BizTimes Milwaukee | November 30, 2015

BizTimes MILWAUKEE

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THE

CHANGE

AGENT JOHNSON CONTROLS’ CEO UNDERTAKES DRAMATIC RESTRUCTURING ALSO IN THIS ISSUE:

MEET THE NONPROFIT EXCELLENCE AWARD WINNERS NAPPING ROOMS, HEALTHY SELFIES PART OF NEW COMPANY WELLNESS INITIATIVES COMPANIES EXPAND WELLNESS OUTREACH TO EMPLOYEES’ FAMILIES ALEX MOLINAROLI CEO OF JOHNSON CONTROLS

Friday, December 11, 2015 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:

Behavioral Health:

Honors an individual or an organization for their leadership, commitment and care on behavioral health issues.

• John Chianelli, Executive Director, Whole Health Clinical Group, a service of MCFI • Michael Miller, Dr., Medical Director of the Herrington Recovery Center, Rogers Memorial Hospital • Mary Neubauer, Certified Peer Specialist, Community Advocates

Community Service:

Honors an individual or an organization for leadership in focusing on solving a particular health care issue.

Melinda Davenport Co-Anchor WISN 12 News This Morning

• Mark Lyday, Director of Child Advocacy and Protective Services, Children’s Hospital of Wisconsin • Robert Ramerez, Manager, Community Services, Columbia St. Mary’s • Jim Strachota, Executive Director, Albrecht Free Clinic

Corporate Achievement in Health Care:

Honors a company or organization that has successfully implemented an innovative health care product, process or service.

• Lisa Froemming, Vice President, External Relations, Columbia St. Mary’s • Medical College of Wisconsin

Executive Leadership:

Honors a senior-level individual who demonstrates strong skills in leading their organization in quality care, collaboration and financial management.

• Larry Schreiber, President, Anthem Blue Cross and Blue Shield in Wisconsin

Nurse:

Honors an individual from the nursing field whose performance on the job is considered exemplary by patients, peers and physicians.

• Elizabeth Krzywda, APNP, Medical College of Wisconsin Dept. of Surgical Oncology • Alexa Mattes, Registered Nurse, Madison Medical Affiliates

Physician:

Honors a physician whose performance on the job is considered exemplary by patients and peers.

• Doug Evans, Chairman of the Dept. of Surgery at MCW and pancreatic cancer surgeon, MCW • Pamela Wilson, Medical Director, Sixteenth Street Community Health Centers

Volunteer:

Honors an individual who has done volunteer work for the good of one or more people or the entire community.

• Mike and Mary Altschaefl, Owner and CEO/President, Albany-Chicago Company; Mid-America Bag, LLC • Maggy Schultz, Froedtert MCW We Care Committee

To register to attend visit biztimes.com/hero

inside

November 30 - December 13, 2015 HIGHLIGHT S Now 4 Downtown streetcar project moves forward.

Political Beat

5

GOP presidential debate puts Milwaukee in the spotlight.

Made in Milwaukee

6

Asenzya transforms itself with new name, broader offerings.

Breaking Ground

8

High-end apartments planned for West Allis.

Innovations 12 Software platform consolidates, streamlines data management for school districts.

S TR ATE GIE S

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S P E C I A L R E P O R T:

WE LLNE S S

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Coverage includes profiles of unique wellness offerings and a look at wellness programs that include the whole family.

COV E R S T ORY

The change agent

S P E C I A L R E P O R T:

Johnson Controls’ CEO undertakes dramatic restructuring

NONPROF IT E XCE LLE NCE AWA R DS 23

ON THE COVER: Alex Molinaroli, chief executive officer of Johnson Controls.

— photo by Troy Freund Photography

Profiles of this year’s Nonprofit Excellence Awards finalists and winners.

Management Joan Lloyd 41 Hiring Anne Grace Nimke 42 Family business David Borst 43 Leadership Robert De Vita 44 BIZ CONNECTIONS Calendar 45 SBA Loans 48 Personnel File 49 BizTimes Around Town 53 The Last Word 54

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BizTimes Milwaukee (ISSN 1095-936X & USPS # 017813) Volume 21, Number 18, November 30 - December 13, 2015.

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leading edge NOW

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he downtown Milwaukee streetcar project recently took two major steps forward.

The U.S. Department of Transportation awarded $14.2 million in federal funds to Milwaukee to add a lakefront line to the planned downtown streetcar route.

“This critical federal grant for the Milwaukee streetcar will bring thousands of residents and visitors to major attractions and new developments on Milwaukee’s lakefront,” said Milwaukee Mayor Tom Barrett. “This announcement builds on the positive momentum we’re experiencing in the heart of the city and will also have a significant impact on our neighborhoods, creating hundreds of construction jobs and better connecting neighborhoods to downtown.”

