BizTimes Milwaukee | November 28, 2016

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TAX INCENTIVE GAME Competitive environment adds to challenge of attracting economic development

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ALSO IN THIS ISSUE:

| LOCAL COMPANIES RANKED AMONG HEALTHIEST IN THE NATION | EAPS BECOMING STANDARD COMPONENT OF BENEFIT PACKAGES | RITZ READS THE MARKET AT THE PENWORTHY CO.

Thursday, December 8, 2016 7:30am - 9:30am | Potawatomi Hotel & Casino Presented By:

Sponsored By:

Join us as we salute excellence, encourage innovation and recognize these deserving heroes!

The Health Care Heroes awards salute the impact and the accomplishments of people and organizations that are making a positive difference in the community on the front lines of health care.

The awards presentation will be emceed by:

Advancements in Health Care Dr. Kulwinder Dua, Froedtert & the Medical College

Behavioral Health Grand Avenue Club Aurora Health Care

Community Service Amberlea Childs, Kohl’s Conversations for the Cure Judge Derek Mosley and Judge JoAnn Eiring Ascension Columbia St. Mary’s – Strong Baby Sanctuary

Melinda Davenport Co-Anchor WISN 12 News This Morning

Corporate Achievement in Health Care Kenall Mfg.

Executive Leadership Jackie Fredrick, BloodCenter of Wisconsin Dr. Keith Oldham, Children’s Hospital of Wisconsin

First Responder David Bandomir, West Allis Fire Dept.

Health Care Staff Jennifer Eggert, Milwaukee Center for Independence Laurie Nowak, Clement Manor

Nurse Wendy Beckett, independent home health care nurse Karen Bialas, Aurora Medical Center in Washington County Rosemary White-Traut, Children’s Hospital of Wisconsin

Physician Dr. David Margolis, Medical College of Wisconsin and Children’s Hospital of Wisconsin Dr. Ajay Sahajpal, Aurora Health Care

Volunteer Mark Hogan, Children’s Hospital Becky Gilling-Kramsky, ABCD: After Breast Cancer Diagnosis Lorraine Kofler, Kathy’s House

To register to attend visit biztimes.com/hero

inside

November 28 - December 11, 2016 S P E C I A L R E P O R T:

WE LLNE S S

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Coverage includes an analysis of how area companies have been ranked among the healthiest in the nation and a look at the history and benefits of employee assistance programs.

HIGHLIGHT S Now 4 Major Wisconsin business organizations optimistic about Trump presidency.

Political Beat

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Lower turnout in Milwaukee County, western Wisconsin helps Trump.

Made in Milwaukee

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Hutchinsons transition from corporate world to tool and die.

The Good Life

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L. Maxwell McKissick acts out his passions on “Empire.�

News 10 Ritz reads the market at The Penworthy Co.

S TR ATE GIE S Coaching Susan Wehrley 39 Disruption Cary Silverstein 40 Leadership Phil Hauck 41

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BIZ CONNECTIONS Nonprofit Spotlight 44 Personnel File 45 SBA Loans 46 Commentary 48 The Last Word 50

COV E R S T ORY

Playing the tax incentive game Competitive environment adds to challenge of economic development

V I S I T B I Z T I M E S . C O M F O R A D D I T I O N A L S T O R I E S , D A I LY U P D AT E S & E - N E W S L E T T E R S Editorial . . . . . . . . . . . . 414-336-7120 Advertising . . . . . . . . . 414-336-7112 Subscriptions . . . . . . . 414-277-8181 Reprints . . . . . . . . . . . . 414-277-8181

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BizTimes Milwaukee (ISSN 1095-936X & USPS # 017813) Volume 22, Number 18, November 28 - December 11, 2016.

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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 2016 by BizTimes Media LLC. All rights reserved.

Manufacturing: Food & Beverage

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

December 19, 2016 Space Reservation: November 30, 2016

Contact Linda Crawford today! p: 414.336.7112 e: advertise@biztimes.com

January 9, 2017 Space Reservation: December 21, 2016

leading edge NOW

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fter Donald Trump’s victory in the presidential election, representatives of major business organizations in Wisconsin expressed optimism about his presidency.

Some of the main regulatory changes that occurred under the Obama administration have impacted Wisconsin businesses, said Steve Baas, senior vice president of government affairs at the Metropolitan Milwaukee Association of Commerce. The state is currently in federal court challenging the Clean Power Plan because of the costs it would impose on utilities and, in turn, businesses.

“There’s some strong optimism that some of the regulatory things that have complicated the lives of businesses may be revisited,” Baas said. “Things like the Clean Power Plan, NLRB, Obamacare.”

Halting the expansion of government regulations, reforming the corporate tax rate and embracing energy reserves should all benefit Milwaukee and Wisconsin businesses by breaking through the stagnating GDP levels of the past few years, said Kurt Bauer, president and chief executive officer of Wisconsin Manufacturers & Commerce.

“I think that you need common sense on so many of these regulations that we just haven’t seen in the last eight years,” Bauer said. “It’s very difficult under the current rules to get an expansion of your air permit. If you’re a manufacturer in southeast Wisconsin who can’t get an expansion of your air permit, then you’re not going to grow there.”

Baas said the MMAC will closely watch what Trump does on trade, immigration and the Affordable Care Act. “On trade, he says he’s not against trade deals, he’s against bad trade deals,” he said. “The devil is in the details there.

We’re going to want open markets but we’re also going to want fair deals. As Obamacare has been implemented, we’ve heard from a lot of businesses about higher costs. Repeal and replace is a nice soundbite. The actual policy is a lot more complicated than that.”

“I think it’s reasonable to say that we’re on the verge of a trade war,” said Mordecai Lee, professor of urban planning at the University of Wisconsin-Milwaukee and a former Democratic member of the Wisconsin Assembly and Senate. “Not only is (the Trans-Pacific Partnership)

JSTONE / SHUTTERSTOCK.COM

Wisconsin business organizations optimistic about Trump not going to get enacted, but he’s going to try to terminate other agreements. Presumably what he wants is just a lot of bilateral trade agreements.”

Abdur Chowdhury, professor of economics at Marquette University, said he expects health, construction and defense stocks to increase in price, since Trump has proposed repealing Obamacare, upgrading infrastructure and increasing defense spending. At the same time, consumer-related stocks are likely to fall as Trump’s protectionist trade policy is put into place and inflation creeps up.

As for the labor force, deporting illegal immigrants, as Trump has proposed, is expected to reduce available workers in an already low unemployment rate environment.

“Now there are 11 million undocumented immigrants,” Chowdhury said.

“If a large portion of that group is sent back, you will see a drop in the labor force. That will, in my opinion, negatively affect economic activity and GDP.” And Trump has promised to lower the corporate tax rate from 35 percent to

15 percent. Companies can expect better profits as a result, unless they have multinational exposure, he said.

“Trump has talked about how he will lower the taxes on companies that want to repatriate their money from abroad,” Chowdhury said. “A lot of multinational companies in the U.S. have a significant amount of cash overseas. If he does that, then you can expect to see a return of some of that money to the U.S.” The MMAC supports a lower corporate tax rate and expects it will make U.S. businesses more competitive.

Reduced government regulation is also on Trump’s to-do list, and is likely to impact businesses.

“Given what Trump has said in his campaigning, he wants to have less regulation, so that will obviously have an impact on the banking industry in general, on a large number of firms,” Chowdhury said.

——Molly Dill

SOCI AL M E D I A S T R AT E GI ES

Content creation on a shoestring budget Don’t buy into the hype that you can’t create your own social media content in-house. Anthem Blue Cross and Blue Shield’s public relations team started our Twitter accounts five years ago with no budget, other than some time and energy to throw at the project. Here are free and low-cost tools we’ve used to grow our audience.

Images No matter what your line of business, you probably have graphics and photos that can be repurposed for social media. Spiff up your images with: »» PowerPoint – The most improperly used tool in the office is actually not a bad way to make a simple graphic. Export your slide as an image file (.jpg or .png) and you’re ready to go.

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Price: Likely already on your computer. »» Canva – This website provides an easy way to create graphics that look like they were built by a professional designer. Price: Free »» Aviary – A photo editing website and app from Adobe, Aviary lets you add filters and tweak your photos with minimal effort.

Price: Free

Video Apple introduced iMovie in 1999, doing for video production what the Mac did for page layout years earlier. Still, all these years later, many remain apprehensive about video. Don’t be. Here are a few tools to check out: »» Animoto – Lets you create videos using a combination of photographs, video clips and

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text. Price: Starting at $8 per month. »» YouTube – The popular video site has some decent tools to help you make edits and clean up your videos before posting. Price: Free »» Apple iMovie – Still a great way to make everything from a short video to feature length film. Price: Free on Macs, iPhones and iPads.

Remember, if your goal in social media is to get your content in front of as many people as economically as possible, there is no need to outsource what you can do yourself (or have a tech-savvy intern crank out in 20 minutes).

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——Scott Larrivee is the public relations director for Anthem Blue Cross and Blue Shield in Wisconsin.

leading edge COFF E E B R E A K

POLITIC AL BEAT

Lower turnout in Milwaukee Co. helps Trump

BY WISPOLITICS.COM

What’s new at your company?

“TEMPO Milwaukee has a rich history of attracting and retaining professional women in the C-suite or with executive roles. Throughout our 41-year history, we’ve stayed true to this membership focus. However, we’ve also asked ourselves: What does the future look like for TEMPO Milwaukee? How do we remain relevant? What is our succession plan? As such, we introduced the Emerging Women Leaders program in the fall of 2015. The inaugural class of 40 mid-career women are shaping this program from the ground up, and are proving the future is incredibly bright for TEMPO Milwaukee and the Milwaukee business community. We look forward to advancing and expanding this initiative in years to come as we nurture these women, who are well on their way to becoming the next generation of TEMPO Milwaukee members.”

What will be your company’s main challenges in the next year?

“Remaining relevant and continuing to provide the best benefits and opportunities for our growing membership base. TEMPO Milwaukee has earned an exceptional reputation over the years for advocating, elevating and accelerating our members within the business community. We serve our diverse membership and community through educational programming, networking opportunities, relationship building and mentoring, with the goal of empowering women to achieve and sustain leadership roles. It remains a priority for TEMPO Milwaukee to continue along this path and remain relevant for future members and for the business community.”

professional journey. Graduating college with a broadcast journalism degree, then deciding after 10 years to walk away from the only career I knew to transition to public relations was a risk.

The move to PR wasn’t as intimidating as the transition from agency work to corporate, where I was basically an island of one. Then, two years ago I transitioned to the nonprofit world with TEMPO Milwaukee. I wouldn’t be where I am today if I didn’t take those risks.”

From a business standpoint, who do you look up to?

“I might be the luckiest businesswoman in Milwaukee in that I have more than 325 TEMPO Milwaukee members to look up to and learn from. I am honored to have such an amazing group of mentors, confidants and women in leadership positions to support and guide me in my role with TEMPO Milwaukee.”

What’s the funniest thing that ever happened to you in your career?

“When I was a TV reporter working at CBS 58, I was attending an awards ceremony hosted by TODAY Show anchor Matt Lauer. During the event, my full-length zipper on my gown broke. I jumped into the nearest elevator hoping to get to the front desk and find a few safety pins. Guess who joined me on the elevator?

Yes – Matt Lauer. I was mortified. I couldn’t speak or look at him. Several years later, I met Matt at the TODAY Show in New York and shared the story with him. Funny now – but not then!”

“Challenge your comfort zone. Be able to take risks. This is a lesson I learned early in my career.

I took some risks with my

President & CEO TEMPO Milwaukee 1555 N. RiverCenter Drive Suite 210B, Milwaukee www.tempomilwaukee.org Industry: Member association/nonprofit Employees: Three Family: Single w w w.biztimes.com

Wisolitics.com is a media partner of BizTimes Milwaukee.

What do you like to do in your free time?

Jennifer Dirks

What was the best advice you ever received?

Lower turnout in Milwaukee County was a big reason behind Donald Trump’s surprise victory in Wisconsin, as was his support in western Wisconsin counties that had voted Democrat in the past.

Trump beat GINO SANTA MARIA / SHUTTERSTOCK.COM Clinton in the state by roughly 27,000 votes.

Trump had 1,409,467 Wisconsin voters, just surpassing the 1,407,966 voters Romney had in 2012, according to the latest Associated Press update.

Hillary Clinton, meanwhile, had more than 235,000 votes fewer than Barack Obama did in 2012, with 1,382,210 voters backing her, compared with 1,620,985 who voted for Obama in 2012.

Secretary Clinton had 288,986 votes in Milwaukee County, while President Barack Obama had 332,438 votes in 2012 and 319,819 votes in 2008.

Trump picked up several western Wisconsin counties that backed Obama last cycle. In 2012, for example, Obama won with more than 56 percent of the vote in Grant, Trempealeau and Jackson counties. Trump won those counties with 51.3 percent, 54.3 percent and 53.3 percent, respectively.

Trump also had larger margins than Romney in the Fox Valley. He won Outagamie County with 54.2 percent of the vote, while Romney took 50.1 percent. In Fond du Lac County, Trump’s percentage was 60.8 percent, while Romney’s was 56.8 percent.

Statewide, voter turnout was lower than expected. In fact, the unofficial 66.23 percent turnout would be the lowest since 1996, when 58 percent of the state’s voting age population turned out.

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BY TH E NU MBERS

“I am a foodie at heart and I love to entertain family and friends. My dinner parties have even been dubbed ‘epic’ and ‘over the top!’ I’m not quite Giada De Laurentiis – but admire her creativity and definitely her business savvy.”

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Terex Corp. announced it will close its Pewaukee manufacturing plant and lay off 92 employees. The Connecticut-based company added the operation through its 2015 acquisition of DUECO Inc. n

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leading edge MA DE I N M I LWA U K E E

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Hutchinsons transition from corporate world to tool and die

ON TH E C ALEN D AR

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Health Care Heroes

Norquist Tool & Die Manufacturing

Bob and Pam Hutchinson on the shop floor at Norquist Tool & Die’s 11,000-square-foot facility Bob and Pam Hutchinson had no background in the tool and die industry when they decided to buy Oconomowoc-based Norquist Tool & Die Manufacturing in 2014.

The Town of Delafield couple moved to Wisconsin in 2010 after long careers at Cummins Inc. Bob left his position as vice president for parts and service to join Dresser Industries’ Waukesha Engine division. Pam eventually left her position as a senior IT project manager to start her own holistic health business.

After GE bought Waukesha Engine, Bob realized he was losing the smaller environment he was looking for and left the company. He looked at some job prospects in other states, but by then the Hutchinsons had fallen in love with the area and wanted to stay.

At the suggestion of their attorney, the couple began searching for a company to buy. They eventually settled on Norquist, despite the fact that neither had experi-

ARTHUR THOMAS (414) 336-7123 | Twitter: @arthur8823 arthur.thomas@biztimes.com

ence in toolmaking and the industry has steadily lost firms over the past 15 years.

“The thinking we had was that, as a team, we could buy something that we thought was underutilized and put a different spin on it,” Bob said.

The tool and die industry had lost companies as business went overseas to China, but some of that work had begun coming back as companies realized they needed shorter lead times and closer relationships with their toolmakers.

The smaller firms that didn’t close often grew and started going after work in metal stamping, too. Their goal became to build the tool and then produce the parts for OEMs. Hutchinson figured the reshoring of work would bring new business and with smaller firms either closed or chas-

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BizTimes Media will host the 2016 Health Care Heroes Awards on Thursday, Dec. 8, from 7:30 a.m. to 9:30 a.m. at Potawatomi Hotel & Casino, 1721 W. Canal St. in Milwaukee. The awards salute the impact and accomplishments of people and organizations that are making a positive difference in the community on the front lines of health care. For more information or to register, visit www.biztimes.com/hero.

N57 W39795 Industrial Road, Oconomowoc Industry: Tool and die maker Employees: 15 www.norquisttool.com

For a complete listing of all area events, visit the event section of our website.

www.biztimes.com/events ing larger orders, there would be space for a smaller, almost boutique shop.

“We want to spend our time on the custom, hard to do stuff,” he said.

He’s going after stamping work, too, but only the lower volume jobs the larger shops aren’t set up for.

After a slow first few months, the plan seems to be working. The staff has grown from six people to 15. The Hutchinsons knew they needed to augment their expertise, hiring journeyman tool and die maker Don Menigoz as vice president of design and engineering and turning to their business relationships to add sales and finance expertise.

The result is revenue that’s up 40 percent year-overyear. Norquist has a customer base that includes companies like Husco International Inc., Rapco Inc., Douglas Dynamics Inc., Johnson Health Tech Co. Ltd., Target Corp.

Distribution and Visa Lighting Corp.

The company is expanding its offerings, building bigger tools and investing in additional equipment. Bob also is pursuing minority business enterprise certification, recalling that when he was in the corporate world, he had minority business targets to meet but often couldn’t find vendors with which to work.

The transition from the corporate world to small business hasn’t been all smooth sailing. Updating from a DOS-based system to a new enterprise resource management system was a trying experience for Pam. She’s also had to adapt her project management approach to fit the smaller environment.

Bob said he’s had to adjust to managing in a different style as he is working closer to the shop floor and with employees more likely to have a technical degree than an MBA. The goal is to have a family environment. Sometimes that means arguments, other times it means meetings across the street at craft brewery Sweet Mullets Brewing Co. “We just need to make a decent living, have some fun and give back to the community,” Bob said.

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BOOK REVIEW

‘An Extraordinary Time’ The decades after World War II were a golden age for most of the world, during which jobs were easy to find and living standards improved. But in 1973, the good times vanished and the world’s economy slumped.

In “An Extraordinary Time,” economic historian Marc Levinson describes how the end of the postwar boom reverberated throughout the global economy, bringing energy shortages, financial crises, soaring unemployment and a gnawing sense of insecurity.

Politicians, suddenly unable to deliver the prosperity of years past, railed haplessly against currency speculators, oil sheikhs and other forces they could not control. Almost everywhere, the pendulum swung, bringing politicians like Margaret Thatcher and Ronald Reagan to power. But their promise that deregulation, privatization, lower tax rates and smaller government would restore economic security and robust growth proved unfounded.

A reappraisal of the past 60 years of world history, “An Extraordinary Time” looks at how little control we actually have over the economy.

“An Extraordinary Time” is available for $22.39 at www.800ceoread.com.

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leading edge NON P RO F IT N E W S

THE GOOD LIFE

Sisters of St. Francis to build convent on site of Marian Center

Acting out his passions If they’re fans of the FOX drama series “Empire,” some of L. Maxwell McKissick’s marketing and public relations clients might think he looks oddly familiar.

