul Bartolotta: “Our mantra, ‘get better at getting better,’” he said. The chef, owner and co-founder of one of Milwaukee’s most prominent restaurant groups, The Bartolotta Restaurants, said the past few months have been some of the toughest he and the business have ever faced. Unwilling to risk the health of employees and diners, Bartolotta kept all 17 of the group’s area locations closed for almost four months. The company continued to support its 950 employees by distributing the group’s food supply as “family meals” for its workers and providing short-term medical benefits. Meanwhile, Bartolotta and his team devised a reopening plan to be both safe and financially viable, and one that could be adapted to each Bartolotta concept. “I am so proud of what we have accomplished so far, through our history of successfully serving our guests, and now through our flexibility to adapt and willingness to go above and beyond,” Bartolotta said. Service has resumed at three of the group’s restaurants over the past two months, bringing more than 220 salaried and hourly employees back to work. 

Terra Translations: Boutique Service with a Global Reach Terra Translations is a boutique language translation company providing localization services in 28 language combinations, with an expertise in all dialects of Spanish. Beyond specializing in high quality linguistic services, Terra strives to deliver a customized experience to all clients, focusing on complex project management execution, providing a seamless project

workflow, and developing a close working relationship to ensure a VIP service. Terra Translations is certified by the Women Business Enterprise National Council as a women-owned business, the National Minority Supplier Development Council as a minorityowned business, and the Small Business Administration as a women-owned small business, as well as ISO 9001:2015 and ISO 17100:2015 certified. Learn more about Terra Translations at terratranslations.com.

TRUE CO LO R S

These honorees have maintained an employee-centric focus by managing the health and well-being of their workforce. Advocate Aurora Health AscensionWisconsin The Bartolotta Restaurants Brainchild Studios Brilliance Business Solutions

CG Schmidt Dale Carnegie Training Girls on the Run of Southeastern Wisconsin Granular

Medical Eye Associates Penfield Children’s Center Rocket Clicks The Starr Group TEKLYNX

Bublr Bikes

Insulation Technologies Inc., dba INTEC

Terra Translations LLC

CCB Technology

La Causa, Inc.

XymoxTechnologies Inc.

Catholic Financial Life

biztimes.com / 43

LAST WEEK!

Reserve your space in the 2021 Giving Guide! D EADLI NE: O C TOBER 2

P U BLIC ATIO N DATE:

BO YS & GIRLS CLUB S OF GREATER M ILWAUKEE

M I S SI ON

NOV E MB E R 9, 2 02 0

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 North 6th Street Milwaukee, WI 53212 (414) 267-8100

bgcmilwaukee.org facebook.com/bgcmilwaukee @bgcmilwaukee

635 ANNUAL REVENUE: $28,393,490 YEAR ESTABLISHED: 1887 TOTAL EMPLOYEES:

SERV I C E AREA Boys & Girls Clubs of Greater Milwaukee has 45 locations, serving more than 49,000 children and teens annually.

F UN D I N G S O URC ES

n Contributions ........................................................... 50% n Grants .......................................................................... 37% n Investment Distribution ...........................................5% n United Way ....................................................................4% n Service & Rental Fees ..............................................4%

EXE CU TIV E LEADERSHI P

Kathy Thornton-Bias President & CEO

Scott A. Wrobbel Board Chair

G OALS

FU N D R A I SI N G/E V E N T S

For 132 years, Boys & Girls Clubs of Greater Milwaukee has worked to build the community’s social and economic fabric by providing children and teens with academic support, free meals, character-building programs and access to role models. With the help of community partners, volunteers, generous donors and committed staff, we offer after-school programming to more than 5,000 children and teens daily within the safety of 45 locations. By providing a variety of programs and services, we work to meet the needs of all of our members and set them on the path to toward success.

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 dinner in May, Celebrating G.I.R.L.S in November, and holiday wrap party. All events have ticket and sponsorship opportunities. You can also donate directly to Boys & Girls Clubs of Greater Milwaukee to make sure every kid has access to a Club that provides a meal, a safe place, a mentor and a future.

V O LUN TEE R OPP OR T U N I TI E S

GI V I N G OPP OR T U N I TI E S

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 with your company, please complete the Volunteer Inquiry Form on our website or contact our Director of Volunteer Engagement 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.

B OARD O F DI REC T ORS

Your gift makes a difference in Milwaukee.

Your involvement in this annual publication includes an in-depth profile, plus several advertising elements in BizTimes Milwaukee magazine, BizTimes Nonprofit Weekly Enewsletter and BizTimes.com.