Also, city officials recently selected Pennsylvania-based Brookville Equipment Corp. to build the first four vehicles for Milwaukee’s downtown streetcar system, at a cost of $18.6 million.

Brookville, a 97-year-old transportation equipment manufacturer, is expected to have the first streetcar delivered in 24 months, with subsequent streetcars delivered once a month after that. A fifth

vehicle, which will cost about $4 million, could also be ordered.

Brookville built the streetcars being used in Dallas and is currently building the streetcars planned for Detroit, said Michael White, sales manager for the company.

The Milwaukee streetcars will be eight feet, eight inches wide and 66 feet long, with 32 seats that can hold 150 passengers.

They will feature bike racks and doors on both sides. Empty, the streetcars weigh 79,000 pounds.

The cars have a 30-year life and have a maximum speed of 42 miles per hour that can be increased if the manufacturer chooses to do so.

The city’s contract includes two staff from Brookville who will be on-site in Milwaukee for two years.

Cudahy-based Milwaukee Composites Inc. said it will donate the flooring for the streetcar vehicles.

Brookville is also working with two other Wisconsin companies to manufacture the vehicles: Mosinee-based Arow Global Corp. will make the windows and Franksville-based Fiber-Tech Inc. will make the fiberglass shrouding, White said.

CONTRIBUTED

Downtown streetcar project moves forward

A rendering of the downtown Milwaukee streetcar.

The Milwaukee Common Council earlier this year approved the $124 million downtown streetcar project. The cost to build the system will be paid for with about $65 million in federal funds and about $59 million from tax incremental financing districts.

Through October, $8.8 million has been spent on the project.

Construction of the streetcar system is expected to begin in the spring. Some utility relocation work already has begun.

Design work for the main downtown line is about 90 percent complete. The line is expected to be operational in 2018.

The lakefront line is expected to open eight or nine months later and will be coordinated with the opening of The Couture, a $122 million, 44-story, 302-unit luxury apartment tower planned at the site of the Downtown Transit Center at 909 E. Michigan St.

——Corrinne Hess and Andrew Weiland

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

Now that social media has been around for several years, more businesses are questioning the economic value and trying to determine the ROI. Yet, being in a bunch of social channels seems compulsory. Since the channels are there and (sometimes) the audience is there, it feels like you have to be there, too. Except perhaps you don’t…at least not in all of them.

In a recent blog post called “How to suck at social media: An indispensable guide for business,” Google’s Avinash Kaushik goes into glorious detail about brands in various social channels and how they are getting virtually no engagement. Yet they just keep pumping out their content, because it’s there. What a purposeless waste of resources. It’s a lengthy and pivotal article, well worth the time and the coffee it will take you to read it.

I am not asserting that social media can’t have economic value. It absolutely can, 4

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Keep it simple, social

when used strategically. However, I do recommend evaluating the actual value of every social channel that you are using and whether it is contributing anything meaningful to your business.

Is it driving traffic to your website? Once those people get to your website, are they converting to any meaningful action? Secondarily, is any meaningful engagement or interaction happening? Whether your posts are getting shared – what Kaushik calls amplification rate – is a good engagement indicator. Are you

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getting comments? Are they at least liking it?

If you have a tight strategy and are just getting a few “likes” here and there and no more demonstrable value, rethink your priorities. Spend more of your time on other channels. Improve your website, your email program or other activities that actually are driving your business.

After all, half of strategy is deciding what not to do.

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——Sue Spaight is director of strategy at GS Design.

leading edge COFF E E B R E A K

POLITIC AL BEAT

What was the smartest thing your company did in the past year?

“We’ve hired some incredibly bright, prominent, productive attorneys – true leaders in their fields – from both within and outside of Wisconsin who have enhanced some of our already strong practice areas, such as corporate, real estate and litigation.”

Whyte Hirschboeck Dudek expects to open a new office in Waukesha County by early December. What prompted this decision?

“Waukesha County is an extremely vibrant area that we’ve served for years from our Milwaukee and Madison offices. In listening to our clients, we understand that having a base in Waukesha County will not only provide a convenience for them, but keep us at the epicenter of Waukesha’s economic development. Consistent with the recent opening of our Chicago office, all of our growth decisions are fueled by a genuine desire to better serve our clients.”

Where will the new office be located?

“Our 13,000-square-foot office is located in the Crossroads Corporate Center at 20800 Swenson Drive, right off I-94 and just west of Goerke’s Corners. We’re excited to offer full-service corporate, real estate, labor & employment, environmental, estate planning and litigation services from that office – the areas of law and business consulting that our clients in Waukesha County need.”

best solution while minimizing the client’s exposure.

We continually search for unconventional solutions to problems that most efficiently reach our clients’ business goals.”

What’s the hottest trend in your industry?

