BizTimes Milwaukee | November 27, 2017

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R E P L E H G HIRIN rvie wing te in s d il bu t n le Ta e g Mon ta

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plus MANUFACTURING JOBS PROJECTED TO DECLINE 12 REAL ESTATE INVESTOR BETS ON FOXCONN 16 MEET THE NONPROFIT EXCELLENCE AWARDS WINNERS 23

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December 7, 2017 • 7:00 - 9:30AM • Potawatomi Hotel & Casino Nine Top Business Leaders Share 10 of Their Best Ideas Nine leaders from Southeastern Wisconsin’s most successful companies will share 10 of their secrets to success, vision, company & personal philosophies and initiatives – both big and small – that can be applied to any leader or business. This will be a fast-paced discussion followed by a Q&A, where the leaders will present their top ideas.

Make plans to attend as you prepare to be a better leader in 2018.

To register, go to biztimes.com/90ideas

Presenters: • Dr. Eve Hall, President & CEO – The Milwaukee Urban League (1) • Jerry Jendusa, Co-Founder & Partner – STUCK LLC (2) • Vincent Lyles, President & CEO – Boys & Girls Clubs of Greater Milwaukee (3) • Marsha Mather, Owner – Laacke & Joys (4) • Jim Mueller, President – Mueller QAAS (5) • Ugo Nwagbaraocha, President – Diamond Discs International (6) • Marie O’Brien, President & CEO – EnterForce (7) • Rick Schlesinger, Executive Vice President – Milwaukee Brewers (8) • Vince Shiely, Partner – Lubar & Co. (9)

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4 Leading Edge 4 NOW

BY THE NUMBERS 5 FRESH DIGS 6 COFFEE BREAK 7 JUMP START 8 GETTING THERE ON MY NIGHTSTAND BIZ POLL 9 FROM CONCEPT TO COMPLETION 10 INNOVATIONS 11 IN THE NEIGHBORHOOD

12 News 12 PROJECTED MANUFACTURING JOB DECLINE DOESN’T CHANGE NEED FOR HIGHER SKILL LEVELS 14 MADE IN MILWAUKEE

16 Real Estate 40 Strategies

COVER STORY

HEIKKINEN PHOTO BY: IAN FARNHAM - SATURN LOUNGE

BizTimes Milwaukee (ISSN 1095-936X & USPS # 017813) Volume 23, Number 18, November 27 - December 10, 2017. BizTimes Milwaukee is published bi-weekly, except two consecutive weeks in December (the second and third weeks of December) by BizTimes Media LLC at 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120, USA. Basic annual subscription rate is $42. Single copy price is $3.25. Back issues are $5 each. Periodicals postage paid at Milwaukee, WI and additional mailing offices. POSTMASTER: Send all UAA to CFS. NON-POSTAL AND MILITARY FACILITIES: Send address corrections to BizTimes Milwaukee, 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120. Entire contents copyright 2017 by BizTimes Media LLC. All rights reserved.

Contents

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40 INNOVATION Dan Steininger 41 COACHING Paul Sweeney 42 FAMILY BUSINESS David Borst

Hiring helper

46 Biz Connections

Montage Talent builds interviewing software empire

Special Report

23 Nonprofit Excellence Awards Meet the winners of the 2017 BizTimes Nonprofit Excellence Awards. The annual program recognizes individuals, nonprofits and corporations for their efforts to make Milwaukee a better place to live, work and play.

A B C D: A F T E R B R E A S T CANCER DIAGNOSIS

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BIZTIMES MEDIA – Like us

NOW

BMO Tower construction begins in downtown Milwaukee

By Corrinne Hess, staff writer

A groundbreaking ceremony was held recently in downtown Milwaukee to celebrate the start of construction for the 25-story BMO Tower, an office building that will be home to BMO Harris Bank’s Wisconsin headquarters and Milwaukee law firm Michael Best & Friedrich.

The $132.6 million project is being developed by Irgens, which purchased BMO Harris Bank’s current 20-story office tower and adjacent seven-level parking structure at 770 N. Water St. in August for $7.1 million. The new office tower will be built at the site of that parking structure, which will be torn down.

BY THE NUMBERS Foxconn officials now say they plan to build a

32

MILLION-

SQUARE-FOOT

complex in Mount Pleasant.

Original estimates were 20 million square feet for the campus.

4 / BizTimes Milwaukee NOVEMBER 27, 2017

Irgens also is working on plans for a redevelopment project for the existing BMO Harris office tower, which could become a combination of residential, hotel and institutional office space.

During the groundbreaking ceremony, Milwaukee Mayor Tom Barrett praised developer Mark Irgens, chief executive officer of Irgens, for his vision and BMO Harris and Michael Best for their investment in the city. The BMO Tower project is just the latest example of a development boom occurring in downtown Milwaukee, Barrett said.

“The hits just keep on coming,” he said. “What we’re experiencing today is a very significant step in the Milwaukee renaissance. This city, at this time, is nothing short of remarkable. People are understanding how great investment in the urban center can be.”

The new 379,400-square-foot building is scheduled for completion in December 2019.

BMO Harris will lease 124,000 square feet and occupy the building’s first, and 11th through 16th floors. Floors 11 and 12 will have outdoor patios facing Lake Michigan, Irgens said.

Michael Best will lease 60,000 square feet in the top three floors, which will also include an outdoor patio on the 25th floor.

The building’s remaining space is available for lease.

Because Wells Street is on a slope, BMO will create a two-story flagship branch on the corner of Broadway and Water.

On the corner of Broadway and Wells, Irgens is planning 7,168 square feet of retail space, which will likely be a restaurant. There is another 3,826 square feet of restaurant space in the office tower.

Ten floors of parking for 647 stalls will be hidden within the building. The ramp will be built using translucent glass so at night it will be lit up, Irgens said.

On the lower level of the building there will be a full-sized fitness center with showers and lockers that will be free of charge for tenants of the building.

The building that will connect the 770 building and the new BMO Tower will be renovated and include a café that serves breakfast, lunch and cocktails at night.

“What we want to do is create a retail presence all over the block, from Mason to Wells Street and along Water Street,” Irgens said.

“I’m hoping this will be a catalyst for other things to happen downtown.”

First Pathway Partners has been engaged to raise $17 million in EB-5 financing for the project, which will reduce the mortgage term loan to $85 million and replace $6 million of equity. Irgens is not getting city assistance to finance the new office tower. n

DAN PROFIO PHOTOGRAPHY

FRESH DIGS

DIGITAL MEASURES LLC OW N E R / DE V E LOPE R : Timothy Dodge A RC H I T E C T S : HGA C O N T R AC T O R : Beyer Construction Ltd. C O S T S : $10 million C O M P L E T E D : September 2017

WHEN MATT BARTEL, chief executive officer of Digital Measures, began looking for a larger space for his firm, he had a very important requirement: the office had to be within walking distance of the Milwaukee Public Market.

Digital Measures, a growing software company focused on higher education, was moving to its third office in Milwaukee’s Historic Third Ward neighborhood, and Bartel and his staff had grown accustomed to eating lunch at the market.

The group found the perfect spot in the expanded Mercantile Building, 220 E. Buffalo St. The new 22,000-square-foot space, which fills the fourth and fifth floors, includes an outdoor patio

that encompasses two-thirds of the fifth floor.

The open floor plan allows employees to work indoors or outdoors, at their desks or at couches, in a large open kitchen or in smaller conference rooms collaboratively.

“Our new footprint takes into account the various ways people like to work, fostering collaboration and creativity in a comfortable environment full of residential touches,” Bartel said.

At the center of the space is a two-story custom wall with mugs representing each university campus visited. It serves as a reminder that clients are at the heart of Digital Measures’ work, Bartel said. n – Corrinne Hess biztimes.com / 5

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INDUSTRY: Real estate | EMPLOYEES: 22 • Before she could vote, she was managing properties.

“At 13 years old, I put in my application with my great uncle. I was hired as the laundry money manager for a local apartment complex.

Through the years, I progressed in understanding property management and financial statements. By the time I got my driver’s license, I was managing properties for family and partners whom we still do business with today.”

• Managing properties means managing the various personalities that rent them. “One of my favorite memories was a tenant calling to say someone broke into their apartment and was stealing their lunchmeat. The tenant said, ‘I can prove it! I put an ‘M’ on my lunchmeat when I put it in the fridge, but when I went to pull it back out, it’s a ‘W.’”

• Boomers and millennials aren’t all that different. “The dynamic between the two are oddly related. One generation isn’t ready to purchase single family homes, while the other generation can’t wait to get out of their homes.”

• Change is never easy, but it’s the best career advice she has ever received. “Accept change. Make change.

Yet remember to stay grounded on the foundation that made you successful.”

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6 / BizTimes Milwaukee NOVEMBER 27, 2017

stick with them forever.”

• She likes her coffee with French vanilla cream. n

LILA ARYAN PHOTOGRAPHY

It’s new from

• Making memories with family is something she cherishes.

“When I look back at my childhood, I can still picture every trip I had with my family. I love making those memories with my own family because I know those vacations will

PETE’S POPS LLC LOCATION: 2020 W. Wells St., Milwaukee FOUNDED: 2014 PRODUCT: Gourmet popsicles WEBSITE: petespops.net EMPLOYEES: 6 part-time

EXPERIENCE: Founder Peter Cooney also has a full-time job as controller at The Pabst Theater Group, managing all of the finances and accounting for the Pabst, Riverside and other venues the company operates.

Popsicle purveyor invents unusual rotating flavors

By Molly Dill, staff writer

LILA ARYAN PHOTOGRAPHY

GOAL: Open a kitchen and retail shop on the near west side

COFFEE ’N DOUGHNUTS. Blueberry Basil Lemonade. Sweet Corn & Blackberry Swirl.

Roasted Peach ’n Jalapeño.

Innovation and experimentation have helped the team at Pete’s Pops come up with some wacky flavor combinations.

Started in 2014 by Peter Cooney, the gourmet popsicle company sells a rotating menu of more than 50 pop flavors out of carts at farmer’s markets, pools, community events and businesses around Milwaukee.

“At the market, I usually try to buy the best fruit that’s available,” Cooney said. “Let’s say you walk in and there’s a giant batch of plums… so then you go to the kitchen and say, what can I do with this?”

Other times, the team is bored and dreams up a new flavor combination, like chocolate-covered potato chip. Or they get a request.

“City Lights Brewing and Lakefront Brewing both had us do beer pops for them this summer,” Cooney said.

There have been some misses, but some of the flavors, like avocado and salted watermelon, have surged in popularity.

At its summer peak, the startup sells about 1,500 pops per week out of three carts and via an increasing number of private events. The

Peter Cooney

company has grown each of the four years it has been operating.

“On any given weekend this summer, we were doing about six events on Saturday and Sunday combined, so we had carts all over,” Cooney said.

Pete’s Pops rents space at the Milwaukee Center for Independence, 2020 W. Wells St., but plans to establish a permanent space on Milwaukee’s near west side in the spring. The company won the Near West Side Partners’ Rev-Up MKE live pitch competition in 2016 and committed to locating in the neighborhood.

Pete’s Pops will move into a 1,200-squarefoot kitchen space at 3801 W. Vliet St. where the company will make its pops and sell them out of a walk-up window.

“I believe in the neighborhood,” he said.

“I’ve had to move kitchens every year, so I’ve always had an eye on finding a permanent location, but it was never a super close reality.”

The first prize also included $10,000 in cash and $25,000 of in-kind services that have helped boost the growing business. That helps, since Cooney has completely self-funded the company so far. Revenue is about $70,000 per summer, and most of the profit he’s made has been reinvested in the business. n biztimes.com / 7

Leading Edge

@BIZTIMESMEDIA – Real-time news

GETTING

on my nightstand...

THERE

WENDY BAUMANN President and chief visionary officer | Wisconsin Women’s Business Initiative Corp.

What set you apart for promotion?

“With the five years that I had in credit analysis, it was a natural transition to business banking because I had a solid foundation of understanding credit and understanding the numbers part of businesses that now I can have both conversations with business owners.”

Ultimate career goal?

“Ideally, at some point I would like to be president of our bank. I have some great mentors that are helping me develop some of my leadership skills,” including chairman Dean Fitting and president Vince Cameranesi.

Did you approach them?

“A few of them took me under their wing. Some of them I approached and wanted to learn about their careers and how they became CEOs and presidents. I firmly believe if you want to get somewhere, you’ve got to learn from somebody who’s done it before.”

In your free time?

“I’m part of the Milwaukee Curling Club. It’s really cool because I curl with people of all ages. We have people that are still in high school to one of our members is like 90 years old. The sport is fun in itself, but then after the curling game you sit down and have a drink with everyone, even the people you played against.”

Why continue living in Cedarburg?

“After high school I moved to the East Side. I got married last year and we’re actually expecting our first child, and as I got older I realized how great a place it was for a family.”

“A World of Three Zeros”

By Muhammad Yunus IN HIS NEWEST BOOK, microlending pioneer Muhammad Yunus takes stock of economic progress over the past several years and then sets new goals for global development.

As president and chief visionary officer of Milwaukee microlending and business coaching organization Wisconsin Women’s Business Initiative Corp., Wendy Baumann is a fan of Yunus’ work. So when she heard about his latest book, “A World of Three Zeros,” she ordered it immediately.

“Those three zeros are zero pov-

BIZ POLL

erty, zero unemployment and zero net carbon emissions,” Baumann said.

Among the approaches he suggests to accomplishing the three zeros are: Empower younger people; use athletics to foster teamwork; unleash the power of science with technology; and practice good government and governance.

“It gives you some hope that if you highlight some of these huge goals and if we work together as nations and partnerships, that we can accomplish some of these huge goals,” Baumann said. n

A recent survey of BizTimes.com readers.

Should historic preservation tax credits be eliminated?

What book are you reading? “‘Blink’ by Malcolm Gladwell.”

RAHIM KEVAL AGE: 29

YES:

NO:

23%

77%

HOMETOWN: Born in Virginia, raised in Cedarburg EDUCATION: Bachelor’s in finance, University of Wisconsin-Milwaukee PREVIOUS POSITION: Credit analyst, Partnership Bank CURRENT POSITION: Assistant vice presidentbusiness banking, Partnership Bank

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

8 / BizTimes Milwaukee NOVEMBER 27, 2017

from

CONCEPT

Compost Crusader to

COMPLETION APRIL 2014: Tashjian, a founding member of nonprofit Kompost Kids, seeks a more efficient, large-scale way to compost. She establishes Compost Crusader.

“We transported directly to a compost site in Caledonia, who would do all the processing, whereas before, we were the processor.”

5

Melissa Tashjian is passionate about getting people in the habit of composting their food waste. She collects and composts organic waste from area companies, schools and residences via her startup, St. Francis-based Compost Crusader. “Our goal is to try to create a culture around composting. If we’re able to come at it from both angles in communities, it’s a consistent habit within those communities, whether people are going to school, going to work or going home.” Through her efforts, revenue has grown to $300,000, with 100 commercial and 600 residential customers. “I feel like we’ve been almost doubling every year. I want to continue to keep up with that pace.”

1

EARLY 2015: Compost Crusader gets a $5,000 Kiva loan, purchases an 18-yard garbage truck and invests in new equipment that will fit its rear-loading truck. “That was a big expense to make all of those changes.

(But) we were able to examine the content of the material better and the equipment was a lot more affordable for us.”

2

FALL 2017: The company raises a $10,000 Kiva loan and purchases its third truck.

The Milwaukee pilot program is extended

to November 2018.

3

4

SUMMER 2017: Compost Crusader purchases a building and moves into a permanent office and garage space in St. Francis. It wins its category at the Governor’s Business Plan contest.

“We share the space with a steel fabrication company…and they actually make all of our dumpsters and help us maintain our trucks, as well.”