★ DENOTES EXECUTIVE LEADERSHIP

Scott A Wrobbel (Chair)

Susan Ela

Renée Herzing

Richard R. Pieper, Sr.

Mara Swan

Robert L. Mikulay (1st Vice Chair)

Jack A. Enea

Charles V. James

James R. Popp

Ronald A. Troy

Blake Moret (2nd Vice Chair)

Peter Feigin

Jerome Janzer

Pastor Robert B. Pyles

Harris Turer

David Gay (Treaserer)

William Fitzhugh Fox

Jeffrey A. Joerres

David F. Radtke

Derek Tyus

David L. Bechthold (Secretary)

Alexander P. Fraser

Craig Jorgensen

Kristine A. Rappé

Gordon J. Weber

Christopher S. Abele

John W. Galanis

Tracey Joubert

Richard C. Schlesinger

Gregory M. Wesley

James T. Barry III, J.D., CCIM

Nan Gardetto

Sarah Wright Kimball

Thelma A. Sias

Arthur W. Wigchers

David A. Baumgarten

Charles B. Groeschell

Michael H. Lappin

Daniel Sinykin

James B. Wigdale

Guy W. Smith

Madonna Williams

Judson M. Snyder

Anne Zizzo

Elizabeth Brenner

Thomas J. Hauske, Jr.

Patti Brash McKeithan

Thomas L. Spero

Diane Zore

G. Spencer Coggs

John Heimsch

Cory L. Nettles

Mary Ellen Stanek

Russell M. Darrow, Jr.

Jack Herbert

Wayne C. Oldenburg

M. Beth Straka

Linda Benfield

Brian Grossman

Steven L. Laughlin

Thomas M. Bolger

Patrick Hammes

Keith R. Mardak

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Strategies MANAGEMENT

Lose the arrogance The benefits of humble leaders “I want to make one thing perfectly clear: you work for me!” “Why would I ask anyone what they think when I already know all of the answers!” These are real words spoken by a real person to real people in a real business meeting. John didn’t get it. I know this is an extreme example, and perhaps you would never speak to anyone the way John did. Keep in mind, lack of humility shows up in many other ways, such as cutting others off in meetings, being unwilling to consider constructive feedback from others, or needing to one-up colleagues in conversation. Let’s get back to John’s situation and see how to handle this common mistake in the workplace.

THE REALITY

John had been a high performer his entire life, and a darn good one. John had been with his company for more than 30 years, and he knew a lot … even how to fix a jammed machine by tapping a wrench in just the right spot. He worked his way up to a key management role in the organization and had ten direct reports and hundreds of employees in his department.

THE PROBLEM: A REVOLVING DOOR

While John had earned loyalty from some of the longest standing employees in his organization, newer hires wondered why he behaved like an arrogant jerk.

After a few experiences on the receiving end of John’s disrespectful and arrogant treatment, many employees in his department and direct reports began quitting. In our experience, high employee turnover isn’t tied to one negative event, it’s the buildup of many little offenses over time that make an employee feel they are not valued or respected by their leaders and drive them to find work elsewhere.

His coach helped him choose his words and to approach people with an apology for how he had been treating them. “I’m sorry for how I’ve treated you as we’ve worked together. I realize now that I’ve been pretty disrespectful.” It’s tempting to follow your apology with an explanation or excuse in order to justify your past behavior. It’s important to simply apologize and let the other person respond.

THE SOLUTION/APPROACH

THE RESULT

This was a tough one for the organization. After years of “That’s just John,” a new CEO came into the organization and said, “Absolutely not. This is not how employees are going to be treated.” The CEO talked with the HR manager and asked that John be offered support to save his job. John begrudgingly began his required journey to become a formally trained and developed leader. John wasn’t the easiest student to work with. But over time, working through our Leadership Development Series and coaching, John began to put what he learned into practice. 1. Often, the easiest way to begin making progress toward greater humility is to be clear about what to stop doing. John stopped saying things like “I know all the answers,” or “You work for me.” 2. Instead of assuming the answer and solution to every problem, John gradually adopted a mindset of curiosity by asking questions like, “What do you think?” It seems so easy, doesn’t it? In reality, John had to write this on a post-it note and keep it discreetly by his desk. Not only was it difficult for him to remember to ask, it was also difficult for him to care what someone else might think. 3. John went on an apology tour. Not every leader is willing to do this. As John became more aware that these employees were people — no different from his wife, his children, his parents — he became more willing to show regard for them.