“Service productization. Businesses and individuals are looking for pricing predictability and efficiencies so they can more easily make buying decisions.”

Do you have a business mantra?

“‘Serve clients with a passion.’ - We are in the professional service business and routinely deal with rather intense situations for our clients. Our words and actions need to demonstrate our true commitment to our clients’ needs.”

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

“The many business people I have represented over the years who took risks starting with a loan and an idea and built something big that has positively impacted many lives.”

What was the best advice you ever received?

“‘Be a mensch’ – be a person of honor and integrity all the time in everything you do. I heard it from my father a thousand times when I was growing up.”

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

“By far, this is the most difficult question, since rather serious matters pass over my desk daily.

Early in my career, my mother-in-law made it a point to attend my first jury trial in Chicago. I think she was verifying that I actually was a lawyer.”

Do you plan on hiring additional staff?

“Our Waukesha County office will open with approximately 30 employees. We will continue to hire strategically as client needs warrant.”

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

“Our greatest and most important challenges are those presented to us by our clients. It’s our responsibility to be prepared for them and do all we can to provide the

Milwaukee was at the center of the American political universe earlier this month when the latest Republican Party presidential debates were held at the Milwaukee Theatre in downtown Milwaukee.

The debate was hosted by the Fox Business Network and the Wall Street Journal. The introduction to the broadcast included numerous shots of Milwaukee.

The event brought hordes Trump and Carson at the Milwaukee debate. of politicians, their staff members, news media and protesters to Milwaukee.

The crowd attending the debates filled the 4,100-seat Milwaukee Theatre and most of the news media watched from the UW-Milwaukee Panther Arena next door.

VISIT Milwaukee estimated the debate had a $5 million to $10 million economic impact on Milwaukee and filled about 3,500 hotel rooms.

Businessman Donald Trump, retired neurosurgeon Ben Carson, Sen. Marco Rubio (Fla.), Sen. Ted Cruz (Texas), former Florida Gov. Jeb Bush, businesswoman Carly Fiorina, former Ohio Gov. John Kasich and Sen. Rand Paul (Ky.) took part in the main debate. About 13.5 million people watched that debate, according to Nielsen estimates.

A preliminary debate, featuring candidates with lower poll numbers, included New Jersey Gov. Chris Christie, former Arkansas Gov. Mike Huckabee, Louisiana Gov. Bobby Jindal and former Sen. Rick Santorum (Penn.).

The GOP debates in Milwaukee focused on economic issues.

A Democratic Party presidential debate will also be held in Milwaukee, on Feb. 11. That debate will be hosted by PBS. A specific venue has not been announced.

The Democratic presidential debate in Milwaukee will take place just two days after the New Hampshire primary on Feb. 9. The Iowa caucus will be on Feb. 1. The Nevada caucuses and South Carolina primaries are held in late February.

Frank A. Gumina Shareholder and executive vice president of legal services Whyte Hirschboeck Dudek S.C. 555 E. Wells St., Milwaukee www.whdlaw.com Industry: Legal Employees: 305 Family: Wife, Susie, and three children, Manny, Jack and Sophia. w w w.biztimes.com

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——Andrew Weiland

BY TH E NU MBERS

What do you like to do in your free time?

The cost of the Peoples Gas Accelerated Main Replacement Program in Chicago is now $8 billion. The cost was originally projected at $2.2 billion. Peoples Gas is part of Milwaukee-based WEC Energy Group.

“Other than spend time with my family, I always try to sneak away for outdoor activities, such as running, hiking and playing golf. I am also an avid podcaster (mostly current affairs and history).”

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GOP presidential debate puts Milwaukee in the spotlight

leading edge ON TH E C ALEN D AR

MA DE I N M I LWA U K E E

Asenzya transforms itself with new name, broader offerings

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DEC

Asenzya Inc., an Oak Creek-based manufacturer of custom seasonings, flavors and functional products, has undergone some significant changes in recent years.

The 62-year-old, family-owned company changed its name from Foran Spice Co. in July.

“We’re more than just a spice company, so we wanted to have a broad name that we could market to,” said president and chief executive officer Patty Goto. “People would look at Foran Spice and think ‘Oh, you’re just a spice company or a seasoning house,’ and we do a lot more than that.”

Rather than simply dropping “Spice” from the name and keeping “Foran,” Goto said the Foran name was also eliminated because no Forans have been associated with the company since co-founder James Foran left the company decades ago.

“Asenzya” was ultimately selected after the company’s leaders played around with names of foods and their translations into other languages.

“It just morphed into what it is,” said Goto, the daughter of Ralph Hauser, another of the company’s founders.

Another recent change to the company is the addition of Dax Schaefer. He joined the company in May 2014 as its corporate executive chef and first director of culinary innovation.

