BizTimes Milwaukee | November 25, 2019

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s d n a r B t l Cu

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» NOV 25 - DEC 15, 2019

4 Leading Edge 4 NOW

BY THE NUMBERS 5 IN FOCUS 6 REV UP 7 “QUOTE/UNQUOTE” 8 BIZ COMPASS 9 BEHIND THE SCENES 10 BIZ POLL BIZ TRACKER

12 American Heart Association Workplace Health Solutions Awards 16 BizNews 16 COMMON GROUND SEES SIGNS OF ACA MARKET STABILIZATION 18 MADE IN MILWAUKEE

COVER STORY

24

43 Strategies JAKE HILL PHOTOGRAPHY

B:11.125”

S:9.875”

T:10.875”

BizTimes Milwaukee (ISSN 1095-936X & USPS # 017813) Volume 25, Number 17, November 25, 2019 – December 15, 2019. BizTimes Milwaukee is published bi-weekly, except monthly in January, July and December by BizTimes Media LLC at 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120, USA. Basic annual subscription rate is $42. Single copy price is $3.25. Back issues are $5 each. Periodicals postage paid at Milwaukee, WI and additional mailing offices. POSTMASTER: Send all UAA to CFS. NON-POSTAL AND MILITARY FACILITIES: Send address corrections to BizTimes Milwaukee, 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120. Entire contents copyright 2019 by BizTimes Media LLC. All rights reserved.

Contents

Cult brands How companies build a fanatical fan base

Special Report

29 Nonprofit Excellence Awards Meet the winners and finalists for the 2019 BizTimes Milwaukee Nonprofit Excellence Awards. The program recognizes individuals, nonprofits and businesses for their efforts to lift up those in need in Milwaukee.

2019 GIVING GUIDE F E ATU R E D NONPROFI T

43 MANAGEMENT John Howman 44 INNOVATION Dan Steininger 45 TIP SHEET

47 Biz Connections 47 PAY IT FORWARD 48 G LANCE AT YESTERYEAR COMMENTARY 49 AROUND TOWN 50 MY BEST ADVICE

WISCONSIN HISTORICAL SOCIETY

YA W A SAOF UT ET RH EBARSETA S T B CCD: W I S C C A N C EORN SDIINA G N O S I S

PHONE: 1-888-748-7479 WEB: wisconsinhistory.org

PHONE: (414) 977-1780 374-1800 WEB: abcdbreastcancersupport.org ywcasew.org

As Wisconsin’s foremost storyteller, the Wisconsin Historical Society connects people to the past by collecting, preserving, and sharing stories. We enrich and transform lives through unparalleled access to history.

Our mission is to eliminate racism and empower women, promoting ABCD: After Breast Cancer Diagnosis nurtures hope and restores peace, justice, freedom and dignity for all. cancer.

We envision bold change confidence in all those affected by breast We provide free, rooted in collaborative approaches to health/safety, personalized information and one-to-one support to unparalleled patients, families economic education programs, premier to and friendsempowerment/adult affected by breast cancer, from the newlyand diagnosed racial leadership. those justice in treatment and on into survivorship.

To learn more, visit biztimes.com/giving PRODUCED BY

2019 GIVING GUIDE F EATURED NONPROF I T

To learn more, visit biztimes.com/giving PRODUCED BY

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Leading Edge

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

SHUTTERSTOCK.COM

NOW

Allegiant, Volaris drop flights from Mitchell International

By Brandon Anderegg, staff wrtier Allegiant Air and Volaris are no longer offering flights out of Milwaukee Mitchell International Airport while Southwest Airlines has eliminated some flights and added others.

Volaris offered trips to Guadalajara, Mexico and Allegiant offered trips to Fort Myers, Tampa, Orlando, Fort Lauderdale and Phoenix.

Neither Volaris nor Allegiant

BY THE NUMBERS The Milwaukee-to-Chicago Amtrak Hiawatha service had record passenger traffic of more than

882,000 in fiscal year 2019, a 4.5% increase from the previous year.

4 / BizTimes Milwaukee NOVEMBER 25, 2019

responded to a request for comment. However, both airlines say competition was the reason behind leaving Milwaukee, according to Pat Rowe, Mitchell International Airport director of air service development.

“With air service, it’s always about the profitability of a route,” Rowe said. “And airlines, like any other business, they are looking to use their assets on routes that will be most profitable to them.”

Volaris and Allegiant were lured to Milwaukee in 2017 by the MKE Air Service Incentive Program, a program formed to attract airlines to Milwaukee.

In 2013, similar programs, including Milwaukee’s, were developed across the country as a response to the changing airline industry, which was disrupted by a series of mergers, rising cost of fuel and other economic factors.

It’s not clear exactly what incentives Allegiant and Volaris received. The Milwaukee program offers a combination of fee waivers and marketing spending to promote service to select cities.

“In some cases, such as Milwaukee’s 2017 addition of service to Nashville and to Salt Lake City, the incentivized markets are highly successful,” Rowe said. “In the case of Allegiant and Volaris, for a variety of reasons, the airlines determined their aircraft would

generate more profit on other routes, and redeployed them.”

In the case of Allegiant, it was the third or fourth airline on each of its routes from Milwaukee, Rowe said.

“If one or more of the other airlines adds seats or flights on the route, it generally results in lower airfares, which is great for passengers, but creates competitive pressure and lower profitability for the airline,” Rowe said.

The MKE Air Service Incentive Program expired in 2017, but in 2018 the program was reauthorized and also incorporated into the 2019 airport budget.

Funding for the program comes from the Airport Development Fund with no fiscal effect on the tax levy of Milwaukee County.

Southwest Airlines is also ending nonstop service from Milwaukee Mitchell International Airport to New York LaGuardia airport effective April 14, said Dan Landson, Southwest spokesperson.

However, Southwest is adding additional flights from Milwaukee to Baltimore, Houston and Phoenix, which means the net amount of seat capacity on Southwest from Milwaukee remains the same, Rowe said.

Milwaukee also has nonstop service to New York LaGuardia five times a day on Delta Air Lines and to New York Newark four times a day on United Airlines, Rowe added. n

inf cus

JAKE HILL PHOTOGRAPHY

Bear Arms Wisconsin BEAR ARMS WISCONSIN is not your typical shooting range.

Take a step through its front entrance and — aside from the muffled sound of gunshots — it’s hard to immediately tell that the 11,000-squarefoot facility in Mequon houses eight, 25-yard lanes for pistol and rifle target practice.

There’s a fire in the fireplace, complimentary coffee brewing, and a massage chair and paraffin wax hand treatment along the back wall of what resembles a tastefully-decorated beauty boutique. Grooming and skin care products for both men and women are on display.

Owner Cheryle Rebholz likes to call Bear Arms a “guntry club.” She, with her husband Mark, opened the business just over a year ago as Ozaukee County’s first indoor “boutique” shooting range.

Also the longtime owner of Faces II salon in Mequon, Rebholz has leveraged her beauty industry background to appeal to what she says is an underserved, yet fast-growing segment of the firearms market: women.

“I want customers to protect themselves, their loved ones and their personal property,” Rebholz said. “It’s the last resort, but if you opt that you want to protect yourself that way, come here and get trained and know what you’re doing … it’s not the TV, it’s not the movies.” n — Maredithe Meyer biztimes.com / 5

Leading Edge

ROKKINCAT

LEADERSHIP: Nick Gartmann, partner; Jason Stiebs, partner; Josh Holtz, partner

LILA ARYAN PHOTOGRAPHY

REV UP

H E A D Q U A R T E R S: 229 E. Wisconsin Ave., #1200, Milwaukee W H AT I T D O E S: Software product consulting and development F O U N D E D: 2011 E M P L OY E E S: 11 NEX T GOAL: Retain more manufacturing clients, keep software engineer talent in Milwaukee

Jason Stiebs, Nick Gartmann and Josh Holtz.

RokkinCat helping manufacturers embrace machine learning

By Brandon Anderegg, staff writer

6 / BizTimes Milwaukee NOVEMBER 25, 2019

ROKKINCAT is a Milwaukee-based software developer and consultant with a penchant for adapting its business model in response to unsolved issues in Milwaukee’s tech community.

The company develops custom software, apps and web products, but over the years, it has tweaked its business model to include consulting and building software engineering teams for other companies that are looking to innovate.

When RokkinCat was founded in 2011, Milwaukee’s startup scene was much less established, with little access to venture capital and few agencies willing to build a company’s very first app, said company partner Nick Gartmann.

At the time, RokkinCat was focused on making a single app, which the company was developing through former Milwaukee-based business incubator 94 Labs.

But when RokkinCat staff looked around their cohort, they realized that peers developing tech products were struggling to create apps of their own, so RokkinCat abandoned its app and switched gears.

“We were like, ‘it would be really cool if we could see a lot of these products get made,’” Gartmann said. “That was our focus. Expand the Milwaukee startup ecosystem by helping more products make it to market.”

Now in its eighth year in business, RokkinCat has transitioned its client base from startup companies to mid-sized manufacturers. Instead of educating first-time entrepreneurs on how to

build shopware products, RokkinCat is teaching CEOs of manufacturing companies the benefits of machine learning as well as data collection and analysis, Gartmann said.

When the team began pursuing the local mid-sized manufacturing market, they discovered many of these companies were experts at making their product, but some were either curious about or unsure of how machine learning or an app could improve business.

“Starting to get an idea of what that market is doing allowed us to hone in on that idea of helping companies digitize these previously very analog products,” Gartmann said.

Since its inception, RokkinCat has had a vested interest in creating and highlighting local jobs in the software engineering field. When RokkinCat builds products for clients, the company also helps those clients create an in-house software engineering team, Gartmann said.

While software maintenance is still a service RokkinCat provides, a client retains more value and less cost if RokkinCat helps the client implement its own software maintenance team, Gartmann said.

“It’s a way that we can create these really awesome jobs inside of an existing company that have a budding brand-new baby software engineering department,” Gartmann said.

“Because otherwise, you bleed them dry before that full transition into a mature product takes place.” n

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J E N N I F E R B A RT O LO T TA

D I R E C T O R , C A R E - A - L O T TA , B A R T O L O T TA R E S TA U R A N T G R O U P Jennifer Bartolotta, director of Bartolotta Restaurant Group’s philanthropic arm Care-a-lotta, was the keynote speaker at MMAC’s Future 50 Awards luncheon. She discussed the leadership philosophies of her late husband and Bartolotta Restaurants’ co-founder Joe Bartolotta and how they have driven the company’s success. n

“Originally, I was one of those doubters and naysayers who questioned Joe’s upside-down pyramid, with his people at the top and his money at the bottom.

I quickly began to see that Joe’s way was the right way.”

“The way we see it, no one comes out of the womb knowing how to julienne carrots, open a bottle of wine or set a table. Those are all learned skills. We can teach you those things. But we can’t teach you how to inherently, reflexively and without thinking care about humanity.”

“(Joe’s) five tenets of operation in order: our employees, our guests, our partners and mentors, our community and, last, the bottom line. These were the rules, and the priority of them drove every single decision he made.”

“Joe knew with every fabric of his being that if you always do the right things – no matter how hard, how long and how expensive – that if you treat your employees, your guests, your partners, your vendors and your community with kindness, love, and respect, enough money would come. And for the entrepreneurs in the room, the operative word is ‘enough.’”

EMPLOYEES

“Restaurants are dangerous environments.

We have plenty of sharp knives, fire, boiling water, heavy pots and pans, 50-pound boxes of produce, the possibility that food-borne illness enters our back door, the possibility of cross-contamination if we’re not careful and the possibility that, due to an allergy that you may have, we could literally kill you. All things we take very seriously and the management of all of this begins with how we select and treat our employees.”

GUESTS PARTNERS & MENTORS COMMUNITY BOTTOM LINE biztimes.com / 7

Leading Edge BIZ COMPASS

How do you manage YO U R B U S I N E S S

DIFFERENTLY AMID ECONOMIC

UNCERTAINTY? SADOWNIKOW

1 KRAIG

President, American Companies

“Remain confident – realistic but confident. Trust yourself, your business principles and the values that helped you grow to be the business and leader you are today.”

EBERLE 2 PAUL

Chief executive officer, Husch Blackwell LLP

1 3

“Uncertainty in business, as in life, is a constant so it’s not a matter of managing ‘differently,’ but simply managing. Block out the noise, communicate constantly, stay focused on your strategy and goals, listen intently to your people and your clients, and don’t be afraid to change. Opportunities exist – even in uncertain times.”

3 SARA WALKER

Senior strategist, regional director of investments, BMO Wealth Management

“Economic uncertainty is a constant. People do not like uncertainty, and when it increases at work, employee reactions may spread like poison. The best antidote is increased communication with an emphasis on listening and purpose—of the business, the team, each team member and how they may all best align.”

2

4 STEVE KROLL

Vice president, Granular

5

“Our mindset is to not wait until the economic downturn comes to ramp up sales and marketing. We push to turn around requests for quotes quickly, onboard clients on timelines that work for them, and overall, just have a very client-centric approach to kicking off the relationship. This is important at all times, but especially in uncertain economic times.

5 STEVE MAAHS

President and chief operating officer, Alto-Shaam

4 8 / BizTimes Milwaukee NOVEMBER 25, 2019

“When economic indicators point towards a downturn, we remain observant, proactive and continue to focus on our long-term strategic plan. To minimize potential threats, we identify opportunities to eliminate waste, while continuing to invest in future growth and innovation.” n

1

BEHIND THE SCENES

BEHIND THE SCENES LILA ARYAN PHOTOGRAPHY

Staging a home for sale

By Alex Zank, staff writer

P

owers Realty Group Inc. often stages homes with painstaking detail before it begins showing them to prospective buyers.

This is done to optimize their appeal, and it’s a worthwhile endeavor, according to the agency.

“Staged homes on average sell about 22% faster than a non-staged house,” said Suzanne Powers, broker-owner of Powers Realty. “And they get quite a bit more money.”

She said this in late October, as workers were setting up a 4,200-square-foot, four-bedroom home in Mequon that Powers Realty was listing for nearly $900,000.

The work includes painting, removing old items and bringing in furniture for staging.

Powers Realty also partners with Habitat for Humanity, which will retrieve furniture that’s left over from the previous owners to resell. n

1

Habitat for Humanity loads furniture into a truck, which will be sold at its ReStore.

2

Harrison Turner and Eli Vanden Wymelenberg get ready to paint the living room walls in a Mequon home.

3

Kathie Tice, in-house design stylist for Power Realty, sets up a display on the kitchen countertop.

2

3

4

5

4

One of the bedrooms is fully staged. A lot of Powers Realty’s staging furniture comes from Fringe in Whitefish Bay.

5

Tice directs movers where to place a couch in the home’s living room.

biztimes.com / 9

Leading Edge BIZ POLL

A recent survey of BizTimes.com readers.

The development arm of Milwaukee’s Housing Authority plans to build a mixed-income apartment tower downtown. Is this a good idea?

Yes, it will create some affordable units and help finance improvements to other Housing Authority properties:

37.5% No, developments like this should be done by, or in partnership with, the private sector:

62.5%

The latest area economic data.

The Milwaukee-area manufacturing index in October was

42.54

the lowest level since 2015. Any reading below 50 indicates the sector is contracting.

Wisconsin’s seasonally-adjusted unemployment rate was

3.2% in September.

Share your opinion! Visit biztimes.com/bizpoll to cast your vote in the next Biz Poll.

802,541

The Hop, Milwaukee’s downtown streetcar, provided

rides during its first year of operation, according to the city.

0.96%

September exports from Wisconsin declined

or $17.5 million compared to last year, coming in at nearly $1.83 billion.

1.1%

Wisconsin’s economy grew only

in the second quarter, among the 10 slowest growth rates of any state in the country.