That’s because McKissick, founding principal of Blue Jade Branding Inc. and the nonprofit organization SERVE 60, has been working his way into the entertainment industry over the past two years. McKissick landed a recurring role in the show’s first two seasons as a finance executive at the fictional company Empire Entertainment, and later appeared as a fictional Pepsi marketing executive. In total, he’s appeared in 10 episodes of the show.

“I have always been a bit of a walking dichotomy,” McKissick said. “Ever since I was a kid, I’ve had a ravenous appetite for reading and literature. The only thing interesting me more than reading was film and television. I truly feel that’s what led me to and helped me gravitate towards working in the creative industry – advertising, public relations, marketing.”

Because of his job as a marketing professional and his experience setting up radio and television advertisements, McKissick became familiar with certain casting agencies and occasionally was notified they were looking for actors to fill particular roles. In the summer of 2014, he decided to try to fill a role himself, and has since made several appearances on the show “Empire.” Eventually, he also landed a role this spring on a crossover episode between NBC’s “Chicago P.D.” and “Law & Order SVU” as chief of detectives.

The Sisters of St. Francis of Assisi will replace the Marian Center for Nonprofits in St. Francis, which closed this summer, with a new convent.

The Marian Center was a two-building campus of rented office space The Marian Center for Nonprofits. for social justice organizations, artists and community groups at 3195 S. Superior St. The buildings are more than 100 years old and had become costly to maintain in recent years, prompting the Sisters to close the facility on July 1.

The religious order plans to build a convent to house 80 nuns and some office space on the current site of the Marian Center. The new convent is being designed by Milwaukeebased Groth Design Group.

Once it is completed, around 40 nuns who currently live in the Motherhouse building on the Sisters of St. Francis of Assisi convent campus on South Lake Drive, which was built in the 1800s, will move into the new facility.

——Ben Stanley

In addition to his day job as a marketing and public relations professional, L. Maxwell McKissick has landed roles in several episodes of the FOX drama series “Empire.”

Since the shows are filmed in Chicago and McKissick has clients in both Milwaukee and Chicago, he said it hasn’t been difficult to work his schedule around filming sessions.

He said he wanted to take the roles as a way to learn as much as he could about the industry “from the ground up,” because his ultimate ambition is to one day start producing his own film and television content.

And he’s already close to making that dream a reality: he’s currently writing a play with a castmate from “Empire” they’re hoping to debut in 2017.

——Ben Stanley

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leading edge G ET T I NG TH E R E

BR EA K ING G ROUN D

Joe Villmow Age: 35 Education: Bachelor’s in business administration from Marquette University Newest position: Certified coach, trainer and motivational speaker with The John Maxwell Co. Other ongoing roles: President and owner, Security Network Systems; president, EmpowerMe Foundation

»» Why did you become a John Maxwell coach?

“I’m an entrepreneur; I own four or five different companies. The reason why I joined John Maxwell is personal development. With my foundation, teaching the kids the soft skills and then also teaching them how to be a leader in the Milwaukee area and Wisconsin, a lot of people don’t look at personal development, trying to make yourself a better person.” »» What drove you to found EmpowerMe Foundation?

“Growing up, I had troubles reading and writing due to dyslexia, which made me an easy target to be bullied back in elementary school. When I arrived at Marquette University, I had lost nine people close to me within a three year period. With everything going on, I felt suicide was my only outlet, but I was saved because of the great supporting cast around me. At EmpowerMe, we teach soft skills to the students. It helps give them the opportunity to network and find mentors with CEOs and executives. Being able to have this opportunity can help teach them how KABA_Ovation_Awards_ThankYou_ad_1116.pdf 1 11/17/2016 9:39:44 AM to communicate effectively in hopes to better prepare them for the workplace.”

Aurora Oak Creek Aurora Health Care Inc. is planning to build a $17 million, 30,000-square-foot health center at East Ryan Road and South Howell Avenue in Oak Creek. The urgent care clinic would be built at 200-228 E. Ryan Road and 9444-9454 S. Howell Ave. It would replace the Aurora Lakeshore Medical Clinic at 331 E. Puetz Road in Oak Creek.

——Corrinne Hess

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ON LIN E POLL JOSEPH SOHM / SHUTTERSTOCK.COM

Re: Economic disparity in Milwaukee “Juxtaposed with the impressive skyline and shopping districts are an equal number of – if not more – abandoned and/or condemned businesses and entire dilapidated neighborhoods.”

- Dave Wendland, Hamacher Resource Group

Re: School choice “Data released by the Department of Public Instruction on Oct. 19 shows that students in the Parental Choice Programs are outperforming their peers.”

- Christine McMahon, Waukesha County Technical College

Re: President-elect Donald Trump

The Kenosha Area Business Alliance recently hosted Inspire, a one-day leadership development experience for established and emerging leaders within the Chicago-Milwaukee corridor.

“Trump has some major things going for him as he prepares to take office. The biggest advantage is that the country is not as busted as he portrayed it.”

- John Torinus, Serigraph Inc.

What was your reaction when you found out Donald Trump was elected president?

Joy: 44% Disgust: 29% Shock: 22% Indifference:

5%

Smart Enough to Know... It doesn’t have to be lonely at the top Subscribe to BizTimes’ Daily enewsletter to receive exclusive regional news every day.

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Now...let’s get down to work. tecmidwest.com | 262/821-3340 Chief executives working together

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biz news Ritz reads the market at The Penworthy Co. New owner takes charge at children’s book distributor

BY MOLLY DILL, staff writer

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f you’re planning to buy books to give to the children in your life for the holidays, Holly Ritz can point you in the right direction.

In May, Ritz purchased The Penworthy Co., a children’s book distributor based in Milwaukee’s Historic Third Ward. Every month, a group of Penworthy employees finds the 80 hottest new books, then a contractor re-binds them in hardcover to make them more durable for its customers, which are mainly public and school libraries.

“We carry all the books that the kids fight over,” Ritz said. “It’s the Star Wars, it’s the LEGOs, it’s Barbie princesses.”

Ritz, an Elm Grove native who most recently served as vice president of wellness sales at Chicago health care startup Higi, is passionate about children’s literacy, which is why she made the leap to buy a business and is willing to commute from a Chicago suburb to her new job.

“I’m a mother of four boys and boys are generally not the most aggressive readers,” she said. “It’s the springboard to the future for these kids. If you can make an impact early, you can make an impact that will have longevity.”

Penworthy carries books about athletes such as J.J. Watt and Derek Jeter and pop culture icons kids are interested in that could open the door to reading.

John Komives, an independent consultant and a family friend, referred Ritz to Penworthy in March 2015. Ann Hanna of Schenck M&A Solutions advised Penworthy to complete the sale for an undisclosed price.

“When I first looked at this deal, I initially looked at it and thought, ‘Books are on the way out,’” Ritz said. “But we focus on pre-K to seventh grade. What’s very evident is that in that snapshot of time, not only parents, but educators have realized the value of a printed book.

“It’s so important to be able to have the child sit down, learn how to read from left to right, learn how to turn the page, feel the page. The other thing is the parent wants to feel that connection.”

Laurence Compton, who bought Penworthy with a partner in 1989, just seven 10

Holly Ritz purchased children’s book distributor The Penworthy Co. in May.

years after it was founded, became sole owner of the company in 1992.

Compton brought the company’s processing into the computer age and later started selling Penworthy’s books over the Internet.

It previously had a large sales force that visited school librarians and laid out Penworthy’s newest selections, but now it has fewer salespeople creating virtual shopping carts tailored to the librarian, who can then select which ones to order, he said.

There was one other bidder when Compton decided it was time to sell the company and retire, but Ritz was the best fit.

“It was time. I’d owned it for 24 years,” Compton said. “I loved it while I had it and I was very happy to sell it and I thought I got a favorable deal on the sale and I thought it was a favorable deal overall.”

“He was looking for someone who was not going to dismantle the organizaB i zT i m e s M i l w a u k e e

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tion,” Ritz said. “What I think put me over the top was my interest to keep the business intact.”

Penworthy has about 36 employees now. Ritz has added four salespeople since she acquired it. It operates out of an 18,000-square-foot office and warehouse, from which it distributes to a national footprint through school district and municipality contracts.

The book distributor is now a certified Woman Owned Business Enterprise, which Ritz expects will be an advantage in securing contracts. While the company caters to school districts and municipalities, it hasn’t made much headway in the corporate world, Ritz said.

“The other opportunity that had never been uncovered or discussed was more of a corporate opportunity – KinderCare, Bright Horizons,” she said.

And its 4,500 existing clients could benefit from more options, Ritz said.

She took the reins in May. By October,

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Ritz had expanded Penworthy’s inventory by 1,800 titles and increased the average order size by about 35 percent. The company sets itself apart in the book distribution world by keeping all of its books in stock and completing every shipment the next day, without a shipping and handling charge.

“It is a competitive space,” Ritz said.

“It’s highly fragmented, though. You order it from (our largest competitors) and you’ll get it in, I don’t know, maybe two or three weeks.”

Penworthy has taken strides to improve kids’ literacy, working with Milwaukee’s Messmer Catholic Schools to bring kids up to grade level in reading proficiency through leveled readers. And it donates publishers’ sample books it doesn’t select to nonprofits such as Chicago’s SitStayRead, a program in which kids read to volunteers’ dogs.

“There’s been a shift from ‘Let’s get them to read the classics,’ to ‘Let’s get them to read anything,’” Ritz said. n

innovations Milo Savings considers opening initial funding round Mobile app rounds up debit purchases and deposits remainder in savings

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bout a year ago, Craig Sweeney, a marketing and advertising consultant from Delafield, was brainstorming business ideas with his friend, Tom Wondra, when they got on the topic of college tuition. Specifically, its dramatic increase over the past four decades.

Between 1980 and 2009, the average annual increase in college tuition and associated fees has BEN STANLEY (414) 336-7121 ben.stanley@biztimes.com Twitter: @BizTimesBen

grown at more than twice the rate of the cost of all consumer items in the United States, according to data from the U.S. Bureau of Labor Statistics.

Sweeney has a son who recently graduated from the University of WisconsinMilwaukee and a daughter who is currently enrolled there. He was feeling the financial burden firsthand. Wondra is a business and operations executive who focuses on starting and scaling digital technology-focused companies.

“After discussing a couple of options of new business ideas, we were looking at the issue of alleviating debt for college students,” Sweeney said. “We looked at a couple ways we could tackle that. One way was peer-to-peer lending. So that was an option we looked at early on. And then very quickly though, we pivoted to looking at alleviating financial burden on the front end.

“How do we help people save?”

They came up with the idea of creating an app targeted at middle- and lowermiddle-class families, who often struggle to find the disposable income to generate a healthy savings account on their own to pay for things like emergencies, vacations, weddings or their kids’ college tuition.

The app would make saving “frictionless,” he said, and integrate itself into its users’ daily lives to spread out contributions over long stretches of time and build sav-

ings gradually, a little bit at a time.

Together with two Chicagoans, web designer Justin Seidl and software developer Robert Schwartz, they founded Milo Savings Inc. in Delafield and spent the past year building the app.

The app works by linking users’ checking accounts with a PNC Bank savings account. Every time a user makes a purchase or payment with his or her debit card, the app automatically rounds up the purchase to the next dollar and deposits the difference, anywhere from 1 to 99 cents, into the savings account.

“Unless you start off with your child when they’re 1 or 2 and you’re saving for them, you’re An example of the Milo Savings app dashboard, which users can view to track their saving progress. probably not going to pay for their entire college education with Milo,” Sweeney said. “But Certainly if it doesn’t work out that way, we can make a dent and we can make an we’ll have to look at alternates, but we’re Milo Savings Inc. impact. That’s really all we’re trying to do. hoping the investment community in Delafield Whether it’s saving for college, whether Wisconsin responds well to it. If it doesn’t Innovation: Mobile app that it’s saving for a vacation that you’ve nev- work we will have to look at other mardeposits change in savings er been able to take, saving for braces for kets, Chicago probably, but we’re hoping www.milosavings.com your kid, saving for a wedding. Whatever to make some headway here from an inthat goal is, we can help you with it. That’s vestor standpoint.” where we’re at.”

The app is similar to existing pro- user base by working with school districts The app is currently undergoing a grams, such as Acorns, an app targeted at for use while teaching students financial phase of beta testing. Up until this point, millennials that rounds up checking pur- literacy, and by incorporating Milo into Milo’s founders have been bootstrapping chases and deposits them into investment employer benefit programs by getting the app development, but Sweeney said funds; Mint, a more comprehensive, one- employers to match employee contributhey’re planning on raising money through stop-shop financial management app; tions on the app up to a certain amount, a funding round of between $1 million and and Digit, a savings app that tracks users’ for example. $2.5 million in the next few months. spending habits and income to determine The Milo team also is planning to roll “We’re hoping the Wisconsin invest- what they can afford to save and automat- out something called the “Milo Marketment community responds favorably,” he ically deposits small amounts, between place” in the first half of 2017, which will said. “We’ve gotten some good feedback, $5 and $50, into a savings account two to connect customers with local businesses but it’s yet to be seen. We hope to keep three times each week. that will match savings contributions on it in Wisconsin from that perspective.

Sweeney said Milo plans to spread its certain purchases. n w w w.biztimes.com

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Sports driving numerous construction projects across Wisconsin

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n Nov. 16, the Milwaukee Bucks unveiled their latest round of renderings – this time, for the much anticipated Live Block development – reminding us again that the $524 million arena project is much more than just a sports venue.

The Bucks are creating a mixed-use entertainment district on 30 acres of what is now mostly vacant land in the city’s Park East Corridor. Once it’s complete, the team will have a new arena and the city will have new restaurants, CORRINNE HESS P: (414) 336-7116 E: corri.hess@biztimes.com Twitter: @CorriHess

residential and office space in what had for years been a desolate area.

The arena project is partially taxpayer funded, and has been controversial. But the Bucks say it will anchor a billion dollar development district.

A similar thing is happening in Green Bay, where the Packers are doing 12

a mixed-use development adjacent to Lambeau Field.

Called the Titletown District, it is being developed on 34 acres immediately west of the stadium. Titletown District’s central feature will be a park that will include a 300-foot-long sledding hill. Commercial and residential development will surround the park. Key tenants in the Titletown District will include Lodge Kohler, a hotel being built and managed

by Kohler Co., a 30,000 square-foot Bellin Health sports medicine clinic and a 20,000-square-foot Hinterland restaurant and brewery.

While the Bucks and Packers development projects are getting most of the attention, several other sports-related real estate projects are happening in the state.

Milwaukee attorney Martin Greenberg, who specializes in real estate and sports law, said sports communities have become a centerpiece for development.

“Sports facilities are not only a place where people go to see games, it is a place where they live, where they socialB i zT i m e s M i l w a u k e e

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ize, where they shop, eat and even learn,” Greenberg said. “Wisconsin is having monumental economic development with the Bucks arena and Titletown.”

Greenberg also pointed to the Ballpark Commons mixed-use development at The Rock Sports Complex in Franklin as an example of what can be done to enhance sports venues to make them yearround destinations.

Mike Zimmerman, owner of The Rock, and Milwaukee-based WiRED Properties are working on the $120 million Ballpark Commons project at 7900 Crystal Ridge Drive. The project encompasses more than 200 acres of land, including the existing Rock Sports Complex, and will include a minor league baseball stadium, an indoor sports complex, apartments and retail stores. The plan includes a 4,000seat ballpark intended for an independent minor league professional baseball franchise. It also would serve as the home field for the University of Wisconsin-Milwaukee Panthers baseball program. The complex would also have an indoor sports

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facility to accommodate four youth-sized baseball fields. The fields also could host other sports, such as soccer or lacrosse.

Mixed-use buildings with retail, apartments and office also are planned.

“Millennials want to live close to where the action is. Sports provide the action,” Greenberg said. “It’s hard to make financial sense with just a baseball field, so a developer has to do something to get the city to put in financing for the improvements. It’s the same concept as the Bucks, but through a smaller scale. It can be done with the minor leagues and for colleges.”

In Racine, the city and county are mulling plans for a $40 million, 3,800-seat arena that could host a junior hockey team and potentially, the planned Milwaukee Bucks NBA Development League team.

The arena would adjoin 135-room hotel.

The Bucks have considered three cities for their D-League team: Racine, Sheboygan and Oshkosh. A decision is expected soon, but had not been announced as of press time.

CONTRIBUTED BY ROSSETTI

N88 W13901 Main St., Menomonee Falls

Real Estate Management D A A B C D D

Rendering of the Titletown District, a destination area to be created on approximately 34 acres of land immediately west of Lambeau Field.

A rendering of a new facility to replace Taylor Field at Lakeland University.

A rendering of the Bucks live block.

The Titletown District will include a park with year-round programming and a sledding hill stretching 300 feet.

Racine Mayor John Dickert says the arena project in that city does not depend on Racine getting the Bucks DLeague team. A United States Hockey League team could be the Racine arena’s anchor tenant.

A study done earlier this summer found an arena would draw more people to downtown Racine, but did not establish who would pay for it and officials have not announced a funding plan.

Several projects are improving existing sports venues in the state, for fans and for the athletes.

The Milwaukee Brewers are planning a $20 million, stadium-wide overhaul of concession areas and bars throughout Miller Park. The project is the most expensive upgrade to the park since it opened in 2001, and is expected to be completed in time for the Brewers’ home opener on April 3, 2017.

When the Milwaukee Admirals signed a 10-year lease to play their games at the UW-Milwaukee Panther Arena in downtown Milwaukee, beginning this season, the Wisconsin Center District agreed to a $6.3 million renovation project to make numerous improvements at the 66-yearold facility. The district paid for $4.3 million and the Admirals paid for $2 million of the project.

Some universities in the state also are planning new sports facilities.

Marquette University plans to build a $120 million Athletic Performance Research Center on a 12-acre site along West Michigan Street in downtown Milwaukee. The 250,000- to 300,000-square-foot

building will include a field house and laboratories and will be used by Marquette, Aurora Health Care and the Bucks.

Marquette also plans to build a $3.6 million seasonal dome over a portion of its Valley Fields facility at 1818 W. Canal St. in Milwaukee’s Menomonee Valley, to provide practice and training facilities for intercollegiate athletes, as well as club and intramural participants.

Lakeland University, a liberal arts college in Sheboygan County, recently unveiled plans for a $2.8 million multipurpose athletic field, which will host the school’s football, soccer and lacrosse teams. The stadium, which will replace Lakeland’s Taylor Field, will have artificial turf, lights, bleachers and a press box, and is expected to be completed in time for the fall 2017 sports season.

University of Wisconsin-Green Bay also recently received approval for a new soccer complex. The $5 million facility will have a turf field with lights and a press box and is expected to be ready for the 2018 season.

Universities invest in athletics in part because of the branding sports provides them, said Mark Eppli, professor of finance and Bell Chair of Real Estate at Marquette.

“Look at Marquette. We are part of the Big East, which includes Georgetown, DePaul, Villanova, Seton Hall and St. John’s.