2016: Compost Crusader adds its second truck. It also launches residential service with 100 Shorewood residents and a one-year pilot program of 500 residents with the City of Milwaukee. Tashjian pays herself for the first time.

biztimes.com / 9

Leading Edge

BIZTIMES MEDIA – Connect

INN

VAT I

Big data for small businesses Welcomemat Services helps local shops target new movers

Gr ek

ow ic

z

Welcomemat Services Brookfield

INNOVATION: Data-driven direct mailings for new movers FRANCHISE: Paul Grekowicz FOUNDED: 2017 welcomemat ser vices.com 10 / BizTimes Milwaukee NOVEMBER 27, 2017

FOR SMALL BUSINESSES, the window between when new home buyers move to the neighborhood and when they establish loyalty to their favorite local establishments is critical.

Welcome packages and direct mailings have long been used to draw in prospective customers with product samples and coupons to neighborhood businesses.

A platform called Welcomemat Services puts a new spin on the well-established practice, providing small business with access to customer data ordinarily afforded only to larger corporations.

Welcomemat Services, a new mover marketing and technology company based in Atlanta, has franchises across the country.

Paul Grekowicz recently launched the franchise in the greater Milwaukee area after looking for a change of pace from his corporate marketing career. With his new business, Grekowicz has shifted his focus from major corporations to businesses found all along Main Streets, such as pizzerias, salons and auto repair shops.

Welcomemat targets new movers using its proprietary algorithm that factors in new mover data – information like age, gender, income bracket, spending habits and recreational activities. Local businesses can enlist Welcomemat’s services, allowing them to send a direct mail package to new movers within 60 days of their arrival.

Included in the package is a gift certificate that includes a unique QR code tied to the customer. What sets the Welcomemat service apart, Grekowicz said, is that it tracks customers’ redemptions – data that the local business can then use to further target customers.

Through Welcomemat, the businesses receive a monthly report showing how many redemptions their mailer yielded, the pro-

NS

Examples of direct mailings that are sent to new movers through Welcomemat Services. The gift certificates include a unique QR code tied to the customer, which is used to track whether the customer redeems it.

file of their redeeming customers and contact information for those customers. They can then use that information to reach those new customers through email campaigns or personalized thank you cards.

Following up with first-time customers, Grekowicz said, is key to capturing their loyalty.

“If you give a new customer, especially a new resident, positive personal touches, the odds of them becoming a loyal customer go up dramatically,” he said.

Coming from the corporate marketing world, Grekowicz said he’s used to working with clients that have larger budgets. So for small businesses, providing hyper-specific customer data to help them stretch ad dollars and boost response rates is useful.

“Big data is huge, and these are the types of things large retailers use but haven’t been made available to small businesses,” he said.

While direct mail may seem old-fashioned in the age of social media, Grekowicz said the marketing channel is actually backed by data showing it is effective, particularly with the coveted millennial demographic.

A recent Welcomemat study found millennials are twice as likely to respond to a direct mailer com-

pared to an online ad on sites like Facebook or Yelp. What’s more, he said, is new movers are 80 percent more likely to respond to a direct mail offer than other customers.

“Something physical still works,” Grekowicz said.

Grekowicz’s service area covers much of Waukesha County, stretching as far west as Oconomowoc, as well as communities in Ozaukee and Milwaukee counties.

With more than 2,200 new movers each month in his coverage area – paired with a wave of enthusiasm for shopping local – Grekowicz said it’s a good time to be getting the word out about the region’s small businesses. n

LAUREN ANDERSON Reporter

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

IN THE NEIGHBORHOOD

ORANGE HAT PUBLISHING 603 N. Grand Ave. NEIGHBORHOOD: Waukesha FOUNDED: 2011 OWNERS: Shannon Ishizaki EMPLOYEES: 2 SERVICE: Book publishing

Why did you start a book publishing company in Waukesha?

Shannon Ishizaki: “I felt there was a need for the happy medium of publishing options.

People picture New York, a traditional publishing house where it’s very intimidating and scary. And then there’s all sorts of self-publishing, but the quality is compromised because you may not have a background in design or editing. I thought, ‘There has to be a better way to produce quality books, because so many people have really great stories that need to be shared.’”

How do you get the word out?

“We talk with writers and writers’ groups, and then they tell their writer friends.

It’s mostly word-ofmouth that we’ve used to market.”

You have been at your current location since the spring. How is it treating you?

“We love it. We get walk-ins and the building alone is so iconic that it’s super helpful for people to find us. It’s a story in-and-of-itself. It was built in 1904, so everyone loves the woodwork and it’s a conversation starter.

Plus, it’s orange and we’re ‘Orange.’”

What genres do you publish?

“When I first started, it was mostly children’s books because I had met so many people who wanted to publish children’s books. But we’ve grown to be open to all genres.”

You added a marketing component recently?

“We throw book launch parties every Saturday to help authors get the word out. We offer website design and business card making and bookmarks.” n

“We’ve had a reduction in health care premiums the last three years straight.”

Phil Harrington, Executive Vice President and CFO Russ Darrow Automotive Group

Aurora Health Care helps businesses build healthier and happier workplaces. We offer more access to exceptional care, including more locations closer to home, more care options and world-class doctors, all at a cost that fits your bottom line.

To hear the rest of Russ Darrow Automotive’s story and to learn how we can work with your company, visit aurora.org/workwell

biztimes.com / 11

BizNews FEATURE STORY

Projected manufacturing job decline doesn’t change need for higher skill levels

12 / BizTimes Milwaukee NOVEMBER 27, 2017

Health care and social assistance

By Arthur Thomas, staff writer

Mining

jobs and increase in output only reinforces the need for people to have the right skills and the ability to adapt to rapidly changing technology.

“Having the latest and greatest skills and continuing to upgrade those skills is going to be the theme,” said Mike Shiels, dean of Shiels applied technologies at Waukesha County Technical College.

The BLS data shows nearly 75 percent of the manufacturing decline will come in production occupations, including a drop of roughly 245,000 assemblers and fabricators, 94,400 metal and plastic workers and 28,000 printing workers.

If manufacturers are going to increase their output with fewer employees, it will require more advanced technology, including automation, robotics, sensors, connected equipment and data. Many of the positions associated with those technologies require higher levels of skill, which Shiels suggested can make them more dynamic, challenging and rewarding.

Mike Reader, president of Elkhorn-based Precision Plus Inc., drew a distinction between assembly operations for original equipment manufacturers, and the manufacturing of components that go into those assemblies. He said he isn’t seeing “a significant game changer” on the component side.

Reader “I’m not seeing anything that’s going to significantly reduce the amount of headcount that’s required,” said Reader, who has been a staunch advocate for manufacturing careers, including putting his own

Educational Services Construction Professional and business services Leisure and hospitality Transportation and warehousing

Industry

AS BABY BOOMERS AGE and careers change, manufacturers have been among the most vocal in discussing the challenges they are having finding qualified workers. Countless programs and discussions have been started about how to attract people to available careers in the industry, and millions of dollars in resources have gone toward funding those solutions.

New projections from the U.S. Bureau of Labor Statistics, however, show a projected 6 percent decrease in manufacturing jobs nationally from 2016 to 2026. On the surface, the 736,400-job decline would seem to contradict all of the talk about available jobs in the sector. Only two other sectors, federal government employment and self-employed agriculture, are also projected to have a decrease.

Overall employment is expected to increase by 11.5 million, a more than 7 percent increase.

But the BLS data projects more than just a drop in manufacturing jobs. It also calls for an inflation-adjusted $1.06 trillion increase in the industry’s output, suggesting a 27 percent increase in productivity. Only the information sector, which includes tech and data processing companies, is projected to have a greater increase in productivity.

“We’re all going to be competing for workers and manufacturing might be the area that has the greatest ability to improve its producBrinkman tivity over that time,” said Buckley Brinkman, executive director and chief executive officer of the Wisconsin Center for Manufacturing and Productivity.

Manufacturing industry leaders say the projected decline in

Projected change in U.S. employment by 2026

Financial activities Other services State and local government Retail trade Wholesale trade Information Utilities Federal government Manufacturing -10

-5

0

5

10

15

20

25

Percentage SOURCE: U.S. BUREAU OF LABOR STATISTICS

money into the expansion of lab space on Gateway Technical College’s Elkhorn campus.

That’s not to say the headcount won’t shift. Reader said Precision Plus, which makes Swiss turned components, is experimenting with a collaborative robot to reduce the need for humans in some manual tasks. Freeing humans

from manual tasks allows for more focus on the intellectual side of the process, Reader said, increasing the need for better problem solvers on the shop floor.

The BLS projections support a shift toward higher skill positions, including increases in the number of industrial engineers, up 13,400, CNC machine tool programmers,

up 3,400, mechanical engineers, up 3,200, machinists, up 2,500, and welders, up 3,200.

Those are the kind of positions Shiels is already trying to train students for, and he said even if there were a 6 percent drop in the number of openings, WCTC still wouldn’t be able to fill them all.

Wisconsin already has a number of companies involved in the integration, installation and maintenance of automation systems, and companies will still need people to fix or program their equipment.

Still, the rise of automation and constantly evolving technology presents a challenge for those look-

“If you’re an employer and you aren’t figuring out a way that you’re going to keep employees over the long haul … you’re going to be left on the outside looking in.”

— Buck Brinkman, Wisconsin Center for Manufacturing and Productivity

“Clearly companies are going to be thinking about how to do it faster, leaner (and) more efficient, and automation plays a part of that,” Shiels said.

He pointed out southeastern

ing to attract people to manufacturing. The days of a high school diploma being an entry point have passed and even just getting some additional training after graduation may not be enough.

“That’s where our message really has to be that we’re training them for a career with many career paths, and not just a job,” Shiels said.

Brinkman said educational institutions will have to continue to evolve to help workers get the training they need.

“There are going to have to be constant on ramps and off ramps as technology continues to accelerate and the hot skills continue to change,” he said.

Reader has two children following him into the industry, including a 23-year-old son who graduated from Milwaukee School of Engineering and now works at Precision Plus in applications engineering.

“I see this as a great career path for him,” Reader said, adding it is important to continue to promote manufacturing and policies that allow the U.S. industry to be competitive.

Brinkman said it will ultimately fall on individuals to figure out the best way to stay ahead of changing technology.

“My worries are not for the kids that are coming out of school right now … it’s for the people in their 40s and 50s,” he said. “The guys who are coming out of school now totally get it.”

Even if the next generation understands the need to continually update their skills, employers will also have to help their cause.

That could be with internal training programs or partnerships with educational institutions, Brinkman said.

“Manufacturers and employers in general, for that matter, are going to have to find a way to attract and engage employees,” Brinkman said. “If you’re an employer and you aren’t figuring out a way that you’re going to keep employees over the long haul … you’re going to be left on the outside looking in.” n

biztimes.com / 13

BizNews

Relocation gives Waseen room to grow STEVENSON BELLOT faced a choice when his job with DuPont Co. was transferred to New York state.

His wife, Marianne, had already seen her position eliminated by the company. He could have made the move to Rochester, but instead the duo turned into entrepreneurs.

Almost five years later, the company the Bellots started, Waseen Inc., has moved from the Lincoln Warehouse in Bay View to a 15,000-square-foot building in the Havenwoods area on Milwaukee’s northwest side. The change gives the maker of probiotics roughly five times the space and room to continue growing.

“It couldn’t come at a better time,” said Stevenson, noting even in the few months since making the move, the company has taken on business it didn’t have the capacity for at Lincoln Warehouse.

Waseen makes private label probiotics for agricultural and human use, sourcing different strains of bacteria and making custom blends for customers. For humans, the products are mainly used as supplements. In animals, they are used as feed additives called direct-fed microbials.

“The idea behind most of those is, just like now in humans, to increase gut health and overall immune health and replace antibiotics,” Marianne said.

Other animal products are used to preserve animal feed in silos or for waste treatment.

The Bellots worked together at Pewaukee-based Agtech Products Inc. He worked in production and she worked in the lab and in marketing. The company was acquired 14 / BizTimes Milwaukee NOVEMBER 27, 2017

in 2008 by Danisco A/S, which was then acquired three years later by DuPont.

The series of acquisitions may have led to Marianne’s job being eliminated and Stevenson’s being transferred to Rochester, but it also created what would become a solid customer base for Waseen.

Agtech did business with a variety of customers, including some with small amounts of business. In some cases, those customers ordered as little as $10,000 worth of product per year; but DuPont didn’t want to do business with anyone doing less than $100,000 per year, Stevenson said.

“We started working with these very small customers and that’s where we found our niche market,” he said. “Eventually, by word-ofmouth, some bigger companies started contacting us. They like what we do and they like the stability of our company, that it’s owned by a husband and wife, that they have no fear at all that we are going to sell.”

Waseen is committed to being a private label manufacturer, while also offering customers flexibility and personal interaction.

“We don’t make our own product to compete with our customers.

We don’t believe in that,” Stevenson said. “If we are a private label company, if we are helping customers, our goal is to help them, not to compete with them.”

The Bellots didn’t take a salary for the first year and the goal was just to be able to break even and help the smaller former Agtech customers. The business did well enough in the first year that it needed to expand, going from 2,000 square feet

Waseen employees prepare for packaging at the company’s new facility.

WASEEN INC.

5711 W. Douglas Ave., Milwaukee INDUSTRY: Private-label probiotics EMPLOYEES: 6 WEBSITE: waseeninc.com

on the third floor of Lincoln Warehouse to 3,000 square feet.

When Waseen needed to grow again, there was no room available, and a third floor location isn’t the most conducive to sending or receiving deliveries. The Bellots found their new home on West Douglas Avenue after the former owner, wholesale bicycle parts distributor Olympic Supply Co., moved to a new facility on North Teutonia Avenue.

The new facility gives Waseen room to have its own laboratories, along with expanded space for production, inventory and offices. The challenge now is to grow into the available room at a manageable pace.

“We are a small company, but very efficient, and to find good employees has become very difficult,” Stevenson said. “We are very careful in picking our lab staff, because we want to make sure that they’re in it for the long term.”

The company took more than a year to make a decision on hiring a manufacturing supervisor and is now in the process of adding a microbiologist. Even with a small com-

pany, the Bellots are cognizant of the need to offer benefits to attract employees and also are looking to add team building activities with other area businesses.

“We are trying to make sure our employees are happy, they’re satisfied,” Stevenson said. “We like people that are in it for the long run, people that you can trust, people you can depend on and count on to be reliable.”

“Every hire is really crucial,” Marianne added. n

ARTHUR THOMAS Reporter

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A) 7414 Braun Road, Mount Pleasant B) 3247 County Highway H, Sturtevant C) 12721 Louis Sorenson Road, Sturtevant

Real estate investor betting on Foxconn

When President Donald Trump alluded to negotiations between a “major, incredible manufacturer” and Wisconsin officials in June, rumors, followed by media frenzy, surrounding a mega manufacturing plant coming to the state persisted for weeks.

Ultimately, Foxconn Technology Group chose Wisconsin and in

October, announced it would build a $10 billion facility just east of I-94, between Braun Road and Highway KR in Mount Pleasant.

But before anyone knew if it was coming, or where the site would be located, northern Illinois-based real estate investor Jeffrey Rothbart was asking questions of his own.

And through his own investigative work, he appears to have struck the real estate lottery.

Rothbart, managing director of Northbrook, Illinois-based Stack Real Estate LLC, has four parcels of land near the Foxconn site, totaling 222 acres, under contract to purchase.

The first, a 33-acre parcel at 12721 Louis Sorenson Road, is located in the $764 million tax increment financing district created by the Village of Mount Pleasant, which means Rothbart will benefit from the infrastructure upgrades made to the property.

A 26-acre parcel, at 3247 County Highway H, is directly across the street from Foxconn’s future expansion site.

Rothbart is also purchasing a 62-acre site two miles east of the Foxconn site, at 7414 Braun Road.