10 / BizTimes Milwaukee NOVEMBER 25, 2019

Friday, December 13, 2019 7:30-9:30AM Italian Community Center

JOIN US AS WE SALUTE EXCELLENCE, ENCOURAGE INNOVATION AND RECOGNIZE THESE DESERVING HEROES! 2019 HEALTH CARE HEROES AWARDS WINNERS: ADVANCEMENTS IN HEALTH CARE: • Dr. Katja Kovacic, Gastroenterologist, Children’s Wisconsin BEHAVIORAL HEALTH: • Dan Baker, Director of crisis resource centers, Milwaukee Center for Independence • Dr. Terri deRoon-Cassini, Associate professor, Medical College of Wisconsin • Dr. Adel Korkor, Founder, A.B Korkor Foundation for Mental Health COMMUNITY SERVICE: • Monica Hebl, Dentist/owner, Burleigh Dental • Joshua Knox, Physician assistant/clinical associate professor, Marquette University EXECUTIVE LEADERSHIP: • Cheryl Maurana, Senior vice president of strategic academic partnerships, Medical College of Wisconsin FIRST RESPONDER: • Ladonna Davis, Licensed practical nurse , Community Care

The Health Care Heroes awards, presented by BizTimes Milwaukee, salute the accomplishments of people and organizations making a positive difference on the front lines of health care.

Recognize the people and organizations that are making a difference every day by providing superior health care in our region. Winners will be featured in the December 16, 2019 issue of BizTimes Milwaukee.

HEALTH CARE STAFF: • Fabiola De Chico, Community health coordinator, Ascension St. Francis Hospital • Bryan Lewis, Assistant to the dean for health-related professions, UW-Parkside NURSE: • Barb Burmeister, Registered nurse, Froedtert Hospital • Jeffrey Couillard, Registered nurse, Advanced Pain Management PHYSICIAN: • Dr. Madelaine Tully, Family practice physician, Progressive Community Health Centers VOLUNTEER: • Dr. Peter Geiss, Medical director, Lake Area Free Clinic LIFETIME ACHIEVEMENT: • Martin Schreiber, Former governor of Wisconsin, author of “My Two Elaines: Learning, Coping, and Surviving as an Alzheimer’s Caregiver” SPECIAL IMPACT AWARD: • Children’s Wisconsin, Discovered that vaping is causing serious lung problems in teenagers.

REGISTER:

biztimes.com/hero Supporting Sponsor:

SPECIAL SECTION

Workplace Health Solutions Awards Continuous Quality Improvement For Employee Health

Going for GOLD! Workplace Health Solutions, a sciencebased, free tool from the American Heart Association helps evaluate the health of an employer’s workplace and workforce by analyzing both a Structure & Process Survey and aggregate biometric data. Results are then matched with case studies and AHA resources to help improve both processes and outcomes. These exceptional employers have been recognized by the Association for their success in workplace health. More info at heart.org/workplacehealth.

Attend the Wisconsin Workplace Health Symposium on March 10, 2020 at the Marcus Majestic.

> Register today at heart.org/workplacehealthwi.

scores across our company and we hope to continue these trends for years to come.”

themselves, their families and the communities they live in.”

Black River Memorial Hospital 711 W. Adams St., Black River Falls # OF EMPLOYEES: 360 INDUSTRY: Health care WHAT ARE YOU MOST PROUD OF IN YOUR WORKPLACE HEALTH EFFORTS?

Associated Bank 433 Main St., Green Bay # OF EMPLOYEES: 4,866 INDUSTRY: Banking “Associated Bank is proud of many aspects of our workplace health efforts, but we are most proud of the involvement and support at all levels of our leadership…We are confident that our program will only continue to grow and with that growth will come increased impact on the health and happiness of our colleague base. In recent years, we have observed an improvement with overall Health Risk Assessment

12 / BizTimes Milwaukee NOVEMBER 25, 2019

Baird 777 E. Wisconsin Ave., Milwaukee # OF EMPLOYEES: 4,500 INDUSTRY: Financial services “At Baird, a key focus is continuing to improve our Culture of Health, where good health and wellbeing are key priorities - in order to be the best place to work for our associates. Baird views health as far more than the absence of illness. Health is a satisfied mind in a sound, vital body. Baird has taken a bold approach to well-being to help associates identify health risks, be more productive at work and home and live healthier lifestyles for

“The positive feedback we receive from employees regarding our program offerings. The wide array of benefits related health improvement.”

WHAT’S THE NEXT CHALLENGE YOU’D LIKE TO TACKLE IN WORKPLACE HEALTH?

“Finding the right outcome measures and aligning tactics.

Integrating work that is done by our wellness committee, human resources, and education department to prevent duplication of effort and increasing awareness internally of health care offerings.”

Core Creative 600 W. Virginia St., Milwaukee # OF EMPLOYEES: 61 INDUSTRY: Advertising/marketing “We found that the majority of our employees are very engaged in their own health and the health of their families. By offering education and opportunities for healthier living during the workday, we’re aligning with our employees’ needs. We’re also practicing what we preach: we’re helping our people live healthier, more purposeful lives.”

—J effrey Speech, partner/VP design services

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School District of Onalaska 237 Second Ave. South, Onalaska # OF EMPLOYEES: 425 INDUSTRY: education WEBSITE: onalaskaschools.com/jobs

Faith Technologies 225 Main St., Menasha # OF EMPLOYEES: 2,992 INDUSTRY: Construction “Faith Technologies has been promoting workplace wellness since 2004 to support and improve the health, safety, and well-being of employees and their families. We do this through comprehensive wellness programs; promoting a healthy, safe work organization; providing positive return on investment; and developing healthy lifestyles and behaviors. Our annual biometric screening data provides valuable statistics to gauge the success of our wellness program. Based on our latest data, we improved our average screening score from 75.8 to 81.1 over the last four years.”

Froedtert Health N74 W12501 Leatherwood Court, Menomonee Falls # OF EMPLOYEES: 13,810 INDUSTRY: Health care WHAT ARE YOU MOST PROUD OF IN YOUR WORKPLACE HEALTH EFFORTS?

“The Wellness Works program has partnered with the Food and Nutrition Services Department across the health network to institute changes in our dining rooms. Changes include the elimination of deep fryers.

The committee has also been able to implement a Smart Choice plate at a reduced price which includes a lean protein/vegetable or fruit or whole grain side. Making the right choice, the easy choice impacts the health of our staff and visitors.”

The Starr Group 5005 Loomis Road, Greenfield # OF EMPLOYEES: 38 INDUSTRY: insurance “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 we can be…I’ve never had the opportunity to work at a place where I can exercise and eat right without having to go home, which makes my wellness a complete 24 hour-a-day experience.”

— Starr Group employee in confidential year-end survey

Badger Liquor Co., Inc. 850 Morris St., Fond du Lac # OF EMPLOYEES: 450 INDUSTRY: Wine and spirit wholesale distribution WHAT ARE YOU MOST PROUD OF IN YOUR WORKPLACE HEALTH EFFORTS?

“We are proud that we are making the right steps to advocate and promote healthy living and a healthy lifestyle in an industry whose image hasn’t always been one of health.”

City of West Bend Fort HealthCare 611 Sherman Ave. East # OF EMPLOYEES: 850 INDUSTRY: Health care WHAT ARE YOU MOST PROUD OF IN YOUR WORKPLACE HEALTH EFFORTS?

“So many of employees are making changes to their daily routines! Really working on becoming healthier as individuals and support those around them to make heathy lifestyle changes.”

WHAT QUANTITATIVE IMPACT HAVE YOU SEEN FROM YOUR INCREASED EMPHASIS ON EMPLOYEE HEALTH?

“Due to the work our employees are doing to improve their health, we have seen decreases in our annual premiums each of the last four years.”

1115 S. Main St. West Bend # OF EMPLOYEES: 534 INDUSTRY: Government

Group Health Cooperative of Eau Claire 2503 N. Hillcrest Parkway, Altoona # OF EMPLOYEES: INDUSTRY:

168

health insurance

HOW DO YOUR WORKPLACE HEALTH EFFORTS IMPACT YOUR RECRUITMENT/ RETENTION?

“One of the common questions asked as people come in for interviews is, ‘do you have a wellness program?’ People see that as a benefit and when they hear that we have such an established program they are (more) likely to come aboard. Health and wellness is a huge component of our culture and contributes to making our company a great place to spend the majority of our days.”

ADDITIONAL GOLD LEVEL AWARD WINNERS: CESA #1

Chr. Hansen, Inc.

Children’s Hospital of Wisconsin

ProHealth Care

West Bend Mutual Insurance Company 1900 S. 18th Ave., West Bend # OF EMPLOYEES: 1,300 INDUSTRY: property and casualty insurance WHAT’S THE NEXT CHALLENGE YOU’D LIKE TO TACKLE IN WORKPLACE HEALTH?

“We continually encourage our associates to take advantage of the resources we offer to support their physical, social and financial well-being, along with their careers and the communities in which they live. Our goal is to help our associates thrive in all five of these elements of total well-being. We are continuously working on ways to enhance the resources we offer.”

WHAT ARE YOU MOST PROUD OF IN YOUR WORKPLACE HEALTH EFFORTS?

“The collaboration and engagement by employees across departments.”

WHAT QUANTITATIVE IMPACT HAVE YOU SEEN FROM YOUR INCREASED EMPHASIS ON EMPLOYEE HEALTH?

“We are still analyzing, but we’ve had an increase in engagement by employees in wellness activities.”

Halvor Lines, Inc. 217 Grand Ave., Superior # OF EMPLOYEES: 500 INDUSTRY: Transportation WHAT QUANTITATIVE IMPACT HAVE YOU SEEN FROM YOUR INCREASED EMPHASIS ON EMPLOYEE HEALTH?

“Every year we do an optional employee biometric screening and on average those who have been participating for multiple years have seen improvements in their health score numbers.”

biztimes.com / 13

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Independent Care Health Plan 1555 N. Rivercenter Drive, Milwaukee # OF EMPLOYEES: 350 INDUSTRY: Insurance WHAT ARE YOU MOST PROUD OF IN YOUR WORKPLACE HEALTH EFFORTS?

“We want our employees to bring their best self to work each day and to achieve their personal best.

That means building a culture of health making the healthy choice the easy choice.”

— Vicki Miller, corporate occupational health and wellness manager

“Over the past few years, our employees have been able to participate in a variety of health-related activities and have been able to actively learn more about many elements of their health that they were unaware of before.”

Milwaukee County 901 N. 9th St., Milwaukee # OF EMPLOYEES: 4,300 INDUSTRY: Government

MillerCoors 3939 W. Highland Boulevard, Milwaukee # OF EMPLOYEES: 7,500 INDUSTRY: Beverage manufacturing

“With leadership support, we are able to provide our employees with onsite biometrics and health coaching. These wellness initiatives help drive the success of our program.”

— Tony Maze, benefit director

Monroe Clinic

PyraMax Bank

515 22nd Ave., Monroe # OF EMPLOYEES: 1,250 INDUSTRY: Health care

7001 W. Edgerton Ave., Greenfield # OF EMPLOYEES: 120 INDUSTRY: Banking

WHAT’S THE NEXT CHALLENGE YOU’D LIKE TO TACKLE IN WORKPLACE HEALTH?

WHAT QUANTITATIVE IMPACT HAVE YOU SEEN FROM YOUR INCREASED EMPHASIS ON EMPLOYEE HEALTH?

“Bring more awareness and opportunities for social connectedness in the workplace and involvement in our own communities in which we live.

Having positive relationships and a strong sense of belonging/purpose is becoming more evident in the impact it has on quality of life and health.”

“We have seen an increase in the low risk category as a result of moving them out of the moderate risk into low risk, which is huge.”

I

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14 / BizTimes Milwaukee NOVEMBER 25, 2019

SPECIAL SECTION

WEBSITE: wawm.k12.wi.us

ADDITIONAL SILVER LEVEL AWARD WINNERS:

Milwaukee Public Schools 5225 W. Vliet St., Milwaukee INDUSTRY: Education

Alliant Energy First Business Bank Wolter Group LLC

Quest CE

School District of Cudahy

10100 W. Innovation Drive, Wauwatosa # OF EMPLOYEES: 38 INDUSTRY: Financial services/technology

2915 E. Ramsey Ave., Cudahy # OF EMPLOYEES: 365 INDUSTRY: Education

“If it wasn’t for Quest’s workplace health initiatives, I don’t think I would have been able to lose 70 lbs and kick my high blood pressure…

Quest is the reason I was able to get healthy and stay healthy.”

— account executive, Joellyn Jones

“Our staff has truly embraced a wellness agenda. Approximately 75% of our staff participate in at least one or more wellness programs each year, which has resulted in great overall outcomes.”

Northwire, Inc. 110 Prospect Way, Osceola #OF EMPLOYEES: 250 INDUSTRY: Manufacturing

WHAT ARE YOU MOST PROUD OF IN YOUR WORKPLACE HEALTH EFFORTS?

ADDITIONAL BRONZE LEVEL AWARD WINNERS: A.C.E. Building Service Beaver Dam Community Hospitals Inc.

West Allis West Milwaukee School District

Goodwill Industries of Southeastern WI Inc.

1205 S. 70th St., West Allis # OF EMPLOYEES: 1,421 INDUSTRY: Education

5400 S. 60th St., Greendale # OF EMPLOYEES: 6,000 INDUSTRY: Nonprofit

ai157125836359_FT_AMA Award Ad_3.875x4.875.pdf 1 10/16/2019 3:39:24 PM

Grunau Company Omni Glass & Paint, Inc Richland Hospital, Inc.

Putting our best foot forward.

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As a national leader in preconstruction, construction, manufacturing and energy solutions, Faith Technologies is proud to be recognized for developing wellness programs that are a strategic and integral part of the business and culture. We are honored to be recognized as one of the American Heart Association’s Workplace Health Solutions award winners.

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BizNews FEATURE

Mahaffey

After weathering volatility, Common Ground sees signs of ACA market stabilization

By Lauren Anderson, staff writer COMMON GROUND Healthcare Cooperative could receive $56.8 million in unpaid subsidies after a federal judge recently ruled in favor of 100 health insurance companies in a class action lawsuit brought by the Brookfieldbased insurer.

The lawsuit stemmed from the federal government’s decision to end cost-sharing reduction subsidies that were intended to offset insurers’ costs of offering plans to low-income individuals under the Affordable Care Act. President Donald Trump’s administration announced the decision to end the subsidies in October 2017.

Despite the end in payments, insurers are still required to offer the plans, which caused them to lose millions of dollars in 2017 after they had set their prices for the plan year months earlier, according to Common Ground. Some insurers exited the market in 2018 as a result.

For Common Ground – a nonprofit, member-governed health 16 / BizTimes Milwaukee NOVEMBER 25, 2019

insurance co-op – the drop-off in federal subsidies forced the insurer to bump up its premiums. Those increases particularly affected higher-income health insurance consumers, such as the self-employed, CPAs and independent consultants who buy insurance through the individual marketplace, said Cathy Mahaffey, chief executive officer of Common Ground.

“We had to increase our premiums to consumers to make up for the lack of those payments,” Mahaffey said. “So we’re pleased, obviously, with the judge’s ruling … but from our perspective this is money that’s due back to our members because we had to increase premiums to account for it.”

Under the decision by the United States Court of Federal Claims, the U.S. Department of Health and Human Services would be required to pay a total of $1.6 billion in unpaid subsidies from 2017 and 2018 to the roughly 100 insurers that are part of the class action.

In addition to Common Ground,

that group includes several other Wisconsin-based companies, including Children’s Wisconsin’s Children’s Community Health Plan, which would receive $20.5 million under the ruling; Marshfield-based Security Health Plan of Wisconsin, which is due $20.2 million; and Wausau-based Aspirus Arise Health Plan of Wisconsin, Inc., which is due $7.7 million.

It is expected that the federal government will appeal the case.

Common Ground, the lead plaintiff in the suit, has navigated uncertainty in the health insurance industry since launching in 2014 under a provision of the Affordable Care Act. However, after several years of weathering market volatility, there are indications the market could be stabilizing.

After posting losses in its first three years of operation, Common Ground reported its first profitable year in 2018.

It recently announced it will pay out $18.5 million in premium rates

to its individual members who paid premiums for insurance coverage in 2018 because medical expenses were less than the co-op planned for. The ACA requires insurers to rebate individual premiums when medical claims costs over a threeyear period average below 80% of premiums received.

The average rebate amount from Common Ground is about $370. Common Ground said it’s the only Wisconsin health plan in the individual marketplace paying rebates to its members this year.

It sells insurance in 20 counties throughout eastern Wisconsin.

“This is our members’ money,” Chris Martin, Common Ground board chairman, said in a news release. “As a nonprofit, member cooperative, we are devoted to serving our members and being honest stewards of their financial resources.”