Those are student rich areas (in Chicago and on the East Coast) and we want to get our names out in those communities,” Eppli said. “It’s about branding the institution, and you don’t want to brand with a (terrible) team.” n w w w.biztimes.com

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cover story

PLAYING THE

TAX INCENTIVE GAME Competitive environment adds to challenge of attracting economic development

BY ARTHUR THOMAS, staff writer

Construction progresses at the Milwaukee Tool headquarters.

IT MAY SEEM A BUSINESS WITH $2 BILLION IN SALES and a parent company

with more than double that could afford to pay for the expansion of its own corporate headquarters. But for Jim Paetsch, the 200,000-square-foot expansion of Milwaukee Tool’s Brookfield headquarters is a deal that almost got away.

“Our competing state had an offer significantly better than ours on the table. I was worried, at the number that we were at, that we were going to lose that deal,” said Paetsch, vice president of corporate relocation, expansion and attraction at the Milwaukee 7 regional economic development partnership.

Milwaukee Tool was eventually awarded $18 million in tax credits from the Wisconsin Economic Development Corp. and the City of Brookfield approved $6 million in tax increment financing to support the $35 million project.

Speaking about the TIF district in February, Ty Staviski, Milwaukee Tool’s chief financial officer, noted Techtronic Industries Co. Ltd., Milwaukee Tool’s Hong Kong-based parent company, has facilities around the country, including in Cleve14

land, Charlotte and Anderson, South Carolina. He said the company looked at northern Illinois and other markets in the area when it planned its expansion.

The expansion planning process generated questions within the company about which locations make the most financial sense, Staviski said.

“There’s a lot of pressure, because we’ve got open capacity in some of our buildings as we’ve built other buildings and they say, ‘Hey, we can house 300 employees down here,’” he said.

But he also pointed out Milwaukee Tool liked its current location and wanted to keep all of its operations on one campus to foster collaboration.

Some are critical when economic incentives are handed out by local or state governments to attract or retain businesses. But the reality is, attracting or retaining companies to a state or region is a competitive process with other states, regions or countries, Paetsch said.

“I’ve been on the wrong end of enough of these where people thought somebody was bluffing and they weren’t and then off they go and they go someB i zT i m e s M i l w a u k e e

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place else,” he said.

Milwaukee Tool is certainly not alone in receiving tax incentives from state and local agencies. WEDC and its predecessor, the state Department of Commerce, have made 615 awards in the fiscal years between 2008 and 2016. Those awards are worth nearly $750 million in tax credits and almost $319 million of them have been verified (job creation confirmed by WEDC and tax credits approved).

The Department of Commerce made an average of roughly 50 awards per year during its last four years as an agency.

Since WEDC was created and took on tax credit duties in 2011, the average has increased to slightly more than 83 per year.

Barb LaMue, vice president of economic and community development at WEDC, said part of the increase is intentional as the agency seeks to attract businesses. But she and Paetsch also said it could just be a function of an improving economy.

“I can speak personally: This was a lousy business to be in, 2008 to 2011; nobody was doing anything,” Paetsch said.

But he also said the Department of Commerce could often be too bureau-

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cratic and it was difficult, at times, for companies to get calls or emails returned.

“I was always hesitant to even put them in front of a company, just because of the vibe that they would give off,” he said.

WEDC hasn’t been without its faults, either. The agency has been the subject of three Legislative Audit Bureau reports that have made a host of recommendations for changes and uncovered problems. Within the tax credit program, the most recent audit found the agency had not established required policies for all the programs, did not always evaluate if a business met eligibility requirements and allocated tax credits in ways that didn’t comply with statutes and policies.

FINDING THE KEY PIECE The Milwaukee Tool deal highlights two elements Paetsch said are key to attracting and retaining companies. The deals are competitive and often turn on something more than just incentives.

Understanding what factors will drive a deal is an important part of ultimately convincing a company to locate or expand in the area, Paetsch said. In Milwaukee Tool’s case, having everyone on one campus was a big factor. For another company, it might be proximity to an important customer or easy access to an international airport. It could be as specific as needing a 200,000-square-foot building with 40-foot clearance and 20-ton cranes installed.

“My job is to find those buildings,” Paetsch said. “My job isn’t to talk to them about all kinds of other things, because if I can’t get the real estate right, the rest of it doesn’t matter.”

That’s not to say companies aren’t considering incentives, but factors like available workforce, access to markets for both raw and finished goods, infrastructure, quality of life and institutions also

IDEA PHASE

RESEARCH PHASE

It's time to expand.

Let's look at the options.

Narrow down the top prospects.

NEGOTIATIONS PHASE Work with the top prospects. Start gathering offers and negotiate terms.

DEAL PHASE Final deal gets penned.

EXPANSION BEGINS

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cover story are important, said Mark Hogan and Barb LaMue of WEDC. “They have their checklist of things that they want to go through,” said Hogan, the WEDC’s secretary and chief executive officer.

Availability of skilled labor tops the list of needs during site selection, according to an Area Development magazine survey released earlier this year, with 100 percent of consultants and 93 percent of executives describing it as important or very important.

The consultants listed labor costs, proximity to major markets, state and local incentives and available buildings as the other needs in the top five, all with more than 94 percent saying each was important or very important.

The company executives had a slightly different take. Highway accessibility, quality of life, occupancy or construction costs and available buildings rounded out their top five.

Almost 76 percent of executives said state and local incentives were important or very important, compared to just less

than 95 percent for consultants.

Paetsch said he doesn’t place a high priority on a deal if a company is more interested in hearing about available incentives before discussing its needs or the region’s assets.

“That’s not a serious company, that’s not a company that’s worth talking to, because any company that leads with that, I question the decision-making process used by any executive who goes at it like that,” he said.

At the same time, incentives do play an important role in attracting companies.

“You can be guaranteed that when you get down to the final three, they could do business in all three of those places. They are convinced that they could be successful; each of them has the assets,” Paetsch said.

He noted the states Wisconsin competes against for manufacturing jobs – Indiana, Ohio, Michigan – have many of the same advantages.

“The incentives become important as it relates to, in a sense like a tiebreaker, so if we aren’t willing to play in that space, then

we’re going to lose that deal,” Paetsch said.

A February report by the Urban Institute indicated 36 states have tax incentives available for job creation. Half that total had incentives in place for agriculture and 21 had manufacturing tax incentives in place. In addition to Wisconsin, 10 others had all three. Wisconsin’s manufacturing and agriculture tax credit will be fully phased in next year.

vestments. Just three companies – Quad/ Graphics Inc., Uline and Amazon.com Inc. – account for more than half of the jobs created in the Enterprise Zones.

LaMue, vice president of economic and community development for the WEDC, said the agency conducts economic modeling on all the projects to which it makes awards. The model takes into account the number and quality of jobs a project will create, both direct and indirect. Hogan noted the jobs create state income tax revenue and new buildings improve the local property tax base.

“There truly is a return on investment in that company,” he said.

WEDC’s awards generally give companies a three-year period to create jobs and then require the jobs be retained for a set amount of time.

Excluding the Enterprise Zone awards that can easily skew the data with large awards and big job figures, there had been 365 awards made between July 2007 and June 2013. The agency has verified twothirds of the $176.9 million in tax credits awarded during that period and 18,510

MEASURING THE RESULTS Whether the incentives actually make the creation of jobs possible or just help in attracting or keeping the jobs in the state, they are part of the economic development puzzle. The 615 awards made in programs directly focused on job creation and retention by the two agencies have resulted in 36,199 jobs being created, of a planned 51,923.

Nearly one-third of the jobs created have been from just 19 awards made in the WEDC’s Enterprise Zone program, a refundable tax credit program for companies increasing employment by at least 10 percent or making significant capital in-

WEDC ENTERPRISE ZONE AWARDS

Tax credits awarded, job creation and actual tax credits verified (granted) by the Wisconsin Economic Development Corp. over the past six years. The companies that are awarded tax

2010

2011

2012

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October 2010

November 2010

December 2010

August 2011

January 2012

June 2012

W Solar Group Inc.

Mercury Marine

Uline Inc.

Plexus Corp.

Fond du Lac AWARD: $65 million JOB RETENTION: 1,878 JOB CREATION: 916/1,311 TAX CREDITS: $43.7 million

Pleasant Prairie AWARD: $18.6 million JOB CREATION: 1,474/1,000 TAX CREDITS: $9.3 million

Fincantieri Marine Group LLC

Kestrel Aircraft Co. Inc.

Wausau AWARD: $28 million JOB CREATION: 0 (actual)/ 525 (promised) TAX CREDITS: $320,000 (verified)

Superior AWARD: $18 million JOB CREATION: 24/665

Neenah AWARD: $15 million JOB RETENTION: 1,704/1,704 JOB CREATION: 43/350 CAPITAL INVESTMENT: $70.3 million TAX CREDITS: $7 million

Bucyrus International Inc. Cudahy AWARD: $20 million JOB RETENTION: 946 JOB CREATION: 109/500 TAX CREDITS: $9.3 million

Quad/Graphics Inc. Sussex AWARD: $46 million JOB RETENTION: 4,820/4,820 JOB CREATION: 2,086/1,300 TAX CREDITS: $29.2 million

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Oshkosh Corp.

Oshkosh AWARD: $35 million JOB RETENTION: 3,566/3,566 JOB CREATION: 674/1,000 TAX CREDITS: $26.7 million

Shine Medical Technologies Inc. Middleton AWARD: $11.2 million WEDC lists no jobs created and no tax credits

Marinette AWARD: $28 million JOB RETENTION: 757/757 JOB CREATION: 742/800 CAPITAL INVESTMENT: $87.6 million TAX CREDITS: $15.9 million

CAPITAL INVESTMENT:

$1.1 million TAX CREDITS: $717,500

Northstar Medical Radioisotopes LLC Janesville AWARD: $14 million JOB CREATION: 56/189 TAX CREDITS: $0

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jobs have been created – about 90 percent of the planned total. The companies that are awarded tax credits must meet job creation goals (that are verified by the WEDC) in order to actually get them.

Milwaukee Tool is one of those awards.

The company received a roughly $2 million award in 2012 to expand its research and development center in Brookfield. At the time, the company planned to create 103 jobs and retain 284. The jobs were retained and the company also eventually created 657 jobs.

Companies like Quad/Graphics, Uline and Amazon also have created jobs at levels similar to or exceeding Milwaukee Tool’s performance.

Quad/Graphics was awarded $46 million in tax credits in 2010. The company planned to create 1,300 jobs and ended up adding 2,086 as it consolidated operations to its Wisconsin facilities. Through 2016, WEDC verified $29 million in tax credits for Quad.

Uline received $18.6 million in tax credits, planning for 1,000 jobs and eventually adding 1,474, with plans for more.

The result is $9.3 million in verified credits.

Amazon has topped both companies, creating 3,041 jobs, nearly two-and-ahalf times the planned 1,250 jobs when the company was awarded $10.3 million in tax credits.

If Amazon is the example of a company receiving tax credits and exceeding its targets, Menomonee Falls-based Kohl’s Corp. is the opposite. The company was awarded $62.5 million in tax credits in 2012 and $18.3 million has been verified. The company retained 3,783 jobs as planned, but created just 473 of the 3,000 it was to add.

Kohl’s, like many retailers, has struggled as consumers shift their shopping to online retailers or opt to spend it on experiences instead. The company announced earlier this year it would be closing 18 stores and eliminated three executive positions in an effort to streamline operations.

A changing economy cut into the job performance of South Milwaukee-based Bucyrus International Inc. and then the company that bought it, Caterpillar Inc. Bucyrus was awarded $20 million in tax credits in 2010. The company retained

more than 900 jobs at the facility, but created just 109 of the 500 planned and had more than $9 million in tax credits verified.

The mining industry was riding high when the award was made, but the collapse of coal prices and slow global growth slowed demand for mining products.

When Caterpillar decided this year to consolidate its mining engineering operations, Wisconsin didn’t have what the company was looking for. Like Milwaukee Tool, the company wanted to improve collaboration but also wanted to be close to its proving and demonstration grounds.

The end result is 200 jobs will move from South Milwaukee to Arizona over the next few years. The company is receiving millions in incentives from Arizona entities, and while Caterpillar considered Wisconsin in its review of mining operations, it never contacted WEDC about possibly receiving incentives to locate here instead.

Paetsch said there typically is a good explanation that relates to a company’s needs when the state loses out on a deal.

“From our perspective, it doesn’t mean

we shouldn’t be in the game,” he said, noting there have been cases where he thought a company would have a strong desire to go elsewhere and Milwaukee 7 was able to convince them to locate in Wisconsin.

For Paetsch, being in the competition is an important starting point. Roughly 85 percent of Milwaukee 7’s funding comes from private companies and his performance is measured on the number of deals the region wins, not on just getting in the door. But he also acknowledged the competitive dynamics mean there is a lot of losing in his line of work.

“It’s a low batting average business, I’ll tell you that,” he said. “I’ve got a whole chest of silver medals at the office.”

LaMue said the agency is fairly successful if deals make it to the state level.

In most cases, a deal starts with a local organization like Milwaukee 7 or a local chamber. Those groups have the local connections to quickly act on an opportunity or a potential challenge, she said.

“It needs to be the feet on the ground,” Hogan said.

The WEDC approaches deals with

credits must meet job creation goals (that are verified by the WEDC) in order to actually get them.

013

2014

2015

2016

July 2012

October 2013

August 2014

October 2014

January 2016

April 2016

Kohl’s Corp.

Amazon

Trane US Inc.

InSinkErator

Dollar General Corp.

Waukesha AWARD: $62.5 million JOB RETENTION: 3,783/3,783 JOB CREATION: 473/3,000 CAPITAL INVESTMENT: $137.2 million TAX CREDITS: $18.3 million

Kenosha AWARD: $10.3 million JOB CREATION: 3,041/1,250 CAPITAL INVESTMENT: $332 million TAX CREDITS: $1.7 million

La Crosse AWARD: $5.5 million

Racine

Milwaukee Electric Tool Corp.

AWARD: $15.5 million

Janesville AWARD: $5.5 million

PLANNED JOB RETENTION:

JOB RETENTION: 897/897

PLANNED JOB CREATION: 552

Brookfield AWARD: $18 million

JOB CREATION: 226/165

PLANNED CAPITAL INVESTMENT:

PLANNED JOB RETENTION: 820

496/496 CAPITAL INVESTMENT:

$53.9 million TAX CREDITS: $2.8 million

CAPITAL INVESTMENT: $21 million

$69 million

PLANNED JOB CREATION: 592

TAX CREDITS: $6.8 million

Weather Shield Mfg. Inc.

Exact Sciences Corp.

Medford AWARD: $8 million JOB RETENTION: 798/798 CAPITAL INVESTMENT: $3 million TAX CREDITS: $2.5 million

Madison AWARD: $9 million JOB RETENTION: 185/185 JOB CREATION: 289/606 CAPITAL INVESTMENT:

$14.9 million TAX CREDITS: $200,000

Source: Wisconsin Economic Development Corp. Companies typically have three years to meet job projections. w w w.biztimes.com

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WEDC JOB CREATION TAX CREDITS PLANNED JOB CREATION/ACTUAL

Year

Year

n Actual job creation n Planned job creation

the idea that “in virtually every situation” the companies are looking at other alternatives, he said. The agency could decide the company doesn’t really need assistance “and then the jobs end up going someplace else because we sat on the sidelines,” Hogan said.

Paetsch said the older way of looking at economic development often focused on the gaps in funding. If a company could fund a certain portion of a project, the economic development entity would bridge the difference to reach the level needed for the project. But the problem with that approach is that if another state or community isn’t paying attention to the gap and just makes a better offer, the company will end up going with the other location.

“You just have to accept the rules of the game,” he said. “You can stand on principle that we’re not going to give out incentives, (and) then you’ll just lose.”

CHANGING THE ENVIRONMENT In addition to incentives, measures passed by Gov. Scott Walker and Republicans in the Legislature also have been aimed at making the state look more attractive to businesses. Those include the manufacturing and agriculture tax credit and right-to-work legislation.

Paetsch said those measures help the state make it further into the site selection process in many cases.

“I think what the manufacturing and ag credit has done, what right-to-work has done, is given us, along with the incentives, along with the quality workforce, along with all of the other advan18

Year

n Jobs created per award

tages that are here, it’s given us that much more compelling of a case that we can make,” he said.

But Tamarine Cornelius, a research analyst with the Wisconsin Budget Project, says the problem with the manufacturing and ag tax credit is that unlike the WEDC awards, it’s not tied directly to job creation.

“There was nothing in the way of job creation requirements,” she said. “We want to grow manufacturing jobs, but this doesn’t do anything to grow manufacturing jobs.”

Her organization produced a report earlier this year showing jobs in the state’s manufacturing sector grew at the same rate before the tax credit as they did after the state began phasing it in. Other data from the U.S. Bureau of Labor Statistics shows the manufacturing sector outpaced industry growth nationally in 2012, but has lagged behind since then.

Cornelius also takes issue with how the tax credit has impacted Wisconsin’s revenue. When it is fully phased in in 2017, giving a 7.5 percent credit on income from production activities, the credit will have reduced state revenue by an estimated $736 million over five years, more than double the original estimate.

“I mean, it’s really an enormous tax credit,” she said, citing the report’s finding that the money could have covered fees and tuition for all the state’s technical college students or added 4,000 teachers to classrooms. “It’s just a lot of money.”

Cornelius acknowledged the importance of manufacturing to the state’s economy, but also questioned why the industry B i zT i m e s M i l w a u k e e

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n Number of awards

should be singled out for a tax break, particularly as employment levels aren’t likely to return to their previous high points.

“It’s a way of sort of picking winners or losers,” she said.

Cornelius said she sees the individual tax credit awards as less problematic, especially since they are tied to job creation.

But she also said it can create challenging situations for the state and it might be better to focus investments to help businesses on workforce or transportation.

Paetsch agreed those areas are important for attracting companies, but said that’s a classic challenge of balancing public policies.

“I’m the here and now guy,” he said, adding the competitive nature of economic development gives companies a distinct advantage. “It’s a leveraged relationship, without a doubt.”

While he has heard the argument that specific incentives aren’t necessary if the state has the manufacturing and ag tax credit, Paetsch feels the state is in a better position having both.

“It’s about winning and losing, and you want to be on the winning side. The more advantages you can line up, the more arrows that are in that quiver, the more you’re going to win,” he said.

He also said companies are in the business of maximizing every possible outcome and just because they are getting incentives or a tax break doesn’t mean they won’t look for opportunities elsewhere.

“I know for a fact, when they’re building their cost model, every cell in that spreadsheet is going to get tortured. They are going to look hard at every single line

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Source: WEDC

Jobs

Awards

COMPANIES HAVE 3 YEARS TO CREATE JOBS

Jobs

CHANGE FROM DOC TO WEDC

NUMBER OF AWARDS

JOBS CREATED PER AWARD

item,” he said.