A former corporate chef at Palermo’s Pizza, he is responsible for staying on top of culinary trends and researching and innovating new flavor profiles, among other duties.

Innovation is a key focus for Asenzya, as it invested $4 million to $5 million on building a “world-class” culinary, research and development, and operations infrastructure.

The multi-phase project, which was completed about five years ago, included the renovation of existing space and the addition of 30,000 square feet.

Asenzya’s overall building is currently 140,000 square feet. It underwent two expansions, in 1978 and 1984, and an addition for a new quality assurance lab and warehouse space was built in 2007 to 2008.

Asenzya runs on three shifts, five to six days per week, and it employs 130 to 150 people, some of whom are food scientists and technologists who work with customers to bring their flavor inspirations to life.

“At Asenzya Inc., we have so many product offerings that we play in all categories of the food industry,” said Schaefer, who describes Asenzya as a custom blender and functional ingredient company.

Goto declined to disclose the company’s annual revenue or to provide any percentages of recent growth, but she said the company is growing by becoming more proactive on its accounts and bringing its customers, whom it calls “partners,” new ideas for culinary work.

Asenzya’s partners are mainly national, and examples of industries Asenzya serves are meat, snack food, sauce, gravy and bakery.

What sets Asenzya apart from its competitors, according to Goto and Schaefer, are its approach to looking at customers as partners; the fact that it does its own in-

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Health Care Heroes

ABOVE: Asenzya is a manufacturer of custom seasonings, flavors and functional products.

The BizTimes Milwaukee Health Care Heroes Awards program will be held on Friday, Dec. 11, from 7:30 to 9:30 a.m. at Potawatomi Hotel & Casino, 1721 W. Canal St. in Milwaukee.

The annual 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. Cost is $40. For more information about the honorees or to register, visit www.biztimes.com/hero.

BELOW: Asenzya built a “world-class” culinary, research and development, and operations infrastructure.

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

www.biztimes.com/events

BOOK REVIEW

“Why Should Anyone Work Here?: What it Takes to

Create an Authentic Organization”

Asenzya Inc. 7616 S. Sixth St., Oak Creek Industry: Food solutions Employees: 130 to 150 www.asenzya.com

house grinding; its emphasis on education; its talented research and development staff; and its fast turnaround.

“We fall in the sweet spot of being big enough to have the programs and controls for food safety requirements today, but we’re small enough yet that we can still respond quickly to customer needs,” Goto said.

B i zT i m e s M i l w a u k e e

Hilary Dickinson covers manufacturing for BizTimes Milwaukee. Email her at hilary.dickinson@biztimes.com or call her at (414) 336-7123. n

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Imagine designing the best company on earth to work for. That’s what authors Rob Goffee and Gareth Jones did with their new book, “Why should Anyone Work Here?” The authors, who are professors at the London Business School and Texas A&M University, respectively, looked at how businesses have evolved from places that made people conform, to institutions where leaders know they must attract and inspire the right people.

With stories and examples from global companies, the authors illustrate the kind of strong, attractive workplace culture that leads to sustained high performance. They also provide ways of assessing how your company is doing and describe the tensions and trade-offs that leaders must manage as they transform their organizations.

“Why Should Anyone Work Here?: What it Takes to Create an Authentic Organization,” is available on www.800ceoread.com for $24.

——Corrinne Hess

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leading edge NON P RO F IT N E W S

THE GOOD LIFE

On a musical note

Safe Babies Healthy Families to merge with Easter Seals Safe Babies Healthy Families Inc., a Waukesha-based nonprofit focused on ensuring children are born into safe and healthy environments, will merge with Easter Seals Southeast Wisconsin in order to grow programming and expand its footprint.

Glowacki Major Easter Seals Southeast Wisconsin, a West Allis-based nonprofit that belongs to a national network, supports people with disabilities in living independently.

As the organizations align themselves on Jan. 1, they will fold Safe Babies Healthy Families’ programming into Easter Seals, according to Bob Glowacki, Easter Seals Southeast Wisconsin president and chief executive officer.

Safe Babies Healthy Families will exist as a signature program within Easter Seals, which will handle the program’s back office needs.

Cost savings from the merger will have a critical impact on Safe Babies Healthy Families’ delivery of services, which have fallen short of community needs, according to Nancy Major, president and CEO of the nonprofit.

As Major helps transition Safe Babies Healthy Families, she will evolve into vice president of community engagement for Easter Seals.

Neither organization anticipates cutting staff. Safe Babies currently operates with about 10 staff members, and Easter Seals has about 250.

While Major will be based out of Easter Seals’ West Allis office, the Safe Babies program staff will remain at the organization’s Waukesha location.

——Erica Breunlin

By day, Scott Lewis works as the IT director for Menomonee Fallsbased Cousins Submarines Inc. But in his spare time, he orchestrates, arranges and writes music in his Waukesha home studio.