A stabilizing market During this open enrollment period – which runs from Nov. 1 to Dec. 15 – customers will have more options for health insurance on the individual market in 2020 than in previous years, when several insurers dropped coverage due to

unpredictability in the market and federal government.

In response to rising premiums in the individual market, then Gov. Scott Walker in 2018 enacted a state-based reinsurance plan aimed at holding down premiums and drawing more insurers to the marketplace. Gov. Tony Evers has continued that program.

“A strong, competitive insurance market helps ensure consumers have more options when it comes to finding the right insurance plan for them and their families,” said Mark Afable, state insurance commissioner. “The Wisconsin Healthcare Stability Plan is helping insurers keep insurance rates low for Wisconsinites while promoting a stable marketplace.

We want to see more options for every Wisconsinite.”

In 2018, Common Ground was the sole ACA individual insurance carrier in seven counties. In 2020, that won’t be the case in any coun-

ties, Mahaffey said.

This open enrollment season, 61 counties have three or more insurance carrier options on the individual market, compared to 46 counties with that many options in 2018.

Consumers in Door, Oconto, Manitowoc and Sheboygan counties only had one option for an insurer in 2019. In 2020, there are four options in those counties.

“What we’re seeing for 2020 is there aren’t any brand-new insurance carriers coming into Wisconsin but there are existing insurance carriers that made the decision to expand their service area or are offering insurance now on the exchange,” Mahaffey said. “I attribute that to the fact that insurance carriers are getting more comfortable with the ACA, they are knowing now how to set premiums for the population that we’re serving. That was one of the biggest challenges from the onset.”

Rates on the individual market

will be 3.2% lower in 2020 on a weighted average than rates in 2019, according to the OCI. Common Ground has lowered its premiums for the second year in a row, which Mahaffey attributes in part to the state reinsurance program and the co-op being able to set premiums more appropriately as it learns more about its patient population.

That doesn’t necessarily correlate to members paying lower premiums, however, as many Common Ground members receive a tax credit to help pay their premium. Those making below 400% of the federal poverty level are eligible for premium subsidies.

For a single person, that threshold is $49,960. For a family of four, it’s $103,000.

“In 2020, what we’ll be watching is, with more carriers coming into the marketplace, what will be the impact to consumers and their costs, the net cost of their

premium,” Mahaffey said. “There may be some consumers that, even though insurance carriers are lowering their premiums, ultimately some consumers may be paying more because of the way that the tax credit is calculated.”

Despite winning the class action lawsuit, there remains uncertainty whether insurers will receive cost-sharing reduction subsidies moving forward. That makes Mahaffey concerned about the long-term impact on individuals who purchase insurance in the individual market.

“When premiums go up, people drop coverage or turn to bare-bones coverage that does not include numerous consumer protections that are now part of the law such as pre-existing condition coverage and prescription drug coverage,” she said. “People who enroll in these plans will find themselves underinsured when something goes wrong with their health.” n

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BizNews

Technology helps continue family legacy at Engel Tool and Forge WHEN CHARLES ENGEL returned to take over his family’s business in 2010, employees did not immediately jump on board with the idea.

“Coming back is difficult because you have a group of individuals who are a bit worried or nervous about you coming in or what might happen because they don’t know,” said Engel, now president and owner of Engel Tool and Forge.

Engel had worked at the company, started by his grandfather in 1923, in the late ‘90s but left for a job at Harley-Davidson.

Returning to the company, Engel looked for a way to have an immediate impact and settled on working to generate more sales.

At the time, the business was primarily focused on the domestic market, but did have some sales to Australia. When Engel sought more information about the Australian customer’s operations, the representative the business worked with didn’t have much to share. Engel arranged for a visit to the customer and found an untapped opportunity. Over time, Engel Tool and Forge was able to grow sales to Australia to around $4.5 million.

“That was the big turn of events for us,” Engel said.

The opportunity to make decisions like when to go after sales or make investments led Engel to leave Harley, where his work included plant consolidations and evaluations.

“I’d rather be the guy who makes that decision than be the cog in the wheel putting the puzzle together,” he said. “You can decide 18 / BizTimes Milwaukee NOVEMBER 25, 2019

whether you go out and get more sales to keep things going or you do some engineering changes or you do some cost reductions.”

Engel Tool and Forge makes parts in runs of 500 to 10,000 for customers in a number of industries, including agriculture, off-highway, oil and gas, hydraulic and, in particular, mining. Engel isn’t set up to simply provide a quote and run parts.

“If you have something that you need some material assistance, you want to take some cost out of it, you want to work with reducing machine time in your facility, your finished costs, you’re going to come to us,” he said. “We’re an engineering company first and then a production company second.”

Working at a corporation like Harley helped Engel understand how large companies operate, he said, especially in working with different functions like engineering, purchasing or quality.

“You understand that they’re limited on their scope of work, what they can do, so you have to address what they need,” he said.

That means having the right data available for someone in quality, helping an engineer solve a particular problem or working with a buyer to navigate the pressures they face.

“If you want to take out cost, grab the engineer, grab the manufacturing folks, let’s sit down at a table and figure out how to take 10% out, or maybe 20 at that point, but don’t come to me and ask me to cost down 10% because it’s not realistic,” he said, noting Engel Tool

Parts are forged on a recently installed press at Engel Tool and Forge.

ENGEL TOOL AND FORGE 123 W. Orchard St., Milwaukee INDUSTRY: Press forging EMPLOYEES: 17

and Forge aims to set its best price upfront that will still allow for ontime and quality delivery.

Engel said the company has undergone a cultural shift over the past decade, changing from a shop to a manufacturing plant. The unexpected death of a company leader a few years ago led to a new management structure with three managers on the shop floor. Last year, the company installed a new refurbished press and before that added a new ERP system. Engel continues to reorganize equipment on the shop floor to take advantage of available space and has room for future building expansions.

The company is working to incorporate Industry 4.0 technologies, with the goal of having data available to evaluate how individual cells and machines are running.

“You’ve got to start with one thing that’s meaningful,” Engel said, suggesting the use of sensors to determine when and why certain bearings are overheating. “It leads you to answers you might not get

otherwise. I think a lot of guys will wait until things break down and then address it at that time, which I get. Don’t fix it if it’s not broken.

However, I’d rather do it on my time, especially as a capital-intensive business, I don’t want to go down and then be calling customers for three days and giving them updates for two weeks until we get things straight.” n

ARTHUR THOMAS Associate Editor

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

the

Interview

PEGGY WILLIAMS-SMITH recently assumed her new role as president and CEO

of VISIT Milwaukee. The former senior vice president of Marcus Hotels & Resorts was selected from a national pool of 100 applicants to replace Paul Upchurch, who left the organization after nine years to pursue other opportunities. Williams-Smith takes the helm of the convention and visitors bureau right before one of the biggest tourism years ever for the area, which will include the 2020 Democratic National Convention, the 2020 Ryder Cup in Sheboygan County and a handful of other large-scale events.

BizTimes reporter Maredithe Meyer recently caught up with Williams-Smith about her expectations for 2020.

You’re onboarding at the end of a big year for local tourism with Milwaukee’s 2020 DNC win. How will you continue that momentum?

“By making sure that we’re capitalizing on it, that we’re talking about ourselves, that we’re out there at the table. That we’re at every single event that will allow us to talk to people, bring them to the city and get them in here to sign contracts so that we continue. (The DNC) has already done wonderful things for the city. We’ve had site tours for groups that had never looked at us before just because we’re the host for the DNC, and I think that will continue to happen. And it’s not just the DNC. We’ve got a summer chock-full of national events that put us on a national stage.”

What’s your vision for VISIT Milwaukee ahead of a jam-packed year?

“My vision for the organization is to make sure we are supporting all of our partners by making sure that we have conventions and leisure travelers filling our hotels and our convention center. It’s the mission of the organization and it will be my mission as well to make sure that we get as many visitors and as many eyes on this city as we possibly can during this extremely busy summer, being on a national stage.”

“We have an amazing 2020 and that didn’t happen by accident. It happened with strong leadership from the board as well as the team that’s in place here at VISIT Milwaukee, so getting acquainted with them and making sure that I listen to everything they did right and how we can capitalize on that is going to be huge in any success that I’ll have … My first order of business is to meet with every single person who works at VISIT Milwaukee to understand what they do, what they’ve done successfully, what they need to do their jobs better, what the city needs to do, what help I can provide to them. And having been in the city for such a long time, I have quite a wide network of colleagues that can help.”

What does it mean to be the first woman to lead the organization?

“It’s quite humbling to be the first woman. I am proud of the search that they did, which was full of diversity and inclusion to make sure they brought all of the candidates to the table. It’s part of my DNA, it’s part of who I’ve been since I first joined TEMPO Milwaukee nearly 15 years ago – making sure that women have a seat at the table and it’s exciting for me to have that seat. However, what I’ve quickly learned is that there are other women who lead organizations like this, and I will be reaching out to them to lean on them to make sure I can be successful in this role – not just as a woman, but as a leader – by utilizing the experiences that they’ve had to ensure that I don’t make any missteps. I’m sure there will be mistakes, but that I can recover quickly from them.” n

LILA ARYAN PHOTOGRAPHY

How will your past leadership experience guide you in this new role?

Peggy Williams-Smith President and chief executive officer, VISIT Milwaukee 648 N. Plankinton Ave., Suite 220 Employees: 36 visitmilwaukee.org biztimes.com / 19

BizNews EVENT PREVIEW

Children’s to receive special Health Care Heroes award for teen vaping investigation

By Andrew Weiland, staff writer BIZTIMES MEDIA will recognize Children’s Wisconsin for its work on identifying a serious public health concern for vaping teenagers at the annual Health Care Heroes awards program on Dec. 13.

Children’s Wisconsin, formerly known as Children’s Hospital of Wisconsin, will receive a Special Impact Award for its work on teen vaping.

Earlier this year, Children’s admitted several otherwise healthy teenagers with mysterious severe respiratory problems. Each patient went through a battery of tests, but a cause could not be determined.

Hospital staff conducted an investigation, examining the patients’ history and discovered that vaping was a common thread among them. Children’s shared that information with the state Department of Health Services and went public with information about a possible link of vaping to teen respiratory problems.

20 / BizTimes Milwaukee NOVEMBER 25, 2019

Soon after, the Centers for Disease Control and Prevention issued an alert, putting the teen vaping health issue on the national radar. Some states have since banned the sale of e-cigarette products.

Also to be recognized during the 2019 Health Care Heroes program, former Wisconsin Gov. Martin Schreiber will be honored with a lifetime achievement award for his advocacy work on issues related to Alzheimer’s and dementia.

All award winners will be honored at an awards breakfast on Friday, Dec. 13, from 7:30 to 9:30 a.m. at the Italian Community Center in Milwaukee. M3 Insurance is the sponsor of the Health Care Heroes program.

The complete list of 2019 Health Care Heroes awards winners includes: Advancements in Health Care » Dr. Katja Kovacic, gastroenterologist – Children’s Wisconsin

Behavioral Health » Crisis Resource Centers » Dr. Terri deRoon-Cassini, associate professor – Medical College of Wisconsin » Dr. Adel Korkor, founder – A.B Korkor Foundation for Mental Health Community Service » Monica Hebl, dentist/owner – Burleigh Dental » Joshua Knox, physician assistant/clinical associate professor – Marquette University Executive Leadership » Cheryl Maurana, PhD, professor of population health and senior vice president for strategic academic partnerships – Medical College of Wisconsin First Responder » Ladonna Davis, licensed practical nurse – Community Care Health Care Staff » Fabiola De Chico, community health coordinator – Ascension St. Francis Hospital

» Bryan Lewis, assistant to the dean for health-related professions – UW-Parkside Nurse » Barb Burmeister, registered nurse, Froedtert Hospital » Jeffrey Couillard, registered nurse, Advanced Pain Management Physician » Dr. Madelaine Tully, family practice physician – Progressive Community Health Centers Volunteer » Dr. Peter Geiss, medical director – Lake Area Free Clinic Lifetime Achievement » Martin Schreiber, former governor of Wisconsin, author of “My Two Elaines: Learning, Coping, and Surviving as an Alzheimer’s Caregiver” Special Impact Award » Children’s Wisconsin n Get more information, or register to attend, at biztimes.com/hero

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Aerial view of the Spur 16 mixed-use development in Mequon.

Milwaukee suburbs seeing changes, challenges

DOWNTOWN MILWAUKEE isn’t the only part of the region enjoying a building boom.

Some of the metro-area suburbs have also seen significant developments in recent years, which officials say have “urbanized” some neighborhoods, reinvented

suburban business districts and transformed their reputations among residents and visitors. But along with the new developments and positive attitudes also come challenges.

“We’ve been blessed with (a good) location, and developers want to develop and people want to live there,” Wauwatosa Mayor Kathy Ehley said of the growth her community has seen in the years following the Great Recession.

Ehley was part of a panel of suburban mayors who participated in a recent Marquette University event that focused on suburbs.

She was joined by the mayors of Mequon, Oak Creek and West Allis.

It appears another migration from cities to suburbs has begun at a national level. A March 2018 report from Washington, D.C.based Brookings Institution, which analyzed U.S. Census Bureau data, found the suburbanization that had been “put on hold” in the post-recession years was again picking up.

Mike Mooney, principal, chairman emeritus and co-founder of Brookfield-based MLG Capital,

UGLY BUILDING: F O R M E R D O W N T O W N M I LWAU K E E R A M A DA H O T E L It appeared 13 months ago that the fate of the seven-story former Ramada Hotel in downtown Milwaukee had been sealed.

In October 2018, BizTimes reported that Marquette University, the owner of the 155-room hotel at 633 W. Michigan St., was planning to tear down the building. This came after the hotel operator informed the university that he would not be renewing his lease.

That has so far not happened, and the building remains vacant. A Marquette spokesman did not say whether demolition is still imminent.

“The former Ramada building remains decommissioned and uninhabitable,” spokesman Christopher Stolarski wrote in an email. “We have no updates on the future of the property at this time.”

22 / BizTimes Milwaukee NOVEMBER 25, 2019

on a committee in an appointed position. This has been a focus of the city, he said.

“Those boards and commissions do a lot of groundwork for the Common Council and that’s where we’re getting a diverse look at things,” he said.

Then there’s the long-standing issue of segregation, which occurs based on both racial and economic lines.

To address that, Ehley said it’s important communities have a good mix of rental properties.

She also noted Wauwatosa just approved an ordinance that allows auxiliary dwellings in certain areas.

“I think we always have to be tuned into how our communities are changing and making sure we’re not pricing ourselves out of the market for the vast majority of people,” she said.

Devine said one way to make West Allis more attractive to both a younger and more diverse crowd is to have a workforce that is representative of the community as a whole. This is something the city can still improve on, he said.

“One thing I really like about the city of West Allis is our diversity isn’t clumped,” Devine said. He later added, “A lot of the investment and a lot of the entrepreneurs have been diverse, that are opening small mom-and-pop shops. I think that helps to send a message that this is a place for everyone.” n

JON ELLIOT OF MKE DRONES LLC

predicts this movement back to the suburbs will occur in the Milwaukee area over the next decade.

“I think there will be a gradual shift back to the suburbs, where the people can have a house with some, I refer to it as, elbow room,” he said in a recent interview.

But a common theme that has been seen in some suburban communities in recent years is the more urban-like development that’s been occurring, in which the emphasis has been placed on walkability in neighborhoods.

“People are, I believe, buying homes in our community because they are able to walk to a certain breakfast place, coffee shop,” said West Allis Mayor Dan Devine. “It’s a complete package of bringing in not only employers, but places for employees.”

Mequon, meanwhile, is experiencing growth that differs from the other three communities, according to Mayor John Wirth. He said Mequon has been more resistant to certain kinds of growth.

“Some people call me a more pro-growth mayor, but we don’t want to change what Mequon is.

We want to make it a better case of itself,” he said.

Suburbs are becoming more diverse in general, according to research from John Johnson, research fellow for Marquette Law School’s Lubar Center for Public Policy Research and Civic Education. Johnson noted younger populations in the suburbs are looking more diverse than previous generations.

“Just a third of suburban whites are under the age of 30, compared to 41% of suburban Asians, 43% of suburban blacks and 54% of Latinos,” he said.

But with all that growth and change in the suburbs are challenges that leaders say need to be addressed.

