T F I H S K R WO
MENOMONEE FALLS IS A HOT SPOT FOR DEVELOPMENT 25
INTERCHANGE COMING TO I-43 AND HIGHLAND ROAD IN MEQUON 28 MEET THE WINNERS OF THE NONPROFIT EXCELLENCE AWARDS 39
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LIKE OUR REPUTATION AS A BUILDER YOU CAN TRUST. You don’t build a reputation overnight. It’s built over a lifetime of hard work, kept promises, and acting with integrity. At CG Schmidt, we’ve been building our reputation as a construction company our clients can trust since 1920, through four generations of family leadership. Whether it’s the school where our children learn, the office buildings we work in, or the hospitals where our loved ones heal, we’re proud to be Wisconsin’s Trusted Building Partner.
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» NOV 23 - DEC 13, 2020
4 Leading Edge 4 NOW BY THE NUMBERS
5 IN FOCUS
6 “QUOTE UNQUOTE”
7 BEHIND THE SCENES
8 BIZ COMPASS
9 REV UP
10 BIZ POLL
14 Biz News 14 M U’S FRANKLIN SAYS POLLING IS NOT ‘BROKEN AS A METHODOLOGY’ 15 THE INTERVIEW
16 Real Estate COVER STORY
18
Work shift COVID took Milwaukee office work remote. Will it stay there?
Special Report
CHRIS MONTGOMERY | UNSPLASH.COM
BizTimes Milwaukee (ISSN 1095-936X & USPS # 017813) Volume 26, Number 13, November 23, 2020 – December 13 , 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
39 Nonprofit Excellence Awards 52 Strategies 52 OWNERSHIP John Howman 53 MANAGEMENT Aleta Norris 54 MARKETING Robert Grede 55 TIP SHEET
59 Biz Connections
25 Real Estate and Development Coverage includes a look at Menomonee Falls, which has become a development hot spot in the Milwaukee area, a report on the possible impact of an interchange at I-43 and Highland Road in Mequon and coverage of the annual BizTimes Commercial Real Estate and Development Conference.
59 NONPROFIT
38 Health Care and Wellness
61 AROUND TOWN
Coverage includes a report on how employers can help their employees deal with mental health challenges, especially in a very difficult year.
62 5 MINUTES WITH…
60 G LANCE AT YESTERYEAR COMMENTARY
PARTNER WITH
WISCONSIN’S BANK FOR BUSINESS ® $50,000,000
$2,100,000
Working capital financing MEDICAL DISTRIBUTOR
Real estate and working capital PROFESSIONAL SERVICES FIRM
townbank.us
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Leading Edge
BIZTIMES DAILY – The day’s most significant news → biztimes.com/subscribe
LOOPNET/ZILBER PROPERTY GROUP
NOW
Chemicals manufacturer plans to move from Illinois to Pleasant Prairie By Alex Zank, staff writer Another Illinois company is planning to move across the state line to Kenosha County. Mundelein, Illinois-based chemicals manufacturer RealChem Manufacturing Inc. is planning to relocate to Pleasant Prairie by the end of the year.
The company will move into a 72,300-square-foot building at 7844 102nd St., in LakeView Corporate Park, where it will make liquid products such as hand sanitizer, disinfectant products and antiseptic products for janitorial, sanitation, institutional and
BY THE NUMBERS Quad/Graphics Inc. has reduced its employee headcount by
1,100 and closed four plants this year as it deals with the impact of COVID-19 on an already challenged printing industry. 4 / BizTimes Milwaukee NOVEMBER 23, 2020
Zilber Industrial 1 building at LakeView Corporate Park.
consumer markets, according to a village report. RealChem plans to be operational in the Pleasant Prairie building by the end of 2020, the report states. RealChem will hire potentially more than 100 people over the next three months. That number includes approximately 75-100 production employees and eight senior staff members. This will add to the 12 people in existing senior management roles with the company. The company is moving quickly because it is growing rapidly. Kerston Russell, managing director of RealChem, said the company started searching for a new place in August. It is now located in a roughly 30,000-squarefoot facility and needs a lot more space, he said. “We decided we needed to relocate when our business started to explode out of the seams,” he said. Its services are in high demand due in large part to the COVID-19 pandemic, and the company is getting calls from potential customers across the globe, Russell said. If RealChem seals the deal on its latest pending contract, it will have to immediately begin looking for a warehouse building, he said. RealChem chose to move across the border not for the state’s lower taxes relative to Illi-
nois, but rather because Wisconsin was the only place that had buildings that met RealChem’s specific requirements, said Russell. Those requirements included all-concrete construction, a high-efficiency sprinkler system and a developer who was willing to perform the buildout work it required. It will run two shifts from the site, with office hours between 7 a.m. and 4 p.m. Company leaders are adding a second shift to operations sooner than planned after acquiring new customers. About 25 employees will work second shift. The facility that RealChem plans to occupy was built in 2018 on a speculative basis by Milwaukee-based Zilber Property Group. Since its construction, the building has had one temporary tenant but otherwise has been vacant since March 2019. The village Plan Commission recently approved a conditional use permit, site plans and operational plans that permit RealChem to occupy the building. RealChem is a custom-manufacturing business that makes liquid products for clients on a custom or specified basis. It is capable of formulating, compounding, blending, packaging, warehousing and doing fulfillment for clients. It also provides product development, packaging design and marketing support services. n
inf cus
SHELLY TABOR
Voting rights mural on Colby Abbot building STAND FACING SOUTH at the intersection of North Milwaukee and East Wells streets and the words “VOTING RIGHTS ARE HUMAN RIGHTS” are visible in block letters, peaking over a sea of Cream City brick. With the northern wall of the Colby Abbot building as his canvas, Shepard Fairey used hues of blue, red and yellow to frame his message against the skyline’s neutral backdrop. The internationally acclaimed street artist, best known for his 2008 Barack Obama “Hope” poster, collaborated with five Wisconsin artists to install the 7,400-square-foot, three-story mural last month, in anticipation of this year’s presidential election. The work’s central image of a Black man is based on a photograph famously captured during a Civil Rights march in the 1960s. “It sends an inclusive message for Milwaukee: You can feel comfortable, you can feel welcome in our city, everyone from every walk of life,” said Patti Keating Kahn, owner of the Colby Abbot building and nearby Railway Exchange building. Keating Kahn considers the privately funded project a value enhancer for the building, which has been under restoration since suffering a major fire in June. She said the mural joins the likes of the Milwaukee Art Museum building and the Hoan Bridge lights as creative icons that stand to draw both locals and visitors downtown, even in the midst of a pandemic. n — Maredithe Meyer biztimes.com / 5
Leading Edge
@BIZTIMESMEDIA – Real-time news
“ QUOTE
unQUOTE
J O H N Z E R AT S K Y
”
AUTHOR , “ SPRINT” AND “ MAK E TIME” Technology designer and startup investor John Zeratsky recently spoke with Jackie Hermes, chief executive officer of Milwaukeebased Accelity Marketing, during Startup Milwaukee Week to discuss navigating uncertainty during the early stages of a startup venture. Zeratsky, who has authored two books, “Sprint” and “Make Time,” spoke about how his experience working at high-growth tech startup FeedBurner, helping launch YouTube channels and working at Google’s investment arm led to developing “Design Sprint,” a tool to help startups reduce risk when bringing a new product or service to market. n
“If you assume that all successful startups are created by people who have the brilliant vision from day one or have that X factor or happen to know some investor who’s going to give them a bunch of money, if you think that’s the bar, then you’re going to come up with excuses to never get started.”
“For the individual, unless you can reach a certain level of diversification, angel investing is probably best thought of as a way to sort of give back to the next generation of entrepreneurs.”
“I think there’s sort of a risk aversion from a lot of the venture investors here (in Milwaukee), which is ironic because it’s inherently a risky asset class. … I’ve talked to a number of investors who are doing angel investing or venture investing but they’re not looking for those companies that are going to become billion-dollar companies.”
“In Milwaukee and in Wisconsin, I think that we have tried to do things on our own, which is good, but the nature of building new things and creating new value requires new connection and fresh blood and new ideas and it requires moving capital and moving talent and connecting companies with customers. I think we can do that stuff inside the state but the state’s not that big, so if we can be a little more outward looking about connecting with the Twin Cities, with Chicago, with Michigan and with the coasts … I think it’s going to be the proverbial rising tide that lifts all boats.”
“If you embrace the inherent risk of building new things and doing new things and you understand that building a new company is really a series of questions that you need to answer, and that there are techniques … to answer those questions, it becomes less scary.”
Image Idea
6 / BizTimes Milwaukee NOVEMBER 23, 2020
1
BEHIND THE SCENES ANDREW FELLER PHOTOGRAPHY
Fresh Midwest By Maredithe Meyer, staff writer
U
nlike other grocery delivery services, Kenosha-based Fresh Midwest doesn’t sell household items like toilet paper or laundry detergent or dry goods like pasta. The new fresh food and meal delivery service sources whole produce, meats and seafood and a handful of specialty groceries directly from local and national farmers and suppliers, and delivers those items as well as made-to-order snacks, salads and meal kits to customers’ doors. Behind the concept are twin brothers Patrick and Mike Fitzgerald, who are two of seven second-generation family operators of Chicago-based wholesale produce distributor Midwest Foods. After national grocery delivery service Peapod vacated the Midwest market earlier this year, the two launched a consumer-facing division from Midwest Foods’ existing 71,000-square-foot Kenosha production facility. “People want fresh fruits and vegetables,” said Patrick Fitzgerald. “For us to be rooted in the business of fresh produce gives us a great structure and foundation.” n
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The Kenosha facility employs about 100 employees, with 50 to 60 working the line at a time.
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Patrick Fitzgerald, co-owner of Fresh Midwest, shows off pre-packaged snacks ready to be shipped to customers.
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Martha Antonio Lopez and Maricela Vazquez cut stems off broccoli florets.
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Once packaged and labeled, items travel on a conveyer to a separate room where they are boxed.
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One of Fresh Midwest’s top selling items is its meal kits, with 15 to 20 sold daily.
biztimes.com / 7
Leading Edge BIZ COMPASS
What is one piece of CA R EER A DVICE
YOU WOULD GIVE YOUR 25-YEAROLD SELF?
SKLAR 1 PHIL
Co-founder and chief executive officer, National Bobblehead Hall of Fame and Museum
“Don’t get discouraged by the climb up the corporate ladder. Continue learning, challenging yourself and growing every day, thinking of the Notre Dame sign that exclaims, ‘Play Like a Champion Today.’ These experiences will prepare you for the unknown journey that is on the horizon.”
CHIN 2 MIKE
1
Director of operations, Wong’s Wok Restaurants
3
“One piece of advice I’d give to my 25-year-old self is: ‘Exceed your customer’s expectations.’ ‘Customer’ can mean supervisor, co-worker, employee or an external customer. It’s a phrase I heard throughout my career at Johnson Controls, and it’s imperative in the service industry. Don’t settle for mediocre.”
3 TAMI KOU
Director of corporate communications and public relations, Versiti
“Life is a journey and you never know where it will take you. Chances are things will not always go exactly as you hoped or planned. Be OK with that. Dream big, but don’t forget to live in the moment and enjoy the ride.”
2
4 BARKHA LIMBU DAILY
Owner and chef, the cheel, the barree, Daily Taco
5
“Know your worth – others will see you the way you see yourself. Don’t devalue yourself, ever. Network – role models, mentors and advisory boards will help guide the career path or even provide a job opportunity. Ask for help – it is really a sign of strength. Give back – always give back in whatever way you can.”
5 CLAIRE BESSETTE
Vice president – commercial banking officer, Waukesha State Bank
4 8 / BizTimes Milwaukee NOVEMBER 23, 2020
“Take advantage of every opportunity to learn and grow. Embrace change – where you start in your career may be very different from where you finish. Be open to new ideas and processes. Be a team player. Partner with a mentor who has navigated a similar path successfully. Enjoy the journey.” n
LEADERSHIP: Amanda DoAmaral, founder
JAKE HILL PHOTOGRAPHY
FIVEABLE
REV UP
H E A D Q U A R T E R S: Milwaukee WEBSITE: fiveable.me W H AT I T D O E S: Online platform for Advanced Placement exam prep F O U N D E D: 2018 E M P L OY E E S: 16 NEX T GOAL: Building student and teacher communities. FUNDING: The company raised $2.3 million in October, and has raised $3.5 million total to date.
Amanda DoAmaral
Fiveable captures shift in ed tech landscape By Brandon Anderegg, staff writer
THE CORONAVIRUS pandemic has sparked an increased focus on education technology across the country and Milwaukee-based Fiveable is right in the middle of the movement. Fiveable founder Amanda DoAmaral took a chance earlier this year when she dropped the startup’s paywall, a decision she made before it became publicly known that COVID-19 was present in the United States and K-12 schools were closed because of the pandemic. “We felt like it was best for the business and ultimately we were right,” DoAmaral said. “If we could get more students using Fiveable and connecting with us, then we were just going to continue our growth.” The ed tech company, which offers livestreamed study sessions for high school students prepping for Advanced Placement exams, has raised $3.5 million in just two years. Chelsea Clinton, the daughter of former U.S. President Bill Clinton and 2016 Democratic presidential nominee Hillary Clinton, was among the investors backing Fiveable in its latest funding round. The startup also attracted investments from GSV Ventures in San Francisco, Spero Ventures, Matchstick
Ventures, Northwestern Mutual’s Cream City Venture Capital, Twenty Seven Ventures, Brookfield-based Golden Angel Investors and SoGal. As February brought nation-wide school closures and a shift to online learning models, Fiveable was waiting in the wings with its platform, which includes educational tools and interactive programming for students and teachers. The site attracted one million users during April and May combined. By summer, Fiveable gathered feedback from its students, which DoAmaral says led to strong support from investors. “In partnership with students, we identified building communities as the most important thing to do to meet the moment,” DoAmaral said. “That’s why we decided to raise the round and why the investors came in.” As the business grows, Fiveable is adding to its ranks, even paying for new hires to move to Milwaukee and covering their first year of rent, DoAmaral said. “We decided as a team that we really love being in Milwaukee and we wanted to incentivize more teammates to move here,” she said. n biztimes.com / 9
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SPECIAL SECTION
CONGRATULATIONS
Workplace Health Solutions Awards Continuous Quality Improvement For Employee Health
Going for GOLD! Workplace Health Solutions, a science-
STEP
01 STEP
based, free tool from the American Heart Association
02
helps evaluate the health of an employer’s workplace and workforce by analyzing both a Structure & Process Survey
PROVIDE YOUR STORY - FEATURE THE BEST OF YOU
BizTimes Milwaukee’s project editor will compile profiles for each of Please visit biztimes.com/ahawellness by Friday, October 30 and special report.
PROVIDE A PHOTO
Your provided image will be included in the November 26 issue of BizT
and aggregate biometric data. Results are then matched with case studies and AHA resources to help improve both
STEP
03
processes and outcomes. These exceptional employers have been recognized by the Association for their success in workplace health. More info at heart.org/workplacehealth.
STEP
tion, these efforts are shown to decrease costs associated with health benefits and missed work. For our customers, we know that happy, healthy colleagues are both physically and mentally better equipped to provide excellent service. As a result, we will continue to look for ways to further support colleague well-being by offering value-added programs and incentives.”
04
SHOWCASE YOUR SUCCESS
Purchase a winner ad package - BizTimes Milwaukee will feature a sp Association Workplace Health Solutions Award Winners on November promote your company and/or congratulate your staff along-side your
CONTINUE THE CONVERSATION
Attend the Wisconsin Workplace Health Symposium in March 2021 mentioned that they started walking events to staff and their families. during meetings while working remotely during COVID and they’ve Children’s Hospital significantly improved their health. “If our Executive Committee leaders If you ofhave Wisconsin any questions please contact Sue Herzog can do it, we all can work a little Milwaukee harder at our own personal health # OF EMPLOYEES: 5,840 and well-being. Workplace health INDUSTRY: Health Care importance stemming from the top
down is helping us demonstrate that our Culture of Health is important to our firm.”
CESA #1 Pewaukee 170 Education
# OF EMPLOYEES: INDUSTRY:
Associated Bank Green Bay 4,174 Banking
CESA1.K12.WI.US
Baird
# OF EMPLOYEES:
Milwaukee
INDUSTRY:
# OF EMPLOYEES:
4,600 Financial services
ASSOCIATEDBANK.COM
INDUSTRY:
Chief Human Resources Officer Angie DeWitt emphasizes, “We recognize providing resources focused on colleague health and well-being is beneficial for our colleagues, our organization and, ultimately, our customers. In addition to improving disease prevention, early detection, engagement and colleague satisfac-
RWBAIRD.COM
“We know how important overall health is to our associates’ ability to provide the best financial advice and service to our clients, so we have made bold choices to focus on health and well-being,” said Leslie Dixon, Chief Human Resources Officer. Executive Committee leaders
If you were to ask a CESA #1 employee to describe our culture, his or her definition would surely include wellness. It is core to who we are, how we care for each other, and how we support our students. Our wellness achievements are the result of steady, ongoing momentum over time. Examples include incorporating wellness into our Agency Business Plan, providing wellness updates at Leadership team and Board of Control meetings, improving wellness education for staff, and offering wellness activities and
CHILDRENSWI.ORG
We’ve all had to adjust to many changes in the past few months. Many of us have felt the stress as we navigate through the uncertainty that these changes bring. Today and every day, our health is our greatest asset. Good health, both physical and mental, allows us to be resilient and hopeful through changing times, and helps us to live productive and successful lives.
Chr. Hansen, Inc. Milwaukee 465 Food Ingredient Manufacturing # OF EMPLOYEES: INDUSTRY:
CHR-HANSEN.COM
Providing tools and resources to employees and spouses that touch all dimensions of health and well-being including physical, social, community, emotional and financial.
biztimes.com / 11
SPECIAL SECTION
PRESENTED BY
CONGRATULATIONS! STEP
PROVIDE YOUR STORY - FEATURE THE BEST OF YOUR COMPANY
01
BizTimes Milwaukee’s project editor will compile profiles for each of the winning companies. Please visit biztimes.com/ahawellness by Friday, October 30 and complete the questionnaire to be included in this special report.
Faith Technologies Menasha 2,575 Construction
# OF EMPLOYEES:
STEP
Froedtert Health
Molson Coors Beverage Company
Menomonee Falls Milwaukee # OF EMPLOYEES: 13,503 PROVIDE A PHOTO FAITHTECHNOLOGIES.COM # OF EMPLOYEES: 7,000 Health care Your provided image will be includedINDUSTRY: in the November 26 issue of BizTimes Milwaukee Magazine. The safety and wellbeing of our INDUSTRY: Manufacturing FROEDTERT.COM employees is top priority, and they work together to drive the culture MOLSONCOORS.COM “Froedtert Health is committed to at Faith Technologies. Healthier providing a supportive, nurturing “The health and wellbeing of our workers are safer workers. Preservwork environment where all staff employees is fundamental to our ing your health and avoiding injury can feel respected and valued. SHOWCASE YOUR SUCCESS business, especially during these go hand in hand. For aexample, inad- - BizTimes An important this section highlighting Purchase winner ad package Milwaukee willaspect feature aof special the 2020 American Heart challenging times. Included in our equate physical health can increase environment health Association Workplace Health Solutions Award Winners is onthe November 26.and Take advantage of primary the special winner adispackage to people first values to put risk for injury. Or a worker who is safetyyour of staff ouralong-side staff. Byyour providing vital and to learn everyday. promote your company and/or congratulate winner profile. under stress or is lacking sleep, is wellness resources to our staff and more likely to be distracted which leaders, we can ensure that all staff We’ve made great strides toward can lead to injuries or accidents. By have the opportunity to be well doing just that through an evolution working together, we are providing and to thrive as a member of our to support total wellbeing. That a workplace that protects our emFroedtert family.” includes physical, mental, social and ployees from harm, while also sup— Eric Humphrey, Senior Vice financial wellness programming and CONTINUE THE CONVERSATION porting their total health to provide Presidentinand education topics. We believe that Attend the Wisconsin Workplace Health Symposium MarchChief 2021 Human a culture of total worker wellbeing. Resources Officer none of these aspects work indeThis culture of care embraces the pendently and if one of these areas whole person – mind, body and soul. is not performing well, it impacts the whole person.” INDUSTRY:
02 STEP
03
Rural Wisconsin Health Cooperative Sauk City 72 Healthcare
# OF EMPLOYEES: INDUSTRY:
RWHC.COM
Our employees are the most important asset we have. Investing in the physical and mental health of our staff is not only good for our company, but it is also very rewarding to see our staff enjoying active and healthy lifestyles.