LOOKING TO THE SOUTH Two or three times a month, Paetsch and his team will put together an analysis for companies, laying out the difference in taxes between two states.

“We’ve had a lot of success pulling companies out of Illinois,” Paetsch said, noting there were two deals announced in the second half of October. “I’ve got plenty more. We are this close on a number of really big deals.”

One of the recently announced deals was for Colbert Packaging Corp. to move its flexographic division from Lake Forest, Illinois to Kenosha, potentially bringing 100 jobs with it. The company was offered $1.6 million in incentives, including the potential for $850,000 in WEDC tax credits.

Jim Hamilton, president of Colbert Packaging, said the company went through an 18-month process as it sought a replacement for a leased facility. In addition to Wisconsin, the company also considered Indiana and Illinois.

“Your state is very welcoming,” he said.

“It’s nice to be wanted as opposed to not wanted in this state here.”

Colbert chief financial officer Kraig Lang said a number of things went into the decision, but the Illinois budget situation has a number of programs on hold and the company was told there weren’t any incentives available to help Colbert stay.

“When everything is said and done, the incentives that were offered and we received from Wisconsin tipped it over the edge,” Lang said. n

wellness Local companies ranked among healthiest in the nation

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ealthy employees make a healthy bottom line. That’s the philosophy adopted by a handful of companies in southeastern Wisconsin that have found their way onto lists ranking the healthiest workplaces in the country this year.

Over the past 15 years, health care costs have skyrocketed, which means employers, who still typically shoulder the majority of employee health premiums, have been feeling the pinch.

Since the Milliman Medical Index began tracking annual health costs in 2001, the estimated total cost of health care for the average family of four covered by a typical employee-sponsored health plan has more than tripled, increasing from $8,414 in 2001 to a whopping $25,826

this year.

As a way to reduce health care costs, some company leaders have been implementing aggressive employee wellness programs that encourage healthy eating and exercise habits, and also offer screening for certain preventable health complications and diseases. The idea is to catch illnesses or unhealthy habits early, before they cause expensive and potentially deadly problems later on.

Tim and Mary Starr, owners of Starr Insurance Group Ltd., an insurance agency based out of Greenfield, are familiar with the concept of limiting risk.

Since the pair became sole owners of The Starr Group in 2008, they’ve decided to put a heavy emphasis on employee

BY BEN STANLEY, staff writer

The Starr Group has woven a multitude of health and wellness activities, including basketball, yoga and hula hooping, into its company culture.

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The Starr Group encourages exercise at work.

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health – not just because they thought it would help their bottom line, but also because they felt it was simply the right thing to do.

Their efforts are paying off. This year, the company ranked No. 10 in the country on Healthiest Employer LLC’s annual “Healthiest 100 Workplaces in America” list.

“When we started, we didn’t have any idea what we were doing,” Mary Starr said.

“We kind of took a serious look at our culture and at the time, we realized it was an unhealthy culture in many ways. We were recognizing people for doing a good job by bringing in donuts. There were candy drawers, soda cans popping at 8 a.m. It was really us taking an honest look at it and realizing there were unhealthy parts of our culture we wanted to change.”

The Starr Group joined the Wellness Council of Wisconsin, and based its employee wellness program on the Wellness Council’s “7 Benchmarks” of a successful health initiative, which include advice about capturing seniorlevel support for health initiatives, collecting health data and creating a healthy company environment.

In the years since, the company began collecting health data from employees annually, while also screening them for certain health conditions and diseases.

It offers monthly massages to employees, holds between 16 and 20 luncheon lectures on health-related topics each year and offers healthy food options to employees – weekly salad lunches and monthly smoothie days. Starr Group also has initiatives to help employees cope with stress: walking meetings and meditation sessions to recordings of nature sounds.

In addition, the company put together a “Fun Committee,” which is in charge of injecting fun into the work day.

“We believe that happy employees are more passionate and more productive,”

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Mary Starr said. “That’s an integral part of our wellness program. Our goal was to meet people where they’re at and help them move forward.

“As a company owner, there’s no question as to the value of making wellness an integral part of our organization,” she said. “Retention, recruitment, overall productivity – we measure that as well. We’re part of a group of high-performing insurance agencies. Our employee productivity numbers are routinely 20 percent above other high-performing agencies.”

Over the past five years, 100 percent of the company’s employees have participated in its wellness program.

H.O. Bostrom Co. Inc., a manufacturing company based in Waukesha with 90 employees that designs and makes seating and seating accessories for a variety of industries in 65 countries, found its way onto the Healthiest Companies in America list put together this year by Interactive Health, a wellness solutions company.

H.O. Bostrom spokesperson Susan Paprcka said the company made it on the list because of its screening program – something that was implemented several years ago as a way to give a discount on insurance premiums to non-smoker employees.

“In order to prove that you’re not a smoker, you have to go through this health evaluation,” Paprcka said. “But it’s also a nice way for people to find out their current health. They do a blood draw, they do a full gamut of cholesterol and diabetes screening. That was kind of the baseline for the award that was given, because we have some pretty healthy employees.”

The benefits of the screening program have been twofold for H.O. Bostrom, she said. No. 1, it keeps health premiums low. No. 2, with only 90 employees and 265 customers located on six continents, it’s extremely important to keep everyone as healthy and productive as possible, she said. n

wellness

Employee Assistance Programs becoming standard component of benefit packages

I

BY BEN STANLEY, staff writer

n the past decade, employee assistance programs have become an increasingly common component of employee benefit packages.

Around 97 percent of companies in the U.S. with more than 5,000 employees, 80 percent of companies with between 1,000 and 5,000 employees and 75 percent of companies with 251 to 1,000 employees now offer EAPs, according to the International Employee Assistance Professionals Association.

So what are they, and why have so many employers adopted them?

The term employee assistance program covers a broad range of voluntary, confidential programs companies or organizations offer to help employees through personal or work-related problems. Today, EAPs help employees deal with many issues, including everything from family problems, such as a divorce or the death of a loved one, to financial issues or office conflicts.

But they have their roots in a more specific plan developed by the Yale Center of Alcohol Studies in the 1940s to help businesses overcome worker shortages

during World War II by addressing alcoholism in the workplace. While a huge portion of the country’s working-age young men were fighting abroad, companies back home struggled to fill the positions they left behind. Some were forced to begin broadening their search for workers to include a pool of candidates they otherwise would not have considered. And that pool included people struggling with alcoholism or drug addiction.

In response to requests from company leaders to help them fix

Schultz

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Learn how we can help you. aurora.org/BetterBottomLine

x88239 (09/16) ©AHC

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wellness problems with alcohol in the workplace, the Center of Alcohol Studies developed the “Yale Plan for Business and Industry.” It was a report that urged business leaders to view alcoholism as a treatable disease rather than a moral vice, and informed them that the workplace was, in their view, the best place to identify and treat alcoholics.

It recommended supervisors keep an eye out for signs and symptoms of alcoholism and explained different ways company leaders could refer alcoholic employees to counseling and treatment programs.

The Yale Plan is considered the forerunner of the modern employee assistance program, which has evolved over time to cover a much more comprehensive set of personal, health-related and workplace problems that affect employee productivity and engagement on the job.

“What it is, typically, is a completely confidential, outside objective resource that becomes a go-to-resource that employees of a company might use due to certain circumstances,” said Deb Schultz,

director of total rewards at MRA-The Management Association, of modern EAPs. “They might not even be able to specify what the problem is, but they can turn to that objective outside resource to get help early on and prevent an issue from escalating, or becoming overwhelming or disrupting their lives or the lives of people around them.”

MRA is the largest employer association in the Midwest. Schultz oversees the MRA’s services for member companies related to employee benefits, compensation and surveys.

In recent years, Schultz said she has noticed an increasing number of organizations considering EAPs a baseline component of benefit packages.

“The reason is because people live in a much more social and mobile environment where we tend to be available 24/7, and that in itself tends to bring some complexities, along with some employment- or benefit-related issues,” Schultz said.

Schultz said EAPs can help companies attract potential employees by sending a

strong message that they care about the wellbeing of their employees, and it can also serve as a way to retain employees by giving them tools to cope with or overcome personal or workplace problems that might otherwise have caused them to seek employment elsewhere.

In addition, EAPs can help a company’s bottom line by lowering medical

costs, improving employee productivity, providing another pathway to connect employees with on-site training programs and reducing turnover or absenteeism.

“It will send a very strong message to the employees or the candidates considering the organization that you care about me and that’s a very, very powerful message,” Schultz said. n

briefs Titan Spine names chief commercial officer Mequon-based Titan Spine LLC announced it has hired Ted Bird to the new position of chief commercial officer.

Bird will lead Titan Spine’s global sales, marketing, strategic partnering and national target accounts.

Bird also has led divisions at Orthofix, including president of the spine fixation business, Depuy Spine, and Medtronic Sofamor Danek. He holds a bachelor’s in international relations and political science from Brown University.

Previously, Bird was president of Bird Medical, a strategic consulting firm for health care manufacturers, as well as non-executive chairman of the board for ApiFix, an Israel-based startup focused on minimally-invasive, fusionless technology to correct early onset and adolescent scoliosis.

Titan Spine develops and markets titanium interbody spinal implants equipped with a special grooved surface that encourages bone growth. It was founded in 2006 and the company is currently working to commercialize its nanoLOCk surface interbody device.

Congratulations Meghan!

Reinhart Boerner Van Deuren proudly congratulates Shareholder Meghan Shannon on being named the 2016 Corporate Volunteer of the Year.

This award recognizes what we at Reinhart have known for some time—that Meghan is both a talented attorney and a tireless community volunteer. From her work in all areas of corporate law to her leadership roles in multiple nonprofit organizations, Meghan brings the same exceptional level of dedication to every task she undertakes.

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2016

PRESENTED BY:

The 2016 Nonprofit Excellence Awards winners.

WORKING TOGETHER: BUILDING A BETTER FUTURE FOR MILWAUKEE

B

izTimes 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 how Milwaukeeans can work together to build a brighter future for the community. The award winners and finalists profiles in this section were written by Alysha Schertz.

PLATINUM SPONSORS:

GOLD SPONSOR:

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2016

LETTER FROM THE PUBLISHER

M

ilwaukee is a vibrant city with much to offer. However, poverty, lack of access to good jobs and education and racial tension have created a deep divide – one that must be bridged for the entire community to realize its potential.

Many people, companies and nonprofit organizations give tirelessly of their time and energy to provide better access to jobs, education, food and adequate health care. But how does it all work together, and what could we be doing better?

That was the focus of the panel discussion at the third annual BizTimes Nonprofit Excellence Awards on Nov. 3. More than 350 Milwaukee professionals and volunteers gathered to take part in the discussion, led by a panel of experts.

We also had the opportunity to recognize those working day-in and day-out to bring Milwaukee together and lift up the disadvantaged among us. The Nonprofit Excellence Award winners were chosen from among dozens of nominees, all of them deserving of our thanks.

We hope the profiles of this year’s best corporate citizens and most effective nonprofit organizations and leaders inspire you and your employees to get out there and lend a hand.

Thank you to our honorees and finalists for leading by example. And thank you to the partners and sponsors who helped make this recognition possible: M3 Insurance, Master Z’s, Potawatomi Hotel & Casino, TEC and the Wisconsin Philanthropy Network.

Kane Communications Group president Kimberly Kane moderated a panel discussion among Milwaukee County Health and Human Services director Hector Colon, Milwaukee College Prep Lola Rowe North Campus principal Michael Morgan, Milwaukee JobsWork president Bill Krugler and Milwaukee County Executive Chris Abele.

Dan Meyer Publisher, BizTimes Media 24

BizTimes Media publisher Dan Meyer speaks at the Nonprofit Excellence Awards program.

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2016

LEADERS DISCUSS CITY’S RACIAL, SOCIOECONOMIC ISSUES

Abele suggests city make dramatic policy changes to municipal court system

A

t the BizTimes Nonprofit Excellence Awards breakfast on Nov. 3, a four-person panel of community leaders engaged in a candid discussion of racial disparities and deep-seated socioeconomic barriers plaguing residents of Milwaukee’s low-income neighborhoods.

The panel included Milwaukee County Executive Chris Abele; Hector Colon, director of Milwaukee County Health and Human Services; Michael Morgan, principal of Milwaukee College Prep: Lola Rowe North Campus; and Bill Krugler, president of Milwaukee JobsWork. Kimberly Kane, president of Kane Communications Group, moderated this discussion.

The participants answered questions and offered their thoughts on how community leaders could immediately address frustrations regarding longstanding racial and economic problems on the northwest side that boiled over in August, leading to multiple days of unrest in the city’s Sherman Park neighborhood that, at times, turned violent.

The discussion immediately preceded the annual BizTimes Nonprofit Excellence Awards ceremony, which honors reader-nominated corporate citizens and nonprofits for their ongoing commitment to making southeastern Wisconsin a better place to live, work and play.

Though much of what the panel members touched on has been discussed at length in media reports and speeches made by local politicians since the protests erupted in the Sherman Park neighborhood – including the city’s lingering segregation problems and deep educational and economic disparities between white and minority citizens – the conversation on Nov. 3 shed new light on possible solutions and offered fresh insight into some of the city’s most glaring problems.

Abele suggested the city make dra26

BY BEN STANLEY, staff writer

Kane, Colon, Morgan, Krugler and Abele discussed how business and community leaders can work together to help solve Milwaukee’s challenges.

matic policy changes to the Milwaukee Municipal Court system as a way to immediately improve the quality of life of residents living in the city’s poorest neighborhoods.

The Municipal Court system falls under the control of city government, rather than county government.

But changing city policy to dramatically reduce or eliminate incarcerations for people who are late paying fines for traffic violations and other misdemeanors or low-level crimes is “the place where I think B i zT i m e s M i l w a u k e e

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there’s potentially the highest return impact in the short run here,” Abele said.

“I’ll bet we can all agree that nobody, not a single person, should do a day behind bars for something that starts as a traffic violation,” he said. “In addition to the fact that it’s a massive waste of money, it is morally wrong and disempowers people and there’s a lot of alternative models. But when a municipal court – if someone’s late on a fine, the moment they issue a warrant and somebody’s detained even for a pretrial, if they have a

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job, they often lose the job. If they have a warrant or any kind of record, it is immediately harder for them to get back into the workforce.

“The cost of the (district attorney), the public defender and everything else on the county budget side is orders of magnitude more than whatever revenue they’re getting. I’ve jokingly suggested to some of my friends in the city, ‘I’ll give you the money back just to not do this.’”

Morgan delivered a stirring account during the discussion of his personal ex-

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perience as a young black man moving from high school to college in the Milwaukee area.

“I went to Milwaukee Madison High School,” he said. “I graduated in 2001, and it was a predominantly African-American student body when I graduated: 97 percent African-American population. Then I went to Carthage College down in Kenosha. It’s a liberal arts school, probably 90 percent Caucasian population. When I walked into my first classroom for my first day in college…my first experience, I was really overwhelmed and I felt really inadequate in that first class. I vividly remember the first question that was asked, and feeling like I knew the answer, but in fear of embarrassment, not raising my hand and then watching one of my peers raise their hand and give the same answer that I knew was the correct answer, and feeling like, ‘Wow, I wonder if what I had been taught for the last four years has me feeling as though I’m not able to compete with people of different races.’”

Noting that the audience at the Nonprofit Excellence event was predominantly white, Morgan continued: “This is probably the second time I’ve been this nervous walking into this type of setting. It reminded me of that experience when I left high school and went to college ... I think that we’re having a lot of healthy conversation that may be somewhat over the top around, ‘What’s the underlying issues?’ For me it gets back to: we have race issues, we have segregation issues and we have poverty issues. We talk about employment addressing some of those issues and we talk about access to health care and things like that. But you have a lot of very angry people. Angry young people who are frustrated with angry parents who are frustrated. And I think we really need to have an honest and open conversation around the ‘why’ and be very honest about that. So we can say, ‘Now what?

What can we do about it?’”

Krugler, who focuses on workforce development issues, made an appeal directly to business leaders in the crowd.

“For the business people out there, I feel like I represent you and I’d ask you to

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get engaged,” Krugler said. “You can’t sit on the sidelines anymore on this. If you’re out in the suburbs, you have aging workforces. You’re going to wake up someday and not know where you’re going to get your next people to hire from. You’ve got a big pool of people in the city that right now aren’t ready to go out and work. You need to get engaged.”

Colon hinted that changing attitudes toward Milwaukee citizens who have felony convictions on their record could improve local economic conditions.

“There are so many individuals that have a felony, and we have a very unforgiving society,” he said. “Many of these individuals have no other options but to engage in negative activities in order to provide for themselves or their families.

This is a big problem we face as a state and it’s something that I think we all need to work (on) collectively and will require some law changes. (We need) to have a society that’s more forgiving and allows individuals an opportunity to succeed.”

To watch the hour-long panel discussion in its entirety, visit the Biztimes.com Multimedia page.

The Nonprofit Excellence Awards winners were: • BMO Harris Bank, Corporate Citizen of the Year • Megan Shannon of Reinhart Boerner Van Deuren S.C., Corporate Volunteer of the Year • Cramer-Krasselt, In-Kind Supporter • Joe Schmidt of Trane co., Next Generation Leadership • St. Ann Center for Intergenerational Care, Nonprofit Collaboration of the Year • John Cary of the MACC Fund, Nonprofit Executive of the Year • St. Coletta of Wisconsin, Nonprofit of the Year (Large) • Community Warehouse Inc., Nonprofit of the Year (Small) • Homeless Assistance Leadership Organization Inc. (HALO), Social Enterprise of the Year More than 350 people attended the third annual Nonprofit Excellence Awards program. l

2016

WINNER

CORPORATE CITIZEN OF THE YEAR - WINNER

BMO Harris Bank 770 N. Water St., Milwaukee

BMO Harris Bank has a longstanding tradition of giving back to local communities.

In 2015, the company donated more than 19,000 hours – 2,400 workdays of service – to charitable organizations companywide. That excludes the number of hours BMO employees spent serving as board members or on organization committees.

Additionally, BMO Harris has infused more than $2 million in grant funding in the Milwaukee area through its work with organizations like United Way of Greater Milwaukee and Waukesha County, United Performing Arts Fund, Junior Achievement of Wisconsin and Marquette University, in partnership with the Boys & Girls Clubs of Greater Milwaukee.

The bank has an entire department dedicated to promoting and facilitating employee philanthropic activity, said Jud Snyder, president of BMO Harris

Equipment Finance Co. “It represents the bank’s commitment to actively engage in local communities and captures the essence of a company and its employees that care and understand that it takes generosity in money, time and spirit to help break the cycle of poverty and build stronger communities,” Snyder said.