As John started to shift his attention toward others, not only did he create a more positive environment for his employees, he also felt better about himself, both as a leader and as a person. As he shared with a number of people, “I had no idea what I was doing before. I was completely unaware of my own arrogance.” So, let’s do a quick check-in ... Do you see some of yourself in John? What are one or two things you can do to show up in a more humble way? n

ALETA NORRIS Aleta Norris is principal and co-founder of Brookfield-based Living As A Leader, a leadership training, coaching and consulting firm. You may send questions to her at anorris@livingasaleader.com. biztimes.com / 45

Strategies HUMAN RESOURCES

Rental homes a clever manager retention tool for Green Bay company HOW CAN a small company provide a retention program for its small but committed management team? As cash flow increases, growing companies might offer life insurance or a 401(k) plan with a small match for their employees, including the management team. But those perks aren’t that effective at keeping good managers. And they cost the company money. Kurt Voss, CEO of AmeriLux International LLC, a value-added polycarbonate distributor in Green Bay with 70 employees, has come up with a clever idea for his five-member management team: a retention program that invests in small rental homes. Today, AmeriLux Real Estate, LLC owns 12 homes. Cash flow pays down the mortgages, so the resulting appreciation in equity as well as home value accrues to Voss and his four top managers who are the real estate company’s participants. There is no need for a vesting schedule. Also, they don’t have to wait until age 65 to reap benefits without penalties. At some point, the partners can decide how to end or adjust the agreement and distribute the profits.

HOW THE IDEA HATCHED

There was no real “ah-ha!” moment. “It was really a convergence of thinking dots,” Voss says. 46 / BizTimes Milwaukee SEPTEMBER 28, 2020

He explains: » “I’d always thought that the prototypical first home would always be a good investment: about $200,000, three bedrooms, a deck, a fenced backyard and near good schools.” » The current trend is toward more young people renting instead of buying. » “When I looked at people who truly increased their wealth, it usually included a healthy amount of real estate that appreciated.” » The popular retention techniques involve a lot of expense up front and with company matches. But investments in real estate rental properties, well-managed and in good areas, could completely pay back the initial costs and create additional appreciation. “I called my advisors — the tax accountant, the benefit person, my attorney — and asked, ‘What am I missing here?’ The feedback was pretty affirming.” Voss set up AmeriLux Real Estate as an LLC, with him and the four managers as equal, 20% partners. AmeriLux International funded it, and they sought attractive properties with good value in the $200,000 range. The real estate company then provided the 20% down payment against the mortgage. Voss and his managers started looking for tenants. AmeriLux International’s maintenance staff provides upkeep for the properties, and the expense is charged to the real estate company, which will pay back the funding value of the down payment with interest. All 12 properties are operating at positive cash flow. All revenue is used to pay down the mortgage as fast as possible, creating equity value for the real estate company. “Because we set this up as a retention effort to keep our managers, we know that keeping our spouses involved is important, too,” Voss said. “They are kept aware of needs, and help out where they can. We also hold celebration events periodically.”

If a manager does decide to leave AmeriLux, the value of his stake will be determined at the lower end of the acquisition cost or the market value, less the remaining mortgage. What if they want to add another manager? “It requires 80% agreement of the partners because it will dilute the individual valuations,” Voss said. “More likely, however, if we get to that point, we’ll create another LLC and begin the process for those managers.”

A VERY SPECIAL MOMENT

Early in the process, AmeriLux hired an employee, only to later learn he was homeless and living out of his car. His wife and baby lived at a shelter. Because a home was available, the company immediately offered it to the family. Voss’s wife asked friends to help provide things such as beds, a TV, couches, tables, chairs and other accessories and supplies. Voss then calculated that, based on the employee’s wage level, he could afford a nominal but within-market rental for the home. So that’s what Voss charged. “You have no idea the impact you sometimes have on people,” he said. “I saw him on the deck looking at his backyard. He had tears in his eyes. He told me that he had never had a backyard before.” n

PHIL HAUCK Phil Hauck is a chair for two Vistage CEO Groups in Northeast Wisconsin. He can be reached at PHauck1@gmail.com