STEP
04
The Starr Group
If you have any questions please contact Sue Herzog at 414.336.7100 or sue.herzog@biztimes.com Fort HealthCare
1900 S. 18th Ave., West Bend # OF EMPLOYEES: 34 INDUSTRY: Insurance
Fort Atkinson
STARRGROUP.COM
850 Health care
# OF EMPLOYEES: INDUSTRY:
FORTHEALTHCARE.COM
“We strive to maintain a work environment that allows for achieving personal health and wellness goals, and also rewards results.” Nancy Alstad, Senior Director of Human Resources notes, “Achieving the distinction of American Heart Association Gold demonstrates that Fort HealthCare employees are actively living the mission and vision of the organization which is to improve the health and well being of the community and our vision to be the healthiest community in Wisconsin.”
12 / BizTimes Milwaukee NOVEMBER 23, 2020
Group Health Cooperative of Eau Claire PyraMax Bank
Eau Claire # OF EMPLOYEES: INDUSTRY:
130
Health Insurance
GROUP-HEALTH.COM
We have implemented a new Lifestyle Coaching Program in 2019 that is really starting to show some positive results. This has just added to our already great culture of health that we have in our company. Since implementing our new Lifestyle Coaching Program we have noticed a 35% increase in participants who lost 5 pounds or more over the course of a year.
Greenfield 104 Banking
# OF EMPLOYEES: INDUSTRY:
PYRAMAXBANK.COM
We are most proud of the overall amount of participation and excitement of our employees with our workplace health initiatives. It is common to hear employees during the workday discussing their progress or what next goal they are working to hit, it has really brought life to our workplace. Making a choice to lead a healthier lifestyle is always easier when you a have a support system, like your colleagues, backing you up and on the same path.
“At our workplace, wellness is a way of life not just policies and incentives. We all have adopted the practices of eating well, exercising and commending each other for being the best that we can be. We also include our spouses and families in the daily practice of eating well and exercising, wellness overall. I’ve never had the opportunity to work at a place where I can exercise and eat right w/o having to go home which makes my wellness a complete 24 hour a day experience.” — Starr Group Employee
ADDITIONAL GOLD LEVEL AWARD WINNERS: Badger Liquor Co., Inc. ProHealth Care School District of Cudahy West Bend Mutual Insurance Company
SPECIAL SECTION
Alliant Energy Madison # OF EMPLOYEES: INDUSTRY:
5,000
of but an overarching theme would be our ability to adapt. To maintain impactful wellness initiatives, we recognize that we must always be adapting, listening and researching to create a wellness-focused workplace environment that truly works for all our employees. This is a big part of our focus every year but especially this year, given the unique challenges all businesses are facing due to the COVID-19 pandemic. When we were plunged into the remote-work environment we had to think on our feet to make sure we could continue to uphold our high standards for Core Creative workplace culture.”
Utility
ALLIANTENERGY.COM
Hatco Corporation
At Alliant Energy we are proud that we look at both the internal and external factors that relates to our employees well being. With our external factors we focus on the quality of movement for our employees, field and office ergonomics and proper recovery. With our inside health we look at biomarker screens, optional body composition testing, internal nutritional consultation and mindset training. Within our wellness partnership with Health Solutions we offer health coaching, hands on physical and mental challenges and many other ways for our employees to earn benefit and instant rewards!
Sturgeon Bay and Milwaukee, WI # OF EMPLOYEES: 525 INDUSTRY: Foodservice Equipment Manufacturing HATCOCORP.COM
“Hatco invests in workplace wellness because it benefits the team members and the company. Healthier team members means happier and more productive team members, which can only improve our key metrics.” — David Rolston, President and CEO
CONGRATULATIONS Wisconsin Lift Truck Corp Brookfield
STEP
Quest CE
01
# OF EMPLOYEES:
BizTimes Milwaukee’s project editor will compile profiles for each of WISCONSINLIFT.COM Please visit biztimes.com/ahawellness by Friday, October 30 and special report.
ADDITIONAL SILVER LEVEL AWARD WINNERS:
Milwaukee INDUSTRY:
STEP
39 Compliance Technology
# OF EMPLOYEES:
QUESTCE.COM
02
City of Wauwatosa First Business Bank
PROVIDE A PHOTO Halvor Lines, Inc.
Your provided image will be included in the November 26 issue of BizT West Allis West Milwaukee School District
At Quest CE, we know that a healthy mind leads to a healthier life. This is why we’re happy to make Fit Club a part of our team’s daily routine. Fit Club is a 20-minute fit- SHOWCASE YOUR SUCCESS ness break that team members are Purchase a winner ad package - BizTimes Milwaukee will feature a sp encouraged to take each day with Association Workplace Health Solutions Award Winners on November their peers. Each month, new teams promote your company and/or congratulate your staff along-side your are randomly selected based on each team members’ fitness preference, whether that be taking a walk outside, challenging one-another to a game of ping pong, or utilizing the onsite fitness room, there’s someCONTINUE THE CONVERSATION thing for everyone to enjoy! As a Attend the Wisconsin Workplace Health Symposium in March 2021 result, team members come back to their desks refreshed and ready to tackle the rest of their day. Northwire, Inc. Osceola #OF EMPLOYEES: 240 If you have any questions please contact Sue Herzog INDUSTRY: Manufacturing
STEP
03 STEP
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NORTHWIRE.COM
City of West Bend West Bend 534 Government
# OF EMPLOYEES: INDUSTRY:
CI.WEST-BEND.WI.US WHAT ARE YOU MOST PROUD OF IN YOUR WORKPLACE HEALTH EFFORTS?
“Employee engagement in putting together wellness activities and their passion for helping others.” “The continued good health and well-being of the City of West Bend employees and their families is tantamount in the service we provide to our community.” — Jay Shambeau, City Administrator
Core Creative Milwaukee 58 Marketing
# OF EMPLOYEES: INDUSTRY:
CORECREATIVE.COM
“There are many things to be proud
437
PROVIDE YOUR STORY - FEATURE THE BEST OF YOU INDUSTRY: Forklift Services
Milwaukee County Milwaukee 3,800 Government
# OF EMPLOYEES: INDUSTRY:
COUNTY.MILWAUKEE.GOV/EN
One of our best efforts was with our Wellness Vendor, Froedtert Workforce Health where we saw a trend of employees with high blood pressure increasing over the years. We implemented an onsite blood pressure clinic, free of charge for our employees to walk-in and get their numbers checked. This allowed employees to take charge of their own health and brought attention to their numbers and because of this, we began to see the values trending in the right direction, going down with normal blood pressure values.
R&R Insurance Waukesha 192 Insurance
# OF EMPLOYEES: INDUSTRY:
MYKNOWLEDGEBROKER.COM
“Life can change in a heartbeat. My family is proof of that. An accident left my brother as a quadriplegic; my brother-in-law didn’t make it home from Afghanistan; my youngest brother died of esophageal cancer and my grandfather passed away from a heart attack. We don’t know what tomorrow brings, but I want to make sure I’m there for my family. And that means giving them the best, healthiest version of myself. Not only does that mean more years to my life, but more life in those years.” — Jack Riesch, Owner & Executive Vice President | R&R Insurance Services, Inc.
“We want our employees to be informed on wellness topics in order to make important decisions regarding the health and wellbeing of their families. Our hope is that this will lead to healthier lives now and into the future.” — Lynda Flores, HR Manager
ADDITIONAL BRONZE LEVEL AWARD WINNERS: A.C.E. Building Service BSI Goodwill Industries of Southeastern WI. Inc. Grunau Company Milwaukee Public Schools Omni Glass & Paint, Inc. Richland Hospital, Inc. Western Technical College
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BizNews FEATURE
MU’s Franklin says polling is not ‘broken as a methodology’ Arthur Thomas, staff writer IN ITS FINAL polling average of Wisconsin before the election, the website FiveThirtyEight gave President-elect Joe Biden a 52.1% to 43.7% lead over President Donald Trump. The unofficial results following Election Day showed a much tighter race in Wisconsin. Biden led Trump 49.6% to 48.9%. A little more than 20,000 votes separated the two candidates. “The elephant in the room is the polling outcomes,” Charles Franklin told a monthly meeting of the Greater Milwaukee Committee almost a week after the election. Franklin, director of the Marquette University Law School poll, said by his estimates, state polling averages around the country were off by around 6 percentage points, although he noted that could change as vote totals are finalized. The miss was even worse in Wisconsin. Franklin estimated it at 9 points while FiveThirtyEight’s average was off 7.7 points. By comparison, Franklin’s Marquette poll performed better. Its last release estimated a 50-45 lead for Biden after accounting for undecided voters leaning toward a candidate and allocating those who wouldn’t say based on their favorability views of each candidate. Franklin noted that there was some amount of bifurcation in Wisconsin polls with a group consistently in the 8- to 11-point Biden lead range while Marquette was consistently around a 5-point Biden lead. “Exactly why there was that gap between our polling and theirs, and what accounts for that, we don’t know yet,” Franklin said, adding that it is something for those other pollsters to address. But the 4.3-point miss stands out in what is generally a strong record for the Marquette poll since it started in 2012. The problem is 14 / BizTimes Milwaukee NOVEMBER 23, 2020
compounded by the fact that the poll’s other major miss came in the 2016 presidential election. That year, the poll gave Hillary Clinton a 6-point lead heading into the election only to see Trump win by 0.7 points. “I think that the bottom line is that for the second (presidential) election in a row, polling did have substantial misses, but this time, the misses were across the country, whereas in 2016 they were more focused here in the Midwest,” Franklin said. “What we still see is a persistent understatement of the support for President Trump,” he added. In both 2016 and 2020, the poll was fairly close to the Democratic candidate’s vote share, but underestimated Trump by 7.2 and 3.9 points, respectively. Mike Gousha, a distinguished fellow in law and public policy at Marquette Law School, joined Franklin for the GMC meeting and said his conversations with Democratic strategists suggest that
the support missing from polls comes from a group of voters who are quite motivated to vote for Charles Franklin Trump and have a deep distrust of the nation’s institutions, including polls and many of them decline to participate. Franklin said his conversations with Democratic and Republican pollsters suggest their internal polling was off too. “One of the big things about this is that we’ve missed these people despite looking for them,” Franklin said. “It’s not that polling took place this year completely ignoring the possibility that we were missing people, but that as we tried to locate them, tried to find indicators that we were missing them, by and large we didn’t see those indicators.” Franklin was asked during the meeting to comment on Trafalgar Group’s polling, which showed the Wisconsin race as even in its final poll. “Trafalgar is, forgive me, not very transparent about exactly
what they’re doing and that’s annoying in the polling industry. We generally share our methods relatively openly,” Franklin said. He acknowledged Trafalgar had managed to reach Trump supporters, but also said it was important to look at the firm’s entire record. Its final polls had Trump up 2 points in Pennsylvania and 3 points in Michigan. As of Nov. 16, Biden was leading those states by 1.0 and 2.6 points, respectively. Despite misses in two straight presidential elections, the Marquette poll did perform well in 2018. It showed a 47-47 tie between Tony Evers and Scott Walker. Evers won by 1.1 percentage points. The poll also had an 11-point lead for Democrat Tammy Baldwin, who ended up beating Republican Leah Vukmir by 10.9 points. “That’s why I don’t think polling is broken as a methodology, but it sure does look like we have a big problem of reaching, whether we want to think of them as President Trump supporters specifically or this group of people within that realm that are … sort of low-propensity voters but very dedicated to President Trump,” Franklin said. n
Marquette Law School poll track record Race
Marquette Poll
Actual
Poll versus Democratic
Poll versus GOP Vote
2012 Governor Recall
R+7
R+6.8
-1.3
-1.1
2012 Presidential
D+8
D+6.9
-1.8
-2.9
2012 Senate
D+4
D+5.5
-4.4
-2.9
2014 Governor
R+7
R+5.7
-3.6
-2.3
2016 Presidential
D+6
R+0.7
-0.5
-7.2
2016 Senate
D+1
R+3.4
-1.8
-6.2
2018 Governor
Even
D+1.1
-2.5
-1.4
2018 Senate
D+11
D+10.9
-1.4
-1.5
2020 Presidential
D+5
D+0.7
-0.4
-3.9
Source: MU Law poll, Wisconsin Election Commission, AP unofficial results
the
Interview
THE BLIND HORSE Restaurant & Winery in October became the first restaurant in
the U.S. to install new-to-market light technology, known as far-UVC 222, by Florida tech firm Healthe, to disinfect air and surfaces in indoor spaces. Unlike standard UVC, which is harmful to skin and eyes, far-UVC lighting is safe to operate with people around. Over the past few months, the business has deployed a 90-day standard UVC/antimicrobial treatment, as well as air purifying ceiling fans and nightly ozone gas treatments throughout the property. BizTimes reporter Maredithe Meyer recently caught up with general manager Tom Nye about this latest step in The Blind Horse’s approach to indoor dining amid COVID-19. Why far-UVC 222? “One of the limitations of (using the) standard UVC light (treatment is) no one can be in the room to use it. What it didn’t do was give you realtime mitigation of the virus, so if somebody walked in that had the virus there was nothing you could do at that moment. “I had read about a technology called far-UVC months ago, but there were no products yet. Far-UVC technology has been around for about 10 to 15 years, and it really was a race to see who was going to come out with a product first because it addressed the single most important aspect of this, which is you can have occupied space that is being sanitized in real time… “This technology is a game changer. I fully expect far UVC-light to become standard building code someday. … The industry can never afford to shut down like we have. Technologies like this have to be installed so we don’t ever have to face this again.”
How much have you invested in new safety measures? “We’ve spent around $50,000 since the pandemic started – not just on the lights, but the fans and all of the technologies that we put in here during the spring, and the outdoor tents and the additional investment needed to do this.”
“It’s a lot of money to spend for any restaurant. Can I say that it was worth it from a financial standpoint? Well, I can say that it was worth it from a standpoint of the owners and I being able to sleep at night knowing that we’re responsibly opening up and keeping our employees and customers safe. …We’re one of the few restaurants (in Sheboygan County) that hasn’t shut down due to a COVID outbreak.”
Do the lights and other technology allow the restaurant to operate safely at full capacity? “There is no such thing as safe anymore, I just want to make that clear. We’re not saying, ‘At our restaurant you’re not going to catch COVID.’ What I’m saying is it’s the safest dining experience you can have. “Capacity inside the restaurant is above 25%, but we’re still maintaining distancing, of course. We’re not trying to pack in as many people as we can. We’ve turned down reservations all summer, up until now, every single weekend. It’s not about trying to get every dollar back at this stage. We’re trying to create an environment where people feel safe and we feel safe, and that’s what we’ve done.” n
JAKE HILL PHOTOGRAPHY
Has it been worth it?
Tom Nye General manager and master winemaker The Blind Horse Winery & Restaurant 6018 Superior Ave., Kohler Employees: Ranges seasonally from 50 to 75 theblindhorse.com biztimes.com / 15
Real Estate
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Map outlining boundaries of the town of Sheboygan TIF district, provided by SCEDC.
COBALT PARTNERS LLC
What the town of Sheboygan wants for its 500-acre TIF district
16 / BizTimes Milwaukee NOVEMBER 23, 2020
THIS YEAR, the town of Sheboygan became one of the few Wisconsin townships to create a tax incremental financing district. With the 500-acre TIF district, the town aims to spark numerous commercial and residential projects in the area where I-43
intersects with State Highway 42. “The town has been looking at this area for many, many years,” said Mike Bauer, town of Sheboygan attorney. “It had tried working directly with developers and encouraged development to occur. Nothing economically appeared to work or be feasible. That all changed this past summer when we were able to create the TIF (district).” Bauer said the town of Sheboygan is one of a fairly small number of Wisconsin townships able to establish a TIF district because it was large enough in equalized value and population, and it had public utility services. He said the town is performing a market study that will show what exactly is in demand for the area. But its list of desired uses is lengthy, including multi-family and single-family housing, retail, hotels and restaurants, recreational amenities, office and mixed-use projects, according to a news release. Indeed, there is lots of land that could be developed within the expansive TIF district boundaries. But town officials do have a few
BIRD’S EYE VIEW: C O B A LT PA R T N E R S’ D E V E LO P M E N T S I T E AT I - 894 A N D LO O M I S R OA D, G R E E N F I E L D Cobalt Partners LLC is at it again in Greenfield. After developing 84South, a mixed-use development site where I-894 meets South 84th Street, the Milwaukee-based developer now has its eyes set at the I-894/Loomis Road interchange. The 38-acre redevelopment site could consist of an array of potential uses, according to city documents. Uses could include a total of 560,000 square feet of retail, office and medical on either the north or south side of the interchange, with the bulk of that being to the north; up to 300,000 square feet of recreational and entertainment north of the interchange; a hotel of up to 130 rooms; multi-family totaling up to 600 units; a gas station and convenience store south of the interchange; and a billboard. Cobalt is working out specifics as the project site moves through city approvals for rezoning.
focal points. Perhaps the most prominent is the roughly 100-acre Beuchel Farm site, just east of the freeway interchange. The town is working with a developer on a master plan for the site, which it would be developed in phases. “It has always been a town purpose to promote, control and keep that area for development for the benefit of the town,” Bauer said. He said town of Sheboygan chairman Dan Hein strongly supports the development of a community recreation center, something along the lines of an ice arena or indoor soccer fields. The idea is for the facility to generate a destination location and bring in more hotels and restaurants. Such a building could potentially be placed on a site formerly identified for a Sam’s Club, south of the interchange along the east side of the freeway. Brian Doudna, executive director of the Sheboygan County Economic Development Corp., said the growing number of jobs from big area employers creates the need for additional real estate development of all sorts. “We need to continue expanding the housing options and retail options across the board,” he said. Some local companies that are growing their workforce include sausage maker Johnsonville LLC and insurance company Acuity. Doudna said there is a strong pipeline of multi-family projects countywide. But what the area really needs is more affordable options for the local workforce, as opposed to pricier luxury housing. “We do need to see additional housing that will be affordable for individuals that are part of the workforce in this marketplace,” he said. For Eileen Robarge, the need for more workforce housing is abundantly clear. Robarge is owner and operating director of Solana Beach, California-based Wisconsin Lakefront Property Management LLC. The company owns and manages residential properties throughout southeastern Wisconsin. It is
developing the 98-unit Whistling Oaks apartments west of I-43, on land directly north of the Menards store (which is located northwest of I-43 and Highway 42), and manages the existing Windward Cove apartments directly west of the Whistling Oaks project site. “It’s just a need that’s very dire in the area,” Robarge said of workforce housing, particularly apartment units priced at just under $1,000 per month. “I can see additional product is needed beyond what we are building.” She said much of the rental housing coming online in the county is priced around $1,200 a month for a one-bedroom unit. Her properties offer two-bedroom units around $995. She said Windward Cove is consistently fully occupied, and each time a unit is vacated she receives multiple applications. The first two of the five Whistling Oaks buildings should be completed around late spring. The TIF district is already being put to use, with Whistling Oaks being one of two projects set to receive financing from the town. Bauer said Whistling Oaks could receive up to $425,000 over 10 years to help close the gap in cost overruns. He said the overruns come from the cost of lumber and other materials “skyrocketing.” The town would split 50% of the incremental taxes generated from the project with the developer, up to $425,000 total over the 10-year period. n
WHO REALLY OWNS IT? J . K U N I T Z K Y B LO C K B U I L D I N G , M I LWAU K E E ’ S E A S T S I D E The vacant J. Kunitzky Block building sits at the southwest corner of East Brady Street and North Farwell Avenue, on Milwaukee’s East Side. Built in 1880, the building was designed by architect H.C. Koch & Co., according to Wisconsin Historical Society records. It’s a good example of Victorian commercial buildings, and though its ground floor has been altered, it still exhibits many original details, according to the records. It was purchased by an affiliate of Milwaukee-based Hayat Pharmacy last year. Hayat said at that time it planned to open a new location there, but that has not happened yet. Hayat Pharmacy president Tamir Kaloti could not be reached for comment. ADDRESS: 1673-1677 N. Farwell Ave. OWNER: Zailoti II LLC ASSESSED: $826,200
OUR BANK STATEMENT. Unlike other banks in southeast Wisconsin, we at Ixonia Bank have the luxury to be prudent with your financial future. The philosophy of Professional Ownership®, developed by Sheldon Lubar, is woven into our day-to-day operations. Because we know success doesn’t just happen overnight, we focus on the long-term, building relationships, not transactions. Visit us at our new downtown Milwaukee office located at 611 East Wisconsin Ave. Where you’ll find the greatest returns result from mutual respect and trust.