“It’s a good release, a good way to relax, and a good way to get your thoughts out there,” Lewis said. “It’s no different than an artist drawing a picture.”

Lewis played band in high school, but stopped playing when he served in the military. He resumed when he returned, and for the last four years has actively been writing music again.

Besides writing, he also plays a variety of instruments, including the clarinet, oboe, keyboard, strings and bass.

“You have to get an understanding of what the actual musician would go through, so you’re not writing something too outrageous for them,” Lewis said.

In addition to holding a bachelor’s degree in information technology, he recently earned a master’s certificate in orchestration for film and television from the University of California-

Lewis in his Waukesha home studio.

Berkeley. He is also considering earning a master’s degree in the program.

While he said the field is extremely competitive, he often finds work making background music for television shows and commercials.

His music can be heard in two or three commercials and in about 20 or 30 shows.

Lewis said he is influenced by composers John Williams (Star Wars, Jurassic Park) and Howard Shore (The Lord of the Rings).

“Those are the kind of guys I aspire to be like,” he said.

——Hilary Dickinson

A sincere

THANK YOU to our clients and staff.

First Business is proud to have received an outstanding 97% in our annual client satisfaction survey. This phenomenal score is a testament to the wonderful relationships that exist between our staff and clients.

We’d like to thank our clients for this great compliment, and our staff who works hard each day to go above and beyond in delivering outstanding client satisfaction.

These results are based on a survey conducted by an independent third party expert.

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leading edge O N T HE M ON E Y

BR EA K ING GR OUN D

Sequence of returns –

A significant risk that should not be ignored

HIGH-END APARTMENTS PLANNED FOR WEST ALLIS

Ogden & Co. is Recent market volatility provides a vivid reminder that marplanning a mixedkets rarely go up or down steadily. And when markets trend down use development at a time when an investor is approaching or recently entered reon about five acres tirement, this can be cause for real concern. In fact, sequence of across from State returns, the order in which investors experience returns, is one of Fair Park in West Allis the biggest potential risks to a retirement portfolio. beginning next spring.

In football, inside the 20-yard line is referred to as the “red zone.” In retirement planning, the five years just prior to and just after retirement are considered to be the The development will “retirement red zone.” An investor just entering retirement who begins withdrawing include 216 upscale apartments and 10,000 square feet of retail space in four L-shaped money and experiences a period of negative returns could find that the timing of these buildings, east of South 84th Street and south of West Greenfield Avenue. negative returns leads to a significant reduction in his livelihood.

——Corrinne Hess Two investors with the same long-term average return may end up with very different results depending on the order of those returns. Consider these two 20-year In striking contrast, the investor in the second scenario with the reverse sequence of scenarios – one starting in 1989 and ending in 2008 and the second a simple reversal of the sequence. In each case, the average annual return is the same, 8.43 percent. But the returns faces an immediate downdraft of 37 percent in the first year, followed by significant outcome for the two investors who commence retirement in each of those two years is declines in years seven, eight and nine. That portfolio shrinks to $235,000 after 20 years.

Again, the average annual return in BOTH scenarios is 8.43 percent. We should point out dramatically different. that this is an extreme example with 100 percent of the portfolios invested in stocks.

Let’s assume both investors start with: For most investors, adequate planning and a well-diversified portfolio can reduce the »» $1 million potential risk due to sequence of returns. Maintaining some flexibility around the timing of »» 100 percent invested in an S&P 500 Index Fund. withdrawals – and even the timing of retirement – can offset the potential impact of unex»» Withdraws 5 percent or $50,000 in the first year. pected negative returns. »» Increase annual withdrawal rate for inflation assuming 3 percent.

In the first scenario, 1989 to 2008, an investor experiences several good years, including a 31 percent gain in the first year. Over 20 years, the portfolio grows to $3.1 million.

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——Robert Warner is executive vice president and managing director at Cleary Gull in Milwaukee.

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ON LIN E POLL

Re: Health care costs “The leaders of corporations of all sizes have set about to fundamentally change the business model for the delivery of health care in America. They are engaged in what’s called disruptive innovation.”

— John Torinus, Serigraph Inc.

Re: Wisconsin’s food industry “The food industry of the past was monolithic, like the (Madison) Oscar Mayer facility itself. The food industry of the future is far more diverse and likely to involve small- to mid-sized companies pursuing multiple consumer channels.”

— Tom Still, Wisconsin Technology Council

Re: Job-seekers with disabilities “A strong workforce is one that is inclusive of the skills and talents of all individuals, including individuals with disabilities.”

Marcus Hotels & Resorts named Mahesh Reddy the new general manager of the Hilton Milwaukee City Center hotel. He previously served as general manager of the Platinum Hotel & Spa in Las Vegas for about two years.