In the Milwaukee community, employees volunteer for BMO’s annual Volunteer Day of Service. The cause, started in 2001, recently organized efforts for Feeding America Eastern Wisconsin, Milwaukee Habitat for Humanity, Hunger Task Force, Urban Ecology Center, Literacy Services of Wisconsin, United Way and UPAF. Not only does the bank encourage employees to give back, but it also regularly provides opportunities to do charitable work during business hours.

“We believe in harnessing our employ-

ees’ collective energy and talent to create a broader, more positive impact in local communities,” Snyder said.

Through individual branch locations, BMO Harris can touch the immediate surrounding neighborhoods.

Community outreach is addressed as a key performance metric, and bank managers are required to develop and enhance BMO’s profile by building strong relationships with community-based organizations.

“A commitment to acting responsibly and doing the right thing is integral to the business of our organization,” Snyder added. “BMO’s strategic priorities are grounded in a fundamental sense of responsibility that includes all stakeholders – customers, employees, communities and shareholders – whose support is essential for our continued success.” l

Snyder

CORPORATE CITIZEN OF THE YEAR - FINALIST

2800 S. Taylor Drive, Sheboygan

777 E. Wisconsin Ave., Milwaukee

Acuity Charitable Foundation

Over the past eight years, Acuity and the Acuity Charitable Foundation have donated approximately $12 million to local organizations and charities, including $3 million in 2015 alone.

In addition to its annual contributions, at the end of each year Acuity takes a designated portion of its charitable dollars and distributes them among six charities.

According to Kelly Candotti of the American Cancer Society, each organization has an opportunity to share its story with Acuity employees nationwide. Employees then vote for the organization they feel had the most impact. Dollars are designated based on the number of votes.

Acuity has supported the American Cancer Society since 2011.

In December 2015, the American Cancer Society earned the largest number of votes and received nearly $95,000 from the Acuity Charitable Foundation.

In the past, the foundation has sup-

The Acuity Charitable Foundation hosts a circusthemed fundraiser for Aurora Health Care.

ported charities including the Aurora Health Care Foundation, Bookworm Gardens, Juvenile Diabetes Research Foundation, Lakeshore Community Health Center, Mead Public Library Foundation, Meals on Wheels, Safe Harbor Crisis Center, Junior Achievement and many others. l w w w.biztimes.com

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Foley & Lardner LLP

Milwaukee-based Foley & Lardner LLP has a strong commitment to leading by example. In 2015, Foley employees raised more than $600,000 for United Way of Greater Milwaukee and Waukesha County, the United Performing Arts Fund and Hunger Task Force.

Additionally, 87 percent of the firm’s attorneys participated in various pro bono projects throughout the firm and provided hours of volunteer service worth an estimated $18.8 million.

In 2012, Foley established a one-ofa-kind partnership with the Wisconsin Conservatory of Lifelong Learning, a K-12 Milwaukee public school with about 700 students. Approximately 100 to 150 Foley employees provide financial support and volunteer assistance to the WCLL students year-round. In 2015, the firm donated more than $27,000.

The support is crucial for students to receive much-needed school supplies,

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Foley & Lardner LLP employees regularly tutor students at the Wisconsin Conservatory of Lifelong Learning.

FINALISTS

CORPORATE CITIZEN OF THE YEAR - FINALIST

backpacks and even winter coats, hats and gloves.

Foley also supports enrichment activities like trips to the Milwaukee Ballet, First Stage and Milwaukee Repertory Theater.

By focusing its commitment on a school that serves students throughout their academic careers, Foley is able to make a difference in the lives of these students. l

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WINNER

2016

CORPORATE VOLUNTEER OF THE YEAR - WINNER

Meghan Shannon

Shareholder, Reinhart Boerner Van Deuren s.c.

For Meghan Shannon, her volunteer efforts are her hobbies.

She spends a significant amount of her time giving back to organizations and causes that center mostly on preserving family, conservation, education and the support of young women in professional services.

“I think some of it is naturally my personality,” Shannon said. “I like to help people, and giving back has always been a big part of my family, and still is. My parents raised me to know that if people need help, you just help.”

Shannon, a shareholder at Reinhart Boerner Van Deuren s.c. in Milwaukee, has served on the boards of the Zoological Society of Milwaukee and Susan G. Komen for nearly a decade. She was also one of the founding members of Momentum Milwau-

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Shannon

gram and hire a new executive director.

Shannon is still one of the organization’s top individual fundraisers.

Her six-year term ended in March of 2015, after which Shannon was one of five people unanimously elected to the Susan G. Komen national board of directors.

Shannon also has been an integral part of the board for the Zoological Society’s special events team, and has helped coordinate the annual Ride on the Wild Side, the Zoo Ball and Zootastic.

“It’s important to feel strongly and passionate about the causes you support,” she said. “If you’re giving of your time, your talent, your money and even asking other people to support those causes, it’s so important to have a connection and feel strongly about the mission.” l

CORPORATE VOLUNTEER OF THE YEAR - FINALIST

CORPORATE VOLUNTEER OF THE YEAR - FINALIST

President, Allume Architects LLC

Post market QA/RA manager, GE Healthcare

Andrea Nemecek

Since founding Elm Grove-based Allume Architects, three years ago, Andrea Nemecek has made giving back a priority.

Though small, Nemecek and her team are mighty. She regularly seeks out opportunities to enhance the lives of those in her community both by providing professional services and by volunteering and assisting financially when possible.

Nemecek has provided hundreds of hours of pro bono architectural assistance to Montessori School of Waukesha. Her actions helped spearhead the largest capital campaign in the school’s history.

In addition to her pro bono work, Nemecek also donates her time and money to organizations like Impact 100 Greater Milwaukee, the City of Waukesha Landmarks Commission, Easterseals Southeast Wisconsin, the Elmbrook Education Foundation, the Ed Flaherty Memorial Charity Drive and the Commemorative Air Force Wisconsin Wing.

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kee and has dedicated time to the United Way of Greater Milwaukee and Waukesha County’s emerging leaders council, the United Way Day of Action and Reinhart’s efforts with Junior Achievement.

Shannon first became involved in Susan G. Komen Southeast Wisconsin when the organization was looking for a treasurer in 2009.

Shannon served as treasurer for three years, president for two years and past president for one.

During her tenure with Susan G. Komen Southeast Wisconsin, the annual Race for the Cure grew to more than 17,000 participants and the organization raised more than $2 million annually.

She also helped Susan G. Komen install a new accounting system, relocate offices, implement a new employee benefits pro-

Nemecek

Nemecek and her company have made a commitment to volunteering hundreds of hours in the community.

Architecture affects all aspects of life.

Nemecek recognizes the ways she is able to give back, and remains committed to serving both her community and her clients as her business continues to grow. l

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Steve Sorge

Steve Sorge has had a passion for flying since he was 12 years old. Now, as post market QA/RA manager at GE Healthcare in Waukesha, his passion has taken on new wings as he engages with local youth on a variety of levels.

Sorge helped found 88Charlies, a nonprofit organization dedicated to promoting aviation by enabling youth to restore airplanes. Sorge estimates he has donated more than 1,500 hours of service to the organization, and also works with children at a local middle school. He measures his success, however, through the lives of the children who have been impacted - some of whom have gone on to study aviation and even become commercial pilots.

88Charlies is founded on the idea that “we don’t build airplanes with kids, we build kids with airplanes.”

Every Saturday, Sorge and other volunteers gather at Palmyra Municipal Air-

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Sorge helps kids restore airplanes.

port to work with students.

“Helping build or restore an airplane fosters teamwork, uses math and science and instills confidence,” Sorge said.

“I have watched a number of kids bloom and discover a new calling. I want to open new doors for these kids.” l

2016

WINNER

IN-KIND SUPPORTER - WINNER

Cramer-Krasselt 246 E. Chicago St., Milwaukee

For advertising agency Cramer-Krasselt, its work is about more than an ad, more than a video, more than a tweet. For CK, its work is the start of a relationship.

A relationship that often pays dividends far more valuable than can be counted by impressions, views or ratings.

David Dugan, senior vice president and group account director at C-K Milwaukee, initiated a partnership with the Milwaukee Public Library that has culminated in a series of unique and transformational ideas to help raise awareness and introduce new audiences to the library.

“David has embraced the library’s belief that nothing is more critical to the empowerment of Milwaukee citizens than to ensure they are aware and have access to the library to improve their quality of life and

also enable them to read, learn and connect,” said Valerie Lorenz, director of marketing for the Milwaukee Public Library Foundation.

With CK’s help, the Milwaukee Public Library now is reaching people in ways it could not in the past, Lorenz said.

C-K introduced Library Loud Days, breaking traditional stereotypes to host a series of “non-quiet” events at the library – beginning with a concert this past July.

The concert featured Milwaukee hiphop collective New Age Narcissism and created a buzz in the community, as well as a new way of thinking.

The awareness garnered by the Library Loud Days campaign brought attention to MPL’s position as a leading community institution that can be every person’s gate-

IN-KIND SUPPORTER - FINALIST

Core Creative Inc.

STIR Advertising & Integrated Messaging

600 W. Virginia Ave., Suite 700, Milwaukee Milwaukee-based Core Creative Inc. is driven by its core value, “Be selfless.”

In an effort to continue to exemplify that value, Core Creative launched a “Share It” program that provides in-kind marketing and branding services for area nonprofit organizations.

In 2016, Core Creative donated more than $100,000 of in-kind services, including branding, insight and design, media relations, social media strategy, video production and event planning, to six local nonprofit organizations: Donna Lexa Art Centers, HALO Inc., HEAR Wisconsin, Just One More Ministry Inc., Broadscope Disability Services and Shorewood House.

The donations allow the organizations to remain focused on executing services, and also provide significantly more opportunity for awareness and engagement within the community.

Additionally, Core employees are given 10 hours of paid leave each year to use in

330 E. Kilbourn Ave, #222, Milwaukee

The Core Creative team helps with the harvest at the Hunger Task Force farm.

order to volunteer their time and talent with organizations and causes close to their hearts.

With leadership driving the “Be selfless” mission and the dedication of Core Creative's employees, the agency truly lives its mission and remains focused on making impacts in and with its community. l w w w.biztimes.com

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STIR Advertising & Integrated Messaging was founded in Milwaukee in 2000.

Since that time, the company has remained a staple in giving back to the community.

From 2013 to today, STIR has contributed more than $300,000 of agency time and since 2014, the firm has donated more than $1 million of in-kind media dollars to United Performing Arts Fund and its annual fundraising campaign.

The company has developed an original campaign for the organization for the past four years, including print, radio and digital media and advertising materials. STIR coordinates and designs all campaign collateral pieces and the annual Ride for the Arts theme and materials.

STIR also redesigned UPAF’s logo in 2015 to help the organization be more contemporary and relevant, but also maintain the trust UPAF has earned over the years.

Additionally, the firm has provided public relations assistance, behind the

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FINALISTS

IN-KIND SUPPORTER - FINALIST

way, Lorenz said.

The C-K team continues to donate its time and talent to showcase MPL in new and unexpected ways. The company has donated a three-part awareness campaign to target those in the community who know the library is there, but don’t necessarily know everything it has to offer.

To C-K, its relationship with the Milwaukee Public Library is as valuable as relationships formed with traditional clients.

“David and the C-K team have been involved in every stage of development,” Lorenz said. “They’ve helped us seek support from key community stakeholders, business leaders, volunteers and donors. His leadership has inspired many to join (MPL) to amaze, uplift and strengthen the citizens of Milwaukee.” l

STIR has contributed more than $300,000 of agency time to UPAF since 2013.

scenes communications, and advertising design and media work for SET Ministry Inc., Fostering Futures, Walnut Way Conservation Corp., Silver Spring Neighborhood Center, Midwest Athletes Against Childhood Cancer Inc. and the Milwaukee Public Schools system. l

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WINNER

2016

NEXT GENERATION LEADERSHIP - WINNER

Joe Schmidt

Project developer, Trane Co. Joe Schmidt, a project developer with Trane Co. in Milwaukee, has spent his career in the construction industry.

Formerly with CG Schmidt, he has collaborated and completed work on several multi-million-dollar projects throughout the community. But it’s his work as board president for the Building2Learn Consortium where Schmidt can share his passion for the industry and skilled trades with local youth.

The Building2Learn Consortium is a collaborative effort that involves educators, industry experts, apprenticeship training leaders, businesses and philanthropists. It gives Milwaukee students the opportunity to explore the skilled trades.

In 2016, the consortium brought together students from several local schools to apply their STEM education by constructing wooden boats.

FINALISTS

Schmidt

at school districts in the region and he assisted with the Messmer High School mentoring program that helped mentor five students through college. He also is a member of the Community Warehouse facilities committee and has led and contributed to efforts to address code violations and other facilities improvements at two of the organization’s sites. “(Joe) has joined private, public and charter school leaders, along with innovative providers of pre-apprenticeship educational options, to create pilot projects that offer real change to our local educational landscape,” said Jim Piatt, president of Messmer Catholic Schools and a board member of Building2Learn. “Joe cares deeply about all Milwaukee students, including those from disadvantaged backgrounds, having pathways to productive careers and post-secondary education options.” l

NEXT GENERATION LEADERSHIP - FINALIST

NEXT GENERATION LEADERSHIP - FINALIST

CPA, Schenck S.C.

Chief of staff, IBM Kenexa

Jill Boyle

Jill Boyle has contributed a great deal of time, energy and talent to nonprofit organizations throughout southeastern Wisconsin.

According to Christine Hill, executive director of Future Milwaukee, a community leadership program, “(Boyle’s) active engagement with the nonprofit sector has proven to be highly valuable – and their trust in her is beyond measure.”

Boyle currently leads Schenck S.C.’s firm-wide not-for-profit tax practice.

She provides tax advice and consulting services to nonprofit organizations throughout the community.

Through her work, Boyle recognizes the work the regional nonprofit community is doing and encourages it to be fully informed and educated on good business practices.

Her clients include public charities, private foundations, professional organizations, real estate partnerships and individuals.

In addition to the organizations she encounters through her job, Boyle serves

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The students worked in teams to develop plans, measure and build the boats they later launched in the Menomonee River. The goal was to provide students an opportunity to feel self-empowered, to realize that there are immediate, challenging and attainable career options for them in this industry.

Schmidt has been instrumental in the growth of the consortium by helping to garner more partner schools and securing funding for the program.

Schools that participate in the consortium include Messmer Catholic Schools, School District of Brown Deer, UCC Acosta Middle School, Carmen Schools of Science and Technology, and Notre Dame Primary and Middle schools.

In addition to his work with the Building2Learn Consortium, Schmidt also has served the Project Lead the Way initiative

Boyle

as board treasurer for the Down Syndrome Association of Wisconsin-Family Services; is board chair for Running Rebels Community Organization; serves as grants management director for Impact100 Greater Milwaukee; is a founder and board member of Momentum Milwaukee; sits on the finance committee of Meta House; and volunteers with St. Jude the Apostle Parish and Junior Achievement of Wisconsin. l

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Lauren Luellwitz

Lauren Luellwitz has spent nine years with IBM, including time overseas. She recently moved back to Milwaukee to serve as head of business planning, chief of staff for IBM Kenexa-Smarter Workforce.

Despite her busy schedule, Luellwitz always has remained committed to the nonprofit community at home and abroad.

She continued that commitment by volunteering with Milwaukee-based Exploit No More, an organization dedicated to eradicating child sex trafficking in the Greater Milwaukee area.

Shortly after joining the organization as a volunteer, she was asked to help in its search for a new executive director.

Despite a heavy national and international work schedule, Luellwitz developed a formal hiring process that included timelines and the position’s job description. She identified 11 leadership objectives, developed qualifying behavioral attributes for the candidates and coached the board mem-

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Luellwitz

bers on interviewing techniques to draw out those qualities. She screened approximately 250 applications and personally conducted nearly 50 phone interviews before presenting the board with candidates.

Jarrett Luckett, Milwaukee, was named the new executive director of the organization in September. l

2016

WINNER

NONPROFIT COLLABORATION OF THE YEAR - WINNER

St. Ann Center for Intergenerational Care 2801 E. Morgan Ave., Milwaukee

Collaboration is at the heart of everything St. Ann Center for Intergenerational Care does. The organization provides health and education services and care to children, the elderly and people with disabilities.

In late 2015, St. Ann Center worked closely with the community and community- based organizations to open a second location on Milwaukee’s near north side.

The new facility, a brownfield redevelopment site, provides early childhood education and a neighborhood resource for care for older adults with dementia or physical or developmental disabilities. It also serves middle-aged and young adults with special needs and provides economic development opportunities and employment for north side residents.

The goal of St. Ann Center’s new campus was to support and enhance the quality of life in the neighborhood. The organiza-

tion worked closely with residents, churches, city government and existing nonprofit organizations to ensure the campus was meeting proper needs in the community.

In just more than a year, St. Ann Center has established valuable partnerships with hard-working residents and grassroots organizations in the community, many of whom share space, resources and ideas with one another.

Parklawn Assembly of God church is helping with planning and fundraising for a 350-seat band shell to be built on the new St. Ann Center campus, with projected construction in 2017.

Recently, St. Ann Center, in collaboration with Alderman Russell W. Stamper II and Marketplace BID 32, hosted a firstof-its-kind business incubator at its new campus. The incubator is designed to help jumpstart locally-owned businesses that

can generate income for the district. Twenty entrepreneurs were given the opportunity to present their business plan to a panel of investors, bankers, successful business owners and business coaches. The response was so positive, 29 business hopefuls are on the waiting list for a second incubator.

Partnerships like these and others with organizations like ACTS Housing, Vision Forward Association, Milwaukee Job Corps, Milwaukee Metropolitan Sewerage District, the U.S. Environmental Protection Agency, the Wisconsin Department of Health Services, the Medical College of Wisconsin and many others is revolutionizing the way St. Ann Center is able to meet the needs of the community. l Casey Rozanski and John Jansen of St. Ann Center for Intergenerational Care.

NONPROFIT COLLABORATION OF THE YEAR - FINALIST

788 N. Jefferson St., Ste. 600, Milwaukee

Waukesha

Big Brothers Big Sisters of Metro Milwaukee In 2014, Big Brothers Big Sisters of Metro Milwaukee teamed up with Veritas High School, a charter school in Milwaukee, to ensure low-income, first-generation college students are better prepared to succeed in college.

Mentor2.0 is a technology-enriched, one-to-one mentoring program that focuses specifically on the development of knowledge and skills needed to not only successfully graduate high school, but also to matriculate into college.

“High school graduation is not the only outcome we’re looking for; that’s only the start,” said Sherry Tolkan, principal at Veritas High School. “These students have so much potential and Veritas can’t do it all.

Mentor2.0 is the missing link.”