ALEX ZANK
414.763.2428 • ixoniabank.com
Reporter
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STORY COVER
T F I H S K R WO a w l i M k o o t D I ? COV e r e h t y a t s t i l l Wi
18 / BizTimes Milwaukee NOVEMBER 23, 2020
e c i f f o u ke e
te o m e r work
.
GABRIEL BENOIS | UNSPLASH
E
BY ARTHUR THOMAS, staff writer
RIK WEBER WAS NOT a believer in remote work. At least before the COVID-19 pandemic hit he wasn’t. Weber, managing partner for solutions at Health Champion, helps lead product development teams and has consulted with major companies on using scrum processes. He places an emphasis on small, self-organized and managed teams having the freedom and authority to solve problems. A Chicago-based digital health analytics company, Health Champion has grown to 80 employees in two years with 60 of them working on product development. Prior to the pandemic, an average day for Weber’s teams would include a brief meeting in the morning to make sure everyone understood WEBER what work needs to get done. From there, the team would constantly communicate about their work with conversations organically popping up and different team members being brought in as needed. In his consulting work, Weber, who is based in Milwaukee, has convinced Fortune 1000 companies to change how they handle HR and facilities management to facilitate in-person collaboration. He’d rather see a conference room filled with 15 coders working together with no distractions than it hosting an executive board meeting. “That’s the kind of stuff I really believe in, so this whole COVID thing had me fairly freaked out in the beginning because I’m not a huge believer in remote work,” Weber said. “But I’ve learned a thing or two.” Weber still believes in-person communication is better, more efficient and more productive, but he said the available technology makes it possible for teams to still get their work done and his data show the team is no less productive. “Which surprises me, I would not have bet on that because I’m a believer in in-person,” he said. biztimes.com / 19
STORY COVER After shutting down its office when the pandemic hit, Health Champion made the decision in July that it would not be coming back. It will be a remote company moving forward. Companies across southeastern Wisconsin and everywhere else in the United States are facing similar decisions. At some point, hopefully, the pandemic will be brought under control. When that happens, will employers ask employees to return to the office or will remote work remain the norm?
Real world and regional impact Whichever decision employers make, there are important implications for their companies, their employees and the region. It also is not a decision being made in isolation. More employers across the country are already planning to increase the amount of remote work they allow, which only adds pressure in the competition for talent. The real world implications of those decisions, beyond where someone sits to do their work, are already showing up. Milwaukee-based architecture firm Kahler Slater always had flexible work options but it now anticipates around 80% of staffers will be in the office on any given day. The shift led the company to occupy about half as much space, around 15,000 square feet, when it decided to move to the BMO Tower from the ASQ Center, both located in downtown Milwaukee. In Racine, Twin Disc chief executive officer John Batten said the company is assuming 50% to 75% of employees will be coming in to the office, and the ability to work remotely helped push the company to put its headquarters up for sale and plan to consolidate operations in its two other Racine County facilities. “I think most all major corporations, ours included, are going to need less office space,” Gale Klappa, executive chairman of WEC Energy Group, said during a recent earnings call. “The question then becomes how much remote working will remain after COVID is finally conquered.” The We Energies parent company has already seen the effects of people spending more time at home as its Wisconsin residential customers have used 6% more electricity this year while small commercial and industrial customer volumes are down 4.4% and large customers are down 7.1%. A rise in remote work will shape more than electricity use. At a regional level, there are important questions for economic development. Southeastern Wisconsin companies will increasingly be able to draw their talent from everywhere, 20 / BizTimes Milwaukee NOVEMBER 23, 2020
potentially making them financially said many employees would do so, up stronger, but not necessarily growfrom 25%. ing their local employment counts. PwC also found 83% of office At the same time, employees in the workers would like to work remotely region will have increased freedom at least one day per week, including to work for companies outside the re58% who would like to do it three gion, potentially cutting into the sodays or more and 32% who would called brain drain that has plagued want to do it five days per week. the state. “It’s interesting because I don’t “I’m a bit skeptical of the idea that think there is one answer for everyCOVID-19 is going to completely rebody, but I definitely think it is on evPAETSCH make economic development and erybody’s mind,” Daering said. corporate real estate, but that said, Of course, there are industries in it has exposed and really probably which remote work is not an option. accelerated some trends that were It is not feasible to have an employee already afoot,” said Jim Paetsch, vice take a machining center or injection president for corporate relocation, molding equipment home. Construcexpansion and attraction at Milwaution work needs to be done on the job kee 7, a regional economic developsite. Even as telemedicine has grown ment organization. during the pandemic, someone needs Paetsch pointed out that comto interact with patients at a hospital. panies have for years allowed some Still, it is clear remote work has of their talent to live wherever they increased during the pandemic. would like, but acknowledged the A Federal Reserve Bank of Dallas practice could increase following the working paper estimated 35.2% of pandemic. If it does, it poses tough the workforce worked entirely from DAERING questions for economic development home in May, up from 8.2% in Febprofessionals who measure their ruary. success on job creation and capital The paper also pointed out that investment. the ability to switch to remote work “What is the value of a job to us in was more common among highly southeastern Wisconsin if, yes, that educated, higher income and white company is here in the region that workers. For metro Milwaukee, a reemploys that person, but the person gion that already has big gaps in ecodoesn’t live geographically proximate nomic prosperity, more remote work to southeastern Wisconsin?” Paetsch could exacerbate those trends if misaid. “I don’t think we’re at a point nority groups do not see the benefits where we have an answer to that of remote work. question, but I think we’re going to Another working paper from have to start to wrestle with it and the National Bureau of Economic McLEES understand it.” Research and University of ChicaPaetsch said many companies go professors Jonathan Dingel and will want most of their staff to come Brent Neiman estimated that 37% back to the office once the pandemic is over, al- of all jobs in the U.S. could be done from home. though there will be some that shift to hybrid or Metro Milwaukee nearly matches the country as fully remote models. a whole at 36.5%, while Madison is at 42.6%. The “Those companies would have done that any- San Jose metro area is the highest in the country ways because they were already well down that at 51%. Among Wisconsin metros, Sheboygan and road. COVID was almost like a proof point where Racine are the lowest with the possibility of 27.6% it showed them that in fact they can make it work,” and 26.8% of jobs being done remotely. Paetsch said. Amanda Daering, chief executive officer at Milwaukee-based talent consultancy Newance LLC, said in the immediate term with the pandemThe decision about shifting to remote work is ic continuing, employers would like to have their not one that companies will make in a vacuum. people back in the office but they are also con- Todd McLees, founder of Milwaukee advisory sercerned about keeping employees safe. vices firm Pendio Group, said businesses need to “For some leaders, they have a bit of remote consider things like customer experience. fatigue,” she said. “There are some employees who “How acceptable will this be for how long?” he have found they miss the work-life separation of said. “Everybody is putting up with it now because going into an office.” we’re all facing similar challenges, but if customA PwC survey of 120 U.S. executives in June er organizations start going back to work and as a found 55% expect most of their employees to work vendor you’re deciding (on) work from anywhere, remotely at least one day per week after COVID, what happens when you put the norms of those up from 39% before the pandemic. Another 34% two cultures together? Is that going to be OK or
Making the decision
does that introduce risk?” McLees said leaders need to think about how remote work or a hybrid model would shape relationships with each stakeholder group. And even within groups, there may be different answers. A quarterly business review with some partners may need to always be done face-to-face while another might be OK with two virtual meetings per year. “One culture doesn’t typically get to define that stuff,” he said. “You’ve got to figure out what they want too, because if your partners are of a different mindset, do you become the tool they don’t pull out of the sales bag as they’ve got 38 other companies they represent?” Exactly how long employers have to figure out their long-term remote work strategy depends on the course of the pandemic and likely a potential vaccine. McLees said many companies are planning to revisit the topic in the first quarter while others are pushing it out further. “I think this is going to be a boon to job candidates,” Weber said. “Right now, we’re still in the messy middle, but this time next year it should be fairly obvious if a company is going to require you to be onsite or you can work 100% remote or whatever the arrangement is in between and then candidates can choose.” More than 60% of Milwaukee-area companies surveyed by the Metropolitan Milwaukee Association of Commerce said they plan no change to the amount of remote work at their companies in the fourth quarter. Around 30% of those surveyed have at least half of their company working remotely while 36% say a quarter or less of their workforce is remote. A little more than one in five said they have no remote work. If a company does decide to move to a more permanent remote work or hybrid model, it may take some time to work out what new company norms and culture look like, even if the pandemic has offered a head start. “I think that it will take longer for an employer who is trying to recreate the past somehow, I think it will be faster for an employer who is looking at the situation and saying, ‘how can we be the best we can be within this,’” Daering said, adding that scale also matters and a company with 12 people can pivot faster than one with 12,000. Shifting to remote work has its potential benefits. For employees, there is no commute and greater flexibility in how time is spent. Employers might see an opportunity to reduce their real estate and facilities costs or to draw from a wider pool of talent. The region could benefit from less congestion on its roads and highways. It could also keep top talent from leaving the state and potentially attract more people to the region. Milwaukee has already seen some benefit from migration during the pandemic. Data from LinkedIn Economic Graph Research suggests net arrivals are up 4.5% during the pandemic compared to last year. The city saw the fourth biggest gain behind Jacksonville, Salt Lake City and Sacramento. Larger cities like New York, San Francisco
Wisconsin and MMAC Benchmark Metro Areas
Percent of potential remote jobs
Percent of potential remote wages
San Jose
51.1%
66.5%
Salt Lake City
43.3%
52.6%
Madison
42.5%
51.3%
Baltimore
41.6%
52.6%
Raleigh, NC
41.3%
54.1%
Columbus, OH
39.5%
49.8%
Kansas City
39.5%
48.9%
Chicago
39.2%
49.6%
Portland, OR
39.1%
47.7%
Charlotte
37.9%
51.2%
San Antonio
37.7%
46.3%
Buffalo
37.7%
44.0%
St. Louis
37.6%
46.6%
Pittsburgh
36.8%
45.3%
Cleveland
36.5%
44.3%
Milwaukee
36.5%
46.4%
Nashville
36.4%
45.8%
Cincinnati
36.2%
45.6%
Indianapolis
36.0%
45.4%
Orlando
35.1%
44.8%
Detroit
35.1%
44.6%
Green Bay
34.5%
40.9%
La Crosse
32.6%
37.5%
Appleton
32.1%
38.5%
Oshkosh
31.7%
38.6%
Wausau
30.7%
36.5%
Janesville-Beloit
30.6%
35.0%
Eau Claire
30.6%
35.1%
Fond du Lac
27.7%
35.3%
Sheboygan
27.6%
35.7%
Racine
26.8%
34.1%
Source: Jonathan Dingel, Brent Neiman/ University of Chicago/ National Bureau of Economic Research. Data available at: https:// github.com/ jdingel/ DingelNeimanworkathome/
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Recruiting and retaining talent
STORY COVER and Seattle saw the sharpest declines in LinkedIn’s data. Research by freelance marketplace Upwork suggested that near-term migration rates could be three to four times their normal levels with 14 million to 23 million Americans planning to move as a result of remote work. More than half of those moving were doing so in search of more affordable housing and nearly 55% planned to move more than two hours from their current location. That potential for increased mobility is part of why an organization like M7 needs to focus not just on economic growth and talent, but on livability. “It goes hand in hand with growth and talent,” Paetsch said. “It’s having a place that people want to come to because at the end of the day, yeah, the job might be great, the company might be great, but do I want to live in that place?” It is also possible that the availability of remote work decreases mobility for some people. McLees wondered if people might opt to work for their third or fourth choice company if it means not having to move. Remote work could also lead to better employees for the region’s companies, McLees said, suggesting someone might first work remotely for a company in Silicon Valley, then in Austin and then ultimately decide to join a Milwaukee-area business. “Is there an advantage of them having experience in other parts of the country with cultural agility, the human skills they pick up from remote work?” McLees said, noting the five years he spent working in London completely changed his perspective and remote work means that kind of experience can come to more people. “Digital globalization will offer more companies a more diverse workforce, even at the medium-sized employer, as long as you’ve got the culture and capabilities internally to manage that,” he said.
where time is more flexible is also a complicating factor. In the near-term, Daering said As for what more remote work employers should think about how to means for recruiting employees, it keep their employees engaged, espewould seem companies could draw cially as the seasons change and the from a wider pool of applicants, ability to do activities outside of the but Weber noted that, in his case, house diminishes. Longer-term, she high-level, senior product developsaid, employers need to help people ment roles are filled from his netstay connected to each other. work or a trusted recruiter. “It’s going to take, on a regional WANGROW “It theoretically opens it up a lot level, more effort from leaders to show wider, I’m just not sure practicalpeople what opportunities they have ly how you’d get in front of those and then also make sure they’re all people. Why would somebody in Dallas apply to part of the fabric of this community,” Daering said. Health Champion in Milwaukee?” Weber said. Individual companies may also be concerned David Wangrow, an assistant professor of about what they are losing with remote work. Sure, strategic management at Marquette University, productivity metrics may have held up during the wondered what remote work might mean for ca- pandemic, but what about the benefits of organic reer development. and sometimes chance conversations around the “I would be very concerned about promotion office that lead to new and better ideas? opportunities,” he said, noting that beyond employ“We may not be seeing the impacts of less soee concerns about moving up in a company, the cial interaction, but that doesn’t mean we won’t see business may need to think about if there would it in 12 or 24 months,” Wangrow said. “The effects be costs to move employees to be in-person as they are delayed. … It’s very difficult to have any sort of reach higher levels of the organization. leading or ongoing indicator that that’s declining. Wangrow added that especially in a hybrid en- Where you’re probably going to learn that … is afvironment, a manager might be more confident in ter the fact.” their judgment of an in-person employee when a Depending on a company’s product, learning company is facing staffing reductions. that the team overlooked something that might Whether fully remote or hybrid, companies have been addressed by working in-person could now face an additional challenge in helping their have big implications. employees learn new technologies and develop Wangrow said the available virtual communinew skills, McLees said. He noted skill develop- cation technologies like Zoom or Microsoft Teams ment is not as simple as having employees log onto work well for more primary communication a learning platform and watch some content. Peo- where people need to directly interact with each ple need to put their new skills into practice. other. The challenge comes for those who are not “I think that just got a lot more complicated,” a primary participant in a meeting. With remote McLees said. work, this group is likely to be less engaged than One issue is that new technologies may help they would be if they were physically in the room. automate some tasks and free up employee time. “It’s not a technology issue. … It’s more an issue McLees said companies should be talking with of human behavior,” Wangrow said. “I think it beemployees about the idea that some percentage of comes more critical for senior management to set their time could be freed up and imagine how it the tone for what needs to be done.” could be used differently. He noted that often senior managers might set “Those conversations are not being had and guidelines for teams, turn them loose and expect therefore the development path is less clear,” he them to come back with solutions. said, acknowledging that a hybrid or remote model “You need to stay closer to it,” Wangrow said,
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noting that with less interaction and communication, teams might be more inclined to move down a traditional or expected path. “I think there’s a real danger that you don’t go down enough paths.” For Weber and his teams at Health Champion, communication is a key part of product development and they’ve leveraged technology to take the place of the ongoing banter that fueled them in the office. Chat messages have become a major fixture and Weber estimated more than 2,500 are sent per day. “People chat constantly,” he said. “It’s not just people randomly chatting in a Slack thread or something like that. The chat has to be organized, the same way it would be as if I walked over to your desk and said, ‘Hey, I need to talk to you about this work item.’” Health Champion has also used an always-on audio channel on Discord, a communication app often used in gaming, to allow synchronous communication. “A lot of times when you’re chatting it’s like ‘OK, this is far too complex to chat about, let’s hop in the channel and figure it out right away,’” Weber said. He pointed out many companies might schedule a meeting to discuss a complex issue, but it often takes a few days to find available time and schedule it. “By the time you get there, you’ve forgotten the context of what you were talking about. It’s a disaster for productivity,” Weber said. When COVID first hit and the team switched to remote work, Weber said his calendar exploded as five- to 10-minute conversations suddenly became 30-minute scheduled meetings. In addition to leveraging technology, he’s also used some rules like requiring all meetings to be in the morning to put some constraints in place. Another adjustment some team members made was to switch their schedules to take Wednesday off and work Saturday instead to break up the repetition of working from home. One concern many have with remote work is that innovation may suffer in the long term. Health Champion is still a startup so most of what it does would qualify is innovation, but Weber acknowledged a bigger company trying to break into a new area might struggle. “I would still say that if you’re trying to do something like put a man on Mars, y’all should just go get COVID tests and rent out a floor of a building on your own and do it face-to-face,” he said. Whether employers choose to go remote, hybrid or in-person, the competition for top talent will only increase, something Midwestern companies should keep in mind. “We’re already behind the curve when it comes to employment culture, not benefits and perks, but employment culture in the Midwest and this is just going to take it to the next level,” Weber said, noting that many employees will take a lower salary to work somewhere they are trusted and empowered to solve problems. “You’re competing with people that already get this and you have to not just make strides forward but leapfrog many steps forward and catch up or you’re going to lose the talent war,” he said. n
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RiverWalk on the Falls, located on the northeast corner of Main Street and Grand Avenue, opened in 2019.