Some of the biggest issues revolve around race and ethnicity, such as segregation and ensuring minority groups are having their voices heard at city hall. Oak Creek Mayor Dan Bukiewicz noted that, while not everyone wants to run for office, they may be more apt to sit

BIRD’S EYE VIEW: M I LWAU K E E REGIONAL MEDIC AL CENTER The Milwaukee Regional Medical Center campus in Wauwatosa is impossible to miss. MRMC is a nonprofit consortium of six health care institutions that provide a full range of health and wellness services, located northeast of the Zoo Interchange along West Watertown Plank Road.

Its six organizations include Versiti Blood Center of Wisconsin, Children’s Wisconsin, Curative Care Network, Froedtert Hospital, Medical College of Wisconsin and Milwaukee County Division of Health and Human Services’ behavioral health division.

According to an economic impact study conducted in 2015-‘16, MRMC has an annual economic benefit of $4.88 billion for metro Milwaukee. More than 16,000 employees work on the campus. More than 1.2 million patients visit the campus annually.

The MRMC campus is approximately 250 acres and the buildings located there total nearly 7 million square feet.

Advertise in these upcoming special reports and get your message in front of area business executives.

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Phone: 414.336.7112 Email: advertise@biztimes.com biztimes.com / 23

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STORY COVER

s d n a r B t l Cu S

JAKE HILL PHOTOGRAPHY

HOW

ANIE P M O C

B A S E N, staff writer N A F DERSO AL C I EN AN R T U A A L BY A FA N D L I BU

24 / BizTimes Milwaukee NOVEMBER 25, 2019

Building brand loyalty

What drives this cult-like commitment to a convenience store brand, or any brand?

Marketing experts say companies like Kwik Trip are successful at creating highly engaged brand communities, a term for the phenomenon of customers identifying with and connecting over their consumption of a particular product or service.

“Cult (brands) are a subset of that,” said Tom O’Guinn, marketing professor and Irwin Maier Distinguished Chair in Business at the University of Wisconsin-Madison. “Cults are just brand communities or tribes that are extreme in their devotion to the brand. And they show their extremity through proselytizing, through being brand advocates, spreading the gospel of the brand.”

Beyond Kwik Trip, Wisconsin is home to a number of brands with devoted followings, including Milwaukee-born Pabst Blue Ribbon beer and the recently-revived Midwest Express Airlines brand.

LAUREN ANDERSON

M

ike Testa, who moved to Milwaukee from the Chicago area in 2011 to attend Marquette University, has been a fan of Kwik Trip for as many years as he’s lived in Wisconsin.

The quickly-expanding La Crosse-based convenience store chain has won over the 26-year-old Mequon resident with its high-quality customer service and “consumer-focused” shopping experience, he said.

In June, Testa started a Facebook group for people who share his opinion that Kwik Trip is superior to all other gas stations. The group, called the Wisconsin Kwik Trip Enthusiast Club, provides a forum for fans to swap stories of their positive shopping experiences, pictures of their favorite products and memes about their mutual fandom.

In its first few months, the group has amassed more than 39,400 members.

The inspiration for the fan club page emerged out of a debate on a thread of another Facebook page.

“Someone started an argument about the best gas station so I obviously had to pitch in for KT,” Testa said. “One thing led to another and I made a comment that said ‘Wisconsin Kwik Trip Enthusiast Club, anyone?’ Within minutes I had dozens of likes and a few comments saying ‘build it and they will come.’ I built it, and they definitely came. We went from (zero to) 20,000 members in less than a month.”

The group has not only demonstrated the brand’s popularity; it’s showcased customers’ near-fanatical level of devotion to it.

Two group members have gotten Kwik Trip tattoos. One member offered to purchase the group from Testa for an undisclosed “ridiculous sum of money,” which Testa declined. Another member wrote a post saying he and his fiancé would get married at Kwik Trip if it received 5,000 likes. It got 12,000, and the couple is moving forward with their convenience store nuptial plans, Testa said.

Mike Testa, a 26-year-old Mequon resident, started and moderates a Facebook page for Kwik Trip enthusiasts.

Harley-Davidson is a prime example.

More than offering just a product, the Milwaukee-based brand has been successful at selling its motorcycles as a lifestyle. For decades, that messaging has been reinforced by group rides, branded jackets and the brand’s association with values like freedom, independence and self-expression.

For Milwaukee-area customers, the company’s local connection only increases their bond to the brand, said Felicia Miller, associate professor of marketing at Marquette University.

“It’s about a shared experience, and it’s on a Harley,” Miller said. “It’s not the same around Honda or Toyota. There isn’t the same connection to the brand … Part of it is beyond the product. It’s more than just the bike. The bike is essential but it’s also the values of the brand and how much that aligns with a customer or not.”

Marketing experts point to a few common components among brands with high customer loyalty: a superior product, high-quality customer service and establishing an emotional connection with the customer.

“If you believe you have a relationship with the brand, that the brand actually knows who you are, and the brand appreciates you – and even though it’s a transactional relationship, they still consider you special – then it catches on,” O’Guinn said.

But, sometimes, brands simply resonate with a subset of customers and take on a life of their own.

Take Pabst Blue Ribbon for example.

After decades of declining sales, the unassuming born-in-Milwaukee beer managed to corner

Portland Oregon’s trend-setting indie market. That popularity eventually spread to urban areas nationwide, establishing its status as the beer of hipsters.

“The Pabst people had almost nothing to do with PBR becoming the sort of giant it became among hipsters,” O’Guinn said. “It was like any kind of diffusion. At first it was the bike-messenger crowd out in Portland, they were at the top of the hipster pyramid, and everybody copied it and then it became the cool brand and had kind of a cultish following.”

Its appeal among that crowd rested on its status as a less commercial alternative to the heavily-advertised big-name brands and a cheap alternative amidst the rise of craft beer.

“Cults are kind of based on myths,” O’Guinn said. “Part of the PBR mythology on the West Coast was that it was a working man’s beer and its parent company was great to labor and it wasn’t advertised much because it was kind of a dying brand.”

Co-creating brands

Some marketing experts bristle at the term “cult brand.” They argue it’s dismissive of the real connection consumers feel to their favorite brands.

“It doesn’t really capture how important this is to people,” Miller said. “We all have brands that if it disappeared, we’d be really upset.”

O’Guinn argues that brands may be filling a void left by people’s declining connection to civic organizations, churches and other social networks.

“As trust in other institutions declines – church, government, and, unfortunately, the press – trust biztimes.com / 25

STORY COVER

F EL TOM O’GUINN

Gen Z in particular, if it’s not real, they don’t touch it …. You have to let them own some of the brand, you have to develop a connection, you have to have them believe it’s small even if it’s big…. You have to let them use it to help form their identity,” he said.

To maintain customers’ perception of brand ownership, it’s important that companies avoid appearances of corporate infringement on the brand community, O’Guinn said. In the age of social media, which has enabled brand lovers to form their own virtual communities around their shared interest – such as the Wisconsin Kwik Trip Enthusiast Club – companies would be wise to tread carefully so as to not disrupt the authentic connections among enthusiasts, he said.

“Brand communities that work, generally speaking, the lighter the touch they have, the better,” O’Guinn said. “They do want to surveil the brand communities, they want to listen to them, they want to scrape data from the web

HARLEY DAVIDSON

in individual brands is still pretty high,” O’Guinn said. “People don’t necessarily trust the corporations that make them, but they do believe Coca Cola is a good thing and an Apple computer is a trustworthy brand.”

Part of the X factor around cult brands lies in customers feeling they have a role in “co-creating” the brand, O’Guinn said. Brand loyalists want to feel like they are as much a part of the brand as the company overseeing it.

“It’s this idea of discovery, the idea that the consumer discovered the brand, not the other way around, that they found the brand,” he said. “It’s the ownership of the cultural knowledge that it’s a cool brand. Brands that allow consumers, and even encourage consumers, to have ownership tend to do better.”

Successful brands also know to lean into the values of the younger generations, including perceived authenticity, buying local and knowing where products are sourced, O’Guinn said.

“For millennials and

ICIA MILLER

on them, they want to analyze data and occasionally they want to communicate directly with them.

But generally speaking, these groups are kind of ambivalent about the brand talking to them because they feel like they own the brand.”

“Volvo owners kind of feel like they as Volvo owners own the brand and that Volvo is just kind of a caretaker,’’ he added. “Craft beer aficionados feel like they are the real owners of the beer. And they better get listened to or they’ll abandon the beer.”

The paradox of the cult brand is that, while being niche may engender customer enthusiasm and loyalty, it’s not a winning long-term strategy, O’Guinn said. Cult brands are marginal by nature, and typically only have a small market share.

Apple, for example, qualified as cultish in the brand’s early days when it captured only single-digit market shares in the tech industry. But now, with more than 50% of the global smartphone market, the company has moved far beyond that.

“Being a cult brand generally speaking is not a good thing in the long-run,” O’Guinn said. “In the short-run it can be. But if it doesn’t grow out of its cult status into a larger community and a larger market share, most cult brands go away or stay very small.”

O’Guinn, himself a “huge Kwik Trip fan” who makes about five trips to the convenience store daily, argues the brand, despite its diehard following, has grown beyond cult status.

“Today when I went, the line at 7:30 a.m. wrapped around the store almost twice.

That’s not cultish; that’s just popular,” he said. “… Now, is there a brand community around them? Yes. There are people who adore Kwik Trip. But it’s not a marginal brand.

It’s not cultish; it’s just successful.”

26 / BizTimes Milwaukee NOVEMBER 25, 2019

LUNASEESTUDIOS / SHUTTERSTOCK.COM

Performance of Elite will be key to relaunch of Midwest Express

T

BY ANDREW WEILAND, staff writer

Reviving cult brand status?

The revival of the Midwest Express brand, which once enjoyed cult-like status, particularly among Milwaukee area business travelers, presents an opportunity for the new airline company to recapture the loyalty of former die-hard customers.

In response to its planned relaunch, its supporters have expressed nostalgia for the former airline’s direct service from Milwaukee to numerous U.S. destinations, gourmet meals, spacious seats and freshly-baked chocolate chip cookies.

Those amenities and high level of service helped build the original Midwest Express’ customer loyalty, said Greg Aretakis, president of the new Midwest Express, which hopes to launch service in January, and a former Midwest Airlines executive. The original Midwest Express went out of its way to satisfy customers, sometimes booking them on other airlines if necessary to make up for a flight cancellation, he said.

“A cult (brand) is all about creating expectations and delivering on those expectations,” Aretakis said.

However, the strong loyalty to the brand could present challenges to the new Midwest Express.

Happy associations with the brand may bring people through the door initially, but the airline will have to meet customers’ high expectations to keep their business, said Brenda Skelton, a former Midwest Express executive who led its marketing efforts in the late 1980s and ‘90s.

Midwest Express won’t just face competition from other airlines; the company will compete with perceptions of the earlier iteration of the brand.

Skelton attributes the former company’s ability to capture flier loyalty to its philosophy of putting the customer first.

“First of all and most importantly, we hired great people,” she said. “Being headquartered in

Milwaukee was a real benefit for that. We had a genuinely Midwestern-friendly labor pool from which to recruit people. That would be first. We provided great training and ongoing and corporate culture work around the customer coming first … And then we had a superior product.”

It continued to build loyalty through a robust frequent flier program and selling merchandise, Skelton said.

How will the 2020 version of the company stack up against the former airline, which experienced its hey-day amid more favorable air industry conditions in the 1980s and ‘90s?

“The pros are that they’ll get a very easy trial because people have fond memories of the airline,” said Skelton, who today is executive council for Milwaukee-based Siebert Family Foundation. “The con is if they don’t live up to the customers’ expectations, which, frankly, have become mythic in proportion. That’s a real danger from a repeat standpoint… customers comparing the current product and what they remember of the old product.”

Given the significant changes in the industry over the past few decades, the new Midwest Express will need a new strategy to capture customers’ enthusiasm, Miller said.

The Milwaukee-based company may not be able to serve full meals on china plates, as its predecessor once did, but it could lean into its local roots among Midwestern customers, she said.

“Their challenges are going to be how to connect with consumers around the regional, local piece, and not so much around the bells and whistles,” she said. “They have to figure out what the 2020 version of (the airline) is ...You still need the cookies, but you don’t need the china.” n

he success or failure of the new Midwest Express Airlines will largely depend on the operation of an airline based in Maine.

When Midwest Express launches its service, the planes, flight crews and maintenance operations will be provided by Portland, Maine-based Elite Airways LLC. Midwest Express plans to have its reservation system up and running by Christmas, and hopes to launch its first flights in January, president Greg Aretakis said. Aretakis was vice president of market planning for Midwest Airlines from 2005-‘09.

“We are continuing to make progress,” he said. “We are testing (the reservation system) right now. We’re trying to get everything done and ready to go.”

It’s easier to get a startup airline off the ground by using a third party to provide the aircraft and handle the operations, according to airline industry analyst and consultant Robert Mann, owner of Port Washington, New York-based R.W. Mann & Company Inc. He estimates that Midwest Express has raised about $10 million to begin service and would need to spend another $2 million and take another 18 to 24 months to get certified by the federal government to fly its own aircraft.

So it is less expensive and faster to start an airline with a third-party operator, but for the new Midwest Express to be successful, it is critical that Elite Airways operate reliably, Mann said.

“If it runs fine then everyone will do just great, assuming the costs are right and there are no unexpected developments,” he said.

But if Elite does not perform well for Midwest Express, it could cause huge headaches for the new airline. If the arrangement doesn’t work out it would be extremely difficult to find another operator to replace Elite, Mann said.

“You need to make it work,” he said.

Elite had 13 planes as of 2018, including four that were not operational, according to U.S. Department of Transportation data.

Among the operational planes, four have 50 seats and five have 70 seats, for a total of 550.

The Elite fleet has an average age of 17.7 years.

Elite has capital leases on four of its planes and operating leases on the other nine, acquiring them between 2012 and 2018. biztimes.com / 27

STORY COVER

By comparison, in 2006, Midwest Airlines had 36 planes across its fleet with more than 3,600 seats. Midwest Connect, its regional airline subsidiary, had another 19 planes and more than 500 seats, according to SEC filings.

The difference in workforce between the two companies also paints a stark difference. In 2006, Midwest had 2,327 employees, plus another 1,115 at Midwest Connect, while Elite had 173 last year, according to SEC filings. Midwest had nearly 380 pilots and copilots while Elite had 47, according to DOT data.

With more planes and more employees, it is no surprise Midwest was generating more revenue than Elite. The Milwaukee airline had operating revenue of $664.6 million in 2006, compared to $133 million for Elite in 2018. Midwest had an operating profit of $592,000 in 2006 while Elite had an operating profit of $8 million last year. Around two-thirds of Elite’s operating expenses went toward flying operations, with another 15%, roughly $19 million, spent on maintenance.

Nearly 82% of Elite’s revenue last year came from charter passengers; about 16% came from scheduled passenger service.

Midwest Express executives are confident Elite Airways is the right partner to launch the new airline. “(Elite Airways) are great operators,” Aretakis said in August. “We’re excited to share them with our hometown people in Milwaukee.”

“When Greg first approached us about working together, we looked at everything and we thought, ‘What an incredible match this would be,” John Pearsall, president of Elite Airways, said in August.

“We think it’s going to be a great partnership.”

In August, Aretakis announced the new Midwest Express will begin with nonstop service between Milwaukee and Cincinnati; Omaha, Nebraska and Grand Rapids, Michigan. Midwest Express executives have talked to numerous Milwaukee business leaders about what destinations they would like to see added at Mitchell and those three 28 / BizTimes Milwaukee NOVEMBER 25, 2019

come up the most often, Aretakis said.

Milwaukee business travelers are eager to see direct flight service restored that was lost here with the demise of Midwest Airlines. In 2005 the airline flew 150 flights a day out of Mitchell International to dozens of destinations, providing 53% of the flight service at the airport, Aretakis said. Most of that service in Milwaukee has not been replaced by other airlines, he said.

If Elite Airways operates reliably, if there is enough demand for the service and if Milwaukee travelers patronize it, the new Midwest Express should be a success, Mann said.

Many Milwaukee area travelers continue to have a cult-like loyalty to the Midwest Express brand and the new airline hopes it will have the support of those customers.