On Nov. 16, Rothbarth put

UGLY BUILDING: 633 W. WISCONSIN AVE. Driving north on Milwaukee’s Hoan Bridge, a large Miller Lite sign can be seen in the distance, signaling that you are, in fact, headed into Brew City.

The sign is perched atop a 20-story, 53-year-old office tower on West Wisconsin Avenue.

Unfortunately, the building’s age does not give it character.

The L-shaped, 230,495-square-foot 633 Building is covered with small windows and its connecting five-story, 193,800-square-foot parking garage, while convenient, leaves much to be desired from an aesthetic standpoint.

The building, which is owned by Zilber Property Group, is centrally located. And with 94 percent of it leased, its tenants may not be able to see a lot out of the tiny windows, but their views – especially from the top floors – must be amazing.

16 / BizTimes Milwaukee NOVEMBER 27, 2017

another 100 acres under contract in Franksville, at Highway V and Golf Road, just south of Highway K. The vacant site is about Rothbart 4.5 miles from where Foxconn is planning to build.

“I’m planning to build on it for Foxconn suppliers and subcontractors,” Rothbart said, adding that he plans to continue to acquire property in Racine County on a strategic basis. “Without giving away too much of the secret sauce, I think I have unlocked the mystery of this thing.”

So how did Rothbart figure out these prime locations?

It started with young children, small bladders and a chance meeting.

“My wife is a Milwaukee native, so I travel this corridor all of the time,” he said. “Usually, I have to get off on Highway 50 or Highway 20 for my kids to go to the bathroom, and I’ve been noticing all of the development.”

In February, Rothbart was in Kenosha County for a meeting and drove east on Highway 50 to Green Bay Road.

After his meeting, he continued to drive around Kenosha and into Racine and noticed a lack of garden-style apartment complexes.

That is when he decided to put his first piece of land under contract in Wisconsin. Rothbart has an option to purchase 37 acres from the Racine Public Library board of trustees at North Green Bay Road and Spring Street in Mount Pleasant, where he plans to develop multi-family housing.

He has not yet moved forward on the project because the village has a moratorium on new sewer connections. Samuel Schultz, community development director for the Village of Mount Pleasant, said the moratorium could be lifted by the end of 2018.

It was while Rothbart was working on plans for the multi-family housing project in Mount Pleasant that he caught wind of Foxconn.

“I started talking to people and a lot of the information I got

said it would be in between the interstate and Highway H and KR and 20,” Rothbart said. “I looked at a map, got in my car and drove through people’s farms and God knows what, until I was able to tie up the land.”

Before founding Stack Real Estate, Rothbart received his bachelor’s from Emory University, his juris doctorate from Chicago-Kent College of Law and his master of law degree in Taxation from Northwestern University.

Rothbart is also the head of investments for Peer Realty and a principal at Birchwood Health Care Properties LLC and Insignia Homes.

He plans to purchase the four parcels in Racine County over the next six months to a year. Foxconn expects its land transfers will take place in early 2018 and it will break ground on its $10 billion campus in spring.

Rothbart is still in the process of master planning his sites and working out a timeline for the construction projects. Since the Foxconn project was announced, there has been excited speculation about the draw of new suppliers to the state.

Foxconn’s campus is projected to create more than 11,400 supply chain jobs, according to a company-commissioned report.

“I’m optimistic there will be a speculative industrial component on the land,” Rothbart said.

“At the end of the day, there just isn’t enough space to meet the demand of the users.” n

LEGACY LOFTS Work has begun to redevelop the former Blommer Ice Cream Factory in Milwaukee’s Lindsay Heights neighborhood into a housing development.

The Legacy Lofts project at 1500 W. North Ave. includes rehabilitating and converting the historic former factory into 38 mixed-income apartments. A new building with 26 more mixed-income units will be built on vacant land just west of the existing building.

The $13.9 million project will bring to life the long-vacant former factory, which was built in 1928.

OWNER: Galst Food Properties LLC DEVELOPER: Evergreen Real Estate Group and Legacy Midwest Renewal Corp.

CONTRACTOR: Greenfire Management Services LLC

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Phone: 414.336.7112 Email: advertise@biztimes.com biztimes.com / 17

STORY COVER

R E P L E H G HIRIN in te rvie win Mon ta g e Ta le nt bu il ds

g soft wa re em pi re

Heikkinen 18 / BizTimes Milwaukee NOVEMBER 27, 2017

IT WAS GAME 7 OF THE 2016 WORLD SERIES, and Kurt Heikkinen was watching intently at home. During a 17-minute rain delay in the 10th inning, Heikkinen interviewed seven candidates for a position at his company, Montage Talent Inc., from the comfort of his couch using its on-demand video interviewing software.

He viewed each of the candidates’ pre-recorded responses to his questions, and moved on within a couple of minutes if he felt the person wasn’t a fit.

“You would erode your brand if you got on the phone (with a candidate), you scheduled 20 or 30 minutes, and after three minutes you said ‘You know what, I’m not interested.’ This gives you the ability.

Major time savings,” Heikkinen said.

That’s the key value proposition of the technology Heikkinen and three other co-founders developed in 2007 to allow employers to more efficiently schedule and conduct interviews, driving down their costs and time per hire.

Montage has quietly been building its presence in the world of human resources technology out of an unassuming office in Delafield.

And come December, the firm will be moving into a much larger office space next door. Because while you might expect a rapidly growing software developer with a client base that includes global powerhouses like Capital One Financial Corp., Wyndham Worldwide Corp. and Samsung Group to move to a larger city, its leadership sees Delafield as a competitive advantage.

“Eighty percent of the hires that we make, we’ve been really blessed to tap into the greater Milwaukee area, but even the east side of Madison,” said Heikkinen, president and chief executive officer.

“Being one of the few SaaS technology companies, we’ve created an opportunity that’s unique, so we’ve been able to attract some of the best software engineers in the area who want the experience of helping to build product that’s used in the enterprise outside of their organization – something that’s very different from a software engineer working inside of Johnson Controls or Manpower or Northwestern Mutual Life.”

Montage recently raised an $8 million series D funding round, a rare feat for a Milwaukee company, and acquired Costa Mesa, California-based market leader

HEIKKINEN PHOTO BY: IAN FARNHAM - SATURN LOUNGE

BY MOLLY DILL, staff writer

GreenJobInterview. The acquisition closed Aug. 31 for an undisclosed price.

The 85-employee firm is growing at a 50 percent annual clip, with plans to increase to 300 employees within five years, driven by demand from large corporations for more efficient and less costly hiring processes. While Heikkinen won’t get into specifics, he describes Montage as having “strong ongoing profit potential.”

THE NEED Hiring is a massive challenge for businesses across the globe. Companies spend an average of $4,129 per hire and the average time to fill a position is 42 days, according to the Society for Human Resource Management’s Human Capital Benchmarking Report.

Add in the tight talent market and pronounced labor shortages in many industries, and employees have gained significant leverage while employers compete for their attention.

Montage offers video, voice and text interviewing software-as-a-service and hiring process tools to large corporations. It already commanded the large corporation chunk of the human capital management market, but by acquiring GreenJobInterview, has expanded its client list with firms like Wal-mart Stores Inc., MillerCoors LLC, Anthem Inc., The Home Depot Inc. and PepsiCo Inc. The merged company serves 100 of the Fortune 500 companies and 300 total clients, including a number of competitors. But that hasn’t presented a challenge, Heikkinen said.

“In many instances, those clients see it as validation that they’ve made the right decision,” he said.

And Heikkinen sees room for continued growth, both by bringing on new clients and adding new products, and via strategic acquisitions.

“One of the things we need to be mindful of is the great market potential that exists,” Heikkinen said. “We look at the category in which we sell as a $1 billion-plus category.”

Founded in 2007 by Heikkinen, Andy Bonk, Mike Bonk and Patrick Foy, Montage was originally called Expressume, but rebranded in 2010. Andy Bonk and Foy are also still with the firm.

The original idea was to allow job candidates to better present themselves using video. Now, it is targeted to employers.

“By definition, Montage is a film editing technique that brings together pieces of information to tell a story, and we thought that was perfect in terms of both the medium in which the technology exists, but also what we do for employers,” Heikkinen said.

Configurability and the ability to integrate with a client’s other technologies are key differentiators for Montage, he said.

Montage’s competitors include Skype, WebEx and Facetime, but those applications aren’t purposely built for interviewing or easily integrated with other technologies in an enterprise, Heikkin-

en said. It’s competing for niche market share with other video interviewing firms like VidCruiter, Spark Hire Inc. and RIVS Inc. Even as the job market and economic conditions change, Heikkinen expects the candidate-centric market to continue as the gig economy proliferates.

Millennials expect this experience, he said.

“We think about growth,” Heikkinen said.

“We don’t think about near-term exits because we think there’s a long, long runway for the success of this company. We see a long growth trajectory for years to come. We think more in terms of future acquisitions than we do in terms of exit.”

HOW IT WORKS The traditional recruitment process doesn’t work for anyone involved, Heikkinen said. It’s rife for disruption.

“There has been technology to help support connecting employers and candidates at the top of the funnel,” he said. “Where innovation hasn’t happened is once that candidate becomes engaged.

And that’s where the process is very slow and very frustrating for the candidate.”

It’s the part of the process in which the applicant does a lot of waiting and wondering.

“Those pains and challenges are driving our growth,” Heikkinen said. “People know they have to do it better. There has to be a better way for the candidate to compete, to win that war for talent, and for the efficiency and effectiveness of the re-

employees in markets and areas that they never would have been able to reach before.”

The applicants auditioned for the broadcaster job via an on-demand video interview, uploading their highlight reels and calling a sports clip in real time.

Or, interviews could be conducted via SMS using Montage’s newest product.

It is helping FedEx fill 100,000 positions for the holiday season, and on-demand chatbot text interviews are a way to ask knockout questions like: “Are you willing to work for $12.25 an hour?,” “Can you start Nov. 1?” and “Can you lift more than 25 pounds?”

Employers can allow candidates to pause the interview and come back to it later, or re-record their answers. But when the employer wants the candidate to think on his or her feet, such as a technical proficiency question, the employer can turn off that feature.

The employer can pre-record questions for a phone interview that is administered to the candidate at his or her preferred time. The candidate has the option to hang up and call back later.

“We afford the client a tremendous amount of configurability or control over the candidate experience,” Heikkinen said.

Montage has been able to reduce its clients’ time to hire by two to three weeks for professional positions.

“In the past, a recruiter might only do two phone interviews in an hour. Now, with our application they can review 10 or 15 applicants in an

“We have an internal term here called a zebra. When you see a zebra, you don’t confuse it for another animal, right? You’re pretty sure when you see a zebra, it’s a zebra. That same concept applies to our ideal client profile.” cruiting teams.”

The average recruiter has upward of 50 job requisitions at one time, and may be juggling 100 different applicants.

Montage’s on-demand interviewing allows a candidate to record videos answering a set of questions whenever he or she is available.

The companies using Montage software create a virtual foyer to brand themselves and engage candidates, where they often explain more about the position, introduce the candidate’s potential co-workers and even do a video tour of the office.

The hiring manager at Blue Bunny ice cream maker Wells Dairy Inc., for example, opened the freezer and showed candidates the free ice cream inside.

“ESPN had a specific initiative to improve the diversity of their on-air talent,” Heikkinen said.

“Bristol, Connecticut’s not a great spot from a diversity standpoint, so they essentially used our technology and over a six-week period, were able to reach over 500 applicants from over 53 different countries. That foyer becomes a great way to elevate an employer’s brand, a great way to reach

hour,” Heikkinen said. “They’re getting A level talent as opposed to the B level talent because they move faster.”

Clients pay for Montage via multi-year annual subscriptions, priced per hire. The cost ranges from $15,000 to $1 million annually, depending on how much a client uses it. Client success managers from Montage help implement the solution at the company, demonstrating its attributes and helping drive adoption.

“You have to do some education, you have to do some evangelism and you have to help people understand how it can impact their day-to-day,” said Sarah Doughty, vice president of client success at Montage.

Doughty helps clients calculate their return on investment and time and cost savings, before and after using the product.

“We find that our clients will typically save $250 to $450 per hire by using Montage,” and two to five hours per hire, she said. “If you do the on-demand process, you’re really eliminating scheduling time altogether, because now you’re giving the biztimes.com / 19

STORY COVER candidate the opportunity to do that on their own time and then the recruiter can review that on their own time.”

Montage has seen its usage patterns change over time, with video becoming a smaller percentage of its growing number of uses. And the company has added new features as technology has evolved and consumers have become more comfortable with using smartphones.

The company supports millions of interviews worldwide each year. It recognizes a user’s device and automatically translates into 20 different languages.

With its event manager scheduling tool, the recruiter can make blocks of time available, and the candidate then self-schedules the interview.

“How do you go back-and-forth with the candidate and all of the interview participants in terms of achieving the scheduling?” Heikkinen asked. “Our large clients, they’re scheduling tens of thousands or hundreds of thousands of interviews a year.”

In high-volume hiring situations, Montage can calculate candidates’ scores on multiple choice questions and the employer can view just the 100 percent applications. And an employer ranking tool allows multiple managers to view and sort candidates, provide feedback, and give a thumbs up or thumbs down to each.

NEW DIGS Montage has been in its current 10,500-squarefoot space since 2010. In its new 27,000-square-

foot offices next door, Montage will start by occupying about 13,000 square feet, and will expand as it grows.

The company is currently renovating the new space, located at 440 Wells St. in Delafield, which will include screens and devices to allow for interactive demonstrations of its product to clients and visitors when they arrive.

“We really want to showcase the elements of our brand and our culture,” Heikkinen said. “The foyer will be the centerpiece for that and really bringing clients’ stories to light and the technology to light. While you’re waiting in the foyer, you might be able to go through a sample interview.”

The buildout of the space, which is owned by Hendricks Commercial Properties LLC, is being amortized over the length of a five-year lease, so Montage isn’t making any upfront investment.

“I think they see it as an opportunity to keep a high-tech growing company in Delafield,” Heikkinen said.

The company expects to move in to its new digs in December.

ATTRACTING THE FUNDING

Investors are very discerning, so the co-founders of Montage knew they had better have a big idea with the right leadership and vision, Heikkinen said.

His 25-year background in human capital and human resources, including at global software firm PeopleSoft Inc. and Brown Deer-based finan-

Above: The new office space is about 27,000 square feet.

Right: Hendricks Commercial Properties and Montage are currently renovating its future office space.

20 / BizTimes Milwaukee NOVEMBER 27, 2017

cial software firm Metavante Technologies Inc. (now FIS), helped convince investors of his worth, Heikkinen said.

“Early on, one of the first hires that I made was an individual named Greg Meyers. Greg had a deep background in architecting and building enterprise-level software. He had been with a startup company in the early ‘90s called Palladio (Software Corp.); they sold it to Rational (Software Corp.) and Rational was sold to IBM,” Heikkinen said.

Meyers described his role as helping Heikkinen make his idea a reality. The original features were live and on-demand interviewing.

“What was most difficult at the time was at that point in time, SaaS was relatively new and the platforms that were available weren’t quite as mature as they are now,” Meyers said. “We had to go through that maturation process along with the technologies that we use to deliver our softwareas-a-service.”

Montage updates its software every two weeks and rolls out major new feature deployments about once a quarter, he said.

“We’re constantly updating to remain compatible with different browsers, different mobile devices that are available and then also adding new capabilities,” Meyers said.

Among the key factors when considering new capabilities for the software are market acceptance, whether it solves clients’ business problems and whether it is scalable globally. Meyers has helped deploy Montage servers around the world to assure the technology responds quickly in the correct language and meets data and privacy regulations, wherever a client may be.

Montage also made wise decisions along the way in terms of how it innovated and its target market, Heikkinen said.

“We have an internal term here called a zebra.