Menomonee Falls is a development hot spot IF YOU’RE A DEVELOPER, there’s apparently a lot to like in Menomonee Falls. Located northwest of Milwaukee, the village of roughly 38,000 is seeing all kinds of development, including two major corporate projects, numerous single-family subdivisions and multi-family projects, an ongoing mixed-use development and a revitalized retail corridor. And there is more on the horizon. Village leaders have taken an active role to work with developers and incentivize projects. “We believe in a dynamic, vibrant community, and to get there you’ve got to be extremely proactive and motivated to work toward that,” said Mark Fitzgerald, Menomonee Falls village manager. Fitzgerald points to numerous factors that put the village on the map. The first is geography. “We’re clearly in the kind of location where you’ve got freeway access, very close proximity to almost all points of the metro area, and that’s a pretty significant (factor),” he said. He said other key factors include two strong public school systems (Menomonee Falls and Hamilton school districts), a broad spectrum of housing that matches virtually any individual or family’s economic status, a walkable and vibrant downtown, strong health care services, and a growing number of jobs. “Those are our big drivers, and frankly, we believe fundamentally that makes us a demand market in the Milwaukee metro area,” Fitzgerald said. Indeed, the village is seeing lots of residential growth. For the first 10 months of 2020, the village has processed building permits for 90 singlefamily homes, four duplexes, 90 multi-family units and 16 units of senior independent living, said Matt Carran, village director of community development. Menomonee Falls makes up a significant share
of the residential units being built in the four-county metro area that includes Milwaukee, Ozaukee, Washington and Waukesha counties. Through the third quarter, the village accounts for about 9.2% of all new units being built in the region, said Carran, citing U.S. Census building permit survey data. He compared that percentage with the fact that Menomonee Falls accounts for just 2.5% of the region’s total population. There are more residential projects in the works. Carran said there are 632 single-family homes, 190 units of either one- or two-family condominiums, 245 multi-family units and 477 senior living units that have been proposed but have not yet reached the construction phase. Hales Corners-based Wimmer Communities has found opportunity to develop two very different types of multi-family projects in the village. Tamarack Springs, being built southeast of Town Hall Road and Custer Lane, will be characterized by its low density (170 units spread across 21 acres), private entries and attached garages. “That’s meeting the needs of the homeowner-type resident who is looking for that privacy of a home but not a huge amount of maintenance and cost,” said Theresa Bouton, vice president of property management of Wimmer. Meanwhile, its 170-unit RiverWalk on the Falls project on Main Street, with a planned 45-unit phase two, is far denser. Its proximity to the local shops and restaurants downtown is a primary driver of demand. “I think people want to be close to restaurants, entertainment, things that are important to them, and you have the ability to do that in downtown Menomonee Falls,” Bouton said. The village also keeps a close watch on the number of jobs it has, as officials view it as the “first step of economic development,” Fitzgerald said. He said there are roughly 34,000 jobs in the
BY ALEX ZANK, staff writer village. In addition, as many as 5,000 new jobs could be added to the village by the relocation of Leonardo DRS from Milwaukee into a new hightech industrial building and offices, and the 65acre multi-purpose campus that Brookfield-based Milwaukee Electric Tool Corp. is developing. Both the $55 million Leonardo DRS project and the $100 million Milwaukee Tool campus are located in the Woodland Prime business park, at Good Hope Road and Flint Drive. That job growth should create a greater demand for housing in the village, and a growing community creates demand for more commercial development. “If you look at Milwaukee Tool and Leonardo DRS and the amount of jobs coming in, some of those people are going to be moving to Menomonee Falls with those jobs,” Carran said. “So that picks your residential demand up there, and normally the commercial stuff chases the rooftops.” Bouton said the village’s revitalization efforts, particularly of its downtown, are a driving force in the demand for new housing. “It’s driven a lot of employers to move there or expand their businesses and sign long-term leases, which obviously drives demand for housing,” she said. “We’re like any other developer in that we want to suit the needs of the community, and we’re going to go where we feel there’s demand.” And there is more happening in the Falls beyond the apartments, subdivisions and corporate projects. Milwaukee-based Cobalt Partners LLC is working on a mixed-use project at the former Ernie von Schledorn dealership site southeast of Main Street and I-41. Construction of a new 33,000-square-foot Ascension Wisconsin health center is underway, while the remainder of the site may be developed for office use. Fiduciary Real Estate Development Inc., anothbiztimes.com / 25
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Leonardo DRS is relocating from Milwaukee to a new industrial facility and offices in Menomonee Falls.
ALEX ZANK
er Milwaukee developer, recently introduced plans to build 120 condo units on 28 acres southeast of Silver Spring Drive and Marcy Road. Chicago-based HSA Commercial Real Estate is looking to redevelop 10.4 acres at Appleton Avenue and 124th Street in Menomonee Falls for either residential or industrial uses. That’s according to documents filed this fall with the Wisconsin Department of Natural Resources. New retail buildings have gone up along Appleton Avenue south of Menomonee Avenue, including a Burger King, Waukesha State Bank branch and a Dunkin’ Donuts and Baskin-Robbins. Menomonee Falls has shown it isn’t afraid to dip into its pocket to facilitate some of these projects. The village is providing up to $2.8 million in tax incremental financing for the Cobalt project and $6.4 million for the Leonardo DRS project. It also sold land it owned to Milwaukee Tool for $1, a subsidy in itself, and reached a TIF agreement with the company to return up to 70% of tax increment generated by the campus project annually through 2037. Fitzgerald said the village’s philosophy on the use of TIF is to “negotiate fully with developers” but strike a deal that’s beneficial to the village. “I always tell people that if it’s redevelopment,
then you almost have to figure out the means to level the playing field to someone that’s just doing something on a greenfield area,” he said. The village has its eyes set on two main areas for redevelopment. This includes “East Main,” or the portion of Main Street that runs east of Pilgrim Road. Then there is a 10-acre site southeast of Appleton Avenue and Good Hope Road, which includes an aging multi-tenant retail center and a vacant car dealership. Fitzgerald said East Main needs to “overcome the blighting history” that comes from the freeway, a former retail area that’s now been moved and the nearby Orchard Ridge landfill. “We’re working on 21st Century land use characteristics in that corridor that can survive in the long term,” he said.
The area around Appleton Avenue and Good Hope Road, meanwhile, stands to benefit from the growth of the nearby Woodland Prime. At a 10-acre site southeast of the intersection, village officials envision a new and dynamic entryway into the village marked by dense mixed-use development. Possible uses include housing, retail and restaurants. Carran said the site would ideally net a destination restaurant — “something that would draw someone (from) outside of the community.” Fitzgerald said the site, which is mostly vacant with a small, dated commercial building, likely won’t remain in its current state for long. While he didn’t get into specifics, he said there has been interest in it from developers. “I think the land is already being tied up, and I think the level of interest is quite high,” he said. n
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Traffic on I-43 from Highland Road
North Shore communities look to cash in on new I-43 Highland Road interchange WITH NEW FREEWAY INTERCHANGES come the promise of additional real estate development in the area surrounding them, thanks to increased traffic and improved site accessibility. Two communities in Ozaukee County expect nothing different out of the future I-43 interchange at Highland Road. The new interchange is to be built as part of the $550 million expansion of I-43, which will, among other things, add lanes to the freeway between Silver Spring Drive in Glendale to State Highway 60 in Grafton. As part of that work, some existing interchanges are getting a facelift, including the Brown Deer Road interchange, which will be transformed into a diverging diamond, and the County Line Road/
BY ALEX ZANK, staff writer
Port Washington Road interchange, which will be upgraded into a full-service interchange. But the interchange at Highland Road will be the only new one built as part of the expansion project, said Dan Sellers, a Wisconsin Department of Transportation spokesman. The Highland Road interchange work will be part of the 2022 bid package, with a bid letting date of late 2021, Sellers said. The work is slated to start in early 2022 and finish by mid-2023. Even though it will be nearly three years before the interchange is open, impacted communities are already thinking about its potential benefits and making preparations. The planned interchange coincides with efforts by the city of Mequon to rezone a large swath
of land northwest of Highland Road and the freeway, with the intent to encourage more residential development and specific commercial uses. Kim Tollefson, Mequon director of community development, said planning work for this spot started back in 2013 and is not directly related to the new interchange. Even so, the interchange only adds to the city’s opportunity to shape the remaining vacant land there according to its vision. The Mequon Planning Commission’s policy subcommittee is mapping out the best uses for 750 acres that’s bounded by I-43 to the east, Highland Road to the south, Oriole Lane and Ulao Creek to the west, and Pioneer Road to the north. Tollefson said only about 300 acres is developable due to wetlands and floodways.
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“We wanted to be proactive in modifying that zoning and achieving a more desired land use,” Tollefson said. She said much of the land is now zoned for rural residential use, which requires lot sizes of at least 5 acres. The limited miscellaneous commercial uses currently allowed also do not match the “highest and best use” for the area, Tollefson said. The city is looking to encourage single-family residential, on lot sizes of 0.75 to 1 acre, on the west side of Port Washington Road. It also would like to see senior housing developed on the east side, particularly near the existing Ascension Columbia St. Mary’s Hospital Ozaukee. It also desires lower-density commercial uses, such as specialty trades or building contracting services with showrooms and offices, to the north as Port Washington Road approaches Pioneer Road. Specifically, the city would want conservation-style residential subdivisions that both preserve environmental features and open space, and leverage Ulao Creek as a neighborhood amenity, Tollefson said. The goal for new commercial uses right at Highland Road would be types that serve area residential and commuter traffic, Tollefson said.
Potential uses could include medical or veterinary clinics, public administration offices, small-scale public-private schools or clubs such as dance studios, neighborhood convenience shops such as florists, daycares, specialty food stores and coffee shops, and small-scale sports and fitness centers. This would be opposed to commercial projects catering to freeway travelers, such as gas stations and fast food restaurants. “One of our goals is to not have that (Highland Road) intersection look and feel like other entryways to the highway,” she said. The policy subcommittee could by the first quarter of 2021 send rezoning recommendations to the Plan Commission and Common Council for approval, Tollefson said. Officials with the village of Thiensville also see the potential benefits the interchange will have on their community. This summer, village president Van Mobley detailed the pathway that freeway traffic could take into the village’s Main Street commercial corridor, which is located roughly four miles away. He said drivers would have to head west down Highland Road, then turn south onto Main Street/ North Cedarburg Road.
Although there’s a bit of distance to Thiensville from the interchange, much of the land in between can’t or won’t be developed, Mobley said. This is because it already contains existing residential subdivisions, a golf course, the Milwaukee Area Technical College Mequon campus, extensive park land and protected wetlands. The thought is that those looking for a concentration of restaurants, shops and other commercial offerings will want to head to Thiensville, he said. It so happens that the village is looking to redevelop the area around the intersection of Main Street and Freistadt Road with the goal of encouraging more mixed-use and multi-family development. Sellers said the new interchange was birthed during a corridor study and environmental investigation of the I-43 project area. At that time, the option of a Highland Road interchange was brought forward for public discussion. “We received public support for that idea, and it was then included as one of the components in our final selected alternative,” he said. “The city of Mequon recognizes the value of it, and has been an involved partner in the planning and delivery of the interchange.” n
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Experts discuss how COVID has shaken the office market BY ALEX ZANK, staff writer
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1. John Coury, Crestlight Capital; 2. Josh Jeffers, J. Jeffers & Co.; 3. Lyle Landowski, Colliers International|Wisconsin 4. Heather Turner Loth, Eppstein Uhen Architects.
JON ELLIOTT – MKE DRONES
COVID-19 HAS BEEN PAINFUL to the Milwaukee-area office market, but because the physical office offers so many benefits to companies, market demand isn’t going away long term. That was the shared opinion of a panel of office market experts who discussed the market’s struggles and future outlook during BizTimes Milwaukee’s annual Commercial Real Estate & Development Conference, held virtually on Nov. 19. The local office market effectively came to a standstill during the first 60 days that the coronavirus spread nationwide earlier this year, said Lyle Landowski, managing director and partner of Colliers International | Wisconsin. The pandemic became real for Wisconsinites in March, when the state and local governments began mandating shutdowns of certain business activities. Office market demand still has not normalized in the months following, Landowski said. “The short version is, it’s kind of painful,” Landowski said. “The pullback in demand has been significant and real in the short term. … I’d say we’ve slowly been gaining momentum since; there’s been some activity. I’d say activity has been far greater in the suburbs than it has been downtown, but we’re starting to see activity downtown again as well.” Overall, demand is down about 50% compared to normal, with the downtown demand decline being even worse than that, he said. “There’s very clear short-term winners and losers throughout this pandemic,” said John Coury, founder of Detroit-based Crestlight Capital and part of the ownership group of the Schlitz Park office complex in Milwaukee. “We’re still learning a lot on a daily basis, but I think what we’re seeing throughout the market is core central business districts with 30-story towers are seeing a different type of demand than your mid-rise or single-story product, either on the outer fringes of the urban core or the suburbs.”
Downtown Milwaukee
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Even so, there are no signs that the demand for office space will go away long term, he said. “The office is going to change and new trends will come out of this like any recession, but it’s impossible to train new employees, create culture and maintain culture when everyone is on an island in their own house,” Coury said. He used the example of Yahoo, which at one time shed itself of any office and had all employees work from home. Coury said the company changed its mind after only a year or so because employees missed the collaborative work environment an office provided. Heather Turner Loth, project development practice leader and workplace strategy leader with Milwaukee-based Eppstein Uhen Architects, was in agreement. “You can’t necessarily sell a culture fully through the virtual environment,” she said, noting that studies show “chance interactions” around the office generate ideas and build trust among colleagues. “Once that trust is free flowing, innovation can spike,” Turner Loth said. “Office is not dead. I am fully bullish that it is going to come back.” It certainly isn’t an ideal time to open a new downtown office building, but Milwaukee has
seen two of them open this year: the BMO Tower at 790 N. Water St. and the Huron Building at 511 N. Broadway. Milwaukee-based developer J. Jeffers & Co. opened the 11-story, 287,000-square-foot Huron Building in early October. Law firm Husch Blackwell moved its Milwaukee office into the building’s top three floors. “COVID-19 was definitely not in our financial projections in late 2018, early 2019 when we closed on the financing,” said Josh Jeffers, president and chief executive officer of J. Jeffers & Co. One thing helping out the Huron Building is that it’s already about 50% leased. It has Husch Blackwell as an anchor tenant, and Tupelo Honey restaurant as a ground-floor retail tenant. The restaurant has not yet opened. Jeffers said the project has so far been able to cover its debt service and operating expenses, giving his firm some breathing room to wait out the pandemic. But it has been hard finding more tenants willing to execute a deal during the pandemic-fueled period of uncertainty, Jeffers said. The larger users seeking a full floor, with whom he had been talking before the pandemic, have all opted for short-term lease renewals, he said.
“I think some of the larger office users are reticent to make major leasing decisions right now, at least until there’s a little more clarity surrounding what’s happening with COVID and the whole work-from-home dynamic,” Jeffers said. Of course, the office environment won’t be the same as it was pre-pandemic. Some office users are already making immediate changes, such as implementing touchless technologies, upgrading HVAC systems and installing barriers between workstations, Turner Loth said. Meanwhile, they are figuring out what their needs are long term, she said. Considerations include whether to have separate visitor and employee lobbies. Another long-term change that panelists predicted is greater flexibility to work from home. But even at a time when public health officials stress physical distancing, the social nature of humans cannot be eliminated permanently, Landowski said. “Our level of happiness and productivity, all of those things, even if you take them away in the short term, we’re going to want them back,” he said. “I just don’t think you can bet against that in the long term.” n
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REAL ESTATE & DEVELOPMENT
COVID chills CRE market, CARW members say BY ANDREW WEILAND, staff writer THE COVID-19 PANDEMIC has significantly cooled the southeastern Wisconsin commercial real estate market, especially in the office and retail sectors, brokers indicate in the annual survey by BizTimes Milwaukee of members of the Commercial Association of Realtors Wisconsin. When asked their impression of the condition of the current commercial real estate market, CARW members responded with the lowest marks since 2011, when the market was still recovering from the Great Recession. This year, only 22.7% of CARW members say the commercial real estate market is “improving,” compared to 52.9% last year. In 2014 and 2015, more than 80% of CARW members said the market was improving. For 2020, 24.2% of CARW members said the market is “weak,” the most since the 2011 survey. Last year, none of the 70 respondents to the survey said the market was weak. This year 66 CARW members participated in the survey. Also for 2020, 53% of CARW members describe the market as “flat,” which is up from 47.4% last year. “The short version is, it’s kind of painful,” said Lyle Landowski, an office broker and managing director and partner of Colliers International | Wisconsin. The good news is CARW members are optimistic that the market will rebound next year. Of those surveyed, 72.7% said the market will improve next year, up from 61.4% from last year’s survey who predicted market improvement in 2020. Of the major commercial real estate sectors, it is the office market that has taken the biggest hit in southeastern Wisconsin, according to CARW members responding to the survey. Of those surveyed, 54.6% said the office market is in decline, an enormous increase from the 2019 survey when only 4.3% said the local office market was in de-
cline. This year only 4.6% of CARW members surveyed said the office market is improving, a huge drop from last year when 34.3% said the local office market was improving. The Milwaukee-area office market has a vacancy rate of 19%, according to the third quarter market report from Cushman & Wakefield | Boerke Company. A Newmark Knight Frank report pegs the region’s office space vacancy rate at 17.9%. “The pullback in demand has been significant and real in the short term,” Landowski said. “Demand is down about 50% overall right now, and downtown (the decline in demand) is even more significant than that. For the first 60 days (of the COVID-19 pandemic, the market) essentially came to a standstill. We’ve been slowly gaining momentum since. Activity has been far greater in the suburbs than it has been downtown, but we are starting to see some activity downtown again as well. But we’re certainly not back in terms of our normal market demand at this point.” The retail real estate market was identified by CARW members in the 2019 survey as the weakest sector in the region, and responses to the 2020 survey indicated that market has continued to deteriorate this year. Of those surveyed, 63.6% CARW members’ said the local retail market is in decline, a significant increase from the 2019 survey n when 22.9% of CARW Improving members said the ren tail market was in deFlat cline. This year, only 4.6% of those surveyed n said the local retail Weak market is improving, compared to 24.3% a year ago.
Meanwhile, the industrial real estate market, which for many years has been the strongest sector of the southeastern Wisconsin commercial real estate market, has remained stable during 2020, according to CARW members participating in the survey. Of those surveyed, 71.2% said the local industrial market is improving and none said it is in decline. Those results are nearly identical to last year’s survey, when 72.9% said the local industrial market was improving and only 1.4% said it was in decline. The region’s industrial market has a vacancy rate of only 4.8%, according to Newmark Knight Frank, and absorbed 4.2 million square feet of space in the third quarter, including the completion of a 2.6 million-square-foot fulfillment center for Amazon in Oak Creek and a 1 million-squarefoot facility for Foxconn in Mount Pleasant. When asked which real estate sector in metro Milwaukee is in the most danger of being over-developed, hotels and apartments were the most common choices of CARW members responding to the survey, with 33% picking each. A year ago, 52.9% of survey respondents picked apartments and 17% picked hotels. n
impression of CRE market conditions
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Construction is
ESSENTIAL to our country, and ABC is essential to construction.
ABC of Wisconsin is dedicated to ensuring the voice of the merit construction industry is heard. ABC ensures that lawmakers understand our commitment to safety and provides members the resources they need to keep their employees safe.
Count on ABC to make construction essential.
ABC of Wisconsin—Helping members win work and deliver work safely, ethically and profitably for the betterment of the communities in which they work.
TOUGH. TRUSTED. ESSENTIAL.
BUILDING PROJECT Q&A
SPONSORED CONTENT
MIDWEST REFRIGERATED SERVICES BROWN DEER ROAD TARGET BUILDING ADAPTIVE REUSE PROJECT
By: Jim Olson, AIA, NCARB, Business Development Director—Southern Wisconsin, Consolidated Construction Company GIVE US SOME BACKGROUND ON THE PROJECT: Midwest Refrigerated Services (MRS) operates cold storage and distribution centers in Wisconsin, Iowa, and Minnesota. A surge in demand for their services in the Metro Milwaukee area taxed their existing facility beyond capacity. MRS leaders identified a need for regional hub to serve as a cooling and storage facility and distribution center, and house offices, a training facility, and driver amenities. The proximity of the shuttered Brown Deer Road Target Building to their existing facility, as well as Milwaukee Transit Bus Lines, and the I-43 corridor made it an attractive option, but not without its challenges. WHAT WAS THE SCOPE AND SIZE OF THE PROJECT? For this adaptive reuse project, Consolidated completely gutted the 122,720 square foot Target Building to the bare structure. This included cutting a 126’ X 12’ section out of the front elevation, where eight recessed loading docks were installed. Four inchthick Insulated Metal Panels were installed to control temperature in the cooler, mitigate thermal transfer, and create a moisture barrier. A 4” layer of insulating foam was placed between the cooler panels and adjacent spaces to ensure ambient temperature control. The roof deck cavities were packed with foam to halt thermal transfer and improve R values. The facility includes
the cooler and distribution center, office spaces, workstations, training center, a pair of trucker’s lounges, and fulfillment center. The project was completed in just five months, with more than $1 million in construction performed each month. Safety measures put in place resulted in a perfect safety record. WHAT MAKES THIS PROJECT UNIQUE? It’s highly unusual to repurpose an existing structure to fully house a cooler box within the original building footprint. In most cases, buildings constructed for retail or other purposes simply don’t have the desired floor plan or physical properties to properly control temperatures between cold spaces and conditioned spaces (offices, for example), nor to mitigate thermal transfer (the propensity of materials like metal to physically transfer cold from one location to another). When thermal transfer of cold occurs and travels to warm spaces, it creates condensation, which can be devastating for the health of both the building and its occupants. The typical construction strategy would be to build separate structures for the cooler and office spaces. After touring the building, however, our Director of Architectural Services, Curtis Schroeder, AIA, was able to see beyond the original Target store configuration, and was confident he could adapt the facility to meet
the business needs of MRS, while ensuring proper temperature control and thermal transfer mitigation between the cooler box and adjacent spaces. Through thoughtful design and use of innovative building materials, we did just that. HOW DID THIS PROJECT IMPACT THE COMMUNITY? This project is more than just a rejuvenation of an abandoned building. It represents an investment and commitment on the part of MRS to the surrounding community. The new facility has helped create more than 100 new jobs in this economically challenged area and has become an integral part in future success stories taking place in and around this transitional neighborhood.