COMMUNICATION

Combating Zoom Fatigue Tips to improve the virtual meeting experience IT’S 8:30 in the morning, your coffee mug is filled with a steaming brew and from the waist up you are appropriately dressed to kill. With so many people still working from home full-time or part-time, and even workers coming into the office while maintaining social distancing, many staff and team meetings this year are still taking place via Zoom, Microsoft Teams and Skype video conferences. This switch to video-based conferencing during the COVID-19 pandemic has been easy for some and difficult for most. Multiple video-based meetings have proved stressful and anxiety ridden for many of the participants. This switch from daily human contact to a video-based environment has produced Suzanne Degges-White’s notion of “social exhaustion” in a time of social distancing. In her article “Zoom Fatigue: Don’t Let Video Meetings Zap Your Energy,” she states, “even extroverts can feel worn down by the high-intensity virtual connecting.” It is not uncommon for individuals to participate in up to seven virtual meetings in a day. Add in virtual dance parties, happy hours, religious services, club meetings and family-oriented meetings and you can begin to experience what the experts call Zoom Fatigue. Another author, BBC’s Gianpiero Petriglieri, states that “video chats mean we work harder to process nonverbal cues, to the tone and pitch of the voice, and body language.” He feels that this “consumes a lot of energy.” Petriglieri notes that in a face-to-face meet-

ing you can read a room and adjust your behavior, which is not available when Zooming. You don’t have the ability to observe all the members at once, only when they are featured or speaking or answering a question. Degges-White goes on to explain that “not only does Zoom zap our energy and our brains, but also beats down our bodies.” Our entire body from head to toe, we experience strained necks, eye strain and a sore butt from sitting in front of a screen all day. Emotionally we are drained, cranky, achy and have been “a living headshot” for almost eight hours. No coworkers to gossip with, no chance to go out for lunch or even a needed chance to grab a cigarette. Additional tension and anxiety can be brought on when your laptop, tablet or phone does not support the use of Zoom, Skype or Teams and you need to either update your software or purchase a new device. In order to better cope with this feeling of fatigue, you may want to consider a few strategies:

DETERMINE A HOST

Rotate the moderator for the Zoom or Skype session if possible and ask that there be an agenda and or assigned responsibilities so everyone comes prepared, and the meeting will run smoothly. Try to keep the chat section from being a distraction. Limit side discussions if possible. The moderator should ask for clarification or questions before moving from one subject to another.

pictures or animated scenes.

ELIMINATE OR REDUCE FACETIME

Degges-White suggests occasionally showing up by phone and eliminating the facetime element, if acceptable, so you are not onstage for one or more hours. This step will also provide your strained eye muscles some needed time to relax. If possible, don’t schedule back-to-back meetings and give your brain a chance to focus on something other than business.

BUILD IN BREAKS

Schedule breaks of at least 15 minutes between meetings and eat something, exercise or just take a walk in the sun. Use your phone to avoid double duty and take notes so you can refer back to the key points of the meeting. Block off Zoom-free zones in your calendar to avoid back-to-back meetings. Utilize these strategies to assist you in better managing and dealing with your Zoom Fatigue. It is important for you to monitor your exhaustion level and reschedule if you are overly stressed. Give yourself some time to recover by practicing mindfulness, including meditation, yoga and other exercises that will reduce your level of fatigue. n

YOUR HOME OFFICE

Create a home office environment so it is different from your “living area,” even if it is the same room. When you are “off the clock” change back to your normal décor. Put away your notes, turn on different lights, music and even put your coffee cup back in the kitchen until the next day.

REDUCE THE ONSCREEN STIMULI

Don’t spend too much time gazing at your own face. Select the “hide self-view” option. Focus on the other members in the meeting, especially on their faces. Don’t be distracted by their backgrounds. Encourage others in the conference to use simple backgrounds, no vacation

CARY SILVERSTEIN Cary Silverstein, MBA, is a speaker, author and consultant, a former executive for Gimbel’s Midwest and JH Collectibles, and a former professor for DeVry University’s Keller Graduate School. He can be reached at csilve1013@aol.com. biztimes.com / 47

Strategies A BRIEF CASE

How do I provide employees with flexibility while also maintaining accountability during COVID-19? Jim Schwalen Anne Zizzo Founder and CEO Zizzo Group “We’ve all heard of employee experience. But what does it really mean? At Zizzo Group Engagement Marketing (ZG), it’s about a workplace culture that mirrors our client experience. Clients come first, but we also make our employee experience a priority. “We start with helping our ZG employees feel appreciated and part of the team. One way we do this is with our weekly ‘Kudos Award.’ Every Monday at our all-staff meeting, an employee recognizes another employee that went above and beyond the week before with a Milwaukee Public Market gift card. “ZG is purposeful about building staff connections. Before COVID-19, that meant closing early once a month for in-person, themed socials, annual Paddle and Pedal Tavern outings and family Brewers games. “This has been especially true throughout the pandemic. During Safer at Home, we held weekly 10-minute Zoom meetups where we played ‘The Wheel’ and awarded the winning employee a home lunch delivery of their choice, paid for and coordinated by ZG. We also had virtual group trivia and scavenger hunt events. “We love finding opportunities to recognize and reward people for a job well done. It seems simple, but it boils down to this: happy employees do better work for clients. When work is engaging and rewarding, it pays off for everyone.”