The program matches high school freshmen with college-educated, careerfocused mentors from Milwaukee-area corporations like Ernst & Young, GE Healthcare, Kohl’s Corp., Northwestern

Students at Veritas High School can take advantage of the BBBS mentor2.0 program to help them succeed in college.

Mutual Life Insurance Co. and others. Relationships continue through the students’ first year of college.

By the 2017-’18 academic year, mentor2.0 will serve students from all four grade levels and every student attending Veritas High School will have a collegeeducated mentor to help guide his or her academic success. l w w w.biztimes.com

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Thriving Waukesha County Alliance

Thriving Waukesha County Alliance has helped shape a new culture in Waukesha County. In just under two years, the collaboration has taken on difficult issues like homelessness and transportation and has not backed down.

The group is engaging community members across all sectors to work together toward common and measurable goals.

United Way of Greater Milwaukee and Waukesha County, the Waukesha County Community Foundation, the Greater Milwaukee Foundation, and the Waukesha County Executive’s Office sponsor the Alliance’s work.

The group played an integral role in the merger of Waukesha-based Safe Babies Healthy Families Inc. and West Allis-based Easter Seals Southeast Wisconsin.

Safe Babies Healthy Families could not meet the growing demand for its specialized and highly effective prevention services. A merger was the only viable option

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FINALISTS

NONPROFIT COLLABORATION OF THE YEAR - FINALIST

Schultz

to safeguard the health of the program and was completed in January.

By combining forces, the program has a more viable and sustainable platform to serve even more at-risk children and families.

The Alliance approach has served as a catalyst for strategic collaborations throughout the community. l

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WINNER

2016

NONPROFIT EXECUTIVE OF THE YEAR - WINNER

John Cary

Executive director, MACC Fund This year, the MACC Fund will celebrate 40 years as an organization. John Cary, executive director, has led the organization for all but six of those years.

The MACC Fund, Midwest Athletes Against Childhood Cancer, raises funds to support research on pediatric cancer and blood disorders.

By the end of 2016, the organization will have contributed $59 million to childhood cancer research since its inception.

Under Cary’s leadership, the organization has grown from $250,000 in annual revenue to nearly $5 million.

“When you have a chance to save a child’s life, it’s the greatest job,” Cary said.

“I have a lot of respect for the cause, a lot of respect for Jon McGlocklin and I’m grateful every day for the work being done in this field.”

FINALISTS

Cary

Wisconsin Carbone Cancer Center.

Each year, Cary and the MACC Fund are visible in the community through events like golf outings, Trek 100, the MACC Fund Bucks Game, Aaron Rodgers’ 12 Days of Christmas benefitting the MACC Fund, Candy Cane Lane and other fundraisers.

“Our team makes it an easy decision for people to get involved,” Cary said. “We’re taking things they enjoy being a part of anyway and offering them the opportunity to help potentially save a child’s life. It’s a really easy decision for people.”

The MACC Fund recently received a 4-star rating for sound fiscal management and commitment to accountability and transparency from Charity Navigator, the largest independent charity evaluator in the U.S. Only 25 percent of charities it reviews receive the 4-star rating. l

NONPROFIT EXECUTIVE OF THE YEAR - FINALIST

NONPROFIT EXECUTIVE OF THE YEAR - FINALIST

Executive director, Milwaukee Youth Symphony Orchestra

President and CEO, AIDS Resource Center of Wisconsin

Linda Edelstein

After an extensive search, Linda Edelstein was named executive director of the Milwaukee Youth Symphony Orchestra in 2012.

She leads a team of 56 full- and parttime administrative and artistic staff and oversees more than two dozen program offerings that serve 1,000 students from as many as 215 schools, 60 communities and 14 counties in southeastern Wisconsin and northern Illinois. She manages a budget of more than $2 million, with endowment and reserves of more than $6 million.

Edelstein recently led MYSO through a strategic planning process that culminated in the establishment of a core set of strategic priorities.

In one season, since the priorities were established, Edelstein has executed several advancements within the organization, including the development of a new website, brand strategy and the hiring of a new marketing director. She has reengaged the board of directors and success-

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The MACC Fund provides hope through research, Cary said.

McGlocklin, a Milwaukee Bucks television analyst and a former player for the Bucks who was a member of the Bucks’ 1971 NBA Championship team, co-founded the MACC Fund with his friend and colleague Eddie Doucette, a former Bucks radio announcer, in 1976. Doucette’s son Brett, then 2, was diagnosed with cancer.

Brett serves as the organization’s first success story.

During Cary’s tenure with the organization, the overall cure rate has risen from 30 percent to nearly 80 percent, thanks largely to the work the MACC Fund has done to raise money.

The MACC Fund supports research at the Medical College of Wisconsin, Children’s Hospital of Wisconsin and the University of

Edelstein with Florentine Opera Studio Artists.

fully launched MYSO’s first annual gala fundraiser, netting more than $77,000 in its inaugural year. Contributed revenue also increased 18 percent during the 2015’16 season.

MYSO empowers young people from diverse backgrounds by encouraging them to pursue excellence in music and foster critical thinking skills, creativity and collaboration along the way. Edelstein’s energy has infiltrated the community and MYSO’s continued growth would not be possible without her leadership. l

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Michael J. Gifford

Innovation drives Michael J. Gifford’s tenure as president and chief executive officer of the AIDS Resource Center of Wisconsin. He developed the HIV medical home model, where all of a patient’s medical, dental, mental health and social services needs could be comprehensively addressed in one place.

He also recognized that medication availability and affordability would be critical to a patient’s treatment, so he created the ARCW Pharmacy. The pharmacy fills all prescriptions for HIV patients and provides coordination of care with their treatment providers.

ARCW is at the forefront of HIV prevention, care and treatment and is dedicated to providing quality medical, dental, mental health and social services for all people with HIV. Gifford has been an employee with ARCW for more than 20 years, and the president and chief executive officer since April 2012.

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Gifford

Gifford also recently led a merger with the AIDS Network in Madison. He successfully combined the staff and operations of both entities, which now have a unified purpose and a stronger, more integrated commitment to the cause.

His innovative approach has helped ensure the best HIV treatment in the country. Through ARCW’s treatment model, which Gifford implemented, 86 percent of its patients experience an undetectable viral load – higher than any other HIV clinic in the country. l

2016

WINNER

NONPROFIT OF THE YEAR- LARGE - WINNER

St. Coletta Wisconsin N4637 County Road Y, Jefferson

For 112 years, St. Coletta of Wisconsin has been a premier provider of support services for adults living with developmental disabilities and other challenges. Creativity and innovative approaches to residential and vocational services have allowed the organization to flourish.

St. Coletta assists individuals throughout southeastern Wisconsin and northern Illinois in attaining the highest quality of life through vocation, personal independence and integration within their communities.

The organization offers several vocational and day programs, including recreational programming, job training and job placement. It also provides residential homes and apartments in Waukesha and Jefferson.

St. Coletta recently introduced the Genesis Project, a new day program open

to young adult residents and non-residents with developmental disabilities.

The program seeks to enhance the education young adults receive in high school, specifically as it relates to employment after school.

Currently, many employers are looking to hire qualified workers in the technical and skilled labor fields.

Students in the Genesis Project are provided with a holistic education and training to help them learn appropriate values, skills and behaviors to best support the current workforce as employees and leaders in the community.

St. Coletta already is seeing positive feedback, and looks forward to expanding the program to address the needs of more students and the workforce.

Employees at St. Coletta are impera-

tive to the organization’s success. The organization believes wholeheartedly in its motto, “It’s in the people,” and seeks out ways to exemplify the mantra on a day-today basis.

In 2016, St. Coletta management implemented the Moonshot Initiative, which raised employee hourly wages and implemented a 401(k) match for the first time in organization history.

The initiative also decreased the employee cost for benefits and restructured the organization to allow for faster career advancement.

St. Coletta hopes the new initiative will improve job satisfaction, retain and attract high-quality candidates, and ultimately allow the organization to continue to successfully carry out its mission and vision within the community. l

Behncke

FINALISTS

NONPROFIT ORGANIZATION OF THE YEAR- LARGE - FINALIST

NONPROFIT ORGANIZATION OF THE YEAR- LARGE - FINALIST

201 S. Hawley Court, Milwaukee

11020 W. Plank Ct., Suite 200, Wauwatosa

Hunger Task Force

Milwaukee-based Hunger Task Force continues to grow and innovate in sustainable and creative ways to help fight hunger in southeastern Wisconsin.

Hunger Task Force provides emergency food to a network of local food pantries and meal programs and remains the only food bank in the region that does not charge for food, delivery or network membership.

Each year, organization leaders, donors and more than 15,000 volunteers collect food through community drives, harvest produce at the Hunger Task Force farm, sort food at Hunger Task Force warehouse locations and build more than 9,000 boxes of supplemental food for low-income seniors per month.

The organization recently was selected as one of 12 organizations in the country to receive a federal U.S. Department of Agriculture grant to support its latest project, the Fresh Picks Mobile Market.

In 2016, Hunger Task Force transformed

In 2014, Hunger Task Force created a mobile grocery store to provide affordable, fresh food to underserved neighborhoods.

a former NASCAR trailer into a grocery store on wheels to help combat the growing problem of food deserts in Milwaukee.

In partnership with Pick ’n Save grocery stores, the mobile market provides fresh, affordable foods to underserved neighborhoods in the community. l w w w.biztimes.com

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Make-A-Wish Wisconsin

Make-A-Wish Wisconsin was founded in 1984. That year, the organization granted its very first wish to 11-year-old Catina.

She wanted to meet Michael Jackson. Thirty-two years later, the organization has granted more than 5,700 wishes to Wisconsin children living with life-threatening medical conditions.

In 2016, Make-A-Wish granted a record 378 wishes.

According to Forrest Doolen, director of marketing and communications, the average cost of a wish is $6,500, plus an additional $3,600 of in-kind products and services.

Each wish is as unique as the child who wishes for it, and the Make-A-Wish staff works to add creativity and magic to every wish.

The organization works closely with partner organizations, corporations and the community to hold fundraisers and special events, and also utilizes the power of more than 600 volunteers throughout

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Wish kid Theodore and his brother.

the state to achieve its mission.

Nearly 82 percent of funds raised go directly to wishes for children in the community.

In March 2016, Make-A-Wish Wisconsin moved its chapter headquarters to Wauwatosa after 28 years in Butler. l

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WINNER

2016

NONPROFIT OF THE YEAR- SMALL - WINNER

Community Warehouse 521 S. Ninth St., Milwaukee

Community Warehouse is a faith-based Milwaukee organization that provides residents, businesses and organizations in its redevelopment zone with new affordable home improvement materials.

What started as an idea between businessmen came to fruition in 2005 after receiving an in-kind building donation.

The Community Warehouse retail store is located at 521 S. Ninth St. Materials are donated and sold to city residents at a substantially reduced cost in order to help revitalize communities and neighborhoods throughout Milwaukee’s inner city.

The organization will open a second retail store in the spring of 2017 at North Dr. Martin Luther King, Jr. Drive and West North Avenue.

The goal for Community Warehouse is to partner with foundations, nonprofits, builders and manufacturers to provide the

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Ringger

ground-challenged individuals in the city.

These individuals, often just released from prison, have a desire to make a positive impact in their family life and in their community.

In an effort to expand its mission even further, Community Warehouse recently launched Milwaukee Working, a contract services division that works to identify full-time employment opportunities and training in Milwaukee’s central city.

In 2012, Milwaukee Working had four full-time employees. Today, the division has a full-time staff across two departments – online and light assembly. Additionally, it provides training and mentoring for its employees.

The Milwaukee Working program serves individuals who are underemployed, never employed or background-challenged, taking their lives in a positive direction. l

NONPROFIT OF THE YEAR - SMALL - FINALIST

NONPROFIT OF THE YEAR - SMALL - FINALIST

11709 W. Cleveland Ave., Suite 2, West Allis

502 N. East Ave., Waukesha

Down Syndrome Association of Wisconsin

More than 8,000 people in Wisconsin live with Down syndrome. The Down Syndrome Association of Wisconsin reaches nearly 5,000 of these individuals and their families each year.

The organization is dedicated to providing support to individuals and families through education, programs and services.

Dawn Nuoffer was named executive director of the organization in 2014. She brings years of nonprofit experience and a new energy to the team.

In her short tenure, Nuoffer has helped transform the organization into one that not only offers resources and fraternal support, but also is becoming a provider of life-changing programs and services.

In 2016, DSAW formed the Young Leaders Academy, a program that helps individuals with Down syndrome and other special needs develop employment readiness, independent living and relationship skills.

The organization also helps young

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resources that are needed for rebuilding the city’s neighborhoods.

Products purchased at the Community Warehouse store have improved thousands of inner-city Milwaukee homes.

The organization relies on volunteers to help its neighborhood members find items throughout the warehouse; load and unload materials; complete organization projects; conduct administrative tasks like membership processing, mailings, newsletters and updates; and just to talk and pray with members.

Volunteers with home improvement and skilled trade experience are valuable resources for Milwaukee homeowners and often conduct “how to” workshops for Community Warehouse.

In addition, Community Warehouse provides full-time jobs, job training, and personal and spiritual guidance for back-

DSAW supporters ar the Down Syndrome Awareness Walk.

adults with disabilities to find housing and live independently in their own homes with the support of technology.

DSAW is almost entirely volunteer run.

Three full-time staff support operations and events throughout the entire state, but the energy and passion of its more than 800 volunteers drive and propel the mission of the organization forward. l

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Hope Center

According to the U.S. Census Bureau, more than 20,000 adults and children in Waukesha County are living at or below the poverty line. People often find themselves an illness, an accident or a lost job away from being homeless. Hope Center is dedicated to minimizing the risk factors that contribute to homelessness by providing basic needs like clothing, food and furniture to local residents.

In 2016, the organization celebrated 43 years of service to people and other organizations in the community.

Hope Center works closely with other agencies within the homelessness support network by accepting guest referrals on a regular and ongoing basis.

In 2015, 5,400 people visited the Hope Center Clothing Shop, 8,100 people were served by the Center’s meal program, and nearly 600 people received financial assistance.

In addition, more than 7,000 household items were donated and 1,150 volunteers

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Hope Center in Waukesha provides basic needs like food, clothing and furniture to residents at or below the poverty line.

provided more than 36,000 hours of service for Hope Center programs.

No other organization provides free food, clothing, furniture and support for men, women and families in Waukesha County. l

2016

WINNER

SOCIAL ENTERPRISE - WINNER

Homeless Assistance Leadership Organization Inc. 2000 De Koven Ave., Unit 1, Racine

Since 2010, chronic homelessness in Racine County has dropped from 8 percent of those living in poverty to less than 1 percent, thanks in large part to Homeless Assistance Leadership Organization Inc. HALO is Racine County’s only full-service homeless shelter serving men, women and children. In 2015, the organization revamped its mission and is now dedicated to providing its participants a pathway to self-sufficiency.

HALO provides shelter to those in need, but offers goal-oriented, individualized support and programming.

Since 2005, HALO has helped more than 2,500 adults return to stable housing with enough income and savings to support themselves.

All programs and services at the organization are client-centered and accountability-based.

There’s no time limit for program participants as long as they follow shelter rules, remain clean and sober, and are actively working toward their self-sufficiency goals.

In keeping with the spirit of self-sufficiency, HALO has also introduced five new programs in the past five years that not only support the organization’s mission, but also bring in added revenue.

In 2013, HALO launched Recipe for Success, a program in which small startup food-based businesses rent out the kitchen space in HALO’s men’s shelter, while also supporting HALO’s self-sufficiency program participants.

Recipe for Success brought in $13,000 for the organization in 2015, and offers job training, food safety workshops and cooking classes.

The organization also is home to Ra-

cine’s only urban food-growing community supported agriculture program, serving HALO clients and low-income families throughout the community. The program brought in more than $9,000 in revenue in 2015.

In addition, the nonprofit operates the HALO Childcare Center and the HALO Housing Rehabilitation Program, which supports the organization’s housing needs but also revitalizes urban neighborhoods throughout Racine. The program brings in approximately $15,000 per building for HALO. Three former HALO residents have gained full-time employment with the Rehabilitation Program, as well.

In addition to adding revenue and job training opportunities for HALO participants, these programs bring new faces into the shelter and spread awareness of HALO’s programs and services. l

Cookman

SOCIAL ENTERPRISE - FINALIST

929 E. Wisconsin Ave., Milwaukee

5316 W. State St., Milwaukee

Betty Brinn Children’s Museum The Betty Brinn Children’s Museum opened in 1995 with a mission to provide evidence-based learning opportunities for children.

In 2004, the museum launched its Exhibit Development Initiative, part of a long-term strategy to reduce the organization’s reliance on contributions by generating income to support its operations.

In 2015, the initiative generated 30 percent of the museum’s total earned income, and is projected to represent 35 percent of its 2016 total earned income.

Through the EDI, museum staff produce educational exhibits – initially for use at Betty Brinn – that can subsequently be purchased or leased by peer institutions to keep their visitor experience fresh, build attendance and highlight their educational mission in the communities they serve.

The initiative currently includes five national touring exhibits and will begin offering a sixth touring exhibit in 2017.

Beyond Vision

The Betty Brinn Children's Museum.

The exhibits have been designed in collaboration with companies and organizations like Hasbro Inc., the United States Forest Service, General Electric Co., Wm. K. Walthers Inc. and the Harley-Davidson Motor Co., among others. l w w w.biztimes.com

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According to the National Health Interview Survey, there is a 70 percent unemployment rate among blind or visually impaired individuals in the United States.

Milwaukee-based Beyond Vision fights daily to improve that rate by making up nearly 50 percent of its workforce with blind or visually impaired individuals.

Adaptation and innovation has made that possible.

Representatives in customer care use screen readers, braille displays or screen magnifiers; in assembly and packaging, staff engineers have built entire systems that make processes safe and error-proof, including talking scales, efficient workstations and 3D printed adaptive pieces.

The Beyond Vision machine shop does CNC milling, turning, sawing and even manual machining, and is almost entirely run by people who are blind.

Previously a state-run agency, Beyond Vision has more than 100 years of manu-

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FINALISTS

SOCIAL ENTERPRISE - FINALIST

Milwaukee-based Beyond Vision makes changes to its manufacturing process to help the blind and visually impaired workers it employs.

facturing history. And though it’s a small organization, it brings big economic multipliers to Wisconsin.

Beyond Vision has longstanding relationships with local customers such as Briggs & Stratton Corp., Harley-Davidson Inc., Pentair plc, P&H Mining Equipment Inc., Morris Material Handling and Oshkosh Defense. l

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strategies change or become vulnerable. »» What if I try hard to succeed and then find out I’m not all that?

Self-worth and self-esteem encompass beliefs about oneself. When we face adversity, obstacles, difficulty and challenges, inevitably our self-worth will determine whether or not we will reach our goal. This is true even more than strategy or circumstances alone.