PO Box 1447 • Brookfield, WI 53008-1447 1call2build.com • (800) 642-6774
BUILDING PROJECT Q&A
SPONSORED CONTENT
SCHOOL DISTRICT OF WAUKESHA
Les Paul Middle School By: Kyle Loest, Director of Project Management, J.H. Findorff & Son Inc. CAN YOU DESCRIBE THE SCOPE OF WORK THE COMPANY IS DOING FOR THE SCHOOL DISTRICT OF WAUKESHA? In 2017, Findorff was hired to help with facility planning efforts for a November 2018 referendum. Our team provided preconstruction estimating, capital maintenance planning, and communication services which led to a successful $60 million referendum. We are now managing the work which includes: » Addressing safety and security at all 12 district elementary schools, a STEM Academy, and Waukesha West High School » Updating district-wide capital maintenance needs » Adding onto and renovating all three middle schools and Waukesha South High School WHAT HAS BEEN YOUR BIGGEST CHALLENGE WHILE WORKING ON THIS PROJECT? Even with our extensive experience completing over $1.5 billion in education projects the past decade, we hadn’t worked during a pandemic. Our Waukesha project team did a great job pre-planning significant construction to be done in three middle schools while school was in session. Since 90% of our work is done in occupied facilities, we had a plan in place to keep students, staff, and visitors safe during construction. Then COVID hit and we rethought our plan. We still
started over spring break, but were able to get into more areas sooner than originally planned. We completed South High School months ahead of schedule, and are tracking ahead on the remaining work. Our ability to quickly pivot saved the district time and money. WHAT ROLE DOES TECHNOLOGY AND INNOVATION PLAY ON PROJECTS LIKE THIS? Technology and innovation continually evolve in construction, and it’s important to use these tools when it benefits a project’s schedule and budget. A great example was during a middle school cafeteria demolition. COVID restrictions, such as social distancing and limiting the number of workers in an area, just started and the team needed to think differently about getting the work done. We opted to use a robotic laborer that kept the project on schedule. When it comes to technology and innovation we find that a lot of the “tools” in our toolbox really interest students and staff. We use opportunities during construction to involve or educate them on what’s going on in their school. Whether it’s a virtual reality experience or drone demonstration, showing what certain equipment is used for, or explaining what the piping is above the ceiling tiles, these educational interactions are impactful and enjoyable. Also, our
project managers and superintendents are great resources for teachers interested in understanding how elements of our projects could work into their curriculum. WHAT DOES FINDORFF ENJOY THE MOST ABOUT BEING PART OF THE GREATER MILWAUKEE COMMUNITY? Working in communities where Findorff families work, live, and play is really special to us. We’ve been part of the fabric of the Milwaukee area for 50 years, and have so many projects and relationships we are proud of. We work hard to establish partnerships with local subcontractors and businesses by treating them fairly and maximizing their bid opportunities on every project. We also enjoy supporting local communities by volunteering our time and donating the talents of our incredible trades people and staff.
1600 N. 6th Street • Milwaukee, WI 53212 findorff.com • (414) 272-8788
SENIOR LIVING AND LEGACY PLANNING: WHAT ARE YOUR OPTIONS?
Most retirement community members say they should have planned sooner or say they wish they would have moved earlier. Considerations include: location, amenities, the importance of socialization and community, the right time to make a move, and financial considerations, including holistic legacy and distribution planning. Luci Klebar
Deanne Phillips
St Johns On The Lake
Annex Wealth Management
Today’s senior living is much more like condo living or living in your own apartment home, but even better, with the freedom from chores and responsibilities but with many more interests and activities and groups to participate in if you so desire. “It’s really important when your making these decisions to really do your homework as you’re weighing your options. Have those crucial conversations with your parents or your spouse early about their future plans and their desires and their finances so that you can help them in the planning process.” Eric R. Harmann
AG Architecture
“Having the pieces in place before transition can become very important. We as planners like to make the plan retirement conservative because, after all, no one ever complains if there is too much money left over. There have been some seismic law changes in 2020 including two very large acts. The first one, called the SECURE Act, enacted last December and went into effect the first of 2020, changed the law around required minimum distributions and when you need to take those out of your 401K or 403B or IRA. It was 70 ½ and is now 72.” Andrew L. Alden
AG Architecture
“Senior living environments are always being built upon some core residential ideals of what you want to live in and how it relates to what you’re comfortable with. “The new Intergenerational Environments look and feel more like a cool mixed-use building or micro new urbanist development than the typical singlepurpose, traditionally designed retirement community.”
“One of the things I’ve noticed when I walk through communities and talk with residents; if residents have a particular interest in something that’s not available, usually communities are happy to work with them to create a club. That’s the point of these communities; getting together, having common interests, and having a space to do that.”
When you tour a community, consider the “Perspective based sensory assessment”; what do you see? What do you hear? what do you taste?” as you look at properties to get a better understating of the place you are considering.
To find out more about continuum of care options, trends in design, and specific strategies to plan for you or your loved ones, listen to the full recording at biztimes.com/seniorliving.
PRESENTED BY:
A division of BizTimes Media
Special Report HEALTH CARE & WELLNESS
During difficult year, employees’ mental health challenges continue to mount BY LAUREN ANDERSON, staff writer AS THE COUNTRY NAVIGATES the challenges of a global health crisis, working from home, kids learning virtually, and economic and political uncertainty, those stressors have taken a toll on employees’ mental well-being. For employers, it’s prompted questions about what their role is in supporting staff through a tumultuous year, particularly as the lines between employees’ professional and personal lives blur amid the upheaval. “We’ve definitely seen an increase in calls and concerns from employers about the ability to deal with the stresses of COVID, political banter, BLM (Black Lives Matter),” said Maureen Siwula, a human resources business advisor with Waukesha-based nonprofit employer association MRA. “All of that is coming to us.” According to a recent national study, employee burnout has escalated during the pandemic, and managers, in part, feel responsible. The study, conducted by employee experience software company Limeade, found 72% of employees reported being burned out, up from 42% before the pandemic, and 84% of managers said they feel at least somewhat responsible for whether their direct report experiences burnout. Outside of work, COVID and the ensuing shutdown have been linked to increased social isolation, depression, anxiety, substance abuse and domestic violence, according to various studies. “It’s really, really a very hard time for people to cope,” Siwula said. During a difficult year, promoting mental wellness at work looks different from employee to employee. For some, it might mean offering extended time off through the federal Family and Medical Leave Act (FMLA) for employees who can’t work remotely to be at home with their children as they learn virtually. Or, it could look like offering more flexible shifts to accommodate those kinds of demands at home. Extending leniency could be key to retaining staff at a time when many employers continue to battle talent shortages. “Many employers have increased their empathy and compassion during this difficult situation because of the personal needs of their people,” Siwula said. “Some people can work remote and some aren’t remote, but kids are at home and need to be educated by someone. And the good employers, the strong employers want to take care of those issues for their people so they don’t lose them.” Cheryl Neils, manager of vocational support services at Goodwill Industries of Southeastern 38 / BizTimes Milwaukee NOVEMBER 23, 2020
Wisconsin, said it’s important to recognize the diversity of mental health conditions among employees and not apply a one-size-fits-all approach to making accommodations. Employers may assume those measures will be costly to their business, but often they are simple adjustments, she added. “It may be someone with post-traumatic stress, turning their desks so their back is not to the door so they can see who’s coming through the door,” Neils said. “Maybe it’s someone (for whom) it’s hard to go into the break room that’s noisy and crowded, that they have a different place where that person can go or adjust that break time to a few minutes later where it’s a little quieter for that person.” For those working remotely, accommodations may look different, and could involve allowing employees to clock in at nontraditional hours. “Maybe early mornings are not good or it’s stressful because they have children who are doing homeschooling,” Neils said. “Maybe (they could do) the same amount of hours but they have breaks built into the day.” Employers who are unsure of which accommodations to extend to employees should consult an organization like MRA or other employer associations, the Department of Workforce Development or Department of Labor, which can offer guidance on federal laws such as the Americans with Disabilities Act, Families First Coronavirus Response Act and FMLA, Siwula said. It’s important to provide an open door for employees to discuss their mental health challenges that might interfere with their work, without fear of losing their job or being judged, Siwula said. “Employers, people who own businesses, and managers, need to create a culture of welcoming for whatever situation is distracting their employee – whether mental health or physical health – there needs to be that open door policy,” she said. Seeking out the help of an employee assistance program – a voluntary program that offers confidential assessments, short-term counseling, referrals, and follow-up services to employees dealing with work-related or personal problems – is another necessity for employers, Siwula said. EAPs are typically tied to a firm’s health insurance plan. “Most of us in HR, or those in the C-suite, we are not substance abuse advisors, we are not therapists, we are not lawyers, we are not financial planners, nor should we be in the business of (helping) our employees do any of that,” she said. “We need a resource for them to go to and the employee assistance plan offers assistance for everything from
pet insurance to face-to-face therapy.” While employers may have tapered off their wellness check-ins with employees since the initial COVID-19 shutdown in the spring, Siwula said managers should be intentional about touching base with employees as the stressors of 2020 continue to pile on. “This is a critical time,” Siwula said. “This is not a time for punishments and judgments to employees. Of course, you need to do that within reason. But this is the time for compassion and empathy and understanding and conversations, to meet needs wherever you can.” n
Low cost accommodations Goodwill Industries of Southeastern Wisconsin, Inc. and the Milwaukee County Behavioral Health Division recently launched a toolkit to help area businesses with their mental health work culture, including suggestions for making low cost accommodations. They include: » Alternative/full spectrum/ natural lighting » Anti-fatigue matting » Apps for concentration, emotional control » Cubical doors, shields, shades » Desk and electronic organizers » Desk pedal exercisers » Environmental sound machines/ white noise » Ergonomic equipment » Fidget devices » Mounted mirror to see people approaching » Noise canceling headphones » Recorder – used to remember info » Semiprivate workspace/back to wall/ facing colleagues » Sensor mat to notify when someone enters » Simulated sky/windows » Sun boxes, lights, simulating desk lamps » Talking key ring » Timers/watches, vibrating watches » Wall calendar/planners The full toolkit is available at: goodwillsew.com/mentalhealth-toolkit.
PRESENTS:
2020
CORPORATE CITIZENSHIP
BizTimes Milwaukee associate editor Lauren Anderson moderated a panel discussion about nonprofit collaboration. Panelists included: Greg Wesley of the Medical College of Wisconsin, Anne Basting of TimeSlips, Amy Lovell of Scaling Wellness in Milwaukee (SWIM) and Carrie Wall of the YMCA of Metropolitan Milwaukee. Watch the program on demand at biztimes.com/npea.
PLATINUM SPONSOR:
GOLD SPONSOR:
2020 PRESENTS:
CORPORATE CITIZENSHIP
A LETTER FROM THE PUBLISHER:
This year has dealt enormous challenges to the Milwaukee community and the nonprofit organizations that, day after day, help those most in need. At BizTimes Media’s seventh annual virtual Nonprofit Excellence Awards program, we recognized the work of nonprofits, individuals and corporations that have made a difference during a difficult year. This year’s program also included a panel discussion with four community leaders about how their organizations are pursuing collaborations to confront some of the region’s biggest challenges, including education inequities, health disparities, social isolation and generational trauma. You can watch the program on demand at biztimes.com/npea. We recognize that a strong and sustainable nonprofit industry is needed now more than ever in our city, and we hope that as you read the following pages you will be inspired to make a difference in any way you can. Thank you to our sponsor, United Way of Greater Milwaukee & Waukesha County, for helping us put the spotlight on these model citizens.
Dan Meyer, Publisher, BizTimes Media MESSAGE FROM OUR SPONSOR:
At United Way of Greater Milwaukee & Waukesha County, we know the power of community collaboration. Our community’s challenges are so much larger than any one organization can tackle alone. However, when everyone comes to the table - nonprofit experts, business leaders, and community members - great things happen. The challenges presented by COVID-19 are a perfect example. Our business community has given their time, treasure and expertise to support our nonprofit partners. And those nonprofits - many of whom are recognized today - continue to find innovative ways to safely serve those who rely on them. I’m always grateful but never surprised at the generosity and passion of this community. On behalf of all of us at United Way, congratulations to the Nonprofit Excellence Award Winners. We are so thrilled to help celebrate your incredible work.
Amy Lindner, President & CEO, United Way of Greater Milwaukee & Waukesha County
WINNER
LIFETIME ACHIEVEMENT AWARD
THE RAMIREZ FAMILY By Stacy Vogel Davis, for BizTimes Two words describe the giving philosophy of the Ramirez family: all in. The family behind Waukesha-based Husco International doesn’t just fund schools in Central America; they regularly visit to make sure the schools are offering quality education. They don’t just encourage employees to give to United Way; they match the giving, and Husco president and chief executive officer Austin Ramirez is co-chairman of this year’s campaign. “They don’t just talk about the stuff they care about; they really dig in,” said Amy Lindner, president and CEO of United Way of Greater Milwaukee and Waukesha County. “They make their personal investment in things that they’re really passionate about.” The biggest example of the family’s allin mentality stands on Milwaukee’s south side at St. Augustine Preparatory Academy. The Ramirez family funded most of the building and established the framework for the school. Austin’s sister, Abby Andrietsch, is the school’s chief executive officer. “They’re a real treasure to the entire community,” said Ricardo Diaz, who retired
this year as executive director of the United Community Center serving Milwaukee’s Latino community. When Becky and Augustin “Gus” Ramirez married 51 years ago, they never dreamed they’d be able to give in the amounts they do now, Becky said. But they always knew they wanted to give back. “I have always had the belief that to whom much is given, much is expected, and God has given to us abundantly,” she said. Husco, which manufactures hydraulics and electro-mechanical components for automobiles and off-highway machines, grew rapidly after Gus assumed ownership and leadership of the company in 1985. He became chairman in 2011 after turning over daily operations to his son, Austin. Some of the family’s earliest giving was to universities involved in advanced manufacturing, such as Georgia Technical College, where they donated $2 million to establish a fluid power chairmanship. Other educational endeavors followed naturally. Becky was a teacher, and their daughters, Abby Andrietsch and Anna Baritt, eventually entered the education field. Gus became more interested in urban
education after joining the United Community Center board, he said. They started giving to schools in Latin America at the invitation of a pastor. Over 18 years they have supported close to 200 Christian schools, mostly in Central America, helping about 300,000 students. The family visits often to check on the schools and students. The family’s interest in education inspired Abby to co-found Schools that Can Milwaukee in 2010. She served eight years as executive director of the nonprofit, which sought to train leaders in public, charter and private schools. It merged with Partners Advancing Values in Education to become City Forward Collective in 2018. Austin serves as co-chairman of City Forward. But Gus felt called to do more, he said. He talked to his family about building a school on Milwaukee’s south side. St. Augustine Preparatory Academy opened in fall 2017 and now has 1,450 students in grades K4 through 12. The Ramirez family contributed $40 million toward the $52 million cost and gives about $2 million a year to help supplement the school’s income, Gus said. More than 99% of stubiztimes.com / 41
dents receive school choice vouchers. The project was not without controversy. The alderman at the time, Tony Zielinski, wanted to build a soccer facility at the site. Public school advocates opposed the addition of a private, religious school that would be largely supported by taxes. The idea also generated much discussion among the family, which had never taken on so large a project. “My initial response was, ‘This is crazy,’” Austin said. But he realized Gus wanted to make a significant impact on Milwaukee education during his lifetime and had given up hope of systemic change in Milwaukee Public Schools. St. Augustine is built around four pillars: faith, family, academics and athletics/arts. “We’re committed to serving the whole student, body and soul,” said Abby, who became CEO in 2019. Anna Baritt, who was an early childhood teacher, and Nathan Carlberg, the elementary principal, traveled to successful schools across the country while planning the school to see what was working. Anna also assisted with the hiring process, mak-
ing sure teachers believed in the values and mission of the nondenominational Christian school. The school is exceeding the family’s vision for it, Anna said. “You go in there and you see the kids’ faces, and they just glow,” she said. The first senior class will graduate this year, and more than 40% of them have been accepted to Marquette University, Abby said. More than 50% of students were at or above the national average in testing last year. “It’s outstanding in every aspect,” Diaz, of the United Community Center, said of the school. St. Augustine is planning an expansion that will create a separate building for the elementary school and add 800 to 900 students. Leaders hope to break ground around January 2022 and open the building in fall 2023. The Ramirez family expects to contribute $25 million of the $33 million cost, Gus said. Gus also dreams of adding a second school on the north side of Milwaukee, although that would require significant contributions from corporate donors, he said.
Education is the family’s largest area of focus, but it’s not the only one. The family, through a combination of foundation, corporate and personal giving, donated $9 million to more than 60 organizations in 2019, Austin said. Husco matches employee giving to United Way, the United Performing Arts Fund and many nonprofits. Company executives are expected to serve on the board of nonprofits or community organizations. Austin recently took on another leadership role as co-chairman of Democracy Found, an effort to reduce partisanship in congressional elections by holding nonpartisan primaries and ranked voting in the general election. He realized the need for change after serving as a White House fellow in economics in 2016-‘17 and seeing the amount of dysfunction in Washington, D.C., he said. “Austin is so generous with his time and resources,” said Sara Eskrich, Democracy Found executive director. “That’s unique, to have an executive who is so committed personally and engaged personally with the philanthropy that he and his family and his company do.” l
Special thanks to our ad sponsor:
These are the faces of change.