48 / BizTimes Milwaukee SEPTEMBER 28, 2020

Senior vice president – personal lines and marketing West Bend Mutual Insurance “Accountability and flexibility don’t have to be at odds with each other in remote work environments. Accountability is created at West Bend Mutual Insurance by providing associates with well-written objectives, having regular conversations around those objectives, and clear communication about whether those objectives are being met. “This was our process pre-COVID and it’s our process today. Why? Because all of these activities can work equally well in environments that introduce flexibility around where and when employees work. While tools might change — video conferencing versus in-person meeting, for example — the techniques are the same. “Leadership should ensure that measures don’t focus on ‘productivity’ alone. Just because employees are productive doesn’t mean they’re accomplishing their objectives. I find that people can certainly be productive with remote work or flexible schedules – but is that productivity attaining the results you want? “Another risk to consider regarding accountability is that in many situations where employees work at the same location, they draw off each other’s energy, which motivates them to be more accountable. In a remote set up, you may need to identify alternative ways to foster a culture of competitive spirit and support that leads to more accountability. Using creativity and the right tools, accountability and flexibility is achievable.”

Dan Bader President and CEO Bader Philanthropies “Bader Philanthropies, Inc. is guided by our core values – a belief in people, humanity and dignity. We see our employees as people first. “The COVID-19 pandemic has presented unique challenges to our workplace environment, both physically and culturally. We understand the importance of balancing productivity with humanity. Currently, employees have the option to work on-site as few as three days and up to five days per week. When employees choose to work off-site, they have access to stateof-the-art technology, which ensures the work of the foundation continues. “We also require employees working in the building to take a COVID-19 test every two weeks to monitor the health and wellbeing of our team and adhere to strict CDC health protocols. Employees are strongly encouraged to take sick time or work from home, if they are not feeling well, no questions asked. For employees who wish to have socially distanced meetings, we have an outdoor meeting room to offer a break from Zoom calls. “Our leadership team continues to prioritize communication – formal and informal – to ensure employees remain focused on the foundation’s goals. In addition, the leadership team meets one-on-one with employees to review progress and to hear how employees are adapting in the office and at home.” n

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BizConnections BIZ UPDATE

Advertising Section: Press Releases, etc.

NE T T E SHEI M BROT HERS L AU N CH NE W BUSINE SS V EN T U RE S Local businessmen Timothy and Joel Nettesheim have launched two new business ventures. Although the brothers have traveled different professional paths, Tim as an attorney and Joel as a CPA, the time is right to bring their combined expertise to the business community. The companies will provide corporate legal services, financial advising and private equity investments. Together, N2 Advantage serves business owners, whether the need is finance, law, M&A or funding. “N2 changes how business and legal services are delivered, focusing on greater efficiency and accessibility, while maintaining our commitment to high quality business advice,” said Tim. Joining the brothers are James Pellegrini, an experienced business and transactional attorney

BIZ PEOPLE

Advertising Section: New Hires, Promotions and Board Appointments

BANKING

Wintrust has promoted Sarah Grooms to Program Director – Digital Transformation. She will be the leader of program execution and implementation of initiatives designed to enhance our digital presence as well as new, upgraded tools and capabilities. Sarah’s 19 years with Wintrust include commercial banking and digital experience, most recently SVP, Regional Team Leader. She has a bachelor’s from Carroll University, a master’s from Marquette University and is a Certified Treasury Professional.

and Steve Balistreri, a serial entrepreneur and private equity sponsor. Together, this group has closed more than 500 deals. The N2 Advantage is their approach to deals executed through the eyes of business owners, as they own businesses themselves.

EDUCATION

The Milwaukee Area Technical College Foundation Inc. Board recently appointed to its Board of Directors Kevin A. Joy. Joy is a senior vice president with Callan LLC, an institutional investment consultant advising over $2 trillion in assets.

New Hire? Share the news with the business community!

Announce new hires, promotions, accolades, and board appointments with BizPeople. Visit biztimes.com/bizconnect to submit your news!