Did the selection committee choose the right design and design team for the Lakefront Gateway Project?

Yes No

— Reggie Newson, Wisconsin Department of Workforce Development

61% 39%

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Keep your business heading in the right direction.

Treasury Management from FirstMerit Bank When John talked to FirstMerit Bank’s Treasury Management team, his goal was to increase his company’s working capital.

Together, they came up with a plan to help John effectively manage receivables, control payments, and improve his company’s overall cash flow. Now John has all the tools he needs to keep his business moving in the right direction — forward.

TO L E A R N MOR E, C O N T A C T :

Kevin Leissring, President and CEO, FirstMerit Wisconsin Region, at 414-335-7037 or kevin.leissring@firstmerit.com.

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Follow the latest market trends @firstmerit_mkt

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FUEL Milwaukee displays the missions and volunteer opportunities of a variety of nonprofits at its annual Adopt-a-Nonprofit showcase.

United Way LINC gives millennials hands-on opportunities to volunteer with United Way partner agencies in the community.

Chasing the millennials

Area nonprofits tap young pros to build future base of support

A

s Milwaukee-area nonprofit organizations peer ahead, more are making targeted efforts to rally next-generation leaders around their missions and build a future backbone of support.

From chairing fundraising initiatives that hone the skillsets and networks of millennials to assembling affinity groups and committees dedicated to young professional participation, nonprofits are diversifying the ways in which they reach out to younger advocates.

When nonprofits look around their board tables and into their trove of donors, they’re realizing that if they aren’t cultivating support for the next decade and beyond, they’re going to be in trouble, said Amy Lindner, president and chief executive officer at Meta House.

The Milwaukee nonprofit blankets women who are recovering from substance abuse with treatment services and resources.

Lindner isn’t immediately worried about Meta House’s sustainability but said that an organization won’t sustain itself if its leadership and staff don’t put in the work.

At Meta House, that work has fallen into the form of the Young Professionals Advisory Committee, an established group of nearly 10 millennials who help the organization fundraise and “friendraise” by drawing in members from their individual networks.

Prior to YPAC, Meta House had created what it dubbed a “YP Collaborative” in which it hosted volunteer days open to young professionals, followed by a cel-

BY ERICA BREUNLIN, staff writer

ebratory reception geared toward young and community-minded individuals.

That collaborative morphed into YPAC, as Meta House realized that there was “a real gap for opportunities” in nonprofits for millennials, said Sarah Pollack, partnerships and communications manager of the nonprofit.

Among YPAC’s most recent accomplishments was a screening of the documentary “Amy,” a nearly sold-out fundraiser held at the Avalon Theater that generated about $1,000 in in-kind donations of goods for babies.

As Meta House continues to flesh out and expand YPAC – with a cap of 13 members – it will likely incorporate more leadership development opportunities, acting as a potential pipeline to the orga-

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With so many young professionals facing significant amounts of student loan debt, the demographic tends to commit to volunteer work and grow into the next generation of donors, according to Pollack.

“We want them to invest and understand and be advocates for our work,” she said.

United Way of Greater Milwaukee & Waukesha County has joined eight other United Ways across the country in sewing together a young professional-centric operation. United Way LINC (Lead. Impact.

Network. Change.) corrals professionals age 30 and under around volunteer opportunities with United Way partner agencies.

For instance, United Way LINC in greater Milwaukee and Waukesha Coun-

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biz news ty took a group of young professionals to Fondy Farm in October 2014 to construct a fence around 40 acres of farmland. That social, hands-on activity is the kind of giving back opportunity that tends to appeal to young professionals, according to focus groups United Way previously conducted with young professionals across the country.

Young people want to get their hands on what they’re doing before they invest in something with a financial gift, said Gina Santagati, director, major gifts and strategic markets at United Way of Greater Milwaukee & Waukesha County.

While young professionals have largely known United Way as an organization their parents and grandparents gave back to through the workplace, LINC acquaints them with United Way’s platter of partners firsthand and opens up an outlet through which they can give back in a very tangible way.

“I think there is just a sense of responsibility that (millennials) want to be involved and they want to be doing something to

make a difference,” Corry Joe Biddle, executive director of networking group FUEL Milwaukee, said of young professionals’ approach to nonprofit support.

FUEL Milwaukee has also taken new measures to establish stronger relations between young professionals and nonprofits. Through the organization’s Adopt-a-Nonprofit Program, it showcases a variety of community organizations at its monthly socials and connects its millennial members with volunteer opportunities that suit their interests and skillsets. In the four years FUEL Milwaukee has orchestrated Adopt-a-Nonprofit, it has helped nearly 40 nonprofits.

From Biddle’s perspective, nonprofit organizations are excelling at finding creative ways to engage young professionals through designated groups, committees and events.

They could do better, however, at collaborating on a broader scale, she said.