The cult brand following for Midwest Express was fostered by the old airline’s two-across, wide leather seats, gourmet meals, warm chocolate chip cookies, direct flights to numerous destinations and a high level of customer service.

The new Midwest Express will be different.

It has promised to offer a high level of customer service and chocolate chip cookies. It will place an

emphasis on legroom over seat width, Aretakis said. Lack of fees and flexibility for customers will be important, he said. But the gourmet meals from years ago are not coming back, and it will be using smaller aircraft.

“This is not going to be the legacy Midwest Express,” Mann said.

The aircraft for the new Midwest Express will be 50-seat Bombardier CRJ-200 planes, which are used by regional carriers like United Express and American Eagle.

The CRJ-200 planes can be tight when full and generally are not preferred for flights longer than two hours, Mann said. Grand Rapids, Cincinnati and Omaha are all short flights, Aretakis points out. The small planes will give Midwest a competitive advantage, allowing it to provide service to regional business destinations that larger airlines are not serving and can’t justify with larger aircraft, he said.

“I suspect there are other routes that are in the short business-oriented zone that (larger airlines are) also going to pull out of,” Aretakis said. “Because the planes have gotten bigger and they can no longer justify the service.”

The CRJ-200 planes have less storage room in the overhead bins and don’t have Wi-Fi. These are “first world problems,” Mann points out. But Midwest Express will be competing with other airlines that offer more of these “soft touches.” Some travelers might be willing to layover on their trip to enjoy better amenities on another airline, he said.

“Everything is a trade-off,” Mann said. “The first rule of airline economics is people get the service they are willing to pay for. If they are not willing to pay for it, you’re not going to get it.”

But if travelers do support the new Midwest Express, the airline could in time again grow a significant Milwaukee hub, he said.

“If local interest is there, it will be built over time,” Mann said.

“If you give (customers) good flight times and you fly where they want to go and you don’t insult their intelligence with the price, you build your own competitive advantage,” Aretakis said. n — Staff writers Arthur Thomas and Brandon Anderegg contributed to this report.

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NONPROFIT EXCELLENCE AWARDS MEET THE 2019 WINNERS AND FINALISTS BizTimes Media recently hosted its sixth annual Nonprofit Excellence Awards program at the Italian Community Center in Milwaukee. The program honors reader-nominated corporate citizens and nonprofit organizations and leaders for their efforts to lift up those in need and make the Milwaukee area a better place. The event also included a panel discussion about the Milwaukee area’s homelessness and housing challenges, along with possible solutions and paths to stable housing.

Award winner and finalist profiles written by Catherine Jozwik Photos taken by Dan Profio

PLATINUM SPONSOR: biztimes.com / 29

2019

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Now through December 12, every time you play this special game, you are helping to raise funds for 31 children’s charities.

Learn more at paysbig.com/heart.

A LETTER FROM THE PUBLISHER The homeless encampment beneath the I-794 overpass in downtown Milwaukee is a highly visible representation of the region’s challenges with homelessness and housing instability.

The panelists at the 2019 Nonprofit Excellence Awards program explained the work that’s underway to connect individuals throughout metro Milwaukee with stable housing, along with possible solutions to prevent homelessness.

Nearly 500 gathered to hear their insights.

We also recognized the individuals and corporations that have made a difference in Milwaukee this past year with the Nonprofit Excellence Awards, from a competitive pool of

finalists. In the following pages, we share their stories, which we hope will inspire you to make a difference, as well.

Thank you to our sponsor, Potawatomi Hotel & Casino, for helping us shed a light on these model citizens.

DAN MEYER Publisher, BizTimes Media

POTAWATOMI HOTEL & CASINO PLEASED TO SUPPORT 2019 BIZTIMES NONPROFIT EXCELLENCE AWARDS Potawatomi Hotel & Casino is proud to support the hard work of organizations that truly make a difference in our community by sponsoring the 2019 BizTimes Nonprofit Excellence Awards. It takes many to move the needle for positive change in our community – change that helps local residents in many different ways.

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30 / BizTimes Milwaukee NOVEMBER 25, 2019

Our signature program, Heart of Canal Street, has helped hundreds of organizations provide direct service to children for a quarter

century. Since its inception in 1994, we’ve gifted more than $19 million to these organizations doing wonderful work throughout the community. Additionally, the Forest County Potawatomi has given millions more through its foundation.

By working together, our community and the people who live here will thrive. We thank everyone who works hard every day to improve our community and make it the best place to live, work and play.

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PREVENTION SERVICES KEY TO ADDRESSING REGION’S HOMELESSNESS CHALLENGES, COMMUNITY LEADERS SAY

By Lauren Anderson, staff writer More investment in homelessness prevention is needed to address the region’s housing instability challenges, according to a panel of community and business leaders.

The panelists – representing the nonprofit, for-profit and government sectors – recently discussed the Milwaukee area’s homelessness and housing issues, including the highly visible “tent city” in downtown Milwaukee and hidden family homelesseness, during the 2019 BizTimes Milwaukee Nonprofit Excellence Awards program.

Panelists included Eric Collins-Dyke, homeless outreach services manager for the Milwaukee County Housing Division; Mike Flynn, president of First Business Bank’s Milwaukee region; Michael Gosman, executive director of Acts Housing; and Beth Wierick, chief executive officer of Milwaukee Downtown-BID #21.

At its height, the tent city encampment, located under the I-794 overpass at the intersection of West Clybourn and North 6th streets in downtown Milwaukee, included about 93 individuals this year.

According to Collins-Dyke, those who inhabited the encampment last year had generally been experiencing chronic homelessness – meaning they were without stable housing for extended periods of time – prior to moving to the tents.

By contrast, the majority of people in the encampment this year had previously been in precarious housing, meaning they had substandard or unaffordable housing arrangements.

“I think that speaks to the concentrated poverty in the city, the bubble bursting and folks not being able to afford their rent,” Collins-Dyke said.

Over the past few weeks, leading up to a now-delayed deadline set by the Wisconsin Department of Transportation to evacuate the residents living under the overpass, county officials and nonprofit partners have been working to secure housing for those individuals. At press time

Beth Wierick, Michael Gosman, Mike Flynn and Eric Collins-Dyke discussed the region’s housing challenges during the 2019 BizTimes Nonprofit Excellence Awards. there were only a handful of people still living in the encampment.

Despite the visibility of concentrated homelessness downtown, overall homelessness in Milwaukee County is down by about 43% since 2015.

Over the past four years, the county has implemented a Housing First initiative, which connects homeless individuals to permanent housing and wraparound services to address issues that may have caused them to become homeless.

The Downtown BID has partnered with the county and other community organizations on its Housing First initiative for years, spearheading the Key to Change program to raise awareness and funds for move-in kits, a downtown homeless outreach coordinator and a Housing First endowment fund.

“Yes, we’re an economic development organization but the reality is successful communities that do well with economic development are cities of inclusion and equity and who take care of all of our citizens,” Wierick said.

United Way of Greater Milwaukee & Waukesha County, meanwhile, is taking on the issue of homelessness over the next five years, with the

goal of ending family homelessness in the region by 2025.

Flynn, a co-chair of the United Way’s 2019 campaign, was drawn to the cause because of his own childhood experiences with housing instability. When he was in middle school, his family was evicted from their home and they “bounced from friend to friend to friend” after that. His mother worked multiple jobs, earning just enough to feed his family, Flynn said.

Flynn said United Way’s initiative will invest in helping families, like his own, before they are displaced or evicted.

“We’re trying to get on the front end, the prevention side,” he said. “What are the issues that lead to people making choices that put them in a situation where they can’t find their way out?”

Milwaukee-based nonprofit organization Acts Housing helps low-income families who struggle with the costs of high rent to transition from renting to owning a home.

Long-term housing stability translates to positive impacts on family members’ mental health and earning potential, Gosman said. l biztimes.com / 31

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WINNER

LIFETIME ACHIEVEMENT AWARD

JIM MUELLER Jim Mueller, this year’s recipient of BizTimes Media’s Nonprofit Excellence Lifetime Achievement Award and founder of the Waukesha-based health benefits firm mueller QAAS, LLC, is wellknown in the local nonprofit sector for his record of philanthropy.

However, Mueller, who was previously president of the insurance brokerage and consulting firm Frank F. Haack and Associates and of insurance technology firm Zywave, Inc., doesn’t seek the spotlight, colleagues say.

“He’s one of those unsung heroes,” said Lynda Kohler, president and chief executive officer of SHARP Literacy, one of the many Milwaukee-area nonprofit organizations that Mueller supports.

“He has done so much in our community over the last few years.”

Mueller’s exhaustive list of beneficiaries includes the Marcus Performing Arts Center, the Sharon Lynne Wilson Center for the Arts, the American Cancer Society, the American Lung Association and the Make-A-Wish Foundation, along with educational institutions such as St. Augustine Preparatory Academy, the University of Wisconsin-Milwaukee, Marquette University and Marquette University High School.

Mueller is a champion of gender equality in the workplace, with a commitment to hiring women for leadership positions. More than half of the mueller QAAS staff are women, including vice president of business development Sandy Wysocki. He supports many women-led organizations, including the Women of Influence Club, Milwaukee Women, Inc. and TEMPO. Improving literacy rates among Milwaukee area residents is a high priority for Mueller and Mary Jo, his wife of nearly 40 years. Kohler noted that Mueller’s donations enabled SHARP Literacy to expand to include a K3 program and a program in Waukesha. Mueller’s commitment to the local literacy cause was recognized in 2017, when he received the organization’s Literacy Champion Award.

Mueller’s dedication to SHARP Literacy inspired his son, also named Jim, a sales executive with Anthem, Inc., to join SHARP’s Young Professionals board. The younger Mueller helped organize A Novel Event 2019, the literacy organization’s largest fundraiser.

32 / BizTimes Milwaukee NOVEMBER 25, 2019

In addition to his widespread financial support of numerous organizations, Mueller also gives of his time. He serves as a board member for many Milwaukee organizations, including Marquette University High School, the Alzheimer’s Association-Greater Wisconsin Chapter, Greater Milwaukee Committee and Greater Milwaukee Employee Benefits Council.

Suzanne Kelley, president and CEO of the Waukesha County Business Alliance, met Mueller in 2013 when his company joined the alliance.

“His first question to me was, ‘How can I help?’” she said.

Mueller is a member of WCBA’s Policy Board Committee and sponsors programs to motivate and mentor the next generation of leaders.

“Jim is strategic where he invests, always asking where his support is needed most,” Kelley said.

“His contributions of time, talent and treasure touch many worthy groups.”

Mary Ellen Stanek, managing director and chief investment officer for financial firm Baird Advisors, said Mueller is eager to share his expertise with entrepreneurs, encouraging young professionals and business executives in their professional endeavors.

“Jim is tireless in his commitment to Milwaukee,” she said.

“Generous with his time, energy and support, he continues to invest in Milwaukee’s future. It’s impossible to measure the return from his investment in the community and in others, particularly our future leaders.” l

2019

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WINNER

NONPROFIT COLLABORATION OF THE YEAR

MEDICAL COLLEGE OF WISCONSIN AND THE MILWAUKEE ACADEMY OF SCIENCE 2000 W. Kilbourn Ave., Milwaukee Through a partnership with the Medical College of Wisconsin (MCW), the Milwaukee Academy of Science (MAS) has helped prepare thousands of minority students for careers in STEM and health fields.

After noticing that less than 1% of all MCW students were Milwaukee-area minorities, Michael T. Bolger, former MCW president, founded the MAS at a building that once housed the Milwaukee Hospital and Sinai Samaritan Medical Center. Today, 97% of

Anthony McHenry

Mara Lord

MAS students are African American.

In addition to a typical high school curriculum, MAS students must take three or more science credits in subjects such as engineering, zoology, AP biology and environmental science.

MAS graduates have furthered their education at local and national universities, such as Howard University, UW-Madison, Northwestern University, Rice University and Milwaukee School of Engineering. l

“One hundred percent of MAS students graduate and are accepted into a post-secondary option.”

-Kathryn Kuhn, vice president of government and community relations, MCW

FINALIST

FINALIST

LUMIN SCHOOLS

UMOS, INC.

8242 N. Granville Road, Milwaukee

2701 S. Chase Ave., Milwaukee

Since 2002, The Lutheran Urban Mission Initiative, Inc. (LUMIN) and its eight participating schools have provided faith-based instruction to thousands of students in grades K4 through 8th in Milwaukee’s low-income communities, many of whom cope with emotional trauma and mental health issues.

Through collaborations initiated

by LUMIN vice president Caroline Horn with several local universities, including Concordia University Wisconsin and the University of Wisconsin-Milwaukee, LUMIN schools have helped many students remove educational barriers.

Graduate and undergraduate students enrolled in social work and counseling programs offer free one-on-one and group counseling sessions to LUMIN students. These sessions help lead to higher grades, increased emotional well-being, and fewer behavioral problems in the classroom.

Through its forward-thinking training program TechHire, UMOS, Inc., has helped many Milwaukee area individuals with employment barriers secure employment in skilled trade fields.

In response to Milwaukee area manufacturers’ need for computer numerical control operators, UMOS began developing an accelerated training program in 2017, aiming to reduce recidivism among previously incarcerated individuals and offer them employment skills necessary to enter the workforce.

The organization has partnered with several local organizations and institutions, including the Milwaukee County House of Correction, Milwaukee Area Technical College and the state Department of Workforce Development, to provide indi-

NONPROFIT COLLABORATION OF THE YEAR

“As a result of these collaborations, our community’s next generation of social workers and counselors hone their skills in a real-world setting while providing services to children who would likely not have access to these services elsewhere,” said Rebecca Ehlers, LUMIN vice president of marketing and communications. l

NONPROFIT COLLABORATION OF THE YEAR

viduals who are incarcerated or on parole or probation with GED/HSED instruction and a six-month CNC daily training program. Upon program completion, graduates receive a technical certificate and credentials.

All 12 TechHire program graduates have received full-time job offers, with hourly wages between $16 and $21. In the future, UMOS plans to extend the program to include Milwaukee-area women’s correctional facilities. l biztimes.com / 33

2019

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WINNER

NONPROFIT EXECUTIVE OF THE YEAR

HÉCTOR COLÓN President and chief executive officer, Lutheran Social Services of Wisconsin and Upper Michigan A 1992 United States Olympic boxer, Héctor Colón is not afraid to tackle challenges and take risks. During his tenure as president and chief executive officer of Lutheran Social Services of Wisconsin and Upper Michigan (LSS), Colón has led with a bold vision, helping the organization thrive.

One of the Midwest’s major health and human services organizations, LSS provides aid to nearly 40,000 individuals a year through dozens of programs focused on addiction, mental health, foster care, disabilities, refugee resettlement, youth and

family, and services for senior citizens.

Prior to Cólon’s tenure, LSS had not met its budget for four consecutive years. He led a reorganization and, after losing $2 million in 2017, LSS now has a $1.5 million surplus.

In addition, his collaborations with other area nonprofits and committees, such as Partners for Change, a group advocating for improved mental health services, has allowed LSS to further realize its mission to: “Act Compassionately. Serve Humbly. Lead Courageously.” l

“When we move beyond the myth that running a nonprofit business means sacrificing compassion, we can see that focusing on the bottom line, maximizing outcomes to quantifiable – rather than anecdotal – ends, allows an organization to stay deeply entrenched in its mission.”

FINALIST

FINALIST

SUE SMITH

MIKE THIRTLE

President, Nativity Jesuit Academy

President and CEO, Bethesda Lutheran Communities

As president of Nativity Jesuit Academy since 2015, Sue Smith has many accomplishments to her credit.

Smith, a marketing, fundraising, organizational management and community relations professional with more than 25 years of experience, has led Nativity Jesuit Academy as it has expanded from serving middle school students to now serving a total of 176 students in grades K4 through eight.

Nativity Jesuit Academy primarily serves Milwaukee’s Latinx community, and many graduates continue their Jesuit education at Marquette University High School, Cristo Rey Jesuit High School and Marquette University.

Funds raised during a successful $5 million campaign, which Smith initiated, have enabled the school’s Milwaukee campus to make much-needed renovations. Nativity

As president and chief executive officer of Bethesda Lutheran Communities, Mike Thirtle is tapping into the vast potential of cutting-edge technology to improve many facets of his organization.

The organization, which was founded in 1904 in Watertown, offers a number of programs for individuals with disabilities, including housing options in 13 states and employment support.