50 / BizTimes Milwaukee SEPTEMBER 28, 2020

ENERGY

Lemberg President/CEO David M. Washebek is selected as 2020 Fellow of the Academy of Electrical Contracting by the National Electrical Contractors Association (NECA) for his national and local professional contributions to the electrical industry.

LEGAL SERVICES

Meissner Tierney Fisher & Nichols S.C. is pleased to welcome Kyle R. Moore as an Associate Attorney. Kyle will be working in MTFN’s litigation practice group and will focus on insurance coverage disputes.

EDUCATION

The Milwaukee Area Technical College Foundation Inc. Board recently appointed to its Board of Directors Jamie Berger. Berger is a brand marketing specialist as well as the founder and co-owner of the event space in downtown Milwaukee, The Box.

EDUCATION

The Milwaukee Area Technical College Foundation Inc. Board recently appointed to its Board of Directors Matt Partridge, CPA, MBA. Partridge joined Froedtert Health as the vice president of finance, ambulatory and ancillary services in 2019.

HEALTHCARE

Versiti, Inc., a national leader in blood health innovation, has named Tami Kou as director of corporate communications and public relations. In her new role, Kou will develop and direct Versiti’s internal and external communications strategy.

LILA ARYAN PHOTOGRAPHY

PAY IT FORWARD

Zach Bartlett and his son Carter gift a server at Oak Barrel Public House with a generous tip.

Bucks’ front of house manager spreading generosity at area restaurants Zach Bartlett Front of house manager Milwaukee Bucks Service: Launched Venmo Challenge to help restaurant servers

WHEN STAY-AT-HOME orders went into effect in mid-March, Zach Bartlett, the front of house manager for the Milwaukee Bucks, began working from home and found he had some extra time on his hands. While scrolling through TikTok, he stumbled on a video of Lexy Kadey, the creator of a crowdsourcing fundraising effort called the Venmo Challenge. The concept is simple: ask friends and family for donations via the mobile payment app and surprise a waiter with a generous tip at a time when many restaurant and other service workers are taking a hit from COVID-19 restrictions. “I have a pretty good base here in Milwaukee,” Bartlett said.

“I figured I could start one of these here. I had the time and wanted to help those who are in need.” Bartlett put out a call on his social media channels, asking for donations of as little as 25 cents or however much people in his network felt compelled to give. Within five days, he had raised $220. Bartlett chose to gift that amount to a North Avenue Grill server and recorded the interaction for donors to see. “I posted that video and it sort of just took off with the comments and messages I received,” he said. Within a day, Bartlett had raised another $1,000. “It was just ‘bing, bing, bing’ (of phone notifications) from all these donations,” he said. “I

got a $100 donation in the first 24 hours. It is awesome to see we can all, as one team, try to bless the community in a time of need, that there is still light and positivity.” Since then, Bartlett has distributed more than $5,600 to servers, with tips ranging from $250 to $500, across 20 Milwaukee-area restaurants, from Café Benelux in the Historic Third Ward to Oak Creek Diner. “Some tear up immediately,” he said. “Some are in complete shock and don’t want to talk right away, but later come back and express themselves.” Bartlett said many of the recipients have opened up about their struggles over the past six months. One server had lost her son just days before. Another was a college student who opted to stay home to take care of her family instead of returning to campus this fall. Another said he was unsure how he would pay for his wife’s upcoming medical procedure before receiving the tip. One delivery driver ended up reporting back to Bartlett that he was able to buy his daughter a new school wardrobe thanks to

the gift. “You never know what someone’s going through,” he said. “You never know the journey someone has been on to get to where they are. It can be as simple as a smile or opening a door for someone, or helping a neighbor who may be elderly and can’t cut the grass. Throughout this crisis, we can still give back even if it’s not with money. We can still shine a light.” Bartlett hopes to continue distributing generous tips throughout the pandemic, and is accepting donations via Venmo at @smbartlett18. n

LAUREN ANDERSON Associate Editor

P / 414-336-7121 E / lauren.anderson@biztimes.com T / @Biz_Lauren

biztimes.com / 51

BizConnections VOLUME 26, NUMBER 9 | SEP 28, 2020

GLANCE AT YESTERYEAR

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

La Joy Restaurant on Lisbon Avenue This undated photo shows La Joy Restaurant at 4720 W. Lisbon Ave. in Milwaukee. The restaurant was established by Joe Wong in 1945, according to a 2019 OnMilwaukee feature. Wong’s grandsons would go on to start the Wong’s Wok restaurants. Today, the site of La Joy is home to a Town Bank branch. — Photo courtesy of Historic Photo Collection/Milwaukee Public Library