What does your mind secretly say to you when you hit adversity? »» “No problem!” »» “I am competent” »» “I will figure this out!” »» “I’ve got this!”

Believe in your worth and you will reach your full potential What we think about, we bring about

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o matter how skilled you may be in an area of your life, if you don’t believe in your worth, you will sabotage yourself from reaching your full potential. Yes, you can even set goals, but if you don’t believe you are worth receiving the benefits of those goals, you will flatten out like a pancake in the face of adversity and tell yourself, “See? I knew I would never get what I wanted!”

Deep within us, we know what we need to do to reach our greatest potential.

However, we have subtle messages in our mind that tell us, “You are not enough to get what you ultimately want.”

Perhaps it was never told to you directly, but it was the subtle message you told yourself because of someone's behavior, or lack of it.

Unfortunately when we are young, we interpret each other’s behavior personally and therefore tell ourselves it must be our fault. These self-deprecating evaluations stick in our mind like a virus in our computer, making us sluggish, shut down and sheepish to go for what we ultimately want. If we are not in a passive mode, we become aggressive, like a bull in a china shop, masking our fear that we won’t get what we want.

A study by University of Washington

researchers says by age 5, children already have formed much of their self-esteem.

The problem is that many of the messages we have given ourselves have been stored away in our subconscious mind and act as a temperature gauge and set point for our comfort zone. This is why you see yourself, and others, saying you want one thing but then doing another. Or you act grandiose about your goals, but have not established any kind of plan, strategy or daily execution to achieve them.

In order to achieve new heights of success, you have to be willing to do the work of digging deep down and finding the mindset messages that told you, “I am not able to have what I want with ease.” If you don’t do the work to get to these mindset messages, you cannot replace them with mindset mantras that will ensure you get exactly what you want!

Perhaps you are thinking, “I think I’m enough!” If so, great! But I would bet there are other beliefs you are subconsciously thinking that are slowing you down from being your full potential.

Here are 10 common mindsets that keep us from believing we are worth what we want: (Check off if any of these sound like you) w w w.biztimes.com

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SUSAN W EHRLEY COACHING »» To be successful, I must work hard. »» To be successful, I must be highly educated. »» To be wealthy, I will have to love money and that is not good. »» To be successful, my personal life will suffer. »» People will take advantage of me and expect more from me if I am successful. »» It is lonely at the top. »» I don’t have enough support or money to do what I want. »» I am afraid to fail and look foolish. »» I am afraid to succeed because I may

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Or does your mind chatter and say: »» “Oh, no!” »» “I don't have time for this!” »» “What am I going to do?” »» “I hope I can figure this out!”

Our mental and emotional state, and hence how we feel about ourselves, has everything to do with this initial evaluative thought process. If we automatically believe, “I’ve got this!” we are demonstrating our connection to our high self-worth and self-esteem.

Limited thoughts like, “I hope I can figure this out!” make us unconsciously believe there are limited possibilities and therefore, we are limited. Because thoughts become feelings, feelings lead to actions and actions to results, eventually these limited thoughts will lead to less than ideal results. When we get limited results, we get to say to ourselves, “See, I was right…this never was going to work out anyway!” Deep down, what we didn’t realize is that what we think about, we bring about and what we focus on expands. Because we thought we weren’t worth it, we’ve got to be right. Unfortunately, sometimes we prefer to be right rather than to work out the messages in our mind so we can be our full potential.

Challenge: Where do you need to change your mindset so you can believe in your worth and reach your full potential? n

Susan K. Wehrley is an author, business coach and consultant who aligns leaders and teams to their goals. As part of her goal alignment process, she ensures executives have the mindset for success. You can learn more about Susan and her business at www.BIZremedies.com. You can reach her at (414) 581-0449 or susan@solutionsbysusan.com.

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strategies

Is traditional retail on life support?

Adjust or become extinct

W

hen I entered into the world of retailing in the late 1960s, Thanksgiving was a day of rest. It was the day when the visual merchandising gremlins transformed the store overnight into a Christmas wonderland.

Now the Christmas transition begins in October, when the tree decorations, cards and trimmings arrive on the selling floors.

This year, there has been a great amount of discussion regarding whether local and national retailers will be open on Thanksgiving Day. A number of retailers, locally and nationally, have stated they will close on Thanksgiving, giving their employees the day off.

Traditionally, Black Friday signaled the start of the six-week period when department store profits went from negative to positive. In more recent years, traditional and specialty stores tried to jumpstart this period by opening their stores on Thanksgiving Day. Some were open for 24 hours.

As online retailers like Amazon continue to eat away at in-store sales, the pressure on traditional retailers builds to gain 40

back lost sales to cover their overhead.

Many of these same traditional retailers traded in-store sales for online sales by promoting their websites using email and direct mail. Major retailers such as Macy’s, Dillard’s, Nordstrom, and even Bloomingdale’s have seen store sales drop and their online sales increase. The challenge is they have too many “brick and mortar” locations, eating away their profits. Some of these retailers have tried to recapture lost sales and build additional market share by opening up off-price stores, such as Nordstrom Rack, Sak’s Off 5th, the Bloomingdale’s outlet and even Kohl’s Off/Aisle.

The Thanksgiving debate is only the first indication that there is trouble in the retail marketplace. Two major retailers, Sears and Kmart, announced they will run out of cash by the end of the year. Macy’s Inc. has announced it intends to close 100 underperforming stores. Nordstrom is concentrating its efforts on its Rack stores, which feature discounted merchandise.

One traditional store is moving counter to this trend. Von Maur will open a B i zT i m e s M i l w a u k e e

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new store in Brookfield in the near future, bringing a new player into the greater Milwaukee market. Its entry will further fragment the market share of the existing competition. Macy’s and Boston Store are dealing with the entry of Nordstrom into the Mayfair Mall. Now Boston Store, JCPenney and Sears need to deal with the entry of Von Maur into the Bluemound Road retail corridor.

The closing of Sports Authority stores across the nation demonstrates how even a large specialty retailer can be driven from the market by competition. I expect after the retail sales are tallied and reported in January 2017, there will be further reduction of retail square footage in the Milwaukee market.

Additionally, there is a national campaign by local merchant associations and

by American Express to “shop small” this season. The pressure is on the traditional retailer to reinvent itself or become a victim of the next ice age. My generation grew up shopping with our parents at the traditional department store. Now, our children shop online for their fashion

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C A RY S ILVER S TEIN DISRUPTION and home needs by computer, tablet or cell phone. As baby boomers move toward extinction, they are replaced by the millennial shoppers who fill their shopping baskets online. They also desire to associate with merchants who share their concerns regarding social issues (i.e., recycling, feeding the hungry and using environmentally-friendly packaging).

Just like the dinosaur, the traditional retailer needs to adjust to the changing needs of the consumer and its employees or become extinct. n Cary Silverstein, MBA, is a writer, speaker and community volunteer who splits his time between Scottsdale, Arizona and Fox Point. He is the co-author of the book “Overcoming Your NegotiaPhobia,” and can be reached at (414) 403-2942.

strategies The organization should learn the competencies of each job and require employees to learn them. When they do, achievement is normal and natural.

Become a virtuoso question-asker.

Questions keep topics open and foster creative thinking and new ideas. Use them for brainstorming and learning. Statements shut down thinking and learning and stop innovation. Use them when you’re moving toward a decision.

5. Require each person to think in an anticipative way.

What could go wrong? What else does he need to know to counteract a problem or to be ready for his next assignment?

Requiring this forces a person to be ready for much of the unexpected, so the problem becomes a non-issue. The problem doesn’t “have” you. You have it.

This sends a message that no one will be promoted until she has proven competence at the various elements of the next job. You won’t promote people who you hope have the necessary skills to learn on the job. Have a formal process to develop them so they can be promoted when they’re ready.

No more mediocrity Set and enforce high expectations

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ee Thayer is an 89-year-old leadership guru based in the mountains near Asheville, North Carolina.

His Wisconsin claim to fame is he helped Ralph Stayer mastermind the transformation of Johnsonville Sausage in the 1980s and ’90s.

It’s important that you know about him because he has an approach to working with people and developing a growth organization that precludes falling into the mediocrity that befalls the good intentions of leaders.

Thayer says most of our companies perform at a significantly worse level than their potential because we don’t set and enforce high expectations our people can meet. And we don’t practice effective leadership techniques.

Here’s a sampling of what Thayer preaches:

6. Never be the ‘monkey.’

providing a service that makes people’s lives better. Or internal, like being the best place where a person can spend up to 10 hours a day.

Or developmental, Thayer like helping people be the best they can be.

Everyone should know your cause. It’s why they work for you. Tell it through stories of what success will look like, chapter by chapter.

The next factor in effective leadership is your character – who you are. Are you a role model or worthy of being a leader?

The third element is clarity, setting expectations of what you want and what people need to do, starting with the “why.”

1. Define and demonstrate your cause in all you do.

2. Hire only people who are committed to being world-class in their jobs.

It’s the emotional, engaging, aspirational higher purpose for which your company exists. It might be external, like

Even the receptionist in a small Milwaukee company can be world-class at being a receptionist and run a welcoming w w w.biztimes.com

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PHIL HAUCK LEADERSHIP lobby for visitors.

During the job interview, explain how the best receptionist or “lobby CEO” operates. Ask the candidates to commit to your expectations before you hire. They’ll be surprised. But it will establish the foundation for every assignment going forward.

3. Tell new hires to establish goals.

Not the short-term “get this done” goals, but the aspirational ones expected of world-class performers.

4. Have each new employee develop a learning plan.

Ask each employee to identify what he or she needs to learn this year to help move toward his or her aspirational goals. This sets in place the “continuous learner” mentality that lets employees be more effective.

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The leader owns only those problems, which only the leader can deal with. All others are owned by someone else whose goals are related to yours. Whoever owns a problem is responsible for the solution.

Neither can be transferred, delegated or avoided.

7. Always be the ‘meaningmaker.’

Thayer says meaning is everything, and a trap. A leader must not buy into the “meanings” of others unless they move toward achieving the cause.

For every significant event, immediately give it meaning in a way that aligns it with the cause.

These are some of Thayer’s techniques that keep you from leading a mediocre organization. His major contribution is to help a leader think about leading. You can learn more from his books, “Leadership: Thinking, Being, Doing,” “The Competent Organization” and “How Leaders Think.” n

Phil Hauck chairs three TEC CEO groups in the Green Bay area.

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It’s never too early to get involved.

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In 2017, WisconsinBiz gets a refresh, with a simpler, more streamlined presentation that’s more focused to tell the stories we’re all talking about now.

Showcase your business to Wisconsin’s business and professional elite by participating in the only annual statewide resource guide fostering economic development in Wisconsin.

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2017 EDITION

biz connections CA L E NDAR The YWCA Southeast Wisconsin will host an Evening to Promote Racial Justice on Tuesday, Dec. 6, from 5 p.m. to 8 p.m. at the Marcus Center for the Performing Arts. The evening will include a social hour, entertainment, presentation of the Eliminating Racism and Empowering Women Awards and an address from Robin DiAngelo. DiAngelo will discuss what it means to be white in a society that proclaims race meaningless. For more information or to register, visit www.ywcasew.org.

NONPROFIT DIRECTORY

SPOTLIGHT

The Small Business Development Center Wisconsin will host First Steps to Starting a Business at University of Wisconsin-Milwaukee School of Continuing Education on Wednesday, Dec. 7, from 6 to 9 p.m. Attendees will learn to analyze the feasibility and assess the risks and rewards of starting a business, while identifying funding sources, gaining marketing strategies and calculating startup costs.

For more information or to register, visit uwm.edu/sce/courses/first-steps-to-starting-a-business.

The Waukesha County Business Alliance will host Key Industries for Wisconsin in 2017 and Beyond on Thursday, Dec. 8, from 7:30 a.m. to 9:30 a.m. at the Country Springs Hotel & Conference Center, 2810 Golf Road in Pewaukee. A panel of industry-leading experts and Wisconsin Lt. Gov. Rebecca Kleefisch will discuss manufacturing, construction, information technology, health care and tourism. Cost is $60 for WCBA members and $75 for non-members. For more information or to register, visit www. waukesha.org/events.

The South Suburban Chamber of Commerce will host a Chamber Networking Breakfast on Wednesday, Dec. 14, from 7 to 9 a.m. at the Polish Center, 6941 S. 68th St. in Franklin. Each attendee can give a 30-second introduction on herself or himself, her or his company and the company’s services. Cost is $15 and pre-registration is appreciated. For more information or to See the complete calendar of register, visit business.southsuburbanchamber.com/events. upcoming events & meetings.

BIZ NO T ES St. Josaphat Basilica Foundation The St. Josaphat Basilica Foundation received an award from the Polish American CongressWisconsin Division for its efforts to raise money for repairs and restoration work to the St. Josaphat Basilica on Milwaukee’s south side. The foundation was honored along with several other individuals and organizations who have contributed to the city’s Polish community, including State Rep. Ken Skowronski, St. John Paul II Catholic Polish Saturday School and the Sisters of St. Joseph of the Third Order of St. Francis. The 115-year-old basilica, which is considered one of Milwaukee’s most significant architectural assets, has structural issues caused by years of wear.

S.J. Janis Co. Inc. Wauwatosa-based S.J. Janis Co. Inc. won two Best Remodeling Project Awards at the 2016 MBA Achievement Awards for projects $50,001$150,000 and $150,001-$250,000. The winning projects include a Wauwatosa Georgian Colonial kitchen remodel that stayed true to the style of the home and was ideal for cooking. The kitchen now flows into the dinette for better circulation, while the white cabinetry finishes and ebony stained hardwood floor add the final touches. Also awarded was a Cedarburg second floor home addition with three dormers, a great room, office space, bathroom with barn door, kitchenette and a balcony overlooking the woods.

Ogletree Deakins The Milwaukee office of Ogletree Deakins has

www.biztimes.com

earned metropolitan First Tier practice area rankings in the Employment Law-Management and Litigation-Labor & Employment categories of the 2017 Best Law Firms List. The honor was part of the U.S. News – Best Lawyers rankings. South Carolina-based Ogletree Deakins, one of the largest labor and employment law firms representing management, also was named a Law Firm of the Year for the sixth consecutive year, in the Labor Law-Management category. Only one law firm in each practice area receives the Law Firm of the Year designation.

ITU AbsorbTech Inc. New Berlin-based ITU AbsorbTech received the ATD BEST Award for enterprise-wide success as a result of employee talent development as a strategic business tool. The award ranks ITU AbsorbTech as No. 6 in the world for employee training excellence, among 35 international award winners. This is the company’s second BEST Award, which it accepted at a ceremony in Washington, DC.

Lakefront Brewery Lakefront Brewery’s Eastside Dark recently won a gold medal for Bohemian-style Schwarzbier at the 2016 European Beer Star awards. The award was the second gold and third medal for Eastside Dark at the competition, having won in 2014 and taken second in 2013. The beer also took bronze in a similar category at the 2015 Great American Beer Festival. Lakefront was the only Wisconsin brewery to win an award at the competition this year. A total of 39 beers from the United States were recognized.

To have your business briefs published in a future issue of BizTimes Milwaukee send announcements to briefs@biztimes.com.

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Zoological Society of Milwaukee 10005 W. Bluemound Road, Milwaukee 414-258-2333 | www.zoosociety.org Facebook: facebook.com/zoosocietymke Twitter: @ZooSocietyMke Instagram: zoosocietymke Snapchat: zoosocietymke Year founded: 1910 Mission statement: Conserve. Educate. Support.

Primary focus: Zoological Society of Milwaukee was established as an informal group of community leaders who bought animals and raised funds for the Milwaukee County Zoo. Today, it’s a nonprofit organization with the mission of taking part in conserving wildlife and endangered species, to educate people about the importance of wildlife and the environment, and to support the Milwaukee County Zoo. The Society has been awarded a four-star rating by Charity Navigator.

Number of employees at this location: The Society has 44 full-time and 10 part-time employees who manage daily operations and other programs.

Executive leadership: »» Jodi Gibson, president and chief executive officer »» John Heindel, CPA, vice presidentfinance & administration »» Robin Higgins, vice president-communications, marketing & membership »» Penny Gutekunst, vice president-development »» James Mills, director of conservation education »» Gay Reinartz, Ph.D., conservation coordinator »» Chris Keene, creative director Board of directors: »» Officers: Caroline Krider, chair; Michael G. Carter, vice chair, treasurer; Michael M. Grebe, vice chair; Maria Gonzalez Knavel, secretary; and Ray Wilson, vice-chair. »» Directors: William Bergum, Kevin Burns, Nate Cunniff, Joe Frohna, Tami Garrison,

Jodi Gibson, John Grunau, Katherine Hust, Emory Ireland, George Justice, Karen Peck Katz, John Kissinger, Russell Kohl, Joe Kresl, Keith Manbeck, Thomas (T.J.) Marini, Anthony Marino, Jack McKeithan, Jay McKenna, Kat Morrow, Gina Peter, Scott Redlinger, Harold Redman, Lacey Sadoff, Barry Sattell, Kim Schaffer, Rick Schmidt, Thelma Sias, Roger Smith, Jon Sohn, Judy Holz Stathas, David Strelitz, Michael Stull, Derek Tyus, Dana Valentine, Rich Tennessen, Gregory Wesley and Jane Wierzba.

What roles are you looking to fill? The Zoological Society of Milwaukee board of directors consists of community leaders who volunteer their time and talent in governing the organization. Members of the Zoological Society’s board of directors are elected for three years to manage the Society’s affairs. They set policies that govern the Society, plan and approve goals and budgets, review and evaluate progress toward goals and budgets, raise funds to meet budget obligations, and represent the Zoological Society to the community.

Ways the business community can help your nonprofit: Businesses can partner with the Society to sponsor events, attractions and exhibits at the zoo to receive marketing benefits and exposure to a great demographic.

Joining the Platypus Circle at the corporate level provides support to the Society and benefits to the company’s employees.

Key fundraising events: Zoo Ball is the Society's biggest fundraising event. Puttin’ on the Ritz, the Birdies and Eagles Golf Tournament, Zootastic, and Ride on the Wild Side family biking event also have become popular Society fundraisers. Funds raised from these events support the Society’s mission.

Get the latest nonprofit news delivered to your inbox every Friday.

Sign up for BizTimes' Nonprofit Weekly at biztimes.com/subscribe

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biz connections PER SO NNE L F I L E

■ Accounting Kevin Buchholz has joined Brookfield-based Sitzberger, Hau & Co. S.C. as a staff accountant. Buchholz interned with Sitzberger, Hau & Co. and has recently graduated from Carroll University with his bachelor’s degree in accounting and management. He is currently studying for the CPA exam.