It’s not one person, it’s all of us, working together, to create lasting change in our community. Join the fight. UnitedWayGMWC.org 42 / BizTimes Milwaukee NOVEMBER 23, 2020
WINNER
NONPROFIT COLLABORATION OF THE YEAR
NEXT STEP CLINIC Next Step Clinic is the result of dedication and teamwork among several community partners to fill the significant need in Milwaukee’s at-risk neighborhoods for accessible and high-quality mental health services. A $250,000 grant from the Marquette University President’s Challenge and the Johnson Controls Foundation allowed the
A group shot with representatives of the community partners involved in the clinic during a grand opening program in January of 2020.
clinic to open its doors in fall 2019 in the same space that houses early childhood education provider Next Door, at 2545 N. 29th St. In addition to providing accessible mental health services, the clinic is also working to address the need for more clinical care providers in Milwaukee’s inner city. Next Step provides on-the-job
training for Medical College of Wisconsin residents and psychology graduate students. As of the fall, the clinic had served more than 70 families. Next Step, which is a satellite clinic of Mental Health America, is co-led by executive directors Leah Jepson and Dr. Amy Van Hecke. l
“We’re just really grateful that we have this incredible team that has come together around us and helped us to really make a difference in supporting Milwaukee’s children and families.” - Amy Van Hecke, co-executive director, Next Step Clinic
FINALIST
FINALIST
PEAK AT TIEF
SIXTEENTH STREET COMMUNITY HEALTH CENTERS, AMERICAN CANCER SOCIETY, AND KOHL’S HEALTHY FAMILIES PROGRAM
NONPROFIT COLLABORATION OF THE YEAR
The Kellogg PEAK Initiative, a Milwaukee-based nonprofit organization that offers youth programs to build leadership, social and emotional skills, will soon enjoy a new and improved home, thanks to a collaboration with Milwaukee County Parks, Milwaukee Habitat for Humanity, Midtown Neighborhood Alliance and other community partners. In August, the organization announced plans for a $6.5 million renovation of Tiefenthaler Park in the city’s Midtown neighborhood, which has served as the organization’s headquarters for nearly a decade. The project will include improved park lighting, an updated and expanded pavilion building and upgraded activity spaces. The Kellogg Family Foundation has pledged $5 million to the project, and $1.5 million continues to be fundraised. “We love being based at Tiefenthaler Park,” said PEAK executive director Dan Schiller. “Thanks to
our continued partnership with Milwaukee County Parks and the Midtown community, that will continue in ways that allow us to do our best work, showing our kids, families, and neighbors that they are valued.” l
NONPROFIT COLLABORATION OF THE YEAR
Sixteenth Street Community Health Centers, American Cancer Society and Kohl’s Healthy Families program have partnered together to help community members who are at risk for diabetes, cardiovascular disease and cancer. Building on an existing partnership between Kohl’s Healthy Families Program and the American Cancer Society, SSCHC offers culturally sensitive classes to help hundreds of families learn about the connection between healthy eating, physical activity and cancer risk. In several community perception surveys conducted by SSCHC, residents have said limited access to healthy food options and safe places
for physical activity are considerable barriers to their health. After participating in the program, more than 80% of participants reported they now know where to access healthy foods in their community and 90% said they had an increase in understanding the connection between healthy eating and lowering cancer risk. To date, the program has helped more than 500 families. l biztimes.com / 43
WINNER
NONPROFIT EXECUTIVE OF THE YEAR
TOM SCHNEIDER Executive director, COA Youth and Family Centers As executive director of the COA Youth and Family Centers for nearly 20 years, Tom Schneider has overseen the organization’s growth in Milwaukee’s Riverwest and Amani neighborhoods. The organization provides services to ensure families living in Milwaukee’s poorest zip code, 53206, have access to basic necessities and educational and cultural resources.
Tom Schneider plays with kids at a COA center.
COA has served over 10,000 adults and children through programs such as Home Instructions for Parents of Preschool Youth (HIPPY), its food pantry, and youth activities including athletics, arts, and field trips at the organization’s Goldin Center. In 2019, COA was the highest-rated charity in Wisconsin for its financial stewardship and transparency, according to Charity Navigator.
To help navigate the agency during the pandemic, Schneider implemented a strategic task force consisting of COA board members. After Gov. Tony Evers’ “Safer at Home” order went into effect in March in an attempt to limit the spread of COVID-19, the COA’s Food Pantry saw a 600% increase in demand for food items, which Schneider and his team worked to meet. l
“On the one hand, running a nonprofit organization is a business and that means investing wisely, setting goals and measuring outcomes, but on the other hand, it’s a passion and it’s a joy and you have to care deeply.” - Tom Schneider, executive director, COA Youth and Family Centers
FINALIST
FINALIST
LAURIE WINTERS
MAUREEN ATWELL
Executive director, Museum of Wisconsin Art
Executive director, Hebron Housing Services
Led by executive director Laurie Winters, the Museum of Wisconsin Art in West Bend has responded to the challenges of COVID-19 with creativity. Prior to the pandemic, MOWA experienced a significant jump in attendance since its new facility opened in 2013, from 2,912 attendees that year to nearly 192,000 in 2019. Winters attributes the increase in museum traffic to several factors. The museum built out community engagement programs, branded the museum as a statewide – not just a regional – institution, and offered a yearly membership, which includes museum admission and access to classes and events at affordable rates. After ending 2019 in a strong position, Winters quickly adjusted to the challenges of COVID by making budget cuts and pivoting to virtual programming. The museum
For nearly 40 years, Hebron Housing Services has aided Waukesha County families and homeless individuals with emergency shortterm shelter and long-term housing options. Hebron also operates a safe haven shelter for adults coping with chronic homelessness and mental illness. To meet demand for vital services during the COVID-19 pandemic, Hebron has opened its men’s shelter 24 hours a day, seven days a week for the first time since 2015, increased bed space at two of its shelters, and mobilized a volunteer team to ensure guests received regular hot meals. Facing a severe staffing shortage, executive director Maureen Atwell even moved into one of Hebron’s shelters to help the organization continue running at the initial peak of the pandemic. In addition to shelter, Hebron provides its guests with case man-
NONPROFIT EXECUTIVE OF THE YEAR
44 / BizTimes Milwaukee NOVEMBER 23, 2020
converted its third annual Arts and Chalk Fest into a virtual event that garnered engagement across the state and has continued to host its Studio Saturday drop-in program for families virtually. “We believe that the mission of the museum is all about engagement,” Winters said. “We want to make engagement easier.” l
NONPROFIT EXECUTIVE OF THE YEAR
agement services to help them achieve self-sufficiency, Atwell said. “We don’t just find a place for someone to live; we address the underlying reasons for homelessness,” Atwell said. “We partner with community providers who offer substance abuse counseling, mental health treatment, job search assistance, job skills training, resume assistance, housing searches, financial counseling, and many other services.” l
WINNER
LARGE NONPROFIT (ORGANIZATION) OF THE YEAR:
EASTERSEALS SOUTHEAST WISCONSIN To better assist those with disabilities and help foster their independence, Easterseals Southeast Wisconsin has refocused its efforts on increasing organizational sustainability and relevance since 2018. In 2019, the organization renovated its Adult Day Center, invested in new technology platforms, and cut overhead expenses. In 2020, opting for a combination of in-person and virtual work environ-
Easterseals SE Summer Camp Program
ments, Easterseals put its headquarters facility up for sale and moved to a smaller space at the Summit Place office complex in West Allis. According to Brett Engelking, chairman of the board for Easterseals, other critical sustainability initiatives for the organization included completing a marketing and compensation analysis to ensure it retains and recruits top talent, exploring merger opportunities to bring
complementary and new programs to Easterseals, working with MRA – The Management Association, Inc. to establish in-depth training for supervisors, and refining its quality assurance policies and procedures. Revenue surpluses in January and February 2020 have opened the door for the organization to develop new workforce and career development programs, Engelking said. l
“Central to our success was to use every opportunity to ask how we could improve.” - Peter Engel, president and CEO, Easterseals Southeast Wisconsin
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biztimes.com / 45
FINALIST
FINALIST
HARRY AND ROSE SAMSON FAMILY JEWISH COMMUNITY CENTER
CFI
LARGE NONPROFIT (ORGANIZATION) OF THE YEAR:
More than a century after it was founded to assist Milwaukee immigrants, the Harry and Rose Samson Family Jewish Community Center continues to offer its services at six locations across the state and JCC welcomed state and local officials for a Hanukka through its virtual procelebration in December 2019. gramming. To increase safety standards and minimize person-to-person contact during JCC Food Pantry served more than the COVID-19 pandemic, the orga- 250 families a week during the ininization has converted its commu- tial peak of the pandemic. nity food pantry from a walk-in, This fall, the JCC also opened its grocery-store-style pantry to a first ever student center, which aldrive-through operation, with the lows working families to send their help of the Milwaukee Police De- children to modified classrooms to partment. Through its partnership participate in online learning with with the Hunger Task Force, the their school districts. l
LARGE NONPROFIT (ORGANIZATION) OF THE YEAR:
For more than 80 years, Centers for Independence (CFI) has provided care and resources to individuals facing a variety of challenges, including disabilities, mental health and substance abuse issues, and felony convictions. CFI team members. Amid the COVID-19 pandemic, CFI has adopted virtual platforms to serve cli- devised new techniques and proents, offering activities such as art grams to help them continue their and music therapy classes, exercise care, reach their personal goals to programs, a book club, and tele- be more self-sufficient, and imhealth and telepsychiatry services. prove the qualities of their lives.” “Continuing to meet client Responding to increased deneeds while ensuring their safety mand for mental health services, during the public health crisis was the organization has expanded its difficult, to say the least,” said Can- two Crisis Resource Centers and dace Romano, associate director of is currently constructing a third marketing for CFI. “But our high- center. l ly motivated and creative staff
A CFI SUPERHERO Born prematurely at 29 weeks, Lukas spent most of his first year in a hospital. When it was time to go home, his mom had two options for his continued care: a private nurse or CFI’s medical day care program. She picked CFI, and today, nothing holds Lukas, 2 ½, back from being the superhero he is! Lukas is just one of our countless superheroes — people with disabilities or disadvantages who now have the support they need to recover from substance abuse, find employment, learn skills to live independently and more.
Learn more at www.mcfi.net.
CFI takes a trauma-informed care approach to help fulfill our mission of partnering with people of all abilities to advance their total health. This approach aligns with our commitment to diversity and reducing longstanding health disparities. 46 / BizTimes Milwaukee NOVEMBER 23, 2020
Do you enjoy one-legged waterskiing while balancing plates on your head? Did you just get back from a deathdefying adventure in Bora Bora? Tell us more about yourself! We may select you to be featured in BizTimes Milwaukee.
Fill out a questionnaire at biztimes.com/featureme
WINNER
SMALL NONPROFIT (ORGANIZATION) OF THE YEAR:
ARTISTS WORKING IN EDUCATION Focusing on Milwaukee’s underserved neighborhoods, Artists Working in Education (AWE) aims to offer young people with opportunities to express their creativity and learn about the arts. To enhance community welfare, AWE partners with several municipal organizations, including the Office of Violence Prevention and the Milwaukee Health Department. National Endow-
AWE partners with several community organizations, including Common Bond.
ment for the Arts grants have allowed AWE to establish Healing Art Studios with the Milwaukee Health Department, and the Gathering, Art, Stories & Place project, based at the Mitchell Street Library. Through its Rising Artist Council Program, AWE has provided employment for 10 youth. During the COVID-19 pandemic, the organization has also hired artists
to create art centered around social and racial justice issues. Nicole Angresano, vice president of community impact for United Way of Greater Milwaukee and Waukesha County, said AWE embodies “unparalleled creativity and adaptability.” “They know who they are, and stay focused on their mission,” Angresano said. l
“In these unprecedented times, we’ve seen the importance of the arts to heal.” - Lawshandra Vernon, executive director, AWE
FINALIST
FINALIST
FLORENTINE OPERA
RIVERWEST FOOD PANTRY
Few sectors have been harder hit by the COVID-19 pandemic than the performing arts. To help stay afloat during this difficult time, many Milwaukee performing arts companies, including the Florentine Opera, have been forced to adapt to the circumstances by using a blend of creativity, flexibility and ingenuity. Although the Florentine Opera has canceled all in-person performances for the 2020-‘21 season, the company has still managed to share its art with the Milwaukee community while nurturing local up-andcoming talent. Led by general director and chief executive officer Maggey Oplinger, the Florentine has brought four artists – soprano Emily Michiko Jenson, mezzo-soprano Taylor-Alexis DuPont, tenor Nathaniel Catasca, and baritone Steve Valenzuela – to Milwaukee to participate in its Baumgartner Studio
Through its programs, the Riverwest Food Pantry serves the Milwaukee community by providing healthy food and advocating for economic stability. “Food is among the most powerful mediums to bring communities together and restore neighborhood well-being,” said Wayne Breitbarth, managing director of the Riverwest Food Pantry. Food insecurity and poverty go hand in hand. The pantry addresses both issues by pairing mentors with pantry shoppers to help them overcome obstacles such as homelessness and unemployment. The Riverwest Food Pantry also embraces the Grow Local movement, operating a 27,000-squarefoot vegetable garden and three community gardens. The pantry offers cooking demonstrations by community chefs, juice bar, thrift store, community meals, collaborative cooking, and community ac-
SMALL NONPROFIT (ORGANIZATION) OF THE YEAR:
Artist Program, which gives promising young singers an opportunity to grow in the opera art form. Following COVID-19 health and safety protocol, the artists have been quarantined together and have performed at outdoor events and schools. The Florentine was able to hold four socially distant outdoor performances in 2020. l
SMALL NONPROFIT (ORGANIZATION) OF THE YEAR:
tion initiatives. “In 2019, with only three fulltime staff and an army of 4,000 volunteers, we fed over 13,000 people and distributed a quarter of a million pounds of food,” Breitbarth said. l biztimes.com / 47
WINNER SOCIAL ENTERPRISE:
MISSION FUEL Using a business accelerator model, Mission Fuel works to help Milwaukee-area nonprofits find sustainable funding models to accomplish their mission. The program, led by co-founder and executive director Mark Gesner and based at Cardinal Stritch University, allows nonprofit leaders to learn from experienced mentors and coaches, helping nonprofits implement practical and inventive solutions for sustainability and identify sources of revenue.
This year, Mission Fuel has aided organizations as they confront unprecedented challenges during the COVID-19 pandemic. “We use a business accelerator model specifically tailored to nonprofit professionals to enable them to yield a sufficient margin to sustain the mission,” Gesner said. Over the past three years, Mission Fuel has worked with 21 organizations and 49 leaders, who have gone on to generate over $7 million in newly earned, raised or loaned funds, according to Gesner. l
Mark Gesner
“That’s really our value (proposition) in Mission Fuel – to help nonprofits be less financially dependent, more self-sufficient through earned revenue, diversifying revenue streams, innovation and leadership development.” - Mark Gesner, executive director, Mission Fuel
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Contact Linda Crawford at advertise@biztimes.com CELEBRATING 25 YEARS
WINNER
CORPORATE CITIZEN OF THE YEAR:
CG SCHMIDT Community generosity is an essential part of Milwaukee construction company CG Schmidt’s mission. Five percent of the company’s annual earnings is set aside for philanthropic causes. Over the years, CG Schmidt has donated funds, offered in-kind support such as warehousing items and assisting with marketing efforts, and provided sponsorships and memberships to hundreds of
metro Milwaukee organizations, including Kathy’s House, St. Ann’s Center for Intergenerational Care, The Women’s Center, Ozaukee Humane Society and Next Door Foundation. Each year, CG Schmidt employees volunteer their time to help with community fundraisers and projects, from blood drives to a winter coat drive to Make a Difference Day, in which Milwaukee area residents receive assistance in winteriz-
ing their homes. “Community service is encouraged and pervasive amongst our employees,” said Rick Schmidt, president and chief executive officer of CG Schmidt. “In fact, we give our employees paid time off each year in order to volunteer for the nonprofit that they’re most passionate about. This often leads to deeper engagement and even board membership for many of our employees.” l
“When my great-grandfather founded our company, he wanted to do things differently, with a vision to create a business that would build communities, not just buildings. CG Schmidt is committed to our philanthropic mission of serving the underserved.” - Rick Schmidt, president and CEO, CG Schmidt
William C. Frye Award
Doug Jansson Leadership Award
Frank Kirkpatrick Award
President’s Award for Leadership in Racial Equity and Social Justice
RICARDO DIAZ
CHRISTINE NEUMANN-ORTIZ
greater 2020
together
AWARDS
Congratulations to the 2020 Greater Together Award recipients, whose leadership is an inspiration to others as we work together to build a better Milwaukee for all.
DARRYL JOHNSON
JEANETTE MITCHELL
greatermilwaukeefoundation.org
biztimes.com / 49
FINALIST
FINALIST
FINALIST
BELMAN HOMES
KOHL’S
David Belman, president of Waukesha-based Belman Homes, and his team help make the dream of home ownership a reality for wounded war veterans. Over the past six years, Belman Homes has built six houses for Operation Finally Home, a national organization providing custom-built, mortgage-free homes to injured veterans. “Since being involved, David’s team has given over $2.4 million worth of new homes to injured veterans,” said Haylee Bande, Belman Homes lead marketing coordinator and a member of the Operation Home task force in Wisconsin. “This is a massive undertaking and requires a lot of time and commitment to pull all of this together.” In addition to overseeing the building projects, Belman donates his time to help the company’s community fundraisers that support Operation Finally Home, including its annual golf outing, Operation Rock the House concert, 5k Run/Walk, and Big Shot Shoot Out event. l
Menomonee Falls-based retailer Kohl’s has built a reputation for its community generosity in addition to its in-store sales. Through its Hometown Partners program, the company typically makes multi-year commitments to support community-focused programming in the Milwaukee area. Over two dozen area nonprofits have been the recipients of the program, including the Betty Brinn Children’s Museum, Discovery World and Penfield Children’s Center. “Kohl’s supports programs that deepen its longstanding commitment to the holistic health and wellness of families and communities,” said Tara Geiter, Kohl’s director of community relations. In 2019, Kohl’s announced its donation of $5 million over four years to Children’s Wisconsin, a gift that will allow the hospital to improve mental health services for children and families across the state. Kohl’s also plans to gift $2 million over three years to the American Cancer Society to support its Kohl’s Healthy Families Program, which works to increase access to healthy foods and opportunities to be active. l
THE LUEDER FINANCIAL GROUP
CORPORATE CITIZEN OF THE YEAR:
CORPORATE CITIZEN OF THE YEAR:
Committed to healthy families and communities Kohl’s is proud to support the organizations that empower Milwaukee’s families. Our efforts in our hometown touch a wide range of causes, from health and social services to art, education and culture. Throughout our history, we’ve given more than $130 million to Milwaukee nonprofit organizations.
| Careers.Kohls.com
50 / BizTimes Milwaukee NOVEMBER 23, 2020
CORPORATE CITIZEN OF THE YEAR:
Community giving is an essential part of The Lueder Financial Group’s principles. Guided by managing partner Matt Lueder, the Milwaukee-based firm and its staff regularly donate time and talent to various organizations and causes. Some of those causes include blood drives for the Red Cross, meal prep at the Ronald McDonald House, building homes for Habitat for Humanity, collecting winter clothing for the Sojourner Truth House, and assisting with fundraisers to benefit Women for MACC, an organization dedicated to fighting childhood cancer. To foster a workplace environment that encourages volunteerism, Lueder provides employees with three paid days off to be used to help an organization or cause of their choice. “Matt promotes a culture of giving back to our community and leads by example,” said Alicia Buttchen, immediate past president of Women for MACC. “We are incredibly grateful for our partnership with the entire Lueder Financial Group team.” l
WINNER
CORPORATE VOLUNTEER OF THE YEAR:
JENNIFER OTT After her struggle with breast cancer in 2001, Jennifer Ott decided to dedicate her time to volunteer with the organization that helped save her life, the American Cancer Society. Over the years, Ott has taken her volunteer commitments to a higher level. Besides serving as a member of the ACS’s Wisconsin Leadership Board and shar-
Jennifer Ott, pictured with her son, Ethan, and husband, Chris. ing her story of surviving breast cancer at numerous fundraiser events, Ott has organized and hosted the “Fight Club for a Cure” gala. Now in its fourth year, this event brings together more than 200 members of the Milwaukee community while helping raise cancer treatment awareness and essential funds for the ACS. To date, the annual gala has raised
$150,000, including $60,000 in 2020 alone. “Not one to sit on the sidelines, Jennifer is determined to give back and be an inspiration to others facing cancer after overcoming her own diagnosis,” said ACS senior community development manager Sarah Zander. l
“Everything I do for (the American Cancer Society) is hardly enough for what they do for cancer patients. I am a cancer survivor and standing here today in part due to the research that’s been funded by the American Cancer Society. I truly implore you … to help the American Cancer Society reach their funding goals.” - Jennifer Ott
FINALIST
CORPORATE VOLUNTEER OF THE YEAR:
DAN DAVIS For the past three years, Dan Davis, senior vice president and managing director of CG Schmidt, has shared his passion for the environment with thousands of children and their families through his work with Riveredge Nature Center in Saukville. As a volunteer and volunteer board member for Riveredge, Davis has Dean Davis overseen the construction of Riveredge’s new River Outpost education building and a maintenance building at Jessica Jens, Riveredge execthe Riveredge farm. He has also utive director, said Davis’ efforts served as a member of the volun- have enabled many area families to teer Governance Council for the enjoy the benefits of nature-based Riveredge Outdoor Learning Ele- education, including increased mentary School. The public charter mental and physical well-being and school, which opened in September a sense of environmental ethics. 2019, teaches nature-based princi“His work heals the natural ples and is the first of its kind in the world and creates beauty for us all region. to behold,” she said. l
WIN NER
involved of the community partners A group shot with representatives program in January of 2020. grand opening in the clinic during a of Wisconsin for Medical College stuin the training psychology graduate doors in fall 2019 residents and clinic to open its houses early childhood more N. dents. same space that clinic had served Next Door, at 2545 As of the fall, the education provider 70 families. of 29th St. accessible than is a satellite clinic providing Next Step, which In addition to by execis also America, is co-led services, the clinic Mental Health Dr. Amy mental health Leah Jepson and the need for more address directors to utive working services. in Milwaukee’s from the Marquette Hecke. l care providers A $250,000 grant the clinical on-the-job Van Challenge and Next Step provides us and helped us the inner city. University President’s around allowed together Foundation Johnson Controls team that has come
ATION NONPROFI T COLLABOR
OF THE YEAR
NEXT STEP CLINIC
dediis the result of Next Step Clinic comamong several cation and teamwork need to fill the significant munity partners ds for at-risk neighborhoo in Milwaukee’s mental health accessible and high-quality
have this incredible and families.” grateful that we Milwaukee’s children “We’re just really difference in supporting to really make a director, Next Step Clinic - Amy Van Hecke, co-executive
FINALIST FINALIST
ATION NONPROFI T COLLABOR
PEAK AT TIEF
OF THE YEAR
ATION NONPROFI T COLLABOR
OF THE YEAR
COMMUNITY HEALTH Y, SIXTEENTH STREET AN CANCER SOCIET AM CENTERS, AMERIC Y FAMILIES PROGR AND KOHL’S HEALTH
ORDER YOUR REPRINTS!