When you see a zebra, you don’t confuse it for another animal, right? You’re pretty sure when you see a zebra, it’s a zebra. That same concept applies to our ideal client profile,” he said.

A “zebra” is a large enterprise of 5,000 employees or more that values the candidate experience, has a central talent acquisition function with a diverse set of hiring needs, has a visionary leader in charge of talent acquisition and shows it is willing to invest in technology, Heikkinen said.

There’s more than 15,000 companies with 5,000plus employees, so it’s a large addressable market in which Montage focuses on a particular niche.

“Our investors have looked at that and said ‘You’ve got the leadership in place. You’ve got a huge market opportunity. You’ve got a business strategy that makes sense.’ And we’ve invested in sprints. To get to this round, we’ve had to have demonstrated success. It’s no longer an ideal. It’s ‘Has that capital been put to good use?’”

The first investors were Madison-based Calumet Venture Fund and Waukesha-based Gary Comer Inc. “At that stage when it’s series A, we had limited revenue and it really became about helping Calumet and GCI understand the market potential,” Heikkinen said. “At that point in time, it was less about the technology we had built and more about the market trends. It was a combination of helping them understand the market opportunity and then our business plan for success.”

Another early and ongoing investor in Montage is Baird Capital.

Jim Pavlik, a partner at Baird Capital, said the division of Milwaukee-based Robert W. Baird & Co. Inc. has focused on investing in the human capital management space. In its research on the sector, Baird watched the emerging technology companies in the video interviewing space and noticed that Montage was right in its backyard, he said.

In 2010, the companies connected and Baird was impressed by Montage’s strong platform and initial commercial wins.

“One of the big drivers behind our decision was really the leadership at Montage,” Pavlik said. “A lot of our evaluation process behind investing in earlier stage companies is our belief and confidence in the leadership’s ability to really scale and grow an organization and innovate, and we certainly had a lot of that confidence in Heikkinen and we’re big believers in his ability to take Montage to the next level.”

Baird was intrigued by the market opportunity for video interviewing technology, and expected it would drive great efficiency in large-volume recruiting once adoption picked up.

“There is a high level of work flow automation and overall just operational efficiency that you can really bring to bear using this type of technology,” Pavlik said. “We really felt it was a matter of time before it became really industry standard.”

Baird decided to invest in that first round, and has continued to double down on Montage in its successive funding rounds. It has now invested about $5 million into the company, and Pavlik is on the seven-member board.

“It’s really been based on the company’s continued growth and success in the market,” he said.

“We’ve continued to see broader market demand and interest in the technology, and frankly, we’ve seen Montage really execute very well in terms of continuing to innovate its technology platform.”

Montage has raised a total of $24.7 million to date.

A Screenshot of Montage’s on-demand video interviewing function.

NEXT STEPS Since Montage just completed an acquisition of a competitor and raised a substantial round of funding, exit isn’t top of mind for Baird capital right now, Pavlik said. The focus is on scaling the business and maintaining its growth trajectory.

“When they first invested in us in 2011 or 2012…it was the first time that Baird Capital had invested in an early stage Wisconsin-based company in several years. Prior to that it was Pinstripe, which is now Cielo,” Heikkinen said. “I’ve got a lot of pride in the fact that we were able to secure that

and I wanted to create something unique, not only for shareholders but for southeast Wisconsin.”

Part of this for me is about proving that successful technology companies can be built anywhere, and Delafield, Wisconsin’s a great place for it.”

Investors have challenged that idea, but Heikkinen said the anywhere nature of its technology means it doesn’t matter where Montage is located—it has still been able to attract business from an international client base.

“Kurt Heikkinen. If I had to use one word to describe him, I would say ‘driven,’” said Kathleen

“I love to compete. If the puck’s in the corner, I’m going to come out with it.”

—Kurt Heikkinen

investment and continue to re-earn that investment and become a showcase here in Wisconsin.”

Montage’s first big clients were Jack Daniel’s maker Brown-Forman Corp. and Metavante.

Brown-Foreman sought out Montage because many prospective employees hadn’t heard of the parent company, and it needed to utilize its strong product branding.

“In an early category, early market like this, you have to service them very well and turn them into raving fans and make sure they’re willing to tell others about that,” he said. “Our first 10 or 20 clients were so critical for us.”

Also among Montage’s early clients were Milwaukee-based global recruitment firm ManpowerGroup and then-Glendale-based Johnson Controls International plc.

“I’ve been a competitive guy my entire life,” Heikkinen said. “I grew up playing hockey. I love to compete. If the puck’s in the corner, I’m going to come out with it. I saw this massive opportunity

Gallagher, executive director of the Milwaukee Institute, a nonprofit computational science and technology organization dedicated to helping economic and workforce development efforts in the region. “He is just a hard-driving tech executive.

Exactly what we need in Wisconsin. He has the pedigree to be doing this.”

Milwaukee has an under-recognized expertise in the staffing and recruiting industry, led by ManpowerGroup, Patina Solutions Group Inc., Cielo Inc., Robert W. Baird & Co. Inc. and others, she said.

“Milwaukee really has an expertise in this area and there’ve been a lot of startups, so I think it’s exciting that someone of the caliber of Kurt has another one,” Gallagher said. “To me, it’s no surprise that a company in the staffing and recruiting space is having a later (funding) round because this is one area of expertise for Milwaukee and … we’ve got all the pieces that you need for that kind of a sector to grow.” n biztimes.com / 21

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BrightStar Wisconsin Foundation Supporting Job Creation and Entrepreneurship through Capital Donation

How does BrightStar support Job Creation and Entrepreneurship through Capital Donation?

BrightStar Wisconsin Foundation, Inc. is the first, and is believed to be the only not-for-profit “Angel Investment” organization in the country.

Other angel investment groups are almost exclusively for-profit and funded by investors, while BrightStar Wisconsin is a not-for-profit 501(c)(3) foundation funded by donors. It accepts donations into its foundation and uses those funds to take equity positions in for-profit early-stage companies, providing philanthropists a vehicle to add capital for economic development. The difference is that when companies in BrightStar’s portfolio have an “exit”, an event where new capital replaces the “angel” investors, the profits from those transactions comes back to BrightStar so it can re-invest the capital in additional early stage companies.

BrightStar’s Diversified Portfolio

Over the past four years, BrightStar has invested nearly $6 million in early stage companies all over the state and across a variety of industries, including healthcare technology, advanced manufacturing, construction, software, food & beverage, aviation and education. A diversified portfolio is critical because early stage “angel” investing is inherently risky. Time will tell on how BrightStar does down the road, but as of today, 35 of the 37 companies in their portfolio are still in business! History would suggest that a number of these companies won’t be successful, but the ones that are successful can be wildly transformative in both capital returns and regional job creation.

BrightStar is excited about the potential of their portfolio, and proud of their technical, market, and employment advancements. It anticipates 2018 to show continued and even stronger evidence that its mission can effectuate positive economic change throughout the state. Most of the companies will have multiple years of history to show the power of early stage in the returns it can generate and the quality jobs it can create throughout Wisconsin. BrightStar anticipates the first “exits” in 2018 and will share those stories when they happen.

Bringing more capital into this early stage investment space is vital.

Not only does it help support job creation, it also provides entrepreneurs with the funding that they need to start and grow their businesses in Wisconsin. Without state-based funding sources, entrepreneurs are lured to other parts of the country by states that love to tap into the wealth of ideas and intellectual property being generated by our universities, technical colleges, and general populace. BrightStar’s mission is to keep the best and brightest in Wisconsin so that their innovative ideas can be quickly commercialized and rapidly scaled to create large numbers of high quality jobs in our great state.

BrightStar co-founder inducted in the Wisconsin Tech Council’s ‘Investor Hall of Fame’

Tom Shannon, the architect of BrightStar’s unique philanthropic venture, was inducted into the Wisconsin Investor Hall of Fame at the Wisconsin Early Stage Symposium in Madison on November 15th. Tom is a BrightStar founding donor who also volunteers his time as BrightStar’s President & CEO. Shannon was selected by a panel of ten judges and joins two fellow BrightStar founding donors that were inducted into the HOF in previous years. They are George Mosher, the founder of National Business Furniture and a Milwaukee “super angel” investor, and Jeff Rusinow, the founder of Silicon Pastures and an active angel investor. All three of these gentlemen are members of BrightStar’s investment committee. Their collective knowledge, coupled with that of the other members, gives BrightStar an edge when it comes to making successful investment decisions.

To find out more information on BrightStar’s portfolio companies, go to www.brightstarwi.org/how-we-invest/portfolio.

BrightStar relies on donations to fuel its mission

BrightStar celebrated its fourth anniversary earlier this year and is pleased with its accomplishments, but by no means is their work done. There are many more early stage companies that are going to need angel investments to give them the capital that they need to launch and grow their businesses in Wisconsin.

This is where donors come in. BrightStar has been successful in finding other foundations and wealthy individuals that see the value in the foundation’s Wisconsin focused, job creating mission, but the need for additional capital in this early stage space is critical. To find out about its donors and to learn how you might be able to assist BrightStar in its unique philanthropic mission, please visit, www.BrightStarWi.org, and click on the “For Donors” link. Once there, please take the time to watch the “Donor Appreciation Video” to see what the entrepreneurs have to say about BrightStar and its donors. Also review the 2016 Annual Report for a list of donors and profiles on its portfolio companies. You can be a part of creating a thriving innovative early stage ecosystem in Wisconsin both now, and for future generations.

Various members from BrightStar’s board, investment committee and staff.

Left to right: Jeff Harris, Todd Sobotka, Mark Burish, Dan Matola, Adam Berger, Lorrie Heinemann, Fred Raasch, Pam Evason, Andy Shrago and Tom Shannon

BrightStar Wisconsin Foundation, Inc. 710 N. Plankinton Avenue, Suite 340 Milwaukee, WI 53203 www.BrightStarWi.org 414-224-6000

2017

PRESENTED BY:

The 2017 Nonprofit Excellence Awards winners.

HELP YOUR BUSINESS, HELP MILWAUKEE BizTimes Media recently hosted its third annual Nonprofit Excellence Awards program.

The program honors reader-nominated corporate citizens and nonprofits for their ongoing commitment to making southeastern Wisconsin a better place to live, work and play. A panel discussion also examined solutions to fill the labor gap by developing entrepreneurs and employees in Milwaukee.

Award winner and finalist profiles written by Alysha Schertz.

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2017

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A LETTER FROM THE PUBLISHER How can companies and nonprofits in southeastern Wisconsin collaborate to solve the problems facing businesses, while benefiting the community?

The panelists at the 2017 BizTimes Nonprofit Excellence Awards program tackled that question head on at the event on Nov. 2.

More than 350 gathered to listen to the discussion.

In recent years, business owners across a number of industries have bemoaned the skills gap. The conversation at the Nonprofit Excellence Awards centered on how business owners can take action to address their skills gaps by finding creative solutions.

We also recognized those in the community working to create change and help move Milwaukee forward, including individuals, corporations and nonprofits. The Nonprofit Excellence Awards winners were chosen from among dozens of nominees, and serve as a great example of selflessness for us all.

In the following pages, we share the stories of the finalists and winners. We hope their efforts inspire you to make your own piece of Milwaukee better.

Thank you to our honorees and finalists for showing us how it’s

The winners of the Nonprofit Excellence Awards are the leaders of our community. They are individuals, organizations and businesses that have been working towards one goal: making a positive impact in our local area. And, that’s a mission we can all stand behind. As Wisconsin’s Bank, we’re proud to get involved, do our part and help make a difference. We’re even prouder to help celebrate all of the people who have been leading the way to a bigger, brighter and better southeastern Wisconsin.

JAY MACK PRESIDENT & CEO, TOWN BANK

24 / BizTimes Milwaukee NOVEMBER 27, 2017

done. And thank you to the partners and sponsors who helped make this event possible: Town Bank, Potawatomi Hotel & Casino and Mueller QAAS.

DAN MEYER PUBLISHER, BIZTIMES MEDIA

POTAWATOMI HOTEL & CASINO PLEASED TO SUPPORT THE 2017 BIZTIMES GIVING GUIDE Potawatomi Hotel & Casino is proud to support the hard work of organizations that truly make a difference in our community by sponsoring the 2017 BizTimes Giving Guide.

It takes many to move the needle for positive change in our community – change that helps local residents in many different ways. Since 1994, the Potawatomi Hotel & Casino has raised nearly $17 million for children in our community through our Heart of Canal Street campaign. The Forest County Potawatomi have given millions more through its foundation.

By working together, our community and the people who live here will thrive. We thank everyone who helps to make Milwaukee a great place to live, work and play.

PROUD PRESENTING SPONSOR OF THE

2017 NONPROFIT EXCELLENCE AWARDS Because we were built in this area, for this area, Milwaukee has a special place in our hearts. So, nothing is more exciting than finding others who are just as passionate about this great place and all of its potential. That’s why we’re thrilled to honor those who have combined their compassion with action. The winners of the Nonprofit Excellence Awards are the leaders of our community. They are

individuals, organizations and businesses that have been working towards one goal: making a positive impact in our local area.

And, that’s a mission we can all stand behind. As Wisconsin’s Bank, we’re proud to get involved, do our part and help make a difference. We’re even prouder to help celebrate all of the people who have been leading the way to a bigger, brighter and better southeastern Wisconsin.

WISCONSIN’S BANK FOR BUSINESS® www.wintrust.com

WE UNDERSTAND YOUR BUSINESS. At Wintrust, we get to know the needs of the industries we serve to be true partners to the businesses we support. We were built to provide personalized financial solutions for each of our clients. As a one-stop-shop for any financial need, we’re experts at what we do and are prepared to share our knowledge to help guide your business. We’re proud to go above and beyond to support our local businesses.

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2017

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LEADERS DISCUSS CITY’S WORKFORCE CHALLENGES

Panelists grapple with how nonprofits, businesses can work together The annual BizTimes Nonprofit Excellence Awards event featured a panel discussion about how nonprofit organizations and private companies can work together to address the workforce challenges in the Milwaukee area.

The panelists included Bill Krugler, president of Milwaukee JobsWork; JoAnne Johnson-Sabir, co-owner of The Juice Kitchen and co-developer of the Sherman Phoenix; Austin Ramirez, chief executive officer of Waukesha-based HUSCO International; and Joaquin Altoro, vice president of commercial lending at Town Bank.

Kimberly Kane, president of Kane Communications Group, moderated the discussion.

Panelists sounded off on what some say is a lack of opportunity for certain populations in the city.

While Wisconsin saw a record high number of private-sector jobs in September, there remains a chasm between available jobs and workers trained to fill them.

“We already have 10,000 unfilled positions in Milwaukee County,” Krugler said. “And yet we have a huge group of people in the central city that are totally disconnected from the workforce.”

Ramirez said the problem isn’t rooted in a lack of jobs.

“It’s hard to look at the unemployment situation in southeastern Wisconsin and say there is a lack of opportunity,” Ramirez said. “I can’t fill positions fast enough.

So I don’t think, at least from an employment perspective, the issue is a lack of opportunity. The issue is we’ve got this tremendous 26 / BizTimes Milwaukee NOVEMBER 27, 2017

PAUL GAERTNER PHOTOGRAPHY

By Lauren Anderson, staff writer

The panel, from left: Kimberly Kane, Bill Krugler, JoAnne Johnson-Sabir, Austin Ramirez and Joaquin Altoro. resource, primarily in our central city, that’s just not utilized. We’ve got human capital that we haven’t developed.”

Transportation is a significant barrier that prevents people from accessing job opportunities, panelists noted. “(Transportation) is a huge issue,” Ramirez said. “Even if we solve the workforce readiness issue in the central city, you’re just not going to see big manufacturing employment hubs coming to Milwaukee. They’re going to be in Racine, they’re going to be in Waukesha.”