To help ensure Bethesda clients receive the highest-quality services possible, Thirtle plans to incorporate artificial intelligence technology into his organization.

“Before even entering a home, team members will interact virtually with a difficult-by-design avatar and will need to adjust their words, tone and body language in real time to appease the situation,” said Don Klein, Bethesda senior director of corporate

NONPROFIT EXECUTIVE OF THE YEAR

34 / BizTimes Milwaukee NOVEMBER 25, 2019

Jesuit Academy’s campus in Mercer – home to Camp Thunderhead, a summer academic program that offers daily classes in natural sciences, language arts and math, along with outdoor recreational activities – will also receive upgrades that are expected to be completed at the end of this year. l

NONPROFIT EXECUTIVE OF THE YEAR

communications and public relations.

Recently, the organization began construction of Cornerstone Village, a premier housing complex in Victoria, Minnesota, for ages 55 and up and people with disabilities, equipped with smart home technology to help foster independence. l

2019

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WINNER

NONPROFIT OF THE YEAR – LARGE

PATHFINDERS 4200 N. Holton St., Suite 400, Milwaukee Pathfinders, an organization that got its start in the basement of St. Mary’s Hospital in 1970, has expanded to include numerous services and resources for homeless and runaway youth in the Milwaukee area. After nearly half a century, Pathfinders assists approximately 7,000 youth per year, the vast majority of them being low-income people of color, and many who are LGBTQI. With several original programs and a caring staff, Pathfinders aims to serve young people who are under-served in the Milwaukee community.

The organization’s New Paths program works with

youth who have experienced sex trafficking, a major issue in the city of Milwaukee. Pathfinders also operates a mobile street outreach program, bringing supplies and offering referrals and resources to young adults facing housing insecurity throughout the city.

“Ultimately, our mission is ‘empowering youth—changing lives,’” said Renee Kirnberger, senior vice president of development and communications for Pathfinders. “By listening and learning from our youth, Pathfinders addresses the needs of young people in a way that remains relevant.” l

“The problem (of homelessness) that seems so intractable and complicated is actually quite solvable if we have the individual, political and community will to do so.”

-Tim Baack, president and CEO of Pathfinders

Tim Baack

FINALIST

FINALIST

FINALIST

CURATIVE CARE

LA CAUSA

Milwaukee, Menomonee Falls, Waukesha and West Allis

136 W. Greenfield Ave., Milwaukee

ZOOLOGICAL SOCIETY OF MILWAUKEE

NONPROFIT OF THE YEAR – LARGE

Since 1919, Curative Care has offered therapy and rehabilitation services, along with job and life skills education, to more than 200,000 Milwaukee-area children and adults with disabilities.

Curative Care was founded by occupational therapy educator Elizabeth Upham Davis, who worked to rehabilitate patients in military hospitals during World War I, and the Junior League. A century later, the organization continues Upham’s mission of compassionate care through more than a half-dozen programs, including pediatric care management services, adult day services and outpatient therapy services.

Curative’s programs have received recognition from the Wisconsin Center for Performing Excellence.

“Drawing upon our rich tradition of caring and service, Curative continues to use creativity and innovation as it adapts to the growing needs of people with disabilities or other limiting conditions in our community today and in the future,” said Michele Weinschrott, Curative Care director of development. l

NONPROFIT OF THE YEAR – LARGE

La Causa, Inc. has come a long way since its modest beginnings in 1972.

What began as a small bilingual day care center serving Milwaukee’s Latinx community has expanded into one of Milwaukee’s primary multicultural agencies.

La Causa offers numerous services and educational resources, all offered in English and Spanish, to thousands of children and adults in the Milwaukee area.

The organization includes six divisions and 25 programs, including the Crisis Nursery and Respite Center for children experiencing homelessness, domestic violence and other traumas, and professional administrative, human resources, marketing, and accounting support services. Other facets of La Causa include the Early Education and Care Center (EECC), and youth and adult social services divisions.

La Causa Charter School, which provides bilingual instruction to nearly 800 children from K4 through 8th grade, also incorporates activities to build science, technology, engineering, arts and math (STEAM) skills. l

NONPROFIT OF THE YEAR – LARGE

10005 W. Bluemound Road, Milwaukee For more than a century, the Zoological Society of Milwaukee has helped further the Milwaukee County Zoo’s mission of animal conservation, education and community outreach.

Founded in 1910, the nonprofit organization offers camps, classes, field trips and school programs to more than 200,000 Milwaukee residents.

With executive director Jodi Gibson at its helm, the organization has raised $19 million towards a $25 million campaign goal for the zoo’s major renovations, which include creating permanent habitats for animals in its African Adventure area. The new hippo exhibit, for example, will showcase amenities such as a 60,000-gallon pool and a beach.

“The Milwaukee County Zoo adds to the quality of life of residents and is one of southeastern Wisconsin’s most popular and cherished destinations in the region,” said Steve Jagler, director of corporate communications for GRAEF, which nominated the society for the award. l biztimes.com / 35

2019

CORPORATE CITIZENSHIP

PRESENTED BY:

WINNER

NONPROFIT OF THE YEAR – SMALL

ABCD: AFTER BREAST CANCER DIAGNOSIS 5775 N. Glen Park Road, Suite 201, Glendale For 20 years, ABCD: After Breast Cancer Diagnosis has offered its emotional support program to breast cancer patients and their loved ones.

Participants are paired with breast cancer survivors who have undergone professional training, based on their hobbies, age, background, marital and family status and similar cancer diagnoses.

Formed in 1999 by Melodie Wilson Oldenburg, a Milwaukee broadcast journalist and Emmy award winner, ABCD has helped nearly 100,000 individuals worldwide. ABCD maintains partnerships with many Milwaukee area businesses, including Kessler’s Diamonds, Brady

Corp., and Bayshore Town Center, which work with the organization to spread awareness about ABCD’s mission.

With a $500,000 investment by Hal Leonard Corp. chairman and chief executive officer Keith Mardak – which is part of a four-year, $2 million sustainability challenge grant – ABCD plans to expand its services. Several goals of the Mardak 2020 Breast Cancer Initiative include increasing outreach in Milwaukee’s African-American and Latina communities and adopting Salesforce’s customer relationship management software. l

“We’re here to complement the outstanding medical care that people are able to receive … by helping people sort through the fears, feelings and questions that come along with a breast cancer diagnosis.”

Ellen Friebert Schupper

-Ellen Friebert Schupper, executive director of ABCD

FINALIST

FINALIST

BRYON RIESCH PARALYSIS FOUNDATION

REVITALIZE MILWAUKEE

N14 W23900 Stone Ridge Dr., Waukesha

700 W. Virginia Street, Suite 306, Milwaukee

Since 2001, the Bryon Riesch Paralysis Foundation (BRPF) has raised nearly $5 million to support cutting-edge medical research through seven annual outings and events.

BRPF board president Bryon Riesch formed the nonprofit organization in Waukesha nearly 20 years ago after injuries from an accident caused him paralysis from the chest down and left him with limited arm use.

Several fundraisers – including the This is How We Roll fashion show, showcasing models using wheelchairs, and June’s Kayak for the Cure event held on Oconomowoc’s Fowler Lake – help educate the public about BRPF’s mission in a creative way.

In addition, BRPF offers scholarships to individuals and families

Headed by social justice activist Lynnea Katz-Petted, nonprofit organization Revitalize Milwaukee has helped low-income city residents, including veterans and senior citizens, with housing resources and major home repairs since 2000.

Revitalize Milwaukee has become the largest – and only free – provider of these housing services in the state. With an operating budget of under $2 million, the organization collaborates with local government officials, community leaders and business representatives to provide safe housing for many Milwaukeeans.

In addition, numerous Revitalize Milwaukee volunteers have donated their time – a total of 2,404 hours in 2018, according to the organization’s website – and skills to help the orga-

NONPROFIT OF THE YEAR – SMALL

36 / BizTimes Milwaukee NOVEMBER 25, 2019

NONPROFIT OF THE YEAR – SMALL

Bryon Riesch with a parent living with paralysis.

“Previous belief showed that spinal cord injuries were incurable,” said Janet Curtis, BRPF executive director. “With today’s modern medicine, however, the question is no longer, ‘Is a cure possible?’ but rather, ‘When is it possible?”’ l

nization with home repairs, administrative support and other tasks.

Revitalize Milwaukee has also contributed to the city’s economy by creating jobs for local tradespeople.

The organization employs 15 to 17 licensed and insured minority contractors on a daily basis, according to its website. l

SPONSORED REPORT

THERE’S NO PLACE LIKE HOME United Way and community partners set a goal to end family homelessness by 2025.

Everything starts with the home. Whether it’s having an address so you can be employed or being able to stay in the same school all year, at the root of all good things for families is a sense of place and a sense of home. Home is the foundation of a healthy and successful life.

Unfortunately, many families in our community are one missed rent or mortgage payment away from homelessness. That’s why United Way, along with community partners, have launched an initiative called Safe & Stable Homes: Ending Family Homelessness.

Krystina Kohler of United Way of Greater Milwaukee & Waukesha County points out that federal and philanthropic funding is traditionally focused on emergency needs, providing funding for temporary shelter. “Since we’ve been looking at homelessness this way for so long, it’s a challenge to see that homelessness can be eradicated, saving public funds and decreasing trauma in the meantime. But it can be done.”

While it may sound simple, the root of homelessness lies in a person’s lack of permanent housing. Families may still have other issues in their lives, but with a safe and stable roof over their

head, they can begin to address those issues outside of the experience of a constant crisis.

According to the U.S. Interagency Council on Homelessness, an end to homelessness means that homelessness is prevented whenever possible, and if it can’t be prevented, it is a rare, brief, and one-time experience.

This initiative will focus on prevention efforts including landlord/tenant mediation, legal aid in eviction court, one-time rent and utility assistance, and embedding housing case managers in schools to identify early signs of students’ housing instability.

We take for granted the power that a safe and stable home has on all the other factors in our lives: n

n

n

Health problems can be exacerbated by lack of stable housing. High medical bills can leave a person unable to pay for housing.

Frequent school moves, high rates of absenteeism, and low achievement for kids in school can all be attributed to frequent changes in a family’s living situation.

Opportunities for employment and financial stability are at risk without permanent housing.

“When you prevent a family from falling into the trauma of homelessness,” said Kohler, “you put their children in a position to succeed in school, and you put the parents in a position where they can focus on their income and avoid using crisis services.”

Special thanks to Brewers Community Foundation for their early support of this new initiative.

Visit UnitedWayGMWC.org to learn how you can join the fight for a permanent end to family homelessness in our community.

UnitedWayGMWC.org • 414.263.8100 • 225 West Vine Street, Milwaukee, WI 53212

2019

CORPORATE CITIZENSHIP

PRESENTED BY:

WINNER

SOCIAL ENTERPRISE

BEYOND VISION 5316 W State St., Milwaukee Due to uncertainties regarding workplace accommodations, many employers are reluctant to hire employees who are blind or visually impaired.

But Beyond Vision has numerous vision impaired employees and helps them overcome obstacles.

For more than 115 years, Beyond Vision has used innovation, such as 3-D printing and screen readers, to enable people who are blind or visually impaired to work for the organization, which was originally part of state government and became an independent nonprofit in 1985.

Seeking to reduce the 70% unemployment rate for blind people in the U.S., the organization assigns blind employees to many jobs, including assembly and packaging, manufacturing and customer care,. It provides products and services to local and national companies and organizations such as Harley-Davidson, Briggs & Stratton, GenMet, Caterpillar and the federal government.

All Beyond Vision employees, sighted and blind, receive competitive wages and benefits in environments that allow opportunities for advancement. l

“We’re all about providing people with visual obstacles a career path. We’re all about the mission. We’re all about servant leadership in the course of achieving our vision and mission.”

James Kerlin

-James Kerlin, president and chief executive officer of Beyond Vision

FINALIST

SOCIAL ENTERPRISE

ALLIANCE FOR STRONG FAMILIES AND COMMUNITIES – FEI BEHAVIORAL HEALTH 648 N. Plankinton Ave., Suite 425, Milwaukee FEI Behavioral Health has offered a myriad of services centered around employee well-being for 40 years, including crisis management, employee assistance programs, organizational development and violence prevention in the workplace.

Profits generated by FEI benefit the Alliance for Strong Families and Communities, the organization’s nonprofit parent company, a nationwide group of organizations working to enact positive social change at the community level.

“As a social enterprise, FEI leverages the Alliance network to achieve its business goals in ways that align with the Alliance’s guiding mission: to create a healthy so38 / BizTimes Milwaukee NOVEMBER 25, 2019

made and built in Wisconsin

A G U IDE TO

A P ROD UCT OF

made and built in south CENTRAL Wisconsin

Get involved with next year’s editions:

SPRING 2019

COVER STORY page 6

WHO MAKES IT?

WHAT IS IT?

Northeast Edition:

STUFF BLOWN UP page 12

Publishes February 17, 2020

Wisconsin sources for building Epic Systems’ auditorium

ciety and strong communities for all children, adults and families,” said Jeffrey Remsik, president and chief executive officer of Bottom Line Marketing and Public Relations.

FEI’s many organizational partners include IMPACT and Family Service Madison.

In addition, FEI is currently working on implementing a training series focused on equity, diversity, and inclusion in the workplace. l

Cost of LIving page 14 Personal budgets and finding a salary that works for you

South Central Edition:

Publishes January 20, 2020

Cool stuff made and built in south central Wisconsin

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check out our PROFILES - pgs 22-41 to learn about 10+ career opportunities!

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2019

CORPORATE CITIZENSHIP

PRESENTED BY:

WINNER

CORPORATE CITIZEN OF THE YEAR

KAPCO METAL STAMPING 1000 Badger Circle, Grafton Jim Kacmarcik, president of Grafton-based Kapco Metal Stamping, has made it his company’s philanthropic mission to help children in need.

Founded in 1972, Kapco regularly supports, sponsors and organizes nearly 200 charitable causes in the metro Milwaukee area, such as the annual Kids2Kids Christmas Toy Drive.

Kacmarcik and Neil Willenson, Kapco vice president of community relations, are the co-founders of Camp Hometown Heroes, a weeklong camp for children of fallen U.S. service members.

Kacmarcik and Willenson also co-founded Camp Reunite — a summer program reuniting children with a parent who is incarcerated — along with Kapco senior researcher Kenzie Kacmarcik and Andrew Gappa, director of Turning Rivers camp.

“For Kapco, there is no single greater reward than giving back to the community that has embraced their business for so many years,” said Pam King, executive director of the Grafton Area Chamber of Commerce, which nominated Kapco for the award. l

“When you give from your heart and you connect all the things that you’re so blessed to have, you make such an impact for so many people.”

Jim Kacmarcik

-Jim Kacmarcik, president and owner of Kapco Metal Stamping

FINALIST

FINALIST

SARGENTO FOODS

THE STARR GROUP

One Persnickety Place, Plymouth

5005 Loomis Road, Greenfield

Plymouth-based Sargento Foods, a family-owned and operated cheese distribution company since 1953, boasts decades of charitable efforts centering on education, shelter and food in Wisconsin communities.

Sargento has provided contributions for several organizations including Milwaukee Habitat for Humanity, to which the company has donated $1.7 million; Hunger Task Force and the United Way. With campaigns such as Double Helping for Hunger, which features 2018 National League Most Valuable Player Christian Yelich of the Milwaukee Brewers, Sargento has helped raise more than $1 million for Wisconsin families in need of food.

This year, Sargento teamed up with the Green Bay Packers and running back Aaron Jones for the annual Touchdowns for Hunger campaign.

The company aims to foster a spirit of giving in the workplace, offering time off for employees to

Charitable giving and volunteerism are the heart and soul of the Starr Group’s operations, illustrating the company’s Christian values.

Headed by president Paul Neuberger and executive vice president Mary Starr, the Greenfield insurance agency has raised over $1 million in 2019 alone for Wisconsin nonprofits, including the American Heart Association, of which Starr is chair of the Milwaukee board of directors.

To inspire a spirit of community giving in its employees, The Starr Group offers paid time off for volunteer activities during normal business hours. Each quarter, employees are asked to nominate a charity of their choice to benefit from fund-

CORPORATE CITIZEN OF THE YEAR

CORPORATE CITIZEN OF THE YEAR

Louie and Lou Gentine volunteer with nonprofit organizations, and provides a dollar-for-dollar match for employee contributions made during United Way’s corporate campaign. l

Mary Starr and Paul Neuberger

raising efforts.