■ Education

■ Manufacturing

■ Architecture Abacus Architects, Milwaukee, has hired C.J. Richards. Richards is a graduate of the University of Minnesota, where she started her career as an architect. Although it was because of hand drafting that she pursued a career in architecture, through the advancement of technology she has become equally as talented and versatile in AutoCAD and Revit.

Kahler Slater, Milwaukee, has hired Mary Le Johnson as an additional team leader of the firm’s Academic Health Sciences team.

She will help guide the continued growth of Kahler Slater’s nationally recognized medical and health sciences education practice, focusing on team leadership, project development and business development.

Schliesmann

Cooke

The Milwaukee School of Engineering has added Brian W. Cooke, group vice president, products, in the Power Solutions division at Johnson Controls Inc.; John L. Selby Schliesmann, shareholder at Reinhart Boerner Van Deuren S.C.; and David A. Selby, senior vice president at Milwaukee Electric Tool Corp., to its board of regents.

■ Building & Construction S.J. Janis Co. Inc., a home remodeling contractor in Wauwatosa, has hired Jim Pitzen as a design consultant. As a licensed architect and NARIcertified remodeler, he has more than two decades of residential remodeling experience.

Greenfire Management Services LLC, Milwaukee, has hired Daniel Grams as project engineer. Grams has a bachelor of science degree in architecture, with a minor in construction management, from the University of Minnesota Twin Cities. He

Brown Deer-based Badger Meter Inc. has hired Trina Jashinsky as vice president of human resources. In her new role, Jashinsky will be responsible for overseeing and managing all of the company’s human resource activities.

She has a broad background as a human resources leader for companies throughout southeastern Wisconsin.

Steinbrecher

Smith

Waukesha-based W.M. Sprinkman Corp. has named Kelly Steinbrecher cost accountant and Kim Smith mechanical designer.

■ Marketing & Public Relations Morgan

Redovich

Milwaukee-based The Sigma Group Inc. has hired Grace Redovich as the business strategy and development leader and Mike Morgan as marketing leader. Morgan has 20 years of experience in varied marketing and public relations work with his own firm, as well as with Harley-Davidson Inc. and the Miller Park project.

Endpoint Solutions, Franklin, has added Ryan Baeten to its environmental engineering group.

Baeten is a registered professional engineer in Wisconsin, Illinois, Iowa and Washington.

■ Health Care Medical College of Wisconsin, Wauwatosa, has named Gregory Wesley senior vice president, strategic alliances and business development. In this role, Wesley will act as w w w.biztimes.com

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Davis Kirchoff recently promoted Sheri Kirchoff to director of social media.

Scott Noe has been hired as a junior web designer at Milwaukee-based Ascedia. As junior web designer, Noe works with other members of Ascedia’s creative and digital strategy departments to create website concepts, email campaigns, social media images and mobile tools. His varied experience in digital design and copywriting will benefit Ascedia’s varied clients.

■ Professional Services J. Kevin Jeffrey has

■ Engineering

■ Banking & Finance GSF Mortgage Corp., Brookfield, added Coby Matush and Brian Salak as mortgage loan originators. They are both new to the industry and have recently completed the Xinnix training for loan officers.

a key strategic leader, ambassador and advisor for MCW, and is responsible for ensuring the execution of MCW’s strategic initiatives through established and emerging partnerships.

started with Greenfire as a pre-construction and project engineer intern and has since been hired on to the growing staff.

been promoted to general manager – operating companies for Copesan Services Inc., Menomonee Falls, including Wil-Kil Pest Control and Holder’s Pest Solutions, based in Texas. Jeffrey, most recently director of strategic accounts for the operating companies, will be replacing industry veteran Dale Bauerkemper, vice president of operating companies.

■ Real Estate Kurt Andrae has been named director of busi-

Ota

Freedman Boelter + Lincoln Marketing Communications, Milwaukee, has hired Tinashe Ota as an interactive designer and Stephanie Freedman as administrative assistant.

Hofman Additionally, Sarah Hofman was promoted to project manager.

EPIC Creative, West Bend, has added Mark Davis to its web department. In his new role as web designer, Davis will be responsible for designing web page layouts, determining technical requirements and creating web and social media graphics. The company also

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ness development at Brookfield-based M|Group.

Andrae will be the primary brand evangelist, ensuring the firm’s message of how it can be a value-added commercial real estate partner is clearly, concisely and consistently communicated across multiple delivery channels.

Inlanta Mortgage Inc., Pewaukee, has hired Dave Stephan as third-party origination manager. Stephan comes to Inlanta Mortgage with nearly 30 years of industry experience in the retail, credit, technology and TPO sectors of the mortgage industry.

■ Sales Kevin Hui has joined Knives & Blades Inc., Milwaukee, as project engineer. Knives & Blades specializes in industrial knife sales, service and manufacture. Hui is responsible for product process and equipment development.

Submit new hire and promotion announcements to www.biztimes.com/submit/the-bubbler

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biz connections SB A L O AN S The U.S. Small Business Administration approved the following loan guarantees in October:

Jefferson County C-MR-BREWS LLC, 201 N. Main St., Fort Atkinson, $327,400, River Valley Bank;

Kenosha County Dayton Care Center Inc., 521 59th St., Kenosha, $4 million, Evolve Bank & Trust; Doheny Enterprises Inc., 7707 104th St., Pleasant Prairie, $5 million, Small Business Growth Corp.;

Blue Number Bros Inc., 4327 W. Schroeder Drive, Brown Deer, $997,000, Cornerstone Community Bank;

Paradise Memorial Funeral Home Corp., 7625 W. Appleton Ave., Milwaukee, $1.4 million, First Chatham Bank;

Twenty – Twenty Family Vision Inc., 10351 Washington Ave., Sturtevant, $265,500, Community State Bank;

Emergency Fire & Water Restoration LLC, 1301 Waterford Ave., Milwaukee, $1 million, Commerce State Bank;

SG Wagner LLC, 7211 S. 76th St., Suite 3, Franklin, $267,000, Stearns Bank;

Washington County

Heather Sweet Chiropractic LLC, 2810 W. Rawson Ave., Franklin, $124,000, U.S. Bank; Heritage Glass Inc., 5700 W. Douglas Ave., Milwaukee, $419,000, Wells Fargo Bank;

Kenosha Plumbing, 7012 30th Ave., Kenosha, $89,000, Wisconsin Business Development Finance Corp.;

Izumi’s Restaurant, 2150 N. Prospect Ave., Milwaukee, $125,000, Wisconsin Women’s Business Initiative Corp.;

Milwaukee County

Media Maxx Marketing LLC, 7245 S. 76th St., Suite 215, Franklin, $93,000, Wisconsin Women’s Business Initiative Corp.;

Best Bee Brothers LLC, 5412 W. Burnham St., Milwaukee, $165,000, BMO Harris Bank; Blue Number Bros Inc., 4327 W. Schroeder Drive, Brown Deer, $199,400, Cornerstone Community Bank;

Nimble Coffee Bar LLC, 903 E. Kilbourn Ave., Milwaukee, $75,000, Wisconsin Women’s Business Initiative Corp.; Novotny Landscaping LLC, 1563 S. 60th St., West Allis, $105,000, Waukesha State Bank;

Shah Jee Foods LLC, 770 N. Jefferson St., Suite LL2, Milwaukee, $32,000, U.S. Bank; Sonflower LLC d.b.a. Moxie, 1533 N. RiverCenter Drive, Milwaukee, $32,000, U.S. Bank; The Explorium Brewpub Southridge LLC, 5300 S. 76th St., Unit 1450A, Greendale, $250,000, Milwaukee Economic Development Corp.;

Ozaukee County Bulk Petroleum Corp., 9653 N. Granville Road, Mequon, $1.1 million, First Bank Financial Centre;

Racine County Clear Cut Enterprise, 21529 Church Road, Union Grove, $42,500, Community State Bank;

$ value of SBA loans approved for SE Wis.

year ends inWisconsin September) Value of SBA loans(fiscal approved for SE (fiscal year ends in September)

C Goeman Properties IV LLC, 2712 E. Sumner St., Hartford, $1.5 million, First Bank Financial Centre; J&K Enterprises of West Bend LLC, 437 W. Paradise Drive, West Bend, $215,000, Commerce State Bank;

Waukesha County Alliance Tax & Accounting Service LLC, N85 W17535 Ann Ave., Menomonee Falls, $40,000, Wisconsin Women’s Business Initiative Corp.; Blair’s Hardware Inc., 15300 W. National Ave., New Berlin, $80,000, First Bank Financial Centre; Cornerstone Plumbing LLC, 20865 Enterprise Ave., Brookfield, $652,000, Wisconsin Business Development Finance Corp.; Emergency Fire & Water Restoration LLC, S102 W15746 Heinrich Drive, Muskego, $350,000, Commerce State Bank; Extreme Exteriors Inc., S82 W23210 Artesian Ave., Big Bend, $150,000, Citizens Bank;

350 350,000,000

Garden Gate Nursery, N48 30756 Hill St., Hartland, $37,100, First Bank Financial Centre;

Dollars (millions)

400 400,000,000

300 300,000,000

Gross Automation LLC, 3680 N. 126th St., Brookfield, $1 million, Waukesha State Bank;

250 250,000,000

Interlift Industries Inc., 26535 Muskego Dam Drive, Muskego, $200,000, JPMorgan Chase Bank;

200 200,000,000

Lovejoy Controls Corp., N30 W22377 Green Road, Suite E, Waukesha, $75,500, Waukesha State Bank;

150 150,000,000 100 100,000,000

2009

2009

2010

2010

2011

2011

2012

2013

2012

2013

2014

2014

SBA loans approved for southeastern Wisc.

SBA loans approved

2015

2016

2015

2016

Source: Small Business Administra>on for SEyear Wisconsin (fiscal yearU.S. ends in September) (fiscal ends in September)

900 900

Number of loans

850 800 800

Premier Bride, 633 E. Juneau Ave., Oconomowoc, $86,400, First Bank Financial Centre; Salentine Pump and Equipment Inc., N56 W13262 Silver Spring Road, Menomonee Falls, $199,000, Wisconsin Business Development Finance Corp.; Salto Gymnastics Center Inc., 21950 Doral Road, Waukesha, $500,000, Waukesha State Bank;

750

The View at Pine Ridge, 1010 Pine Ridge Court, Oconomowoc, $2.2 million, Wisconsin Business Development Finance Corp.;

700 700 650

Versevo Inc., 1055 Cottonwood Ave., Hartland, $866,000, Wisconsin Business Development Finance Corp.;

600 600

550

Versevo Inc., 1055 Cottonwood Ave., Hartland, $1.3 million, Waukesha State Bank;

500 500 2009 2009

2010

2011 2011

2012

2013 Year

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Mary M. Llanas DDS LLC, S76 W17587 Janesville Road, Muskego, $350,000, Waukesha State Bank;

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2014

2015 2015

2016 2016

Source:Administra?on U.S. Small Business Administration Source: U.S. Small Business

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Versevo Inc., 1055 Cottonwood Ave., Hartland, $550,000, Waukesha State Bank.

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biz connections

n GLANCE AT YESTERYEAR VOLUME 22, NUMBER 18 NOVEMBER 28 - DECEMBER 11, 2016 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120 PHONE: 414-277-8181 Fax: 414-277-8191 WEBSITE: www.biztimes.com CIRCULATION E-MAIL: circulation@biztimes.com ADVERTISING E-MAIL: ads@biztimes.com EDITORIAL E-MAIL: andrew.weiland@biztimes.com REPRINTS: reprints@biztimes.com PUBLISHER / OWNER

Dan Meyer dan.meyer@biztimes.com DIRECTOR OF OPERATIONS

Fire Station 27 This photo, taken circa 1937, shows the Milwaukee Fire Department engine house today known as Station 27. Located at 2647 N. Bartlett Ave. on the East Side, the station houses Engine 27 and Ladder Truck 5.

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

Additional images can be viewed online at www.mpm.edu.

Mary Ernst mary.ernst@biztimes.com DIRECTOR OF STRATEGIC INITIATIVES

Jon Anne Willow jonanne.willow@biztimes.com ADMINISTRATIVE ASSISTANT

Sarah Sinsky sarah.sinsky@biztimes.com

EDITORIAL

DIRECTOR OF SALES

Linda Crawford linda.crawford@biztimes.com BUSINESS DEVELOPMENT EXECUTIVE

Maribeth Lynch mb.lynch@biztimes.com ACCOUNT EXECUTIVE

Kevin Gaschk kevin.gaschk@biztimes.com ACCOUNT EXECUTIVE

Molly Lawrence molly.lawrence@biztimes.com ACCOUNT EXECUTIVE

EDITOR

Andrew Weiland andrew.weiland@biztimes.com MANAGING EDITOR

Maggie Pinnt maggie.pinnt@biztimes.com ACCOUNT EXECUTIVE

Christie Ubl christie.ubl@biztimes.com

Molly Dill molly.dill@biztimes.com REPORTER

Corrinne Hess corri.hess@biztimes.com REPORTER

Arthur Thomas arthur.thomas@biztimes.com REPORTER

Ben Stanley ben.stanley@biztimes.com

SALES & MARKETING

PRODUCTION & DESIGN GRAPHIC DESIGNER

Alex Schneider alex.schneider@biztimes.com ART DIRECTOR

Shelly Tabor shelly.tabor@biztimes.com

Independent & Locally Owned — Founded 1995 —

COMME NTA R Y

How does that crow taste? Lousy

N

early a year ago in this space, I wrote that Donald Trump was a “nightmare” for the Republican Party. I thought he might win the Republican primary in a crowded field, but I was convinced there was zero chance he could win the presidency in the general election.

Up until Election Day, I still thought I was right. I expected Trump to lose huge and I thought he would drag down some Republican candidates down the ballot.

I wasn’t the only one with that expectation.

Obviously, I was ANDREW WEILAND Editor BizTimes Milwaukee

wrong. Trump won. And Republicans maintain control of the House and Senate.

So now I have to eat crow. And it 48

tastes…terrible.

As for Trump, it’s time for him to get to work on “making American great again.”

Trump must choose wisely to select the staff and cabinet to lead his administration. It was great to see him pick Wisconsin native Reince Priebus as White House chief of staff. But Trump’s decision to name former Breitbart News Network head Stephen Bannon his chief strategist and senior counselor raises concerns.

How will Trump govern?

During the campaign he promised to “repeal and replace” Obamacare. That could be good for businesses and workers now facing rising health care costs. But Trump says he wants to keep some provisions of Obamacare in place: the requirement for insurance companies to cover people with pre-existing conditions and the ability of parents to keep their kids on their insurance until age 26. And Trump B i zT i m e s M i l w a u k e e

n

admits that “adds cost.” Replacing Obamacare won’t be as easy as it sounds.

Trump also is promising a massive investment in infrastructure – $1 trillion over 10 years. His plan relies on private funding from investors who would get tax credits. Is this really going to work? Can Trump get Congress to support this?

The president-elect also is promising a significant tax cut, and plans to ease regulations on businesses. Trump says his policies will double the rate of growth of the U.S. economy. Hope so.

Trump also has talked tough on foreign trade. No doubt this is a major reason he was so successful in the Rust Belt, including Wisconsin. But some are worried Trump’s policies will lead to a trade war and a global recession. We need exports to grow our economy and Trump says he just wants trade deals that are fair and more favorable to America. He needs

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EVAN EL-AMIN / SHUTTERSTOCK.COM

Trump

to be careful when working on this.

Finally, protests have sprung up around the country in response to Trump’s election. Not only because some are upset that their preferred candidate lost, but also because Trump’s campaign rhetoric has some people worried about the impact his presidency will have on minority communities. Trump insists he will bring the country together.

But in some cases his election has inspired people to harass minorities. When asked about that on “60 Minutes,” Trump said, “I am so saddened to hear that…If it helps, I will say this, and I will say right to the cameras: ‘Stop it.’”

The campaign is over. Now it’s time for Trump to lead. n

biz connections

BIZTIMES AROUND TOWN n

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WTA Quarterly Compliance Roundtable The Metropolitan Milwaukee Association of Commerce’s World Trade Association hosted its Quarterly Compliance Roundtable at Bentley World Packaging Ltd. in Milwaukee earlier this month. The event offered a forum for international business professionals to share best practices on trade compliance topics.

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Mai Der Yang of S3 International LLC and Sally Anlin of ethiEffects LLC.

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Jeff Hawthorne and Kelly Jordan of Bentley World Packaging.

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Chad Hoffman of Milwaukee 7, John Huber of Waukesha State Bank and Ed Panelli of P&A Technologies Inc.

4

Wendy McDonald of Bentley World Packaging and Jazmine Jurkiewicz of the Port of Milwaukee.

5

Jacob Schwanz of Bentley World Packaging.

6

Kent Schwarzenbacher of R&B Wagner Inc. and Steve Wasser of Wasser & Associates.

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Katie Henry of MMAC’s World Trade Association.

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Nathan Eilers of Rockwell Automation Inc.

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Ellen Kosidowski of Rite-Hite Co. LLC. Photos by Ben Stanley

You can see these photos and other business people in the news by clicking Multimedia on the navigation bar at …

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www.biztimes.com w w w.biztimes.com

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49

ERICH SCHROEDER PHOTOGRAPHY

the last word

When in doubt, take the first step Dr. Vicki Martin is president of Milwaukee Area Technical College. She says good leaders step up and help, no matter how small the impact.

“Clearly connecting the daily work of employees to your mission and vision can help motivate employees to do their best work. That sounds simple, but with all the time leaders spend putting out day-to-day fires, creating impactful goals that serve as a roadmap for employees to make a difference is often harder than it sounds. In an ever-changing world, leaders may not know what the right path is or how to get there.

“At MATC, our mission is to offer exceptional educational and training opportunities and services to our 50

community, particularly in the manufacturing, construction, IT and health care sectors. What this boils down to for our faculty and staff is that their everyday work is helping to close the region’s skills gap and provide a path out of poverty for so many in our community.

“One tangible example of our work connecting employees to our mission is the MATC Promise, a first-ofits-kind program in Wisconsin where the MATC Foundation pays tuition and fees for eligible students, and faculty and staff serve as mentors to students pursuing their college dream. The MATC Promise is not a onesize-fits-all solution and it certainly won’t solve all of the deep-rooted issues Milwaukee faces, but it is a step in the right direction. Leaders who act boldly and step

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Dr. Vicki Martin President Milwaukee Area Technical College 700 W. State St., Milwaukee Industry: Higher education Employees: 1,690 www.matc.edu

up to lead important initiatives will make a difference for the community they serve. Good leaders don’t sit on the sidelines; they step up and help, no matter how small the impact. If not you and your organization, then who?” n

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PUBLICATION DATE

FEBRUARY 6, 2017

P R O U D LY P R E S E N T S

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JANUARY 4, 2017

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That’s why U.S. Cellular® offers solutions that provide an automatic switchover to the cellular network when your primary internet connection fails.

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