While some businesses are reluctant to move to the city because of concerns related to crime, Krugler said, bringing more jobs to the city would create a safer environment.

“It’s kind of a chicken and egg situation,” he said. “(But) we do have to have some businesses come to the city because … there is a talent pool there that’s good for your business.”

“We have to grow jobs in the city, not just in the suburbs,” Krugler added.

Panelists also discussed the role of education in creating opportunities and preparing the future workforce.

“The challenges we have in the City of Milwaukee are not so much with teachers or schools, but that the kids coming in are coming from such a challenging environment they’re not coming ready to learn, even if they have a great teacher,” Krugler said, adding that it’s important to promote parental engagement in education.

“The complexity of dealing with the education problem in this city pales next to the problem of dealing with the adult community,” Ramirez added.

While education is important, Johnson-Sabir said, students and parents need access to tools to help them process the traumas they experience in the central city that can hinder their engagement in school and the workforce.

“There’s a significant amount of trauma that we all face in our daily lives, but we have tools that allow us to advance,” she said. “It’s about being grounded in the tools that will allow our young folks and their parents to navigate their trauma.”

While businesses certainly need to play a role in addressing workforce challenges, Krugler said there is often a divide between the

2017

PRESENTED BY:

private sector and philanthropic organizations.

“There’s a real gap between the central city and the business community,” he said. “And there is also a certain level of distrust.

Some people in nonprofits, in government, in faith communities don’t understand business and they don’t trust business.”

“But people are learning that business can be part of the solution and that making money is not a bad thing, it just matters what you do with it,” he added.

Altoro highlighted Town Bank’s partnership with area nonprofits, particularly the Hmong Wisconsin Chamber of Commerce and its investment in the chamber’s revolving loan fund. He said those efforts

have been mutually beneficial.

“The return on investment for us was the trust of our community,” he said. “That has been amazing.”

Krugler said businesses often invest in skills training programs, but it’s imperative that they are willing to hire people after they complete their education program.

“You have to be involved in developing the training so when people go to (Milwaukee Area Technical College), they’re ready,” he said. “And at the end, you have to be ready to hire them.”

Johnson-Sabir said the opportunity gap will begin to be solved not just by “theoretical conversations,” but when people who don’t ordinarily communicate with one another begin to connect. Building

relationships will break down constructs of “us and them,” she said.

“When we think about this chasm, this deep divide, it begins with cultivating meaningful relationships,” Johnson-Sabir said.

“We can’t just move to implementation without understanding and connecting as humans. For me, that’s where it begins.”

The discussion was followed by the BizTimes Nonprofit Excellence Awards ceremony, which honors top area nonprofit organizations for their work in the community, as well as private individuals and businesses that support area nonprofits.

The winners of the 2017 Nonprofit Excellence Awards are: • Next Door, Nonprofit Collaboration of the Year

• Keith Stanley of Near West Side Partners Inc., Nonprofit Executive of the Year • Milwaukee Rescue Mission, Nonprofit Organization of the Year (Large) • Summit Educational Association Inc., Nonprofit Organization of the Year (Small) • Kohl’s Corp., Corporate Citizen of the Year • Nick Obrochta of Kohl’s, Corporate Volunteer of the Year • Bartolotta Restaurants, In-Kind Supporter • Molly Schweiger of PNC Financial Services, Next Generation Leadership • Jim Lindenberg of Lindy Enterprises, JML Holdings and Master Z’s, Lifetime Achievement. l

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2017

PRESENTED BY:

WINN ER

LIFETIME ACHIEVEMENT AWARD

Jim Lindenberg

President/CEO, Lindy Enterprises (JML Holdings, Master Z’s) Jim Lindenberg’s philanthropic reach spreads far and wide.

Schools and libraries, family programs and youth sports leagues – Lindenberg has supported dozens of causes in the greater Milwaukee area throughout his career.

“When you look at his charitable giving and his commitment to the different communities, they’re very widespread,” said Brian Dorow, a longtime friend of Lindenberg’s and dean of criminal justice at Waukesha County Technical College. “It’s always nice to have Jim supporting your initiative or program because you know it will become a success. Once he believes in it, he will start opening doors through his network to also come and support it. So you get a nice backing behind you when Jim is supporting your cause.”

For his community contributions, Lindenberg received the Lifetime Achievement Award from

Holdings, a real estate investment firm.

In each of his businesses, Lindenberg said, he has maintained a commitment to sponsoring charitable events and encouraging his employees to get involved with causes that matter to them.

“Each business along the way has had the same atmosphere and the same philosophy – helping the community, getting involved with the community,” Lindenberg said.

Many recipients of Lindenberg’s giving have been related to families, sports and youth programs. Some of them include the Arrowhead Scholarship Fund, Arrowhead Stadium of Dreams, COA Youth & Family Centers, Greenfield High School lights, LaVarnway Boys & Girls Club, New Berlin Eisenhower High School lights, New Berlin West High School football stadium, North Lake concession stand, North Lake smart boards and computer lab, Positively Pewaukee, Wiscon-

“Each business along the way has had the same atmosphere and the same philosophy – helping the community, getting involved with the community,”

BizTimes Media at its annual Nonprofit Excellence Awards program.

Lindenberg’s giving has been intertwined with his career as a serial entrepreneur.

In 1994, Lindenberg started World Class Wire & Cable Inc. in Waukesha, later selling the company to Glenview, Illinois-based Anixter International Inc. for $60 million. In 2009, he purchased the Milwaukee Wave indoor soccer team, saving it from the brink of extinction. During that time, Lindenberg launched an associated nonprofit, Wave of Hope, that distributed more than $250,000 over four years to other nonprofits in the region.

“I’m proud of that because it went on to help so many families and organizations,” he said. “That was neat to have an avenue to really help the City of Milwaukee and families in southeastern Wisconsin.”

Lindenberg went on to own sports memorabilia store Legends of the Field, along with Master Z’s, a retailer of recreation room products and furniture. He also started Lindy Enterprises Inc., a business consulting company, and operates JML 28 / BizTimes Milwaukee NOVEMBER 27, 2017

— Jim Lindenberg, president/CEO, Lindy Enterprises

sin State Fair Youth Foundation, and many others.

“I’ve always loved kids and families and I played a lot of sports and I coached youth sports for over 16 years,” said Lindenberg, the father of five children. “It’s just a great age. Every kid needs a little something different. So my slant tends to be family-oriented and kid-oriented, but there are so many great causes.”

Lindenberg attributes his philanthropic proclivities to his parents’ influence and the charitable spirit of other Wisconsinites.

These days, Lindenberg serves on Cardinal Stritch University’s board and two boards at the University of Wisconsin-Whitewater, both alma maters of his. Lindenberg said his current focus is on encouraging entrepreneurship in the region.

The consistency of his commitment to giving back, paired with a genuine concern for others, puts Lindenberg in rare company, Dorow said.

“He’s just a great guy,” Dorow said. “You’d want him as your dad, your brother, your friend; he’s just one of those great guys – and with no agenda. He doesn’t expect anything in return.” l

Lindenberg

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2017

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WINN ER

CORPORATE CITIZEN OF THE YEAR

Kohl’s Corp.

N56 W17000 Ridgewood Drive, Menomonee Falls Giving back is at the heart of Kohl’s Corp.’s company culture.

Nationwide, the company is committed to supporting families and organizations throughout the communities where it does business.

unteer hours committed by Kohl’s associates. In January 2017, the Kohl’s marketing team sorted more than 100,000 pounds of food to support Hunger Task Force, and the purchasing team provided 115 volunteer hours at Junior Achieve-

“Giving back is at the heart of who we are, and beyond the dollars and cents that we give here in Milwaukee, the passion of our associates that we see through our volunteer program is really our trademark representation of that.”

— Tara Geiter, director of community relations, Kohl’s Department Stores

It also supports 15 Hometown Partner organizations and five Affiliate Partners annually with grants and gifts of time and talent.

These gifts are often multi-year commitments that support the development and execution of community-focused programs.

In 2016, Kohl’s donated more than $24 million in recognition of more than 500,000 vol-

Geiter

FI N A LI S T CORPORATE CITIZEN OF THE YEAR

JPMorgan Chase & Co. 111 E. Wisconsin Ave., Milwaukee

JPMorgan Chase & Co. has woven corporate citizenship deeply into its company culture. Its mission is to enable more people to contribute to and share in the rewards of a growing economy.

The company takes a comprehensive approach to increasing economic opportunity, using its global scale, talent and resources to make investments and create partnerships in four priority areas: workforce readiness, small business expansion, financial capability and community development.

In 2016, JPMorgan and its foundation gave nearly $250 million to nonprofit organizations across the U.S. and in 40 countries around the world. In addition, more than 50,000 JPMorgan Chase employees provided 30 / BizTimes Milwaukee NOVEMBER 27, 2017

Volunteers with JPMorgan Chase help pack food.

325,000 hours of volunteer service.

In Wisconsin, JPMorgan Chase has provided more than $9 million to nonprofits over the past three years, including more than $3 million in 2017.

In addition, the firm regularly provides financial support through grants and event sponsorships, inkind support, a generous Matching Gift Program, the establishment of volunteer service groups and volunteer opportunities. l

ment of Wisconsin.

COA Youth & Family Centers is the most recent organization to be named a Kohl’s Hometown Partner, and has received a donation of $375,000 over three years to further the organization’s mission of addressing poverty, education and safety in the community. l

FI N A LI S T CORPORATE CITIZEN OF THE YEAR

West Bend Mutual Insurance Co. 1900 S. 18th Ave., West Bend

For West Bend-based West Bend Mutual Insurance Co., the spirit of giving starts from the top.

Kevin Steiner, president and chief executive officer of the company, aims to foster a culture of giving and strives to create an environment for employees to excel in their jobs, while also being personally fulfilled through opportunities to give back.

The company regularly sponsors fundraising campaigns and volunteer opportunities, and has also established the West Bend Mutual Insurance Co. Charitable Fund.

The annual income generated from the Charitable Fund’s principal is distributed to other charitable organizations throughout southeastern Wisconsin and the Midwest. In 2016, the Charitable Fund provided

West Bend Mutual Insurance employees participate in it’s annual United Way campaign.

nearly $1.25 million in grants to organizations like Boys and Girls Clubs of Washington County, Big Brothers Big Sisters of Washington County, United Performing Arts Fund, Washington County Fair Park, MACC Fund and others. Employees also regularly participate in volunteer activities like blood drives, run/ walks and annual volunteer days through the company. l

West Bend Mutual Insurance Company is honored to be nominated for the Corporate Citizen of the Year Award and proud to serve our community.

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2017

PRESENTED BY:

WINN ER

CORPORATE VOLUNTEER OF THE YEAR

Nick Obrochta

Senior facilities coordinator, Kohl’s Department Stores As a six-year Navy veteran, the mission of Camp Hometown Heroes really resonates with Nick Obrochta, senior facilities coordinator and

been instrumental in growing Kohl’s Corp.’s involvement with the organization.

Led by Obrochta and his passion for the mis-

“It’s just incredible to work for a company like Kohl’s that really supports getting involved in your community and stepping up.”

— Nick Obrochta, senior facilities coordinator, Kohl’s Department Stores

champion of the Veterans Business Resource Group at Kohl’s Corp.

Camp Hometown Heroes was founded in order to bring hope and healing to children who have lost a parent or sibling who served in the military.

According to Deb Paschke, director of outreach at Camp Hometown Heroes, Obrochta has

Obrochta

sion of the organization, Kohl’s Corp. devoted more than 500 hours and more than $25,500 dollars to Camp Hometown Heroes in 2017.

Thanks to his passion and the way he passes it on to others at Kohl’s, volunteers helped bring a camp that was shuttered for two years back to the point where the organization could welcome children safely and securely, Paschke said. l PAUL GAERTNER PHOTOGRAPHY

FI N A LI S T CORPORATE VOLUNTEER OF THE YEAR

Robert Kennedy

Senior communications specialist, WE Energies Inc. For nearly five years, Robert Kennedy, senior communications specialist at Milwaukee-based WE Energies, has volunteered as a tutor for Literacy Services of Wisconsin. He volunteers in the English Language Learning program that provides individualized English instruction to non-native English speakers. The program currently serves more than 170 students from approximately 34 different countries. For 90 minutes each week, Kennedy shares his talent by tutoring an assigned student.

As a teacher, he helps students grow through English language exercises, oral comprehension, reading and writing. He has worked with students from Mexico, Brazil, Iran and other countries, and has also 32 / BizTimes Milwaukee NOVEMBER 27, 2017

Kennedy

helped them become acclimated to American culture. Throughout his career as a volunteer, Kennedy has guided students who were at the very initial stages of learning English, as well as some who were very advanced. He regularly and easily adapts to the needs of each individual student. l

Attendees at the 2017 Nonprofit Excellence Awards.

2017

PRESENTED BY:

R W I N N EThe Bartolotta Restaurants IN-KIND SUPPORTER

520 W. McKinley Ave., Milwaukee

The Bartolotta Restaurants’ charitable organization, Care-A-Lotta, has a mission to support local nonprofit organizations while also creating a platform for awareness. Each year, Care-A-Lotta provides an all-expenses-paid gala for one 501(c)3

ty Center. Bartolotta recently took over the catering and restaurant operations at the ICC. In addition to time and expertise in all things event-related, Bartolotta becomes invested in each cause.

“I have to thank Joe and Jennifer Bartolotta for all that they do for our community, but also for entrusting us to gift the people that we would like to gift.”

— Cindi McLeod, director of sales and business development, Bartolotta Restaurant Group

nonprofit organization to help generate awareness, friends and funds for its mission.

This year, Safe & Sound Inc. was chosen from more than 60 nonprofit organizations.

The gala was held in September.

Bartolotta donated appetizers and a sit-down, four-course meal for up to 500 people, as well as the use of the newly-renovated Italian Communi-

Joe Bartolotta, president and co-owner of The Bartolotta Restaurants, took a full afternoon to tour the Milwaukee neighborhoods Safe & Sound serves to learn more about the work his company was supporting.

Bartolotta Restaurants staffs the event to ensure that more dollars raised go directly to support the mission of each organization. l

FI N A LI S T IN-KIND SUPPORTER

Anthologie Inc.

207 E. Buffalo St., Milwaukee Jeff McClellan, president of Milwaukee-based Anthologie Inc., has dedicated himself to Prevent Blindness Wisconsin’s mission for 17 years.

He and his staff have donated countless hours of Anthologie’s graphic design and marketing services to produce educational brochures, public advertisements, annual reports, mailings, posters and special event invitations, all free of charge.

Anthologie has been producing work year-round for Prevent Blindness Wisconsin since 2002. According to Tami Radwill, executive director of Prevent Blindness Wisconsin, every project receives the same level of attention and high-quality design work as a high-paying client.

Each year, Anthologie donates services to help design the organiza-

Jeff McClellan (center) and his team at Anthologie Inc.

tion’s annual report, allowing Prevent Blindness Wisconsin to share the impact that the organization, volunteers and partners have had in the lives of children and adults across the state.

As a board member, McClellan’s experience with graphic design and marketing has allowed the organization to take its public education and awareness to a new level, Radwill added.l

FI N A LI S T

McLeod

IN-KIND SUPPORTER

SafeNet Consulting 1036 W. Juneau Ave., Milwaukee

SafeNet Consulting, a technology consulting firm based in Milwaukee, has a mantra: Listen, think and solve.

The company did exactly that when it partnered with Wauwatosa-based nonprofit organization Life Navigators in 2017.

In addition to helping out at Life Navigators, SafeNet saw an opportunity to shape tomorrow’s leaders in the technology space.

SafeNet teamed up with Elmbrook School District’s computer science program, and nine high school junior and senior students and one instructor from Brookfield Central High School joined forces to develop the Life Navigators app through a summer internship program.