“This mighty team of just 40 passionate individuals has donated money and time to make a difference in the lives of many,” said Starr’s director of marketing Cheryl Michalek. “We are thrilled to give back to a community that has provided us with so much.” l biztimes.com / 39

2019

CORPORATE CITIZENSHIP

PRESENTED BY:

WINNER

CORPORATE VOLUNTEER OF THE YEAR

CHRISTY ENGEL Local marketing director, Anthem Blue Cross and Blue Shield Christy Engel, local marketing director of Anthem Blue Cross and Blue Shield, regularly uses her communication and organizational skills to help further the goals of an organization that helps fight diseases affecting many lives—the American Cancer Society.

In 2004, Engel began volunteering for the Champions of Hope gala, a major fundraising event for the organization, held in Milwaukee each year. She now serves as chair for the gala planning committee. Through her leadership and

ability to connect with others, the event has experienced significant increases in attendance, revenue and auction items.

“Christy’s energy and passion to fight cancer are contagious,” said Hayley Johnson, American Cancer Society development manager. “Not only does she work to motivate her fellow committee members, but she has helped American Cancer Society staff make new connections and find new resources that will be immensely beneficial to enhancing our mission.” l

“(The American Cancer Society) continues to attack cancer from every single angle and their unique comprehensive approach gives us the greatest chance of saving more lives.”

-Christy Engel

FINALIST

FINALIST

GWEN ERICKSON

KATHRYN KEPPEL

Senior buyer, Velvac Inc.

Partner, Gimbel, Reilly, Guerin & Brown LLP

For Gwen Erickson, serving her community is almost second nature.

Erickson, a senior buyer for Velvac, Inc. in New Berlin, grew up in a family of volunteers. She has devoted her free time to many causes and organizations including a food pantry, a youth drop-in center, a community program planning committee, youth sports and a neighborhood watch.

After moving to Wisconsin from Illinois, Erickson continued to seek volunteer opportunities. She found a perfect fit in Susan G. Komen, a nonprofit organization dedicated to fighting breast cancer, a disease that affects millions of Americans every year. To date, she has single-handedly raised over $9,000 for the organization. Velvac

Kathryn Keppel, a partner with Milwaukee law firm Gimbel, Reilly, Guerin & Brown LLP (GRGB), is a champion of many charitable causes and organizations, preeminently the ALS Association-Wisconsin Chapter.

Battling ALS, a disease that claimed the life of former GRGB partner Jeffrey Kaufman, is a cause close to Keppel’s heart.

A longtime member of the ALS board of directors and currently board president, Keppel, along with the staff at her law firm, is instrumental in organizing The Evening of Hope, a black-tie gala to benefit the ALS Association.

“Kathy has put in so much emotion and fight for the ALS cause,” said Britt Frank, GRGB marketing director.

In addition, Keppel volunteers

CORPORATE VOLUNTEER OF THE YEAR

40 / BizTimes Milwaukee NOVEMBER 25, 2019

matches 100% of each donation.

“In the last four years alone, we have collectively sent over $33,730 to Susan G. Komen. I am humbled by the generosity of those who support me in this cause,” Erickson said. l

CORPORATE VOLUNTEER OF THE YEAR

her time to many fundraising events and nonprofit organizations in her hometown of La Crosse, including the Boys and Girls Club of Greater La Crosse and Aquinas Catholic Schools. l

2019

CORPORATE CITIZENSHIP

PRESENTED BY:

WINNER

IN-KIND SUPPORTER OF THE YEAR

TALL GUY AND A GRILL 6735 W. Lincoln Ave., West Allis In addition to serving locally-sourced farmto-table cuisine at area events, Dan Nowak regularly offers his cooking and hospitality to many Milwaukee organizations pro bono.

This year, Nowak, who founded catering company Tall Guy and A Grill in 2009 with his wife, Amanda, will donate nearly $70,000 worth of food and catering services to more than 10 Milwaukee organizations, including the Milwaukee chapter of the LGBT Chamber of Commerce, several Milwaukee Public Schools, Black Arts MKE, Renaissance

Theater Works and Local First Milwaukee. Nowak’s in-kind services enable these organizations to host fundraising events, which can be costly.

“From meals to guests to taking care of volunteer crews, Tall Guy and a Grill has always been a generous supporter of nonprofits,” said Kelly Andrew, president and chief executive officer of Filament Communication. “As this business has grown, so has their commitment to generous donations across a variety of organizations that support a variety of local causes.” l

“I’ve always felt that, as a business owner, I have a responsibility to give back to the numerous foundations and nonprofits we work with each year. Just as our community supports us, we support them through the many events that we donate meals to.”

Dan Nowak

-Dan Nowak

FINALIST

IN-KIND SUPPORTER

THE CORNERS OF BROOKFIELD 20111 W. Bluemound Road, Brookfield

16th Annual

THURSDAY

9:00 A.M. - 4:30 P.M. | Potawatomi Hotel & Casino

May 28, 2020

Reserve your booth online!

BIZTIMES.COM/BIZEXPO2020

Questions? Contact Linda Crawford: (414) 336-7112

Make connections

Build your network Grow your business

Besides offering shopping and dining experiences to Milwaukee area residents, upscale mall The Corners of Brookfield is also a supporter of many local nonprofit organizations.

The Corners provides support at little or no cost to these organizations, enabling them to host fundraisers and ultimately spread awareness about their mission.

Nonprofits that have benefited from these services include the American Cancer Society (ACS), the American Red Cross, the MACC Fund, K-9 Heroes and Gold in September.

In addition to a sizeable venue space, The Corners, which opened in 2016, offers many in-kind ser-

vices to nonprofits, including food and beverage, security, advertising, auction items and tent rental.

The annual value of these services to ACS alone exceeds $15,000. The Corners has also generated interest in nonprofit events through targeted advertising efforts, such as billboards and social media.

Since 2016, the ACS has raised more than $25,000 through fundraising events held at The Corners. l biztimes.com / 41

2019

CORPORATE CITIZENSHIP

PRESENTED BY:

WINNER

NEXT GENERATION LEADERSHIP

JUSTIN JULEY Marketing manager, HNTB Corp.

Justin Juley’s zest for planning events and motivating others goes far beyond his day job.

Juley, marketing manager for engineering firm HNTB Corp., is also president and a longtime member of Milwaukee’s American Cancer Society Young Professionals group, which formed in 2015, and a member of the ACS Wisconsin Leadership Board.

Juley has helped raise thousands of dollars through social media campaigns, galas and other fundraising events to benefit cancer research and

patient recovery programs.

Juley regularly attends ACS events and meetings, and his dedication to the ACS mission has brought many volunteers on board.

“Justin brings a contagious energy and passion for our mission to all that he does, and is an inspiration to our young professionals group, state leadership board, and other community partners who have had the pleasure of working with him,” said Kelsey Fogel, ACS senior community development manager. l

“(The American Cancer Society) is now digging into solving some really tough challenges about health disparities, access to care and creating healthier communities, and that’s work worthy of time and resources.”

-Justin Juley

FINALIST

NEXT GENERATION LEADERSHIP

JACKSON BUBOLZ Owner, Elevated Insurance The owner of Waukesha-based Elevated Insurance, Jackson Bubolz is committed to protecting the Waukesha County community.

Through its continuous philanthropic efforts, his business lives up to its name.

Bubolz has implemented several donation and volunteer programs within Elevate, including The Quotes Are Catalyst (QAC) and Elevate WI. QAC has donated more than $6,000 to organizations such as Habitat for Humanity, Secure Futures, the National Alliance on Mental Illness (NAMI), and Next Door, while Elevate WI volunteers have dedicated 400 hours of their time to various charitable causes.

Bubolz manages the Elmbrook Rotary Club’s social media accounts and is working with Town of Brookfield officials to help improve pedestrian safety in the Brook Park/ The Corners neighborhood.

42 / BizTimes Milwaukee NOVEMBER 25, 2019

ORDER YOUR REPRINTS!

2019

CORPORATE CITIZENSHIP

PRESENTED BY:

WINN ER

OF THE YEAR NONPROFIT EXECUTIVE

HÉCTOR COLÓN President and chief

executive officer,

Lutheran Social Services

of Wisconsin and

Upper Michigan

for senior citizens. its budfamily, and services LSS had not met boxer, Héctor States Olympic Prior to Cólon’s tenure, A 1992 United and take years. He led a reorganizato tackle challenges get for four consecutive million in 2017, LSS now Colón is not afraid and chief ex$2 tenure as president tion and, after losing risks. During his Services of Wissurplus.

Lutheran Social has a $1.5 million other area ecutive officer of Colón has led collaborations with for Michigan (LSS), In addition, his thrive. such as Partners consin and Upper and committees, helping the organization human nonprofits for improved mental with a bold vision, major health and a group advocating to further realize One of the Midwest’s to nearly Change, has allowed LSS LSS provides aid health services, Serve Humservices organizations, dozens of proCompassionately. a year through its mission to: “Act foster 40,000 individuals l health, ” addiction, mental Lead Courageously. grams focused on youth and bly. refugee resettlement, care, disabilities,

means a nonprofit business the myth that running bottom line, maximizing “When we move beyond, we can see that focusing on the n allows an organizatio sacrificing compassion – rather than anecdotal – ends, able outcomes to quantifi in its mission.” to stay deeply entrenched FINALIST

FINALIST

OF THE YEAR NONPROFIT EXECUTIVE

SUE SMITH

OF THE YEAR NONPROFIT EXECUTIVE

MIKE THIRTLE President and CEO,

Bethesda Lutheran

Communities

chief executive Jesuit Academy As president and Lutheran Comofficer of Bethesda is tapping into Nativity Jesuit As president of munities, Mike Thirtle has of cutting-edge 2015, Sue Smith Academy since the vast potential many facets nts to her credit. many accomplishme technology to improve fundraising, Smith, a marketing, of his organization. and which was management The organization, organizational ofprofessional in Watertown, community relations founded in 1904 for indi25 years of experinumber of programs a with more than fers including Jesuit Acadeence, has led Nativity viduals with disabilities, and emfrom serving in 13 states my as it has expanded housing options to now servstudents support. school middle ployment Bethesda clients students in grades To help ensure ing a total of 176 y services K4 through eight. receive the highest-qualitincorporate to Academy priplans Jesuit Nativity possible, Thirtle technology into Milwaukee’s Latinx and public relations. marily serves artificial intelligence communications began many graduates campus in MerRecently, the organizationVillage, community, and at Jesuit Academy’s Thunderhead, a his organization. home, a education Jesuit Cornerstone “Before even entering continue their cer – home to Camp construction of High School, complex in Vicinteract virtually program that ofMarquette University School and summer academic team members will a premier housing up sign avatar and High for ages 55 and in natural sciences, a difficult-by-de Cristo Rey Jesuit fers daily classes toria, Minnesota, equipped along with with their words, tone arts and math, people with disabilities, to help Marquette University. will need to adjust a success- language time to ap- and activities – will technology language in real Funds raised during outdoor recreational with smart home are ex- and body said Don Klein, .l campaign, which upgrades that ful $5 million pease the situation,” foster independence the also receive at the end of have enabled director of corporate Smith initiated, pected to be completed Bethesda senior campus to make year. l school’s Milwaukee Nativity this renovations. much-needed

President, Nativity

34 / BizTimes Milwaukee

29-42 NOV 25 Nonprofit

NOVEMBER 25, 2019

Excellence Awards.indd

AM 11/19/19 10:26

34

Awards, cover stories, special reports, advertisements, feature stories, whatever your interests may be. We’ll provide reprints of any published material.

As a member of the Next Generation Leadership committee, the Brookfield Chamber of Commerce’s program for young professionals, Bubolz is eager to pass on his knowledge to others. l

9

Call 414-336-7100 today and allow our reprint coordinator to assist you with some proven marketing ideas.

Strategies MANAGEMENT

» “We see each other all the time, so we don’t need to meet.”

Schedule more meetings next year Get together with your leadership team on a regular basis

“The most critical thing you can do to ensure accountability is to develop an effective meeting rhythm.”

Blah, blah, blah…

No matter what the excuse turns out to be, it’s a mistake not to meet with your leadership team on a regular basis. Here’s what I recommend: PLAN AN ANNUAL TWO-DAY OFFSITE MEETING. Start your year with this leadership team meeting. Separate the agenda into three parts: 1. Strategic 2. Building the leadership team’s esprit de corps.

3. Execution of business objectives.

Patrick Lencioni does a great job explaining the rationale of this type of agenda in his book, “Death

by Meeting.” If you aren’t meeting with your leadership team regularly, I recommend you start with this book.

The goal of the two-day meeting is more than just developing your annual business plan. First, you want to develop or review your long-term vision for the organization. Start by confirming or identifying your core values, establishing your 10-Year BHAG (Big Hairy Audacious Goal—Jim Collins), and diving into your environment with a SWOT (Strengths/Weaknesses/Opportunities/ Threats) analysis.

Finally, break the action items into 90-day increments (we call them “rocks”). Then the question is: how do we hold ourselves accountable?

The most critical thing you can do to ensure accountability is to develop an effective meeting rhythm. This means having effective weekly meetings and full-day quarterly meetings.

The weekly meetings should have a consistent agenda, be held without fail, and focus on staying on track. The quarterly meetings review the 90day rocks and establish rocks for the next quarter.

The rocks must always align with the annual initiatives and budget.

Finally, after every meeting – weekly, quarterly and annual – develop a set of cascading messages for the rest of the organization. And ensure everyone on the leadership team speaks with one voice and supports those messages.

It may sound overwhelming, but it’s simple and easy. In my next column, I’ll dig deeper into what makes a great offsite meeting.

If you’d like some free tools to help you get started, email me. I’d love to hear from you. Or if you wish to learn more, tune into my podcast, “The Best Business Advice You Will Ever Receive,” on Apple Podcast. n

Day 1: Strategic IF YOUR BUSINESS is on a calendar fiscal year, it’s likely you’re preparing for 2020.

Have you finished your 2020 budget? Chosen your health insurance options for next year? Prepared for employee reviews?

The most important question is: do you have your leadership team offsite meeting scheduled?

I’ve spoken to over 200 Vistage member companies this year and, surprisingly, only about one in five has a disciplined process for their leadership team meetings. This is a huge missed opportunity.

Why do so many organizations fail to do business planning? Here’s the excuse litany: » “Our meetings suck, so we stopped having them.” » “I can’t get everybody together.”

The brain struggles to switch quickly between strategic thinking, long-term thinking, and tactical execution thinking. So, make Day 1 strategic only.

Plan a team activity or exercise to help build team comradeship.

Most important, make sure your leadership team members understand that their roles require them to put the good of the organization above their functional area goals.

Day 2: Execution Start with your three-year direction. What will you need to do to work toward the Big Hairy Audacious Goal while living your core values?

Then develop your one-year annual initiatives, from three to five, max.

JOHN HOWMAN As a serial entrepreneur, 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. biztimes.com / 43

Strategies INNOVATION

Innovation and the art of the meeting Conduct an audit to ensure effectiveness AT ONE TIME, Kodak was the dominant provider of picture-taking technology in the United States and the world.

Everybody knew what it was to have a “Kodak moment.” Those days are long gone.

What happened?

In the late 1980s, the CEO had dedicated an entire day-long meeting to take a serious look at digital photography, on which Kodak held numerous patents.

The new team started their presentation on why they felt digital technology was the future of photography for consumers. Soon into the presentation, the CEO slammed his hand on the table, explained that Kodak was a chemical processing company, vowed it would never do digital, and basically told the presenters to get the hell out of there.

That meeting led to the demise of Kodak, ending 145,000 high-paying jobs, and the loss of one of the great iconic photography brands in the world.

Meetings can be deadly. It has once been said that only a committee in a meeting could have designed a giraffe!

According to a recent article in the Harvard Business Review, the DBS (Development Bank of Singapore) did a study of their meeting practices.

Chief executive officer Piyush Gupta learned that most of their meetings were dysfunctional and inefficient. They found that meetings often would start late and run late. Sometimes decisions were 44 / BizTimes Milwaukee NOVEMBER 25, 2019

made and sometimes they were not. People were dutifully arriving at meetings without a clear sense of why they were there. Some participants were active, but many sat in defensive silence.