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

SALES & MARKETING

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

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

DIRECTOR OF SALES Linda Crawford linda.crawford@biztimes.com CONTENT SOLUTIONS MANAGER Maggie Pinnt maggie.pinnt@biztimes.com ACCOUNT EXECUTIVE Paddy Kieckhefer paddy.kieckhefer@biztimes.com ACCOUNT EXECUTIVE Christie Ubl christie.ubl@biztimes.com ACCOUNT EXECUTIVE Dylan Dobson dylan.dobson@biztimes.com

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

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

Independent & Locally Owned — Founded 1995 —

COMMENTARY

Analyzing the Milwaukee Public Museum’s future site ON A FEW OCCASIONS in this space I have said that the ideal location for a new Milwaukee Public Museum would be in the Deer District, which last year became the hottest spot in downtown Milwaukee. Before the COVID-19 pandemic sent everyone home, the Deer District had become downtown’s newest and most popular entertainment destination and a development hotbed. Putting MPM there would provide museum goers with additional dining and entertainment options and it would help attract more people into the vibrant district during the daytime hours. Museum officials recently announced that, after considering numerous sites, they have decided to build the future Milwaukee Public Museum northeast of North 6th Street and West McKinley Avenue. That site is adjacent to, but not actually located within, the Deer District. It’s 52 / BizTimes Milwaukee SEPTEMBER 28, 2020

close to what I had in mind, but not quite. I thought the ideal location for the new Milwaukee Public Museum would be within the block formerly occupied by the Bradley Center, just south of Fiserv Forum. That would have put the muse-um right next to the plaza and restaurants just east of the arena. The 6th and McKinley site is a little further away — about two to three blocks — from the plaza and the restaurants at the heart of the Deer District. The owners of the Milwaukee Bucks, who are developing the Deer District, have big plans for the land between the arena and the future museum site. Development of that area would make the museum site more attractive. The Bucks recently announced plans for a 230-room Marriott International Autograph Collection hotel north of Fiserv Forum, which would be about a block or two from the future museum site. McKinley Avenue leads directly to I-43, so the future museum site should be extremely easy to get to for people driving into downtown. The only downside is the museum might be so easy to get to and from that visitors will be less inclined to hang out downtown after leaving the museum. The future museum site is directly north

of a massive parking structure connected to Fiserv Forum. Hopefully the museum can take advantage of that facility. Most museum visits occur during the day and most arena events are at night. It would be wasteful for the museum to have to build its own large parking facility when there is such a big parking garage across the street. MPM recently announced that its future facility will also be the future home of the Betty Brinn Children’s Museum. That’s a great collaboration that should benefit both institutions. The biggest challenge for building a new Milwaukee Public Museum will be figuring out how to create a modern facility to attract visitors young and old in this day and age, while somehow maintaining at least some of the charm of one of Milwaukee’s most cherished cultural institutions. The architect hired for this project will have a tall task. n

ANDREW WEILAND EDITOR

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

AROUND TOWN

Focus on the Future Cocktail Reception

The Metropolitan Milwaukee Association of Commerce recently hosted its Focus on the Future Cocktail Reception in Heidelberg Park at the Bavarian Bierhaus in Glendale.

JEFFRY VEENHUIS of Surfacide Manufacturing and GUNNER LYSLO of Surfacide, LLC.

D.J. PAETH, TAYLOR DEBS, BLAKE MARKEE, all of Sitzberger & Company, and STEVE BOBOWSKI and RENEE MARTIN, both of Dale Carnegie Training.

TINA JONES and ANNE KRUG, both of Girls on the Run of Southeastern Wisconsin, and DARREN FISHER of Spearity.

DANA JENKINS and SANDRA MCCARTHY, both of Lueder Financial Group.

DOUG ARNOLD, LAUREN WINTER and MATT WHITE, all of Blue Cross and Blue Shield.

DENISE SALAMONE of MMAC, MAGGIE PINT of BizTimes Milwaukee, and BARB SMITH of MMAC.

TIFFANY TYNER-SOHM, KYLE KORNFELD and DANIEL GANADO, all of PartsBadger.

GINGER BRATH, KATE BREWER, MICHELLE STREGE and JOHN WOLSKE, all of Rehab Resources.

HOWARD LISTER, BOB HARTLINE, ANGIE HARTLINE and BROOKE STEINBRENNER, all of Xymox Technologies, Inc.