The app centered on time and mileage reimbursement entries for

SafeNet Consulting teamed up with students from Brookfield Central High School.

the organization’s nurses and social workers.

In total, SafeNet contributed $168,000 in time, talent and app product to Life Navigators, while also cultivating talent and skills in the community’s next generation of leaders. l biztimes.com / 33

2017

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WINN ER

NEXT GENERATION LEADERSHIP

Molly Schweiger

Vice president, client and community relations director PNC Financial Services Molly Schweiger, vice president, client and community relations director at PNC Financial Services, is responsible for event coordination and charitable and foundation management

more than $40,000 in grants and sponsorships.

Schweiger also regularly assists with coordinating large-scale volunteer efforts with PNC Financial Services, and has participated in ac-

“I’m so lucky to work with so many of you in this room on a daily basis. I’m so proud to see all the positive work being done in the city.”

through PNC. It’s her personal commitment to the community where her talents really shine.

She began volunteering with Safe & Sound in 2017 as part of the organization’s inaugural Awards Gala committee. She is also board chair for Milwaukee-based Meta House Inc., and for the past five years has helped Meta House secure

Schweiger

FI N A LI S T

— Molly Schweiger, vice president, client and community relations director, PNC Financial Services

tivities from teaching youth about financial literacy to speaking to youth about possible career opportunities in the financial services sector.

For the nonprofit organizations helped by Schweiger, it’s not just the time she invests, but the quality and creativity of her ideas and her willingness and ability to share the work with her network. l

NEXT GENERATION LEADERSHIP

Benjamin Juarez

Fiscal researcher, Public Policy Forum Through his work at the Public Policy Forum, fiscal researcher Benjamin Juarez learned to think critically about issues occurring with nonprofits in the community.

To address those needs, Juarez founded Cream City Coders, a limited liability company focused on teaching students to code while also providing programming and coding services to the nonprofit community.

In addition to helping the nonprofit community, Cream City Coders is focused on creating a talent pipeline and fostering the maker movement in the community.

Cream City Coders has produced coding products for PeppNation, Walker’s Point Center for the Arts, Dominican Center, Hispanic Professionals of Greater Milwaukee and 34 / BizTimes Milwaukee NOVEMBER 27, 2017

Juarez

Carmen High School.

Juarez also regularly provides advice and direction to the nonprofit community, and has served on the boards of Artists Working in Education, Milwaukee Forum, Walker’s Point Center for the Arts, Boys & Girls Clubs government relations committee, Social X advisory committee and the Layton Boulevard West Association. l

Attendees listen at the 2017 Nonprofit Excellence Awards.

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you deserve the recognition.

PNC is proud to congratulate Molly Schweiger on winning the Next Generation Leadership Award.

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THANK YOU!

On November 2nd, BizTimes Media hosted its fourth annual Nonprofit Excellence Awards program at the Italian Community Center. We recognized 23 finalists and 9 honorees from among dozens of nominees—both individuals and organizations making an outstanding impact in the community. This program shined the spotlight on southeastern Wisconsin’s best corporate citizens and most effective and innovative nonprofit organizations and leaders. We thank all the sponsors and attendees and salute all of our honorees, finalists and nominees for your participation and for making the greater Milwaukee region a better place.

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2017

PRESENTED BY:

WINN ER

NONPROFIT COLLABORATION OF THE YEAR AWARD

Next Door

2545 N. 29th St. Milwaukee In the Milwaukee area, more than 22,000 infants and pre-school age children live in poverty.

Next Door seeks to improve literacy and school readiness for children ages 0 to 5 by working to increase opportunities and close the

The partnership allows Next Door to expand its educational outreach to an additional 70 classrooms serving a total of 344 infants and toddlers.

The 10 sites have adopted Next Door’s “Educare” model that emphasizes embedded professional

“We feel we’re doing the most important work in Milwaukee: Getting our youngest learners prepared for success in school and success in life.”

achievement gap for these children.

Two years ago, Next Door established an Early Head Start Child Care Partnership program with 10 early education organizations operating 12 sites in Milwaukee and Ozaukee counties. The organization received a five-year federal Early Head Start grant to assist with the collaboration.

Sparrow

FI N A LI S T

— Tracey Sparrow, president, Next Door

FI N A LI S T

NONPROFIT COLLABORATION OF THE YEAR

8901 W. Capitol Drive, Milwaukee

36 / BizTimes Milwaukee NOVEMBER 27, 2017

NONPROFIT COLLABORATION OF THE YEAR

Walter Schroeder Aquatic Center/ St. Augustine Preparatory Academy

SaintA

Empowerment is sometimes the difference-maker for individuals in need. Milwaukee-based SaintA recognized this fact when creating its GRiD MKE app for families and, specifically, youth aging out of the foster care system. The goal was to help youth and young adults find the resources they need for housing, income, health and education so they can transition into adulthood successfully.

Each year, 200 young people age out of foster care in the Milwaukee area. Without resources and support from services like GRiD MKE, they are at high risk for joblessness, homelessness, poverty and crime.

The app allows youth to learn about services, use the map to get

development, high-quality teaching practices, data utilization and intensive family engagement.

Studies show disadvantaged children in high-quality early education programs like this partnership demonstrate stronger literacy skills, exhibit less challenging behaviors and develop stronger parent-child bonds. l

SaintA recently released GRiD MKE, an app to help youth transitioning out of foster care become successful and productive members of the community.

directions to helpful organizations, and even make free Wi-Fi calls.

SaintA received a technology grant from the Tellier Foundation for the project. In collaboration with other local organizations, SaintA released the app in 2017 with resource provider information. l

9240 N. Green Bay Road, Brown Deer/2607 S. Fifth St., Milwaukee The Walter Schroeder Aquatic Center is one of the region’s leading competitive aquatic programs. So when the new St. Augustine Preparatory Academy opened its doors in August, it seemed fitting that WSAC would assist the school in teaching its students how to swim and be safe in and around water.

In addition, the new school, located on South Fifth Street on Milwaukee’s south side, aims to increase students’ scores in STEM. Gus Ramirez, chairman of Husco International Inc., and the rest of the Ramirez family founded and funded St. Augustine Prep.

The family has a strong connection with competitive swimming

Students at St. Augustine Prep receive the highest level of swim training through a partnership with the Walter Schroeder Aquatic Center.

and is adamant about teaching as many of Milwaukee’s youth to be safe around water as possible.

During its first year, the collaboration hopes to provide up to 16 hours of swimming instruction and water safety training for more than 650 students at the school. l

2017

PRESENTED BY:

WINN ER

NONPROFIT EXECUTIVE OF THE YEAR

Keith Stanley

Executive director, Near West Side Partners Inc. Keith Stanley grew up in the City of Milwaukee, and experienced firsthand many of the daily challenges faced by some members of the community.

As executive director of Near West Side Part-

increasing resources available to enhance the community; established green space initiatives; and worked with partners to address problems, foster redevelopment and establish a Good Neighbor Designation to help identi-

“I’m just the face of an organization with a lot of people behind it that is doing some really great work.”

— Keith Stanley, executive director, Near West Side Partners

ners and Near West Side BID #10, he has been a driving force behind the efforts to revitalize the seven neighborhoods on the near west side of Milwaukee.

Under Stanley’s leadership, NWSP has completed a strategic plan for these neighborhoods; led the expansion of BID #10 to include the near west side neighborhood, thus

FI N A LI S T

fy high-quality residential options. He also helped launch the Near West Side small business competition, Rev-Up MKE, and the Near West Side Economic Development Challenge Fund, which is a three-year initiative that will create new opportunities for investment in economic development efforts on the Near West Side. l

NONPROFIT EXECUTIVE OF THE YEAR

Ellen Blathers

Executive director, Serenity Inns Inc. At a time when the opioid crisis has reached new levels in our community and beyond, the work of Ellen Blathers, the board and the staff at Milwaukee’s Serenity Inns Inc. has never been more important.

Blathers, executive director of Serenity Inns, was part of the visionary team that witnessed the Samaritan Inns in Washington, D.C. and replicated the model in Milwaukee.

Serenity Inn, located at 2825 W. Brown St. in Milwaukee, provides a three-phase transitional program for individuals choosing recovery from their addictions.

The first phase is the Leadership Education Acceptance Program, which helps prepare individuals to be successful residents in phase two, the transitional living program. The

Ellen Blathers (center) joins supporters of Serenity Inns at an organization event.

newly created phase three is an independent living program that allows men who have completed the treatment program to live in a fully-furnished apartment for an additional 18 months to help stabilize their recovery. l

FI N A LI S T

Stanley

NONPROFIT EXECUTIVE OF THE YEAR

Patti Gorsky

President and chief executive officer, Make-A-Wish Wisconsin Patti Gorsky, president and chief executive officer of Make-A-Wish Wisconsin, has served as president since 1999.

When she started, the organization was granting 136 wishes a year in Wisconsin and had approximately seven full-time staff members.

Under Gorsky’s leadership, the organization has grown to become a Make-A-Wish “organization of excellence” at every level.

In 2017, the organization granted nearly 400 wishes and has grown to a staff of 23 at three Wisconsin locations, in Wauwatosa, Madison and Appleton.

The staff, in partnership with a volunteer board of directors and advisors, has helped keep administrative and fundraising costs low so

Gorsky

more than 81 percent of all funds raised go toward wish granting.

More than 500 Wisconsin children annually are diagnosed with a medical condition that qualifies them for a wish.

Gorsky continues to work tirelessly to make sure each and every medically eligible child in the state has the opportunity to be granted his or her wish. l biztimes.com / 37

2017

PRESENTED BY:

W I N N E RMilwaukee Rescue Mission NONPROFIT OF THE YEAR-LARGE

830 N. 19th St., Milwaukee

The Milwaukee Rescue Mission has been providing homeless men, women and children in the Milwaukee community with emergency aid, food, shelter, clothing and recovery resources for almost 125 years.

the root cause of homelessness, providing longterm rehabilitation programs for education, job training, counseling, addiction recovery, biblical instruction and life skill classes through Safe Harbor, a program for men and Joy House, a program

“We couldn’t do the work that we do if it weren’t for all of you.”

In 2016, the organization provided more than 298,000 meals and 97,000 nights of safe lodging to Milwaukee’s homeless.

The Milwaukee Rescue Mission relies fully on the generous support of individuals, churches, businesses and other organizations in the community. It receives no government funding.

At its core, the organization strives to address

Vanderburgh

FI N A LI S T

— Patrick Vanderburgh, president, Milwaukee Rescue Mission

NONPROFIT OF THE YEAR-LARGE

Beyond Vision

5316 W. State St., Milwaukee Since 1903, Beyond Vision has been instrumental in creating employment opportunities for people in the region who are blind or visually impaired.

The management team at Beyond Vision has a commitment to this mission and lives it every single day.

Beyond Vision has employees who are blind at every level in the organization, from machine shop, to assembly, to customer care and administration.

The organization is completely self-funded, and serves companies including Briggs & Stratton Corp., Harley-Davidson Inc., GenMet Corp., Caterpillar Inc., Oshkosh Defense LLC, R&B Wagner Inc. and General Electric.

Innovation is key to the organization’s longevity. The staff at Beyond 38 / BizTimes Milwaukee NOVEMBER 27, 2017

Employees at Beyond Vision..

Vision has created or modified hundreds of workstations. Today, it uses a 3D printer to address several workstation issues.

Jigs are designed to ensure that assemblies can only be put together one way, and systems are in place to mistake-proof work and ensure quality is top-notch. l

FI N A LI S T

for women and children.

The organization also provides education for children in some of the most needy communities in the city through programs like Equip, its Child Enrichment Center and Cross Trainers Academy.

Cross Trainers Academy, opened in 2006, helps equip at-risk children with academic, social, emotional and spiritual tools for life. l

NONPROFIT OF THE YEAR-LARGE

The Threshold Inc. 600 Rolfs Ave., West Bend

For more than 50 years, The Threshold has been creating opportunities for people with disabilities.

Each year, the organization serves nearly 1,000 people with disabilities.

Each person served by the organization has unique abilities and needs and requires individualized assessments, programming and goals.

The staff works diligently to help clients achieve their goals, become independent, gain social skills, find employment and live a fulfilling life.

Through Threshold’s Adult Day Services, individual programs are designed based on the person’s choices, abilities, and needed medical and physical levels of support. Individuals in this program build self-reliance, self-esteem and independence, and also have an opportunity to earn a

Shannon Krell participates in Threshold’s Adult Day Program.

paycheck at TTI Industries.

Threshold also believes in investing in the community’s youth. The organization’s youth programs serve children from birth to age 20 and offer ways for youth to form good habits and reach their full potential. l

2017

PRESENTED BY:

N ER W I NSummit Educational Association Inc. NONPROFIT OF THE YEAR-SMALL

2201 S. Seventh St., Milwaukee

In 2017, Milwaukee-based Summit Educational Association assisted more than 500 families in the community through educational tutoring and mentoring programs.

For many students in Milwaukee, good role

More than 200 volunteers assist with Summit’s after-school tutoring and mentoring program. Volunteers are matched with one student on a semester-by-semester commitment.

During the summer, 32 college and 60 high

Frederick Douglass once said, ‘It’s easier to build strong children than to repair broken men,’ and that is exactly what Summit is trying to do.”

— Phyllis Gaglioli, program director, Summit Educational Association

models and individualized attention are missing.

Math and reading scores of these students can be far behind the national average even as early as third grade.

Summit credits its success to its commitment to its “A. V.I.P.” mission: Improvement in Academics and Virtues by means of Individual attention and supporting Parents.

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school students serve in leadership positions for the organization’s Summer Olympics Program, where they support more than 400 grade school students through half days of academics and half days of sports, field trips and career speakers. This summer, nearly 70 percent of the 32 college-age students were alumni of the program. l

NONPROFIT OF THE YEAR-SMALL

Greater Milwaukee Committee 247 W. Freshwater Way, Milwaukee

Founded nearly 70 years ago, the Greater Milwaukee Committee has been at the center of change in Milwaukee for nearly a century.

The organization aims to impact the growth of the region by making Milwaukee the best place to live, learn, work, play…and stay.

Its staff is small but mighty.

Twelve full-time employees manage more than 12 outreach programs and regularly engage with more than 200 members, consisting of high-profile business and community leaders.

Innovation is central to the work the GMC does. Innovative programming allows the organization to reach students, educators and entrepreneurs. Partnerships and collaborative efforts with other innovative organizations in the community

Julia Taylor (center) joins other Milwaukee officials for the formal opening of the Beerline Trail extension in Milwaukee.

mean the GMC doesn’t need to reinvent the wheel or duplicate resources. Innovation is the reason the organization can take a small budget and turn it into countless economic development opportunities in the Milwaukee region. l

FI N A LI S T

Gaglioli

NONPROFIT OF THE YEAR-SMALL

Hispanic Professionals of Greater Milwaukee 759 N. Milwaukee St., Milwaukee

Griselda Aldrete became president and chief executive officer of the Hispanic Professionals of Greater Milwaukee in 2012.

Since that time, Hispanic Professionals has grown from 700 members to more than 2,000. She has carefully and purposefully built a strong board of directors and has created long-lasting partnerships with corporations, vendors and organizations throughout the community.

Founded in 2001, Hispanic Professionals of Greater Milwaukee is dedicated to cultivating and supporting the Hispanic population in the region, in order to create and sustain a diverse talent pipeline for Wisconsin.

The organization has raised more than $1.3 million over the past three years to support scholarships and new

Griselda Aldrete with children who were recipients of HPGM’s annual Noche de Ninos holiday toy collection.

professional development programs.

It has also expanded its outreach to include more undergraduate students, growing its original three student chapters to 10, serving more than 850 students.

An 11th student chapter at the University of Wisconsin-Madison will be in place by the end of the year. l biztimes.com / 39

Strategies INNOVATION

Innovate or Die How do you make your business stand out?