And organizations also need to equip all elements of their operations with young professionals – from their internal work-

force to their boards and committees.

Sharon Lynne Wilson Center for the Arts, located in Brookfield, has added two directors under the age of 40 to its board this year.

Board diversity from all angles – ethnicity, gender, industry and age – is key to helping the Wilson Center solve problems that don’t always have easy answers, according to

Jonathan Winkle, president and CEO. By incorporating young professionals into its mix, the Wilson Center can tap a cohort that is often more willing to take risks, according to Winkle.

“In a way, (when we’re younger) we’re not limited in our thinking or our imaginations from things that we’ve actually tried and maybe failed at doing,” he said. n

BIZ NEW S

Master Z’s owner buys adjacent site for future expansion JML Holdings recently purchased 1.28 acres on Sunset Drive just west of Master Z’s current location at 1000 Sunset Drive in Waukesha.

JML Holdings is owned by Jim Lindenberg, the owner and president of Master Z’s LLC and Legends of the Field. JML Holdings currently owns the 15,000-square-foot Master Z’s store on Sunset Drive and a 25,000-square-foot warehouse on Spring City Drive in Waukesha.

Lindenberg said this additional purchase of 1.28 acres next door will allow Master Z’s/Legends

of the Field to continue to grow and expand.

There are no immediate plans to add on to the current Master Z’s store, but he anticipates about a 15,000-square-foot addition in one to two years.

Master Z’s is a rec room supply store that specializes in bar stools, billiards, bobbleheads, darts, foosball, pool tables, patio furniture, sports memorabilia, and other gaming.

Legends of the Field is a sports memorabilia store with locations in Greenfield and Delafield.

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innovations Everything in one place

Software platform consolidates, streamlines data management for school districts

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s a student at Wauwatosa West High School, Megan Harney was counted among the most advanced, always a grade level ahead.

She was lucky, she said, as she grasped concepts at the pace her classes set for her.

It wasn’t until Harney enrolled in organic chemistry while studying at Harvard University that she struggled to master content in the timeframe her instructors demanded of her.

eight and 15 – or more – different systems to document and store critical information, according to Harney.

MIDAS, set within Wauwatosa-based MIDAS Education, pulls the varying systems into one to streamline data management and compliance for teachers and administrators and frees up more of their time to tend to students.

Schools have to take many steps to comply with state and federal mandates, such as trackERICA BREUNLIN P: (414) 336-7121 ing student attendance, keeping a E: erica.breunlin@biztimes.com record of grades, and counting the Twitter: @EricaBreunlin number of students who qualify Through her experiences in educa- for free and reduced school lunch.

By managing those requiretion – as a student, as the daughter of a teacher and as a teacher herself – Harney ments in a central location, rather has become a firm believer in the need for than using concurrent systems, individualized instruction so students can districts can reduce redundanwade through lessons at the pace that best cies, expedite the processes behind mundane tasks, and grant teachers suits them.

With individualized instruction top more time to allocate to individuof mind, Harney has developed MIDAS alizing instruction, according to – the Massively Integrated Data Analyt- Harney, founder and chief execu- Megan Harney, founder and CEO of MIDAS Education, earned undergraduate and graduate degrees at Harvard ics System. The software system acts as a tive officer of MIDAS Education.

MIDAS, which Harney has and worked for Microsoft as a program manager for central platform to house data and store information related to myriad school and been piecing together over the past almost two years. classroom topics, from district and stu- 10 years, is API (Application ProHarney, who was an English major dent information management to com- gramming Interface) driven, with more pliance reporting to assessment builders, than 300 widgets, each like an application and computer science minor, incorporatunit planning, master scheduling and on a smartphone, Harney said. Schools ed MIDAS Education in 2007, relying on using the platform can select the widgets herself and offshore developers to write course enrollment. the code for the platform.

School districts often use between they want to use.

Along with her personal academic successes and struggles, her idea for MIDAS was influenced by her experiences as a teacher working with challenged students.

While conducting summer SAT and Broadscope ACT preparation courses during her unDisability Services dergraduate career, Harney was dismayed PHONE: (414) 329-4500 to encounter students who wouldn’t comWEB: broadscope.org plete their homework. Harney, who had never failed to do her homework, set out Serves people with a broad scope of disabilities and their families by fostering inclusion and empowering freedom to find a fix. She began building online of choice. systems for homework submission, grading, analytics on student performance and more – the early iteration of MIDAS. To learn more, visit biztimes.com/giving Having been the kid who got it and FEATURED NONPROFIT the kid who didn’t get it herself, and PRODUCED BY having experienced teaching kids across

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MIDAS can track a variety of data, including student grades and performance. The platform costs school districts $15 per student per year.