Initiative, a The Kellogg PEAK Comnonprofit organiSixteenth Street Milwaukee-based to youth programs Partners, zation that offers munity Health Society social and emotional build leadership, American Cancer imFamenjoy a new and skills, will soon and Kohl’s Healthy to a collaborahave partproved home, thanks ilies program County Parks, to help tion with Milwaukee nered together who for Humanity, Milwaukee Habitat community members d Alliance diabetes, Midtown Neighborhoo are at risk for and partners. and other community cardiovascular disease organization anIn August, the cancer. exista $6.5 million renBuilding on an nounced plans for Park in the are considerable between ovation of Tiefenthaler ing partnership for physical activity d, which Families Program health. After particicity’s Midtown neighborhoo Kohl’s Healthy barriers to their ’s more than 80% Cancer Society, the organization has served as and the American pating in the program, they now nearly a decade. culturally sensitive participants reported headquarters for SSCHC offers improved of families of healthy foods include will hundreds where to access The project classes to help between know 90% said updated and exthe connection community and park lighting, an and in their with learn about in understandbuilding and upphysical activity eating, continued partnership panded pavilion our healthy they had an increase healthy Parks and the spaces. The Kellogg connection between risk. graded activity Milwaukee County percep- ing the will con- cancer has pledged $5 cancer risk. community, that In several community SSCHC, eating and lowering Family Foundation to do million Midtown us $1.5 by has helped and allow that To date, the program million to the project, tinue in ways tion surveys conducted access to l ing our kids, have said limited than 500 families. continues to be fundraised.at Tiefen- our best work—show that they residents safe places more based and neighbors food options and “We love being families, healthy PEAK executive biztimes.com / 43 valued.” l thaler Park,” said “Thanks to are director Dan Schiller.
Awards, cover stories, special reports, advertisements, feature stories, whatever your interests may be. We’ll provide reprints of any published material.
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Call 414-336-7100 today and allow our reprint coordinator to assist you with some proven marketing ideas. biztimes.com / 51
Strategies OWNERSHIP
Edge, and Kesslers Diamonds. To explain the details, here’s the first of two columns highlighting my interview with Harken CEO Bill Goggins.
ESOP stable Making employees the owners Part 1 of 2
“ Keep the well-being of your people first!”
IN MAY 2018, I wrote “A World Class Corporate Culture,” a BizTimes column about Pewaukeebased Harken Inc., a yacht equipment company. Harken is the premier brand of sailing products in their market. Their culture and core values, embodied in their core values statement, set them apart from their competitors. The Harken Weather Mark: 1. “Keep the well-being of your people first!” 2. “Make the best products at a fair price.” 3. “Service your customers beyond their expectations.” 4. “Never lose your sense of right from wrong, the basic judgment taught by your mother and father.” Harken was founded in 1967 by brothers Peter and Olaf Harken. Olaf passed away in 2019. Today, Harken is a global company, so the announcement in September that Harken had sold its business to its U.S. employees through an ESOP (Employee Stock Ownership Plan) trust makes perfect sense. I’m a big fan of ESOPs, and there are many very successful ESOPs in Wisconsin today. They include Kwik Trip, Woodman’s Markets, Owner’s 52 / BizTimes Milwaukee NOVEMBER 23, 2020
Q: H OW DID YOU ORIGINALLY COME TO HARKEN? A: “April Fool’s Day 1999. I was working at a marketing firm at the time and saw my boss job hunting online. I took that as a sign it was time for me to look for my dream job. I am passionate about sailing, so I cold-called Harken. I spoke to Art Mitchel, the company’s director of operations, who is sometimes referred to as the ‘Third Harken Brother.’ We met the next day and hit it off immediately. I didn’t even have a resume. I was hired shortly after that and started on April Fool’s Day.” Q: WHEN DID YOU BECOME CEO? A: “I was promoted to U.S. president in 2009. At that time, our global CEO was stationed in Italy. After he left, we formed a six-person corporate governance team, with three leaders from Italy and three from the U.S. Once we started down the ESOP path, I was named global CEO in 2020. One of the factors giving me confidence in our future success is we have an outstanding leadership team. No egos in the boardroom.” Q: W HEN FOUNDERS DECIDE IT’S TIME TO SELL THEIR COMPANY, ESPECIALLY A SUCCESSFUL COMPANY, THEY HAVE LOTS OF CHOICES. PRIVATE EQUITY, STRATEGIC BUYERS, ETC. SO HOW DID THE HARKEN FAMILY COME TO THE DECISION TO SELL THE BUSINESS TO THE EMPLOYEES? A: “ Our advisor, Art Mitchel, had been encouraging us to develop a succession plan for several years. Of course, we had many, many suitors who were interested in purchasing Harken. But it never felt right to sell the company to a third party. In addition to Art, it was really important that Harken had excellent trusted advisors including John Jensen, our CFO, who really understood the needs of the family. John developed a list of seven criteria that were important to the family based on their feedback.”
The family’s seven priorities for selling: Here’s the list, but keep in mind they are not in a priority order. 1. Outside investor influence 2. After-tax sale value 3. Influence on culture 4. Ongoing support of existing management team 5. Future role of the sellers 6. Ongoing support of the employees 7. Loss of control While money is always a factor, it was NEVER the only factor, and it wasn’t even the most important consideration. As the list evolved and was being evaluated, the ESOP always met most of the family needs. It can be difficult to get a true understanding of the benefits of an ESOP, since many investment bankers and attorneys don’t like ESOPs or don’t understand them. So this was Harken’s ESOP path. In Part 2, I’ll explain what it takes for ESOP success. n
JOHN HOWMAN As a serial entrepreneur, and business and community leader since 1983, John Howman has led a variety of businesses, from technology to consumer products companies. He leads two groups for Vistage, a professional development group for CEOs, presidents and business owners. He can be reached at JHowman@AlliedCG.com.
MANAGEMENT
Get ‘er done Three strategies to help your employees become more productive RESEARCH TELLS US that employees, in aggregate, produce about 40% of their total capacity on an average day. There are a whole host of reasons for this—unclear expectations, daily chatter, unproductive or unnecessary meetings, misunderstanding of strategy, social media distractions, wandering around, duplicate work, an endless supply of emails to respond to, idle time wondering what to do next, putting out fires, shifting priorities, family situations (especially with home-based work on the rise), and requests for help from others. The list continues beyond this. As a leader, you can play a role in helping your employees maximize their productivity. Below are three strategies to consider: STRATEGY #1: CONDUCT WEEKLY ONEON-ONE CONVERSATIONS WITH YOUR EMPLOYEES. A weekly conversation is an easy way to ensure alignment around the highest priority responsibilities for the coming week, month and quarter. The “Big Rocks” are the strategic assignments. Just as the name suggests, the Big Rocks can be difficult to move. Pebbles and smaller rocks are a lot easier, so employees can easily get distracted kicking them around. During your one-on-ones, you can talk with each of your employees about expectations and then make sure both you and they are also in tune with the disrupters coming their way. STRATEGY #2: BE CRYSTAL CLEAR ABOUT YOUR EXPECTATIONS. Most employees juggle multiple priorities.
Without your involvement in helping to clarify the Master Priorities (a.k.a. the “Big Rocks”), many employees are left guessing. What 20% of their work input will generate 80% of their work output? Do you know? Do your employees know? Are you aligned around the answer? Ask each of your employees to brainstorm a list of all of the things they do in a day, week or month. Next, ask them to identify the three to five things they see as the most important in their role. Where is the greatest value generated? Do you agree? If you see something differently, this is an opportunity for discussion and to reach alignment. It is common for priorities to change within organizations, and at times, the communication systems to disseminate updated information to the front lines fall short. This exercise can be repeated two or three times a year and further supported by regular weekly one-on-one conversations. STRATEGY #3: IDENTIFY AND MINIMIZE DISRUPTERS. For most employees—as mentioned at the beginning of this column—the list of productivity disrupters is long. I encourage you to carve out space for your employees to identify their disrupters and then put some strategies in place to minimize them. It may come as no surprise that most employees don’t pause to analyze what is getting in the way of their productivity. They feel the pain, but they don’t identify what it actually is. You can ask your employees to answer the question: “What are the things in your day that make it difficult for you to advance high-priority projects?” Once equipped with a list of disrupters, what can be done to minimize their presence in your employees’ day? Here are a few ideas to get you started. Then feel free to add your own: 1. Have your employees schedule meetings with themselves to complete project work. 2. Give your employees permission to be more discerning about meeting invitations and not attend meetings if they are not a key
resource and if they can be informed of progress through meeting minutes or an update from a co-worker. 3. Encourage your employees to check emails three or four times a day and turn off notifications between those time blocks. They can train others to reach out to them through text message or Slack (whatever your internal communication system) if something is urgent. 4. Have your team—across the board—get a handle on the use of cc: in email chains. Encourage team members to be removed if they’re being cc’d only as a courtesy. Be mindful of how many people are disrupted by the overuse of the cc line. 5. Identify “must-accomplish” items for the day and for the week. Encourage your employees to manage their schedule to ensure completion of those items. Accountability for results will increase when your employees are clear about their Master Priorities, when they’ve identified their disrupters and when they’ve put strategies in place to minimize the disrupters. As the leader, you can provide this framework, direction and support. Your employees will thank you. 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 / 53
Strategies MARKETING
Pandemic marketing Get the most out of your advertising investment
“For a small business, effective
ciencies of mass media. Your small business can’t. Well-intended marketers begin each new year by carefully drafting a budget. Hours of research, arithmetic, discussion, and evaluation. They sit in a room and thrash, nit-pick and hack away until everyone exits with radiant smiles, self-adulation, and the satisfaction of a job well done. Then POW! A key vendor goes out of business. Or a competitor suddenly introduces a rip-off of their leading product. Or a once-every-century pandemic hits. And the whole program is thrown out the window. In small business, nothing is permanent. Special situations must be met as they occur. It is precisely this flexibility that gives small business a big advantage over big business.
promotion and advertising tactics do not take careful planning. Rather, they respond to market opportunities. ”
YOU’VE PROBABLY HEARD the old marketing maxim that says 50% of all advertising is wasted. Don’t believe it. It’s a lot more than just 50%. Traditional mass media advertising is a monologue aimed at the purses and pocketbooks of a passive audience. No wonder more than half of all advertising is wasted. It’s amazing it’s not more. Imagine for a moment McDonald’s actually sold a cheeseburger to even half the folks who watch their television commercials. Or imagine that half of all the television viewers who saw a Ford Motor Company commercial actually bought a Ford. Or were even interested in buying a car at all. No way. Not even close. Well over 50% of that advertising is wasted. But Ford and McDonald’s are huge companies with huge advertising budgets. McDonald’s spends 14% of their total gross sales on advertising. They can afford the ineffi54 / BizTimes Milwaukee NOVEMBER 23, 2020
Marketing in a pandemic For a small business, effective promotion and advertising tactics do not take careful planning. Rather, they respond to market opportunities. They focus on the needs of customers. They reflect the times in which we live. Not last year. Not yesterday. Now. And right now, everyone is thinking about the pandemic. Many service businesses are in survival mode. The hospitality industry is on life support. Many restaurants have closed. Yet one day, the pandemic will subside. Those small businesses that persevere, those that find ingenious, distinctive ways to market their products and services, will not just survive, but thrive. For instance, many small restaurants found creative ways to serve al fresco, or are offering carry-out for the first time. Others are setting up street tents (with heaters) together with neighboring restaurants to offer a “food court” operation that features multiple dining options within a larger space more conducive to social distancing.
Know your customer Small businesses lack the budget of their bigger brethren. They must substitute cleverness for cash. Being in the right place at the right time with the
right message is more important than inundating a customer with witty phrases and catchy jingles. The secret is to know your customer. Segment your target as tightly as possible. Determine exactly who your customers are, both demographically (age, sex, income level) and psychographically (lifestyle, buying habits). You will find that 80% of your sales come from 20% of your customers. So, if you know the buying habits and demographics of that 20%, you can target others with similar characteristics. Then if you decide to use media advertising, you can match your customer with the media. Choose only those media that reach your potential customers, and no others. Reaching anyone else is a waste. Most media segment their audience. Every radio station publishes a list of the demographics and the buying habits of its audience. Listeners of country and western music have very different buying habits than listeners of classical music, or rhythm and blues, or heavy metal. A syndicated cable TV show may appeal to a limited demographic; trade magazines and hobby magazines may appeal to specific lifestyle groups; some direct mail services can even predict buying habits city block by city block. If you decide to use advertising as a part of your marketing mix, find a clever/unusual/distinctive approach. Then choose media that will help you maximize your advertising dollar, firmly establish your market niche, and avoid that wasted 50%. n
ROBERT GREDE Robert Grede, is an author, consultant, and founder of The Grede Company, marketing and strategic planning consultants. For more information visit: www.RobertGrede.com.
Tip Sheet Addressing mental health in the workplace, with tact
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ddressing mental health with employees can be challenging, but given the mental health implications of a global health crisis, political divisions, economic uncertainty and home schooling, it’s a factor that experts say employers cannot afford to ignore.
Many companies checked in with their staff in April during the initial COVID-19 surge, but the Harvard Business Review, in its recent piece entitled “Talking about Mental Health with Your Employees – Without Overstepping,” suggests employers should continue providing an environment that embraces mental well-being. 1. OPEN THE CONVERSATION Those in leadership roles need to put mental health “on the table” by talking about it, inviting others to join the conversation and by providing resources and plans that staff can easily access. Connecting in this way can reduce mental health stigma while “increasing the likelihood that your colleagues feel happier, more confident and more productive,” according to the HBR. 2. NORMALIZE THE DISCUSSION By sharing your own struggles, an employee may be more willing to share his or her mental health challenges, which can boost trust
among co-workers. HBR suggests opening the conversation by saying, “‘I know that you and I haven’t typically talked about non-work topics, but for me, work and non-work feel like they’re blurring together these days. How are you doing with that?’” 3. BE A BRIDGE TO RESOURCES Leaders are often adept problem solvers, but the mental health of an employee should not be addressed like a gap in sales or a typical hurdle in a business. Approach colleagues with “the mindset that they are resourceful, able and may need your support but not necessarily solutions,” according to the HBR. 4. REMAIN OPEN AND HONEST Make your intentions known that you are lending an ear, because an employee that feels heard, respected and cared for is an important part of the company’s culture. Listening is easy, but listening well takes work, according to the HBR. n
Cut through the noise.
Helping CEOs survive and thrive in challenging times
Vistage is the one source you can trust for the latest, most helpful resources for leading in challenging times.
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Right now, it must feel like your leadership is being tested in ways you couldn’t have imagined. We understand. For 60+ years we’ve been coaching CEOs and business owners through the best and worst of times. And through it all, our proven-approach to decision-making has helped leaders excel. It’s the same time-honored approach that our members used during the Great Recession to grow their companies while other small and midsize businesses struggled to stay afloat. Consider what it would mean to you to have this kind of support right now.
*Vistage CEO member companies who joined in 2006-2008 and were active members in Feb, 2010. CAGR for Vistage member companies calculated for period covering year prior to joining Vistage through 2009. CAGR for D&B U.S. companies based on 2005-2009 revenues, weighted to match Vistage company distribution per year during same period. All companies had >=$1M annual revenue, >=5 employees. Vistage: 1,265 companies. D&B: approximately 1M U.S. companies.
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56 / BizTimes Milwaukee NOVEMBER 23, 2020
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BIZ PEOPLE
Advertising Section: New Hires, Promotions, Accolades and Board Appointments
FINANCIAL SERVICES
New Hire
MEDC is pleased to announce the addition of Susan K. Eick as a Relationship Manager to its lending team. Susan will be responsible for originating and managing a portfolio of business and commercial real estate loans across the Milwaukee 7 region. Susan brings over 30 years of experience in business lending and management to MEDC having worked for several local banks and CDFI’s. Susan is a graduate of Carroll University in Waukesha.
FINANCIAL SERVICES
ANDRUS INTELLECTUAL PROPERTY LAW HAS MOVED ITS MILWAUKEE OFFICE
New Hire
MEDC is pleased to announce the addition of Ashley McManus as a Relationship Manager to its lending team. Ashley will be responsible for originating and managing a portfolio of business and commercial real estate loans across the Milwaukee 7 region. Ashley brings over 10 years of experience in equipment, business, and commercial credit and lending to MEDC that she gained working a few local financial institutions. Ashley is a graduate of the University of Wisconsin – Milwaukee.
Andrus Intellectual Property Law has moved its Milwaukee office to the 22nd floor of the city’s newest high-rise – The BMO Tower. The firm’s new address is: Andrus Intellectual Property Law, LLP 790 N. Water Street, Suite 2200 Milwaukee WI, 53202
edge technology and shared common areas that promote efficiency and collaboration. This perpetuates the firm’s esteemed 81-year history of providing outstanding intellectual property counsel to premier domestic and international clientele.
The office boasts panoramic views of the city skyline and lakefront, and incorporates cutting
LEGAL SERVICES
Attorney Jeffrey Conen Joins Hansen Reynolds LLC
Hansen Reynolds is proud to announce that Jeffrey Conen has joined as a partner in our Milwaukee office. Conen’s practice concentrates on mediations, arbitration, trial and jury consulting, and general civil litigation. He has a passion for finding alternative ways to resolve disputes in a quick and cost-effective manner. Prior to joining Hansen Reynolds, Jeff served as a judge on the Milwaukee County Circuit Court for 23 years, in which he presided over 400 jury trials in both civil and criminal cases.
MANUFACTURING
Bradley Corp. Names Chairman/ CEO
Bradley Corp., announces Bryan Mullett’s elevated role as Chairman/ Chief Executive Officer for the global manufacturer of plumbing fixtures, restroom accessories and emergency equipment for 100 years. Mullett, who was named CEO in 2016, continues those duties and takes on his new role as Chairman immediately. As Chairman, he assumes the responsibilities of his father, Donald Mullett, in leading Bradley’s Board of Directors. Donald takes on the role of Vice Chairman. Bryan represents the fifth-generation of family leadership for Bradley.
MANUFACTURING
Bradley Corp. Names President/ COO
Bradley Corp., announces the promotion of Luis de Leon to President/Chief Operating Officer, as well as his appointment to the Board of Directors. As President/COO, de Leon will drive operational excellence, innovation, and sales growth for Bradley Corp., a global manufacturer of plumbing fixtures, restroom accessories and emergency equipment for 100 years. In 2019, de Leon was named Executive Vice President. Prior to joining the company, de Leon honed his executive experience with companies such as Gardner Denver, Caterpillar, Bucyrus International and a number of technology start-up businesses.