The first question you need to ask yourself is whether your business is a disruptive one or a replicative one.

If you’ve invented the next Google or the next electric car, you are known as having created a disruptive business. Your technology earns you market differentiation.

Otherwise, you likely lead a replicative business, which means a business in a category that already exists, such as restaurants, banks or manufacturers of known products.

There are several ways to succeed when you run a replicative company: lower prices based on volume; or do what truly makes you different from the competition.

How can you accomplish this?

To begin with, rule No. 1 is you have to have a clear vision of what you’re trying to accomplish for any customers seeking your help.

Mike Jurken, president and chief executive officer of Pewaukee-based Majic Productions Inc., leads a company that specializes in providing lighting, sound and video to major events – everything from political gatherings to public concerts to corporate events.

He started his career as a DJ at parties in college, so he learned early on what he had to do to get hired and get new gigs. He concluded it was a better way to do lighting.

Providing audiovisual support for major events is a highly competitive business, so it’s very challenging to try to stand out.

Majic Productions focuses on the vision that clearly sets them apart and offers differentiation in the marketplace. It is: “Majic Produc40 / BizTimes Milwaukee NOVEMBER 27, 2017

tions is a Midwestern-based sound, video and lighting production company that will blow you away with a perfect storm of creativity, passion, professionalism and expertise.”

Now that’s a brand promise that will get anyone’s attention!

Step two is to figure out how to deliver on that vision.

Mike accomplishes this by asking each and every customer what they want their story to be when they stage an event. What experience do they want to offer?

The beauty of this approach is it forces the customer to think through the endgame for any event they stage.

By reaching out to your potential customers and systematically asking them or observing them, you may be able to figure out what you can offer that truly and uniquely addresses their hopes.

This process has led Majic to sign up clients ranging from the U.S. Open to various candidates during the 2016 presidential election.

It’s hard work to get within the customer framework and find out what would be their hot button issues or really differentiate what to offer them.

From a technical perspective, this is called ethnographic research. That’s a sophisticated way of saying you’re going to observe the competition and potential customers to try to figure out how you can distinguish yourself from the pack.

Think about it: every day, we see attempts by sports teams to distinguish themselves through the difference in color of uniforms and logos; coffee companies, such as Starbucks, that create an experience that is quite different from run-of-the-mill coffee shops; or tech companies creating a smartphone that is more functional and simpler to use than the competition.

So follow these steps and you’ll be well on

your way: 1. What do you want customers to say about you that distinguishes you from the competition?

2. To answer that question, observe the competition; observe how customers interact with products or services to see where there’s an opportunity for your company or a problem that you could solve that others don’t.

3. Test that product or service on a potential customer base to get the reaction.

4. Execute. That means getting everyone on your team and in your organization to believe what you’re trying to accomplish for customers every day they show up for work.

Every business, whether large or small, has to be able to offer an experience, product or service that is truly different if it is to succeed.

Now you know the drill. Go forth and differentiate yourself! n

DAN STEININGER Dan Steininger is president of BizStarts and president of Steininger & Associates LLC, which helps companies drive new revenues through innovation. He can be reached at Dan@BizStarts.com.

Strategies COACHING

Stop the game The value of reflection Technology continues to change how we live, work and play. As someone who loves all Wisconsin sports teams, I’ve taken particular notice of the advancements in sports technology and how it has been a real game-changer in many cases – specifically, the instant replay review process.

With football season upon us, it’s likely you’ve recently heard the phrase, “After further review…”

“After Further Review” is the title of my newly released book, and this is part one of a four-part series I will be sharing with BizTimes Milwaukee readers. This series will highlight the principles I share in my book to help individuals and teams reflect on the four quarters of life and put action into place to reflect, transform, and live a life filled with purpose and meaning.

Consider this…

When an NFL coach throws a red flag onto the field, referees are signaled to review a play. This happens after some of the biggest plays of the game, like touchdowns, turnovers or fourth-down conversions – plays that can swing the momentum of the game, or even determine the eventual winner.

When a coach throws the red flag, the stadium gets quiet as everybody takes a break from the action. The players step off the field, head to the sideline, get a drink of water and huddle around their coaches. The TV broadcasts cut to a commercial or bring in their replay analysts.

The fans head to the concession stands and the bathrooms. But most importantly, the referees come together to quietly review the play.

If NFL referees can reflect and find clarity

at key moments of a football game, why can’t we do this after critical plays in our lives? How can you tap into the power of reflection to find more meaning and purpose in your personal and professional life? Here are a few concepts to consider: 1. Learning from experience is more effective when you pair it with reflection.

As long as we’re “getting things done,” we’re headed in the right direction…right? Not necessarily. Oftentimes we think that just the action of doing something is better and more productive than not doing anything. In reality, being “busy” is not better than being idle.

For example, once you’ve acquired experience, reflecting on that experience to examine and study what you’ve learned is the most effective way to improve your performance in the future. Here’s why: on a cognitive level, reflection increases understanding of a task.

2. Reflecting on what has been learned makes you more productive.

West Point’s Col. Eric Kail said, “experience is only as valuable as what we do with it.” When I think back on the significant experiences in my life (both good and bad), I couldn’t agree more with this statement. Kail stresses that reflection requires a type of introspection that goes beyond thinking, talking or complaining.

We need to understand how the events of our life shape the way in which we see the world, ourselves and others.

Reflective thinking helps you learn from experience. In the process, you discover ways to integrate new knowledge, contemplate ways to handle situations differently in the future, and identify what you want to improve. Decisions about which practices to discontinue and which new ones to adopt may also come to light. Every alteration you make to your productivity efforts by tweaking a process or implementing new – trimming away something that no longer works – is an element of this process.

3. Reflection builds confidence in your ability to

achieve goals.

Reflection can create a temporary sense of anxiety or fear that is associated with the divergence between our current state and our goals.

Let this feeling be a driving force and a great motivator that instigates behavior change and propels you toward achieving your goals. Reflective practices go beyond recognizing failure – they allow you to contemplate what you did, how you felt, what you learned and how you will move forward.

On an emotional level, reflection increases your belief in your ability to succeed. It will increase your capacity to implement behaviors to accomplish certain goals. When you reflect, you give yourself feedback that will make you feel more confident, capable and certain of your ability to complete future tasks. And I am confident you will perform better on future tasks.

Just like in the game of football, reflection allows us the opportunity to change outcomes, both in our personal and professional lives. Is it time for you to throw out the red flag and make reflection a part of your daily routine? If so, I challenge you to think about one moment from the past week and replay it from someone else’s perspective. After further review… what really happened? n

JOE SWEENEY Joe Sweeney is a New York Times bestselling author of “Networking is a Contact Sport,” “Moving the Needle” and “After Further Review.” He is also a speaker, coach and trainer. He can be reached at joesweeney.com/contact. biztimes.com / 41

Strategies FAMILY BUSINESS

What if they don’t want it?

Don’t assume…have the conversation early

“The assumption is the business will be yours, but did they forget to ask you?”

— name

There is an underlying assumption in a family business that just because you are born into it, you automatically WANT it – the family business, that is.

Truth be told, there are far more children of owners – the next generation – that don’t want the family business. For some, it is not in their area of interest. Mom and Dad started a cleaning company for businesses after hours and it grew. Now, hundreds of employees count on a paycheck as Mom and Dad are aging out of the business. You are their only child and you worked in the business when you were younger.

The assumption is the business will be yours, but did they forget to ask you?

42 / BizTimes Milwaukee NOVEMBER 27, 2017

Having a birthright or having worked in the business in the past is not a fiat for the future.

One issue I commonly hear is, “I can’t run it as well as Dad did, so why try?” A follow-up to that is, “And he tells me I can’t all the time!” If you are the owner of a business that you want your children to take over eventually, put your ego in neutral for a second. You are not in competition with your children. You have had one level of success; be proud of that. Let them have their success. The next generation needs to be encouraged, not told they will never measure up!

One client owns a floral shop that she and her husband assumed their daughter would run upon their retirement. That retirement has not occurred yet and the daughter has her own career now. That assumption was never formally discussed and the daughter, behind the scenes, has eschewed the business. Now, the parents are feeling betrayed and hurt by their daughter’s lack of interest, and yet they still haven’t formally discussed it with her. Lesson two here is to discuss it early and often with your kids. So how early is too early? It is never too early.

Another business I am familiar with is a haberdasher. The son, who is six, comes in to work each weekend with dad. He does odd jobs behind the scenes like emptying the garbage or saying hello to customers. Lots of customers are drawn in by a true family business and having kids around is a real draw. The child gets a work ethic and dad gets to spend valuable time with his son. The son also develops an appreciation for the good old Protestant work ethic. Lesson No. 3 is that the son is also more likely to buy into taking over the company years down the line, when he has put some sweat equity into the place. Read this column 20 years from now and I will tell you how it goes.

Lastly, the final lesson is: Why would we ever force anyone into something they don’t want? It is no secret that the odds of a family

business surviving into the third generation are akin to winning the lottery – long odds. I have been told by clients that they simply inherited the business from their family and don’t really want it. Their reluctance is apparent in the way they run the company. One client told me she took the company only because she did not want to disappoint her father. Again, a really bad business model and a recipe for disaster. This all goes back to an earlier tenet: early and often.

I learned a lesson this past month that is applicable in this case. My wife and I decided, after 30 years of marriage, to re-do our wills.

A few things change in 30 years, including the number of kids and who we do and don’t like.

I digress! We asked the kids what of ours they wanted so it could be codified in our wills. What we heard: silence. So we asked again and again.

Silence. Finally, my daughter had the courage after I personally asked her. Her response was, “I don’t want you to die.”

Well, I am not looking forward to it either but it comes. Even for kings, death comes. So discuss it, before it is too late. n

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

2017 HOLIDAY

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44 / BizTimes Milwaukee NOVEMBER 27, 2017

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BizConnections NONPROFIT

news FROEDTERT & MEDICAL COLLEGE INVESTING $1.65 MILLION IN NEW COMMUNITY DENTAL CLINIC Froedtert & the Medical College of Wisconsin health network has pledged $1.65 million to convert a vacant office suite in Menomonee Falls into a dental clinic for low-income adults and children.

The funds will be used to renovate an office suite in the Falls Plaza II building, N81 W15062 Appleton Ave., to serve as an additional site of the Waukesha County Community Dental Clinic.

The new clinic will have six chairs and is expected to serve

about 3,500 people annually, doubling the dental clinic’s current capacity at its location on Barstow Street in Waukesha.

“The clinic provides more than 900 appointments a month to low-income individuals, and we see the need to expand our footprint every single day,” said Renee Ramirez, executive director of Waukesha County Community Dental Clinic. “Having a clinic in another location will make a tremendous difference.”

The clinic is expected to open in the spring of 2018.

SPOTLIGHT

NEXT DOOR

-Lauren Anderson

c alendar Elite Sports Clubs will host a day filled with activities to raise money for victims of Hurricanes Harvey, Irma and Maria on Dec. 2. Elite will host an exercise-a-thon for adults from 9:30 to 11:30 a.m., as well as a “Slime-a-thon” for kids at all five clubs. At 5 p.m., Elite Brookfield, 13825 W. Burleigh, will host a Tennis Classic Pro-Am featuring local personalities competing alongside tennis pros. All events are open to the public to watch or participate, with donations going to either the American Red Cross or National Humane Society to aid in the ongoing hurricane relief efforts. More information is available at www.eliteclubs.com.

Express Yourself Milwaukee, a local nonprofit that works with low-income and high-risk youth in Milwaukee’s central city, will host an open house from 5 to 7 p.m. on Dec. 8 to celebrate a two-year process of moving into a new space at 1300 W. Fond du Lac Ave. The public is invited to attend and view the new studio space. The event will include an open mic and will showcase the work created by students and artists.

D O N AT I O N R O U N D U P College Possible students recently collected 4,312 pounds of food for Hunger Task Force as part of Make a Difference Day | Racine-based SC Johnson is donating $50,000 to the construction of the Wisconsin Humane Society’s new animal shelter in Mount Pleasant | Walmart and its foundation distributed $364,000 in grants to nine Wisconsin nonprofits that help combat hunger. Local organizations included Feeding America Eastern Wisconsin, Friedens Community Ministries, Hope Center, SecondHarvest Foodbank of Southern Wisconsin and United Community Center | Hupy and Abraham S.C. recently pledged $25,000 to the University of Illinois at Springfield in support of the Illinois Innocence Project | United Community Center’s Los Sonidos Unidos Benefit Concert brought in $116,238 for relief efforts in Puerto Rico and Mexico.

46 / BizTimes Milwaukee NOVEMBER 27, 2017

nonprofit

2545 N. 29th St., Milwaukee (414) 562-2929 | nextdoormke.org Facebook: facebook.com/NextDoorMKE Twitter: @NextDoorMil

Year founded: 1969 Mission statement: Next Door supports the intellectual, physical and emotional development of children by partnering with their families for success in school and the community.

Primary focus: Next Door provides high-quality early childhood education and family support services in Milwaukee’s central city. The agency serves more than 2,000 children, from birth to five years old, with three locations and 11 partnership sites.

Employees at this location: 279 Key donors: Bader Philanthropies, Jane Bradley Pettit Foundation, Buffett Early Childhood Fund, Harley-Davidson Foundation, Northwestern Mutual Foundation and hundreds of individuals, foundations, organizations and corporations.

Executive leadership: Dr. Tracey Sparrow, Ed.D., president; Natasha

King, vice president of finance and administration; Maria McNair, vice president of programs; Cristina Crogan, vice president of development and communication Board of directors: Bob VanHimbergen, chair; Dan Sisel, vice chair; Bradley Jansen, treasurer; Katherine Lambert, secretary; Tracey Sparrow; Lynn Barney; Angela Bier; Rebecca Cook; Benjamin S. Cordani; Vicki Cordani; Darrian Davis; Robert Duncan; Sadique Isahaku; Jason Klein; Marge Laughlin; Jamie Morningstar; Molly Mulroy; Amy Rislov; Timothy Schaefer; Michael Shapiro; Alan Shoho; Zach TeWinkel; Barbara Wanzo Is your organization actively seeking board members for the upcoming term? Yes What roles are you looking to fill?

Program, advancement, finance and administration, endowment, board development and human resources committees.

AROUND TOWN Nonprofit Excellence Awards 2017 BizTimes Media held its annual Nonprofit Excellence Awards event to recognize the community’s most committed corporate citizens and nonprofit organizations.

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MARY DOWELL of MJ Dowell & Associates LLC and ELLEN FRIEBERT SCHUPPER of ABCD: After Breast Cancer Diagnosis.

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KEVIN RAUSCH, DEB CAHOON and CHANDRA TOPP, all of West Bend Mutual Insurance Co.

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ELIZABETH SCALF and TRACEY SPARROW, both of Next Door Milwaukee.

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MARK KUEHN of Anthologie Inc. and JULIE CORDERO of Prevent Blindness Wisconsin.

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MAX SEIGLE, MYRANDA SYRJANEN, LYDIA REAVES and VICKI CORDANI , all of Next Door Milwaukee, with ALAN SHOHO and ELIZABETH SCALF.

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Event emcee MELINDA DAVENPORT of WISN-TV Channel 12 News, Lifetime Achievement Award winner JIM LINDENBERG , owner of Master Z’s, and DAN MEYER , publisher of BizTimes Media.

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The Nonprofit Excellence Awards winners.

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Photos by Paul Gaertner

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Startup Milwaukee Showcase Startup Milwaukee hosted a Showcase event as part of Milwaukee Startup Week 2017.

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GEORGE PATTERSON of Robertson Ryan, MIKE SPEICH of Insight Accounting & Consulting and PAUL EBERLE of Husch Blackwell.

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JOE HUGHES of Associated Bank, BOB KLUG of RSA Capital LLC and ED CALLAHAN of Astronautics.