10. TERI ZWYCKI and DENNISE LAVRENZ, both of MCFI.

Photos by Lauren Anderson

10 biztimes.com / 53

ANDREW FELLER PHOTOGRAPHY

BizConnections

5 MINUTES WITH…

MARCELO PODESTA President, National Business Furniture

WEST ALLIS-BASED NATIONAL BUSINESS FURNITURE recently named Marcelo Podesta as its new president. Bringing more than a decade of management experience in the retail and furniture industries, Podesta takes over his new leadership role as the COVID-19 pandemic changes how and where people work. In a recent interview with BizTimes Milwaukee reporter Maredithe Meyer, Podesta discussed his plans for the company amid industry disruption. GOALS FOR THE COMPANY “Due to COVID-19 and the changing habits of how businesses and people are working in today’s world, we have a really critical opportunity to shape the new normal of how workspaces are going to be set up. We obviously have a history of having a strong catalog and then over the years, we’ve bolted on outside and inside sales force teams, and of course, our website. The challenge for us is how do we create a seamless experience across all of these channels and interaction points, so that we can be there for customers however they choose to engage? Rallying everybody behind that notion of a customer-centric approach is critical for us. “At the same time, our education vertical is critically important in these times. We are closely connected with teachers and educational institutions to understand the protocols they are using, and in some cases we’re helping them establish a proper protocol to get students back in school. Everybody’s needing flexible furniture that can quickly be rearranged based on whatever the circumstances.” 54 / BizTimes Milwaukee SEPTEMBER 28, 2020

MEETING NEW DEMAND “There’s been a huge surge in demand for plexiglass, visual signage, cleaning supplies, hand sanitizers, and our team is really skilled at being able to secure great prices and assortments that are truly relevant to our customers. It’s not only the product. A lot of times it’s also a solution, which requires a little bit of help and assistance from our sales team to put together a solution for each client. “And we’ve been doing all of this remotely, too. Most of our employees are working from their houses. We’ve always invested in our employees and their resources that they have to be able to work remotely, and we’re pretty flexible ourselves, so it wasn’t such a big deal for us in that sense. But obviously, there were some other organizations that were not prepared, so we were also able to help them in that transition.” HOME OFFICE TRENDS “I think the notion of working from home was not something that was foreign to many, but maybe it was once a week or a couple days a month. Now, it’s a month at a time. Obviously, the needs have evolved. And it’s not an afterthought — it’s where you spend the majority of time within your house, so the space planning within your house is really trending toward having an office or maybe two per household. Our assortment for home office and small office products has completely outperformed our expectations since COVID started.” n

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This year more than ever, employers and job seekers need a way to find each other. The annual STUFF publication, focused on workforce development and career opportunities in the manufacturing, building, technology and healthcare industries, highlights the companies in our region that are doing cool things, the technology they are using, and the workers who are building careers and helping those organizations succeed. The 2020 guide features products made in our state, interviews of people in these industries doing interesting things, and details on the career paths available within these companies.

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MIDDLE-SKILLING • UPSKILLING • RESKILLING We’re re-imagining the workforce of today and identifying solutions for tomorrow. Want to spotlight your company in the 2020 edition? Reserve your space! Contact Linda Crawford today at advertise@biztimes.com or 414-336-7112

NOMINATIONS NOW OPEN! NOTABLE

VETERAN EXECUTIVES BizTimes Milwaukee will feature BizTimes Media 2020 Notable Veteran Executives within the November 9th issue of BizTimes Milwaukee. This special editorial feature will profile the executives who are shaping their own organizations as well as the path forward for other women in the industry. Your company, and its executives, are invited to submit a nomination form that will help us determine this yearâ&#x20AC;&#x2122;s honorees. The special section will run in print and online, recognizing the chosen individuals for their accomplishments.

Nomination Deadline is October 9th

NOTABLE HEROES IN HEALTH CARE

BizTimes Media announces BizTimes Media 2020 Notable Heroes in Health Care, recognizing individuals and teams in health care who are working on the front lines of the COVID-19 crisis. Nomination Deadline: November 13, 2020 Issue Date: December 14, 2020

NOTABLE WOMEN

IN HUMAN RESOURCES These accomplished professionals represent all aspects of human resources. The common denominator: They went into HR to help people and have staked out paths to make an impact. Nomination deadline: December 16, 2020 Issue Date: January 25, 2021

To view this yearâ&#x20AC;&#x2122;s winners and nominate, visit biztimes.com/notable