MANUFACTURING
Gable promoted to Centrisys/CNP’s Director of Sales.
Kenosha-based Centrisys/ CNP, a leading manufacturer of decanter and thickening centrifuges and dewatering systems, has promoted 10-year industry veteran Josh Gable to Director of Sales. Since 2010, he has made a remarkable contribution to the company as a process engineer and regional sales manager. In his new role, Josh will focus on identifying areas for growth and advancements, establishing streamlined processes, and training regional sales managers. In addition to his sales and training leadership, Josh will assume responsibility for establishing greater marketplace diversity and expansion of regions served.
To place your listing, or for more information, please visit biztimes.com/bizconnect biztimes.com / 57
BizConnections BIZ PEOPLE
Advertising Section: New Hires, Promotions, Accolades and Board Appointments
BANKING
EDUCATION Citizens Bank adds seasoned banker to commercial lending team
Brian Mangold has joined Citizens Bank, Mukwonago as Vice President – Business Banker. Mangold brings 20 years of banking and commercial lending experience to the expanding team and will develop relationships out of the company’s New Berlin office.
ENERGY
Timothy Scheid Promotes to Lemberg CEO
LEGAL SERVICES Attorney Lindsey S.M. Minser joins von Briesen & Roper, s.c.
Lindsey Minser is an Eau Claire-based lawyer working out of the firm’s Madison office. She’s a member of the Government Law Group focusing on school law and municipal law. She earned a J.D. from University of Wisconsin and a B.A. from UW-Eau Claire.
MANUFACTURING
Josh Hertzog joins MSOE Marketing Communications Department
Josh Hertzog recently joined MSOE’s Marketing Communications Department as the director of digital marketing. In his new position, Hertzog manages MSOE’s digital marketing efforts and website development.
LEGAL SERVICES
Lemberg announces the promotion of Timothy Scheid to Chief Executive Officer on November 2. He will lead efforts for the strategic direction of the company and the advancement of its mission, objectives, revenue, profitability and growth.
EDUCATION
Josh Benoit joins Centrisys/CNP’s as Applications Engineer
In his role as Applications Engineer, Josh will focus on supporting the sales and customer relations team with bid preparation for the Midwest and Northeast regions. Josh will also act as an interdepartmental liaison for proposal development.
58 / BizTimes Milwaukee NOVEMBER 23, 2020
Attorney Mindy K. Dale joins von Briesen & Roper, s.c.
Mindy K. Dale is an Eau Claire-based lawyer working out of the firm’s Madison office. She is a member of the Government Law Group, focusing her practice on labor relations, labor and employment, municipal law, and school law.
LEGAL SERVICES
Attorney Mmeli Obi joins von Briesen & Roper, s.c.
Mmeli Obi is a member of the Litigation and Risk Management Practice Group in the Neenah and Green Bay offices. Prior to law school, she worked for over ten years as a Senior Loan Analyst for a finance company in Ripon, Wisconsin.
MANUFACTURING
Bevers promoted to Centrisys/CNP’s Regional Sales Manager
Brett Bevers has been promoted to Centrisys/CNP’s Regional Sales Manager. Previously an applications engineer, Brett will now focus on collaboration between engineering and customer teams, installation pilot testing, and prospect engagement.
ENERGY Herzing University Names Terri Howard as AVP for Diversity, Equity and Inclusion
Howard’s goal is to champion diversity, equity and inclusion at Herzing and build ownership for DEI among students, faculty and staff.
LEGAL SERVICES
Attorney Kelly L. Krause joins von Briesen & Roper, s.c.
Kelly L. Krause is a member of the Business Practice Group and the Bankruptcy and Creditors’ Right Section in the Milwaukee office. Her practice focuses on transactional matters and various aspects of corporate law.
LEGAL SERVICES
Attorney David A. Richie joins von Briesen & Roper, s.c.
David A. Richie is an Eau Claire-based lawyer working out of the firm’s Madison office. He is a member of the Government Law Group, focusing his practice on labor relations, labor and employment, municipal law, and school law.
Lemberg Appoints Mark Chappel to President
Lemberg announces the appointment of Mark Chappel to president on November 2. He will apply his 35 years of experience to the strategic direction of the company and the advancement of its mission, objectives, revenue, profitability and growth.
LEGAL SERVICES
Attorney Sumeeta A. Krishnaney joins von Briesen & Roper, s.c.
Sumeeta A. Krishnaney is a member of the Trusts and Estates Section in the firm’s Milwaukee office focusing on estate planning. She serves on the Board of Trustees for University School of Milwaukee and the Advisory Board for Best Buddies Wisconsin.
LEGAL SERVICES
Pamela W. Schneider has joined von Briesen & Roper, s.c. as a Non-Lawyer Professional
Pamela Schneider is a member of the Business Practice Group in the firm’s Green Bay office where she assists with trust and estate administration, tax and business advisory services. Schneider is a CPA and CMA.
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!
NONPROFIT
nonprofit
CHILDREN’S WISCONSIN INCREASES SCOPE OF EXPANSION PROJECT Children’s Wisconsin recently announced it is increasing the size of a planned expansion project on its hospital campus in Wauwatosa. The hospital updated its campus expansion plan to include building a new emergency department and Level 1 trauma center on the front of the hospital, in addition to a six-story addition that will house specialty clinics and surgical services. The expansion project was first announced in 2018 as part of a multi-year facilities improvement project. The updated plans for the project are estimated to cost $385 million, up from initial projections of $265 million. The new emergency depart-
ment, which will increase capacity from 34 treatment rooms to 48 rooms, is expected to open in late 2023. The project has received a $4 million donation from the Ladish Co. Foundation and a $1 million gift from the Jendusa family. Portions of those gifts will be directed to create four rooms designed to support kids experiencing a mental health crisis. The special unit will be supported by a new mental and behavioral health crisis team, which was established earlier this year with a $2.5 million donation from the United Health Foundation. — Lauren Anderson, staff writer
c alendar Hunger Task Force is hosting its 10th annual Turkey Ticker Chal-
lenge, which provides turkeys to Milwaukee families in need for Thanksgiving. All turkeys donated during the month of November will be matched thanks to a sponsorship by Rexnord Corp. Turkeys are $15 and donations can be made at HungerTaskForce.org. Big Brothers Big Sisters of Sheboygan County has launched its
“On The Bright Side” campaign, which will support the organization and a display of holiday lights throughout the community. Those who donate $25 or more, now through Dec. 31, will receive a string of green lights to join in on the community light display. More information is available at bbbssc.org. YWCA Southeast Wisconsin will host its 16th annual “An Evening
to Promote Racial Justice” virtual program on Wednesday, Dec. 9. The virtual pre-event reception will start at 6:30 p.m. More information is available at ywcasew.org.
D O N AT I O N R O U N D U P The We Energies Foundation has committed $25,000 in grant funding to support the west side of the Downtown Riverwalk Project in West Bend. | Stone Creek Coffee announced it is donating 10,000 pounds of coffee to teachers and school staff in metro Milwaukee. | Cousins Subs has raised $10,000 through its Round Up campaign in support of its Make It Better Foundation. | Pink Umbrella Theater has received a $10,000 matching grant from the Silverstein Family Charitable Fund to support the hiring of professional teaching artists, keeping tuition low and providing a virtual teaching platform. | Jackson-based Rytec Corp. has donated a high-performance roll-up door to the Habitat for Humanity ReStore location in Germantown, which is part of its new drivethrough donation area.
SPOTLIGHT
INSPIRED
883 W. Main St., Lake Geneva (262) 275-6131 | inspiredcoffee.org Facebook: @inspiredcoffeewi | Instagram: @inspiredcoffeewi LinkedIn: linkedin.com/company/inspired-coffee/ Year founded: 2019 as part of Inspiration Ministries (founded in 1949) Mission statement: Empowering people with disabilities to live greater purpose and achieve their individual best in a thriving environment. Primary focus: Inspired, a social enterprise of Inspiration Ministries, is a premium coffee shop and neighborhood place located in downtown Lake Geneva, employing people with intellectual, developmental and physical disabilities where they are celebrated, job trained, coached and, over time, placed into a fully integrated work setting. Inspired is a self-sustainable social enterprise that bridges the transition and employment gap through implementation of a standardized employee recruitment, development and transition continuum. Trainees participate in a 12-month training program in which they receive hard and soft skills coaching. Each trainee’s experience includes reaching specific benchmarks, skill assessments and participating in performance evaluations. Other focuses: Incorporated in 1949, Inspiration Ministries, located in Walworth, has been at the forefront of providing hope and encouragement to vulnerable adults with intellectual and developmental disabilities. With over 70 years of expertise,
Inspiration Ministries strives to meet the needs of each person through residential community, spiritual nourishment, vocational and volunteer opportunities, activities and recreation, as well as camp and retreat programming. Number of employees: 20 Executive leadership: Erik Barber, president; Merik Fell, director of development; Thomas Nelson, director of finance and business development Board of directors: John Rossmiller, chair; Todd Ingersoll, vice chair; Dave Bunge, treasurer; Adam Collins, secretary; Laurie Belmer; Michael Dustman; Shane Fell; Janis Healy; Joel Hovestol; Lynn Hummel; Lori Lafferty; Rick Ruzga and Carl Wuornos. Is your organization actively seeking board members for the upcoming term? Yes, Inspiration Ministries is seeking to fill two additional board positions. Ways the business community can help your nonprofit: Spread the word about our mission. Visit Inspired in Lake Geneva. Provide a sponsorship or scholarship gift. Volunteer. Key fundraising events: Golf outing, Move for a Cause 5K event, boat and car auction, Alive to Thrive Benefit and Silent Auction, sponsorships, scholarships. biztimes.com / 59
BizConnections VOLUME 26, NUMBER 13 | NOV 23, 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
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
J.C. Penney in the 1950s This Dec. 10, 1954 photo shows the J.C. Penney store at West Wisconsin Avenue and North Fourth Street in downtown Milwaukee, including lampposts decorated to resemble Christmas trees. The location is now home to the Wisconsin Center. The 118-year-old retailer filed for bankruptcy in May. In October, the company said it hoped to emerge from bankruptcy after reaching a deal for its largest landlords and lenders to buy it. — Photo courtesy of Historic Photo Collection/Milwaukee Public Library
COMMENTARY
Strauss Brands finally gets the OK to grow IT LOOKED LIKE STRAUSS BRANDS’ proposal for a new meat processing facility in Franklin was going to meet the same fate as a similar pitch the company made in Milwaukee, until the Franklin Common Council reconsidered the company’s plans and narrowly approved the project. The Franklin-based meat company’s request for a special use permit to build a new 152,000-square-foot meat processing facility on 30 acres southwest of West Loomis Road and the new Monarch Drive was initially shot down by the Franklin Common Council in a 4-2 vote, despite the fact that the facility would have more than 270 employees. Last year, similar plans went up in smoke in the city of Milwaukee. The company planned to build a 175,000-square-foot facility in the city’s Century City Business Park. It would have brought 250 jobs to a low-income area of Milwaukee that badly needs them. But protestors raised concerns about the facility, calling it a “slaughterhouse,” and that 60 / BizTimes Milwaukee NOVEMBER 23, 2020
triggered several residents to also object. Alderman Khalif Rainey, whose district includes Century City, switched from supporting the project to opposing it. Once that happened, Strauss Brands dropped its plans in Milwaukee. So, the company turned its attention to Franklin, where it has operated successfully for years in the Franklin Business Park. But once again concerns were raised about the proposed facility, some objecting to slaughterhouses in general plus nearby residents who said they don’t want the facility in their backyard. Then the Franklin Common Council voted against the project. The rejection of the Strauss Brands proposals in Milwaukee and Franklin was stunning. It’s extremely unusual for communities to turn down businesses with hundreds of jobs. Milwaukee in particular desperately needs more jobs, especially in low-income areas of the north side. Many, including Metropolitan Milwaukee Association of Commerce president Tim Sheehy, criticized Milwaukee officials for letting the Strauss Brands proposal slip away. Likewise, after the Franklin Common Council rejected the Strauss Brands plans, its business community also responded with outrage. Leaders from a group of businesses in the Franklin Business Park Consortium signed a
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 —
letter to aldermen saying they were “extremely concerned” about the rejection of the Strauss Brands plans for a new facility in Franklin. “Many of our member companies are considering expanding in Franklin, but we must admit that the treatment of Strauss is giving us pause and questioning our trust in the city,” the letter stated. Then what happened? Unlike in Milwaukee, the Franklin Common Council decided to reconsider. Their second vote was a 3-3 tie, and Mayor Steve Olson cast the tiebreaking vote to approve the project. So, Strauss Brands gets to move forward with its expansion and Franklin keeps a significant, growing business in its community. But Milwaukee has missed a huge opportunity to attract jobs to a neighborhood that desperately needs them. The city can’t afford to miss opportunities like this and hopefully officials learn something from how this all played out. n
ANDREW WEILAND EDITOR
P / 414-336-7120 E / andrew.weiland@biztimes.com T / @AndrewWeiland
AROUND TOWN CARW and SIOR pheasant hunt and clay shoot Commercial Association of Realtors Wisconsin and the Society of Industrial and Office Realtors’ Wisconsin Chapter recently held a pheasant hunt and clay shoot event at Milford Hills Trading Post in Johnson Creek.
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TERRY MCMAHON and STEVE STYZA, both of Cushman Wakefield | Boerke; LISA PROEBER of Allsteel; and CODY ZIEGLER, of Cushman Wakefield | Boerke.
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ALISSA PEETERS of Tri City National Bank.
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ALEXANDRA DON of AVK Law.
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KELLY SULLIVAN of Gardner Builders and JEFF HERNBRODE of Total Mechanical.
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Photos courtesy of CARW.
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HPGM annual gala Hispanic Professionals of Greater Milwaukee recently hosted a Dia de los Muertosthemed virtual gala, which netted more than $305,000 to support the organization’s scholarship fund, provide emergency funding for DACA and undocumented students and sustain other HPGM programs.
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Event co-chairs GIACOMO FALLUCCA of Palermo Villa, Inc.; PATTI KEATINGKAHN of PK2Group, Colby Abbot and Railway Exchange Buildings; and MARTA and MARC BIANCHINI of Bianchini Experience. Photo courtesy of HPGM.
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6-8. HPGM worked with Majic Productions to produce the event, which included performances by N’SEMBLE LATINO that were prerecorded at Stand Eat Drink’s The Carriage House in Walker’s Point. Photos courtesy of Character D Films. 9-11. The event included a pre-recorded performance by DANCE ACADEMY OF MEXICO. Photos courtesy of Character D Films.
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ANDREW FELLER PHOTOGRAPHY
BizConnections
5 MINUTES WITH…
KENDRA WHITLOCK INGRAM President and CEO, Marcus Performing Arts Center
KENDRA WHITLOCK INGRAM WAS JUST TWO WEEKS into her new role as president and chief executive officer of the Marcus Performing Arts Center when restrictions on public gatherings went into effect under the state’s “Safer at Home” order. The cancellation of performances throughout the spring, summer and fall, and continued capacity limits have led to a 75% decrease in revenue at the Marcus Center. Meanwhile, work is underway on a multi-phased renovation of the downtown campus, including new seating with more aisles in Uihlein Hall, a new outdoor public space and livestreaming technology in all performance venues. Whitlock Ingram recently spoke with BizTimes associate editor Lauren Anderson about the center’s recently launched $9 million fundraising campaign to help it weather the challenges of the pandemic and upgrade its facilities for when audiences return. REPRIORITIZING THE CENTER’S CAMPUS MASTER PLAN PROJECTS “The redo of the seating and renovation of Uihlein Hall was something that was planned for much farther into the future. In the original plan, we envisioned that hall renovation three or four years from now. … As we talked to our resident companies and asked what are the priorities for you and your patrons, the idea of continental seating – that’s seating with no center aisle – post-COVID seemed unimaginable to a lot of us. The other piece was that a project like that takes a long time to do. It’s a five- to six-month project. So, we thought, when would we have an opportunity to even take the venue offline for that long? And here we are in a situation where the 62 / BizTimes Milwaukee NOVEMBER 23, 2020
venue would be offline for that long.” THE RETURN OF LIVE PERFORMANCES “We’re actually looking at doing some physically distant events as soon as the winter. (But) the recent uptick in positive cases in our area has made us think about that. So, we’re really kind of keeping an eye on that, and probably will be making the decision a little bit closer to those performances.” GAUGING PHILANTHROPIC GIVING “I think donors are being pulled in a lot of different directions. They want to be sensitive to some of the social service type issues, making sure people have enough to eat and have a roof over their head. … But I feel like donors have been very supportive of arts and culture and our place in a thriving community. … Overall, the philanthropic community has been really great and I hope through the campaign we can expand our donor base as well, and really make connections with people beyond just this crisis.” WHAT’S NEXT ON THE LIST OF CAPITAL PROJECTS? “We want to be thoughtful of our operating budget as well as our capital budget and we really want to think about, when looking at the next phase, where are the projects that will have the most impact right now? … We have an opportunity to look at that list of projects and say what’s the next step in broadening our community reach and ensuring we’re accessible, that there’s no barriers to entry from a physical standpoint, making it welcome?” n
NOTABLES 2021 Keep up with BizTimes’ 2021 roundup of the leaders making a difference throughout southeast Wisconsin. At companies across southeast Wisconsin, notable executives are running businesses, navigating company restructurings, serving on boards, running HR and marketing departments, and investing in growth throughout the region. These notable individuals also mentor, teach and volunteer in their communities. The leaders profiled in these categories are nominated by their peers at work and in the community.
NOTABLE WOMEN
NOTABLE
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.
BizTimes Media announces BizTimes Media 2021 Notable Minority Business Executives, recognizing minority senior leaders in firms across the metroMilwaukee area.
Nomination deadline: December 16, 2020
Nomination deadline: January 4, 2021
Issue date: January 25, 2021
Issue date: February 15, 2021
Nominations open in 2021:
Notable Marketing Executives Profiling accomplished women steering the marketing functions of their companies and nonprofits, while serving as leaders and role models in their workplaces and community.
IN HUMAN RESOURCES
Notable Credit Union Leaders BizTimes announces Notable Credit Union Leaders, a list of local professionals managing people and millions of dollars. Nomination deadline: February 26, 2021 Issue date: April 12, 2021 Notable Executive Assistants These executive assistants are held up by colleagues, superiors and others as leaders and role models within their workplaces as well as in the wider community, while performing a vital support function for senior executives. Nomination deadline: April 9, 2021
MINORITY BUSINESS EXECUTIVES
Nomination deadline: July 2, 2021 Issue date: August 16, 2021 Notable Women in Insurance The executives on this list are shaping their own organizations as well as the path forward for other women in the industry. Nomination deadline: September 10, 2021 Issue date: October 25, 2021
Notable Women on Corporate Boards This list recognizes the accomplished women serving on corporate boards or as non-employee senior advisors to public or private companies with a connection to southeastern Wisconsin.
Notable Commercial Real Estate Leaders The brokers, directors, investors, developers and finance professionals on this list are among those shaping high-profile commercial real estate in Chicago. Many have brokered deals for and developed the city’s most recognizable properties. Others are helping to steer industry groups that are fostering the next generation of leadership in commercial real estate.
Nomination deadline: May 7, 2021
Nomination deadline: September 24, 2021
Issue date: June 21, 2021
Issue date: November 8, 2021
Notable Women in Education The women profiled here are dedicated to creating and expanding learning opportunities for Wisconsinites of all ages, at all levels and in a host of fields. Their leadership, devotion and example are helping to shape a better future for our region and its people.
Notable Food & Beverage Executives The executives on this list are shaping their own organizations as well as the path forward for others in the food and beverage manufacturing industry, while mentoring the next wave of professionals and finding ways to give back to their communities.
Nomination deadline: June 4, 2021
Nomination deadline: October 29, 2021
Issue date: July 19, 2021
Issue date: December 13, 2021
Issue date: May 24, 2021
To view this year’s winners and nominate, visit biztimes.com/notable
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