10. KEVIN WANECKE , investor and CRAIG SWEENEY of Shift Savings.

11. RACHAEL RUGGLES and ZACH BEAMAN, both of Concept Envy.

12. TODD MUDERLAK of Xela Innovations LLC and JACKIE WILCOX of Husch Blackwell.

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13. AUGUST THIED of Man in the Moon Foods, ZOE MUEHL of EmpowerHR and JENNY WEEDEN of Accelity Marketing.

14. AUSTIN KADULSKI of Notarize Inc., XANDER LIEN of Dynamis Software and KELLY RODENKIRK of Cushman & Wakefield.

15. JOHN FRANCIS of Heartland and TODD PENSKE of GrouVe. 16. BREAH SMITH and ALAN WESEN, both of Easy Way to Health.

Photos by Maredithe Meyer

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BizConnections PERSONNEL FILE ARCHITECTURE

JLA Architects, Milwaukee JLA Architects has hired Dale Streitenberger as a senior design architect. He has more than 25 years of design experience and specializes in senior living environments, housing with services, multi-family residential and affordable housing.

He will also assist the firm with business development operations.

BANKING & FINANCE

The Equitable Bank, Wauwatosa The Equitable Bank has added Carol Ford as a mortgage loan officer. In her role, Ford will originate residential mortgage loans, primarily out of the bank’s Wauwatosa office. Ford has more than 17 years of mortgage lending experience.

the Association of American Medical Colleges. Comprising deans from more than 150 medical schools in the U.S. and Canada, the COD focuses on improving medical education, advancing academic medicine and supporting the deans of individual medical schools toward excellence in education, research and patient care.

HEALTH CARE

Aurora Health Care, Milwaukee Aurora Employer Solutions, the employer-focused service offering of Aurora Health Care, has added Andrea KiemenRognsvoog, CIC, CINHC, to support the health and wellness needs of the business community in the Racine, Kenosha and northern Illinois markets.

president of sales at Max Weiss Co. Sanders joined Max Weiss in 1989.

He worked for 15 years in different production roles, earning numerous promotions, including plant engineer and operations manager. He most recently served as sales and estimating manager since 2013.

MARKETING

EPIC Creative, West Bend

BUILDING & CONSTRUCTION

HEALTH CARE

Medical College of Wisconsin, Wauwatosa Dr. Joseph E. Kerschner, dean of the School of Medicine, provost and executive vice president at the Medical College of Wisconsin, has been inducted as chair of the Council of Deans of 48 / BizTimes Milwaukee NOVEMBER 27, 2017

Castellino

Levzow

Rajiv Castellino has been named chief technology officer of Marcus Hotels & Resorts. He joins Marcus Hotels with nearly 25 years of experience in IT systems administration and strategy.

Additionally, Erin Levzow has been named vice president of marketing for the company. In her new role, Levzow will oversee all marketing, e-commerce, customer insight, loyalty and public relations activities for the company. Prior to joining Marcus Hotels, Levzow served as vice president of customer relationship marketing, loyalty and marketing for Hathway in Austin, Texas.

MANUFACTURING

Max Weiss Co., Milwaukee Alan Sanders, a steel industry veteran of more than two decades, has been named vice

MRA-The Management Association, Milwaukee Tina Heinonen has been promoted to training registration and promotion manager at MRA-The Management Association.

Flowers for Dreams, Milwaukee

Flynn

Hermsen

Jaeger

Swenor

Himsl Hunter

Capek

Moore Construction Services, Menomonee Falls Moore Construction has hired Mike Smith as estimator/project manager. Smith has more than 10 years of construction industry experience, having managed more than $70 million worth of building projects of all sizes and types. Smith’s specialty areas of focus include multi-family housing, senior living, industrial, educational facilities and buildouts for commercial clients.

PROFESSIONAL ORGANIZATIONS

RETAIL/E-COMMERCE

HOSPITALITY

Marcus Hotels, Milwaukee

role of president of Asia Pacific, where he worked across the region for 12 years.

EPIC Creative has hired Ryann Flynn as a senior copywriter; Amanda Hermsen as project manager; Cody Jaeger as digital media coordinator; Nick Swenor as designer; Blake Himsl Hunter as production artist; and Taylor Capek as a designer.

PROFESSIONAL SERVICES

National Business Furniture, Milwaukee National Business Furniture has named Allan Klotsche president.

Prior to joining National Business Furniture, Klotsche worked for 25 years at Brady Corp.

He began in outside sales and held a variety of domestic marketing roles before transitioning into the

Flowers for Dreams, an online flower delivery startup specializing in honest prices for locally crafted, artisan bouquets, which donates 25 percent of its profits to local charities, has hired Lindsay Leinenkugel as Milwaukee marketing manager.

Leinenkugel earned a bachelor’s degree in graphic communications from the University of WisconsinOshkosh, and has six years of experience in the advertising and marketing fields.

TECHNOLOGY

Continuus Technologies, Grafton Continuus Technologies, an information technology firm specializing in business intelligence, data science and data management, has added Robert Mansmann as president. Originally retained as a client and business development and customer relationship consultant in January 2017, Mansmann has been instrumental in the rapid growth of Continuus Technologies over the past 10 months.

Submit new hire and promotion announcements to: www.biztimes.com/personnel

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

Crimson & Vexin LLC, 809 S. Seventh St., Watertown, $97,000, Bank of Lake Mills; TJMJK LLC, 525 Resort Drive, Johnson Creek, $330,000, WBD Inc.; KENOSHA COUNTY

MILWAUKEE COUNTY

Cousin’s Subs, 9015 W. Appleton Ave., Milwaukee, $235,000, First Bank Financial Centre; Curry Goat Corp., 2220-2244 N. Martin Luther King Drive, Milwaukee, $1.1 million, First Bank Financial Centre; DHM Enterprises LLC, 118 E. Greenfield Ave., Milwaukee, $50,000, Community State Bank;

Gram Willette as Rodes Camera LLC, 2204 Roosevelt Road, Kenosha, $30,000, Southport Bank;

Eden Garden and Pets, 1439 S. 70th St., Milwaukee, $150,000, Wisconsin Women’s Business Initiative Corp.;

Gram Willette as Rodes Camera LLC, 2204 Roosevelt Road, Kenosha, $18,500, Southport Bank;

FreshCo LLC, 2880 N. 112th St., Milwaukee, $250,000, Signature Bank;

Steve Fifer Agency LLC, 8119 22nd Ave., Kenosha, $10,000, Community State Bank; Steve Fifer Agency LLC, 8119 22nd Ave., Kenosha, $10,000, Community State Bank;

Good City Brewing LLC, 2108 N. Farwell Ave., Milwaukee, $747,200, First Business Bank; Luxury Massage Therapist LLC, P.O. Box 44261, Milwaukee, $10,000, WWBIC

O & Z Accounting LLC, 333 N. Mayfair Road, Ste. 203, Milwaukee, $1.28 million, Wells Fargo Bank; O & Z Accounting LLC, 333 N. Mayfair Road, Ste. 203, Milwaukee, $350,000, Wells Fargo Bank; RJ Heating & Air Conditioning LLC, 3820 W. Villard Ave., Milwaukee, $145,000, U.S. Bank; RJ Heating & Air Conditioning LLC, 3820 W. Villard Ave., Milwaukee, $340,000, U.S. Bank; SMT Investments LLC, 6809 S. 27th St., Franklin, $321,500, Wells Fargo Bank; Solomon Medical Staffing Agency LLC, 4048 N. 67th St., Milwaukee, $50,000, Wisconsin Women’s Business Initiative Corp.; Spark Electric Car LLC, 4212 N. 76th St., Milwaukee, $50,000, Independence Bank;

Spike Brewing LLC, 3866 N. Fratney St., Milwaukee, $110,000, Ixonia Bank; The Simple Home LLC, 5425 W. Vliet St., Milwaukee, $50,000, Wisconsin Women’s Business Initiative Corp.; Third Street Property Management LLC, 1033 N. Old World Third St., Milwaukee, $801,000, WBD Inc.; OZAUKEE COUNTY

Aquarius Technologies LLC, 420 Technology Way, Ste. D, Saukville, $250,000, Wells Fargo Bank;

Credit Union; Adventures in Farming Inc., 39613 60th St., Burlington, $150,000, Wisconsin Women’s Business Initiative Corp.;

World Care Transit Service LLC, N173 W21450 Northwest Passage Way, Jackson, $460,000, Educators Credit Union; WAUKESHA COUNTY

EarthX LLC, 1121 Newman Road, Racine, $250,000, Community State Bank;

A-Chem LLC, N11 W31620 Pine Ridge Circle, Delafield, $150,000, PyraMax Bank;

Foreman-Slaasted Heating & Air, 1333 Maiden Lane, Racine, $45,000, U.S. Bank;

B&T Mail Service Inc., 19625 Lincoln Ave., New Berlin, $350,000, Waukesha State Bank;

SHEBOYGAN COUNTY

Nitzza LLC, 3740 S. Taylor Drive, Sheboygan, $320,000, First Bank Financial Centre; WALWORTH COUNTY

Aquarius Technologies LLC, 420 Technology Way, Ste. D, Saukville, $585,000, Wells Fargo Bank;

Elkhorn Supplies LLC, 208 E. Morrissey Drive, Elkhorn, $3 million, Blackhawk Bank;

RACINE COUNTY

WASHINGTON COUNTY

400 S. Pine St. LLC, 400 S. Pine St., Burlington, $360,000, Banc of California;

Charming Paws LLC, 1410 Lang St., West Bend, $25,000, First Bank Financial Centre;

A.J. Schultz LLC, 322 Main St., Racine, $418,400, Educators

M and A Real Property LLC, West Bend, $273,000, WBD

Green Up Solutions LLC, 12733 W. Arden Place, Butler, $699,500, Waukesha State Bank; Kenealys Delivery Service LLC, 220 N. James St., Waukesha, $22,500, 1st Source Bank; KR Starz Facilities LLC, W195 S6842 Racine Ave., Muskego, $1.4 million, U.S. Bank; PR Waukesha LLC, 926 Fleetfoot Drive, Waukesha, $863,000, WBD Inc.

FOCUSING ON RELATIONSHIPS At First Business, we concentrate on developing relationships, not pushing products. Our clients aren’t a number here and that resonates with them. We strive to be more than just their banker, introducing them to other points of contact to help them succeed. And because they get to know our team well, they value that personal relationship.

KIM PRESTON

VICE PRESIDENT, FIRST BUSINESS BANK

WE ARE BANKING. FOCUSED. firstbusiness.com/learnmore

Member FDIC

biztimes.com / 49

BizConnections VOLUME 23, NUMBER 18 | NOV 27, 2017

GLANCE AT YESTERYEAR

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

SALES & MARKETING

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

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

This photo, taken by Warren O’Brien in 1920, shows Andrew Frame, president of First National Bank of Waukesha, out on the golf course. The bank no longer exists.

— Image courtesy of the Waukesha County Historical Society & Museum.

HOW WOULD YOU LIKE IT if the government said you are required to sell 10 percent of your product at below-market rates?

My guess is you wouldn’t like that at all. How do you make up for that lost revenue? Depending on your profit margin, such a requirement could imperil your business.

Your company might choose to avoid doing business in a jurisdiction with that requirement.

A proposal crafted by Alderman Robert Bauman would require developers that build apartment buildings downtown to lease at least 10 percent of the units at below-market “affordable rates” for residents whose income is 60 percent or less of the area’s median income.

Developers could opt out by paying $125,000 per required affordable unit.

The goal of providing affordable housing 50 / BizTimes Milwaukee NOVEMBER 27, 2017

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

ADMINISTRATIVE COORDINATOR Sue Herzog sue.herzog@biztimes.com

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

Andrew Frame golfs

Don’t throw cold water on downtown development

ACCOUNT EXECUTIVE Molly Lawrence molly.lawrence@biztimes.com

ADMINISTRATION

INTERN REPORTER Maredithe Meyer maredithe.meyer@biztimes.com

COMMENTARY

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

downtown is noble and ties in to addressing the area’s segregation problem. But this idea is wrongheaded and would do far more harm than good. Turns out, it’s also illegal.

After many years of stagnation, development in downtown Milwaukee has finally taken off. There have been several apartment developments downtown, which is vital to creating economic vitality there.

An affordable housing requirement would take the wind out of those sails. Mandated below-market rents would reduce revenue for buildings and could hurt the viability of projects.

How would apartment developers respond to this ordinance? A few might actually comply. Others would decide to build elsewhere, perhaps in communities like Wauwatosa or West Allis. Still others would try to build downtown, but would insist they need subsidies to do so because of the affordable housing requirements.

This would be a bad law for downtown Milwaukee. Fortunately, the city attorney’s office issued an opinion and said it would be illegal to require that every apartment development include affordable housing.

However, the city attorney’s office says the city could require affordable housing for projects that are receiving city subsidy. Under

ART DIRECTOR Shelly Tabor shelly.tabor@biztimes.com

Independent & Locally Owned — Founded 1995 —

the proposal from Bauman, developers seeking a city subsidy for an apartment development would have to lease 20 percent of the units at below-market rates.

Subsidizing affordable housing is a better approach than mandating it in every new building.

“If they say, ‘You are going to do affordable housing without any funding attached to it,’ I don’t know if that is even possible,” a developer said.

Most apartment developments downtown in recent years have been built without subsidies. City officials have been reluctant to provide them because that market has been so strong they haven’t been necessary. It’s clearly better for the city if development occurs without subsides. It’s critical those projects can still move forward. More residents makes a more vibrant and prosperous downtown.

Use city subsidies as a tool to achieve affordable housing goals. n

ANDREW WEILAND EDITOR

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

TOUGHEST

MY TOUGHEST CHALLENGE

my

Challenge

MARY DOWELL Position: Principal consultant Company: MJ Dowell & Associates LLC What it does: MJ Dowell is a management consulting group focusing on human resources, coaching, workshops, philanthropy and public speaking.

Career: Dowell was previously vice president of foundation affairs and global community relations at Johnson Controls Inc. Dowell worked at Johnson Controls from 1996 to 2015, during which time she also served as director of global community relations and director of corporate human resources. Earlier in her career, Dowell was manager of employee relations and staffing at Master Lock Co., worked at Marquette Electronics and also was a licensed practical nurse.

THE CHALLENGE “I would say definitely…getting a seat at the table. For me, early on, and actually off and on throughout my career, it was being part of pertinent meetings, discussions, conversations that were relative to moving forward.”

At one point, Dowell remembers her manager having meetings she was not a part of that directly related to the work she was doing.

“It was painful for me because I knew this was going on, but I didn’t know how to approach my manager or if I should approach my manager.”

Dowell felt she could add value to those meetings, so she did approach her manager with specifics on how she could help.

“I knew the ins and outs, I knew the details. I even had recommendations for enhancement, how we can make it better.”

THE RESOLUTION “The company’s response and the resolution was that I was admitted to attend those meetings.”

Dowell was prepared for the manager to give her reasons for her exclusion, such as a lack of experience or a need to develop certain skills.

And she was ready to collaborate on a solution with her manager, such as seeking additional training, if that was the case.

“Having those conversations, you have to be prepared to say, maybe I’m being excluded from those meetings because they don’t feel I have enough knowledge or background or maybe there’s something missing.

We did go through that, but at the end of the day, it had nothing to do with me not being ready, me not being prepared, me not being knowledgeable enough.”

LILA ARYAN PHOTOGRAPHY

THE TAKEAWAY Positioning her case in the way she did disarmed the manager, and ultimately led to her success, Dowell said.

“I think the approach is very important. If you go in there accusing or angry, pointing the finger, it just makes it tougher.”

Learning to approach people on a conflict and asking them to help her understand a situation has helped Dowell throughout her career.

“What I learned was you have to be strong. You have to take risks.

Because it was kind of a risk to sit down and have that meeting.” n biztimes.com / 51

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