Meetings, leadership concluded, were suppressing diverse voices and reinforcing the status quo.

In working with companies across America, I have frequently noticed the same meeting dynamic and terrible waste of time. I might add it is also a waste of money because time spent in those meetings could easily cost about $3,000 per meeting when calculating the pro rata salaries of people attending.

Formula for successful meetings There is a formula, tried-and-true, for truly creative meetings that drive innovation in any company.

Below are the basics that I highly recommend in conducting an audit of your meetings to determine if they are hitting the gold standard for great meetings: 1. Is an agenda distributed in advance clearly identifying the issues to be discussed so people can think about them and prepare?

2. Physical context matters. Does the room provide cues that ensure the meeting will be fun and encouraging true creativity?

3. Is the leader who is responsible for the meeting’s success, aka the meeting owner, identified?

4. Are all attendees given a clear opportunity to participate, even the introverts? (If you doubt this, please read Susan Cain’s book, “Quiet: The Power of Introverts in a World That Can’t Stop Talking.”)

5. Is there extensive use of flipcharts or whiteboards to clarify the problems or challenges and the potential solutions being discussed?

6. Does the leader of the meeting provide an opportunity at the end of the meeting for feedback and debriefing?

7. Are the meeting minutes and a responsibility matrix shared immediately following the meeting with all participants who attended so everyone knows what is to be

done and who is accountable for what?

8. Are the employees at the meeting periodically surveyed anonymously to determine whether their voices were heard and whether the meeting was effective?

9. How often are participants encouraged to ask, “Why?” By asking why, frequently it forces participants to examine the assumptions underlying the initiatives being discussed.

10. Is there extensive use of humor, including audio or video clips, to encourage laughter?

Humor moves us from our analytical left brains into the right hemisphere of our brains, the source of creative thinking.

An audit of your meetings is time well spent.

At the Singapore Bank they studied the results and impact of more efficient meetings and found it saved an estimated 500,000 employee hours and in surveys learned that the percentage of employees who said they had equal share of voice in meeting jumped from 40% to 90%.

There is therefore great reason to make sure you’re not the next Kodak because you failed to develop a culture that ensured productive, effective meetings! n

DAN STEININGER Dan Steininger, author, national and international speaker, and business advisor, is president of Steininger & Associates LLC, which helps companies drive innovation. He is also president and founder of BizStarts and can be reached at Dan@BizStarts.com.

Tip Sheet

business owners and leaders can show extra appreciation for their employees this holiday season.

1. Cash It’s always appreciated by employees, so you can never go wrong. However, monetary gifts should be handed out discreetly, perhaps folded into a greeting card. And it’s important to consider giving an equal amount to every employee.

2. Physical gift It should be an item suitable for every employee, regardless of gender or age. Weston suggests noise-canceling earphones for those who work in an open-concept office or new personalized aprons for those who work in retail.

3. Charitable donation Instead of gift-giving internally, donate to a local cause or organization or one that aligns with your company’s mission. “Share the decision with your employees, and offer

Recognize employees during the holidays

I

t’s that time of year again when companies are getting in the holiday spirit by doling out bonuses, throwing company-wide parties and giving gifts. In a recent article from the SCORE Association, acting chief executive officer Bridget Weston suggests six ways

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LILA ARYAN

INSIDE

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them a chance to learn more about the organization you’re supporting,” says Weston.

4. Profit-sharing A profit-sharing plan allows companies to reward employees at year’s end without paying out-of-pocket if revenue dips.

5. Year-end bonus Quarterly or yearly bonuses can be a good way to reward those employees who have met certain goals, but Weston says companies should document a bonus policy in advance “to determine who gets a bonus and under what circumstances.”

6. Learning opportunities Taking a class or learning a new skill may be the most valuable gift for some employees.

This could mean paying for conference registration or launching an education-stipend program. These opportunities should be focused on advancing employees’ skills or learning about adjacent roles in the company. n

You design…

.We deliver…Tom

Popalisky Presiden

Package includes industry exclusivity, full page ad, professional photography, design and editing, PDF and framed plaque of your profile and inclusion on the BizTimes.com Inside the Industry pages in the digital edition

DEADLINES: - Space: January 2, 2020 - Materials: January 4, 2020

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46 / BizTimes Milwaukee NOVEMBER 25, 2019

JAKE HILL PHOTOGRAPHY

PAY IT FORWARD

Brad Zepecki (second from right) and Brookfield Central High School teacher Ryan Osterberg (third from right) work with students Nabil Hussaini, Anja Logan, Aaron Melcher, Thomas Harmeyer and Rhea Ramachandran.

Brad Zepecki founded nonprofit to train teens in tech WHEN HE’S NOT RUNNING his own startup, Brad Zepecki, president and chief executive officer of Octavian Technology Group, leads a nonprofit organization that trains high school students in software development while providing area nonprofits with free technology services.

A few years ago, Zepecki, who at the time was CEO of software development and management consulting firm SafeNet Consulting, was looking to give back to the community and began exploring the idea of training students in the Elmbrook School District in advanced computer science by having them work on real-world projects. Around that same time, he met a representative from Milwaukee-based nonprofit organization Life Navigators and realized the potential to achieve two goals at once.

“I thought, ‘Wait a minute, why don’t we have the kids write software for the nonprofits?’ because some smaller community-based nonprofits are in need,” he said.

In 2017, he launched Code the Way with its first cohort, a group of 10 Brookfield Central High School computer science students. The students worked with volunteers to write an application that would track expenses, mileage and hours for Life Navigator employees.

The program takes students through a three-week masterclass that includes a crash course on software development and overview of the project, followed by six weeks of building the application.

Volunteers serve as technical leads to help students troubleshoot, along with liaisons who communicate between the nonprofit client and students.

“Not only do students learn the programming language, but they’re learning … application development methodologies that they wouldn’t be getting in high school,” Zepecki said. “They get that through having real professionals facilitate the work so they can get the full spectrum of application development experience. So

Brad Zepecki, President and chief executive officer Octavian Technology Group Nonprofit served: Code the Way Service: Founder

they’re way ahead when they’re done with the program.”

In its second year, the program grew to include 45 students from both the Elmbrook and New Berlin school districts, who built an application for Milwaukee-based nonprofit Heroes for Healthcare. This year, students wrote an application for the Convergence Resource Center, a nonprofit that helps survivors of human trafficking, that streamlined the organization’s management of volunteers, events and donations.

Code the Way, which recently received its 501(c)(3) status, plans to expand to serve Milwaukee Public Schools students and to run multiple projects for nonprofits simultaneously. The program has received support from Hydrite Chemical Co., Northwestern Mutual and Park Bank.

Zepecki, a Milwaukee native who attended Milwaukee Public Schools, said he wants to see more students inspired to pursue technology careers here, while also giving them a

leg up in their college studies. So far, two former Code the Way students have gone on to land internships in college with Facebook and Google.

“That’s where I get my energy,” he said. “It’s when I work with the kids and that gives me the fuel to do Octavian. It’s so rewarding to see them achieve things they didn’t think they’d be able to.” n

LAUREN ANDERSON Reporter

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

biztimes.com / 47

BizConnections VOLUME 25, NUMBER 17 | NOV 25, 2019

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

More than a century of training dentists This 1930s James Conklin photo shows the Marquette University School of Dentistry. The school, which recently marked its 125th anniversary, occupied the building at 604 N. 16th Street from 1921 to 2002. Known as Cramer Hall in honor of benefactor Harriet Cramer, the building was renovated in 2005 and has been expanded and includes the Schroeder Complex.

— Photo courtesy of the Milwaukee Public Museum

COMMENTARY

Lots of jobs coming, but can Molson Coors reinvent itself?

THE RESTRUCTURING PLAN announced recently by Molson Coors is big news for Milwaukee because the company will move hundreds of jobs here.

However, we shouldn’t ignore the fact that this company is in decline and is at a crossroads, which is why the restructuring plan is necessary.

“Our business is at an inflection point,” said Molson Coors president and CEO Gavin Hattersley. “We can continue down the path we’ve been on for several years now, or we can make the significant and difficult changes necessary to get back on the right track.”

Molson Coors is a massive company. It is ranked No. 294 on the Fortune 500 and last year had net income of $1.1 billion and sales of $10.8 billion. However, its profits were down 28.7% last year and sales were down 2.1%. In the third 48 / BizTimes Milwaukee NOVEMBER 25, 2019

REPORTER Maredithe Meyer maredithe.meyer@biztimes.com REPORTER Alex Zank alex.zank@biztimes.com

ACCOUNT EXECUTIVE Paddy Kieckhefer paddy.kieckhefer@biztimes.com ACCOUNT EXECUTIVE Molly Lawrence molly.lawrence@biztimes.com ACCOUNT EXECUTIVE Maggie Pinnt maggie.pinnt@biztimes.com ACCOUNT EXECUTIVE Christie Ubl christie.ubl@biztimes.com SALES ADMINISTRATOR Meggan Hau meggan.hau@biztimes.com

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

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

INTERN REPORTER Marla Hiller marla.hiller@biztimes.com

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

ART DIRECTOR Shelly Tabor shelly.tabor@biztimes.com

Independent & Locally Owned — Founded 1995 —

quarter of this year, the company reported a loss of $403 million. Its net sales for the quarter were down 3.2%.

Molson Coors produces dozens of beer brands, including the Miller brands, the Coors brands, Leinenkugel’s and Blue Moon.

The big legacy brewers have been in decline for years as consumer tastes have shifted in favor of craft beers from small producers.

But now an even bigger shift is happening: younger consumers are turning away from beer in favor of hard seltzer. The biggest beneficiaries of that trend have been Chicago-based White Claw and Boston Beer Company’s Truly brand.

Other alcoholic beverage producers are trying to play catch up in the hard seltzer market.

Molson Coors has its Henry’s Hard Soda brand, but its market share is small. The company plans to add a new hard seltzer brand, Vizzy, next year.

With so many millennials shunning beer in favor of hard seltzers, Molson Coors needs Vizzy to become a hit.

Vizzy is not the only new drink Molson Coors is working on. A joint venture of Molson Coors and HEXO Corp. recently announced plans to launch six cannabis beverage brands in Canada.

As the company pursues these non-beer brands to grow its business, it’s not surprising that

it is changing its name from Molson Coors Brewing Company to Molson Coors Beverage Company.

Expanding “beyond beer” is one of four goals identified in the company’s revitalization plan. Another goal is to grow its above premium brands, such as Blue Moon, while still investing in its most iconic brands, including Coors and Miller.

To accomplish these goals, the company says it needs to restructure. It will consolidate its operations, which includes making Chicago its North American headquarters and adding hundreds of white-collar “support role” jobs in Milwaukee.

After Milwaukee lost the Miller Brewing headquarters when the MillerCoors joint venture was formed in 2008, the vacant office space left behind became an attractive option for Molson Coors to consolidate its operations here.

Hopefully the company gets moving in the right direction and continues to grow its presence in Milwaukee. n

ANDREW WEILAND EDITOR

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

KABA’s 2019 Ovation Awards

AROUND TOWN

1

4

The Kenosha Area Business Alliance recently held its annual Ovation Awards, which recognize Kenosha County’s top businesses and organizations, at the University of Wisconsin-Parkside.

2

3

6

5

1.

PAM FULMER and KALEIGH FULMER, both of Fulmer Dentistry.

2.

DAN BRENTON of Wintrust Commercial Banking and JOHN KUEHN of CliftonLarsonAllen.

3.

SELINA GARCIA of Johnson Financial Group, LAUREN KOLEK of Partners in Design Architects, and CANDICE BAKER of Johnson Financial Group.

4.

AUSTEN HOENIG and JAKE JONES, both of CCB Technology.

5.

HEIDI TENNYSON and MEGAN WELLS, both of Christian Life School.

6.

LEAH IHLENFELDT and EMMA MCLAUGHLIN, both of Carthage College.

7.

TIM MANION, LAURA NERWIN and MICHELLE ECKERT, all of Catalyst Exhibits.

8.

TERRI SCHMIDT and KATHRYN ANDREA, both of Andrea & Orendorff; TERINA NELSON and ALI NELSON of Kenosha County.

Photos by Lauren Anderson

7

Women’s Fund Presents …

The Future, 2030

8

The Women’s Fund of Greater Milwaukee recently hosted its annual WF Presents event at the HarleyDavidson Museum. The theme was “The Future, 2030,” and featured economist and futurist Rebecca Ryan.

9.

9

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DEBORAH ROESNER of BMO Harris Bank and JOHN O’NEIL of CIBC US.

10. NANCY BERCE of Johnson Controls and MONICA SHAH-DAVIDSON of Google.

11

11. JAIME DIETZLER of Ansay & Associates, JIM DASH of Carlson Dash and NATE PRIESTAF of Ansay & Associates.

12. NANCY PETERSON of Quarles & Brady LLP, JASON JENTZSCH of EN2 Solutions and DR. TINA KEPPEL of Mequon Clinical Associates.

12

13. ROSEMARY LUGO-GROSS of Genesys, HOLLY WOOD of Deloitte and KRISTI JANKOWSKI of Sargento Foods.

13

14

14. RITIKA SINGH and ELIZABETH STRIKE, both of Associated Bank.

15. CARLENE JULIUS of New Resources Consulting, CARMEN PITRE of Sojourner Family Peace Center and SHERRI MANNING.

15

16

16. SONIYA YUNUS of Wisconsin Court of Appeals, SHARLEN MOORE of Urban Underground, JANAN NAJEEB of Milwaukee Muslim Women’s Coalition and JUDGE JOAN KESSLER of Wisconsin Court of Appeals.

Photos by Maredithe Meyer biztimes.com / 49

BizConnections MY BEST ADVICE

“ Bloom

PAUL A PENEBAKER President and chief executive officer

YWCA Southeast Wisconsin Industry: Nonprofit ywcasew.org Employees: 32 “THE BEST ADVICE I RECEIVED WAS TWOFOLD: Bloom where you’re planted and be honest. There will be times when you may not be exactly where you think you should be, but work as hard as you can in that place and do your best. While the rewards may not come as soon as you’d like, you will be recognized for your efforts at just the right time.

“That advice is often not appreciated today in this time of instant gratification. Baby boomer philosophy is viewed as passé and not helpful. It has, however, worked for me throughout my career.

“The ‘be honest’ bit of the advice is often easier said than done. However, blaming others for your shortcomings or, worse, lying about mistakes will diminish your credibility, something that is very difficult to reestablish. Fall on the sword. Admit when you’re wrong. Fix it and move on. That is the best you can do.”

50 / BizTimes Milwaukee NOVEMBER 25, 2019

JAKE HILL PHOTOGRAPHY

where you're planted and be honest ” AGE: 65 PROFESSIONAL EXPERIENCE: Penebaker worked for The Procter & Gamble Company in Cincinnati for 13 years in the management systems division before moving to Milwaukee in 1991. She began her career in Milwaukee the following year at First Wisconsin Bank as a member of the human resources department’s training and development staff and later became vice president and diversity manager. Penebaker joined YWCA Southeast Wisconsin in 1999 as chief human resources and facilities officer. She was named executive director in May 2005 and, shortly after, president and CEO. IN THE NEWS: Penebaker will retire at the end of 2019 after 20 years with YWCA. During her tenure, the organization extended its service area beyond metro Milwaukee into the broader southeastern Wisconsin region. YWCA SEW currently serves about 12,000 people annually. n

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biztimes.com/trends

Will the U.S. Economy Keep Plugging Along?

What’s In Store For 2020?

Is low unemployment driving consumer spending…and the economy….for how long? Will Low interest rates continue?

Is inflation on the horizon? Are domestic service businesses insulated from those that do business internationally?

Is manufacturing slowing down? How much longer will the overall economy grow?

Economist Michael Knetter Ph.D. and leading industry experts will provide their perspectives and answers to these questions and more at the 19th annual Economic Trends breakfast on January 24, 2020. Seating is limited – register today at biztimes.com/trends.

Featured speakers: - Michael Knetter Ph.D., Economist, President & CEO, University of Wisconsin Foundation (1) - Austin Ramirez, President & CEO, Husco International (2) - Jack Salzwedel, CEO, American Family Insurance (3)

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