MIDAS Education Wauwatosa Innovation: MIDAS – Massively Integrated Data Analytics System www.midaseducation.com

the academic spectrum, gave her insight on effective approaches to education, Harney said.

“Seeing it from all of those different angles helped me see how education should work,” she said.

After a decade of developing new features and gleaning input from thousands in technology and education, Harney said the company is close to wrapping everything she could think of into the platform.

MIDAS Education, which now has three full-time staff members, plans to add two more full-time employees in the next month and chart a steeper hiring path in the future.

The company currently has five clients and two pilot clients across the country and, by next August, anticipates having 100,000 students.

Harney’s ultimate goals rest on becoming a household name and helping drive stronger student performance.

“The reason for the company to exist is teaching and learning and helping students do better,” Harney said. n

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real estate

A rendering of the exterior view of Eleven25, which is located at 1125 N. Ninth St. in The Brewery complex.

College students will live where Pabst once bottled beer

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he entranceway of the former Pabst Brewing Co.’s bottling house has barrel-vaulted ceilings with alternating rows of Cream City and Chicago brick. Looking up, you are immediately transported to another place in time.

CORRINNE HESS P: (414) 336-7116 E: corri.hess@biztimes.com Twitter: @CorriHess

Wood dating back to the structure’s 1889 construction remains throughout the massive 250,000-square-foot-building, including the triangular support

beams unique to the property.

Continuing your journey through the maze of Cream City brick walls and original staircases leads you to the third floor, where floor-to-ceiling windows overlook downtown Milwaukee.

It’s hard to imagine that by August 2016, this building, once lined with conveyor belts filling empty glass bottles with Pabst Blue Ribbon beer, will be transformed into a $45 million student residence hall.

But Michael Kelly, executive vice president at Blue Ribbon Management, who has spent the last several years working on Eleven25 at Pabst, assures me it can be done.

“The size and scope of this project is

Milwaukee Area Technical College and the University of Wisconsin-Milwaukee.

UWM’s School of Public Health and the Cardinal Stritch City Center, which includes several of the school’s College of Education and Leadership programs, are both located in The Brewery Project, the neighborhood created by the redevelopment of the former Pabst brewery.

“The design will be modern and the rooms will be equipped with the latest technology, but everything around you will be a preservation of history,” Mervis said, adding that almost 90 percent of the materials in Eleven25 are repurposed from the original structure. “That’s why we’re an attractive option. It’s not just a brand new building; we’re rich in history.”

Jim Shields, design principal at HGA, is the architect on the project.

Shields has worked on numerous projects including the Milwaukee Art Museum expansion and renovation project, the Harley Davidson Museum and

different than anything in Milwaukee and maybe anything nationally,” Kelly said.

Milwaukee’s newest student apartments, at 1125 N. Ninth St., will feature 440 beds in 151 units on three floors in a mix of one- to four-bedroom apartments.

Originally envisioned as an apartment complex for international students, developers realized the need for high-end student housing is in high enough demand to open it up to all students.

Mike Mervis, a consultant with Blue Ribbon Management, believes 80 to 90 percent of residents at Eleven25 will be domestic students from Marquette University, Milwaukee School of Engineering,

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ABOVE: Eleven25 atrium and lounge area. UPPER RIGHT: This loft apartment includes an indoor balcony for the people who will have rooms on the upper level. LOWER RIGHT: The fitness center will include state-ofthe art equipment and will be open 24 hours a day.

Discovery World at Pier Wisconsin.

The apartments will be market-rate, ranging in price from $600 to $1,500 – per bed. Rooms are fully furnished and include 24/7 security and a residence life program.

Two 5,000-square-foot atriums are being built on the first floor, and first floor apartments will have patio doors opening up to the space. Additional community space includes a 24-hour fitness center, video game lounge and movie theater.

At the front of the building, 12,000 square feet of retail space will include a coffee shop, a convenience store and a five-stall food court.

“We’re going to find a mix that will satisfy virtually every taste,” Kelly said.

“We’re trying to put a lot of neighborhood services in that are not currently in The Brewery.”

Pabst, founded in 1844, shut down the Milwaukee brewery in 1996. The company is now based in San Antonio and currently outsources the production of its beers. Pabst has more than 30 beers in its portfolio, including Pabst, Schlitz, Old Milwaukee, Old Style, Stroh’s and Blatz.

After Pabst closed its Milwaukee operation, the brewery remained vacant until Zilber Ltd. founder Joseph Zilber acquired it in 2006 and began a redevelopment project to transform the former brewery into a mixed-use neighborhood.

Several of the buildings have been sold to other developers for redevelopment projects. Kelly’s group, Blue Ribbon Management, has been tied to several projects in the complex.

The firm built the Pabst Professional Center, a new office building with 42,000

square feet of leasable office space. With the announcement in September that Klement Sausage would move its corporate offices from Bay View to the professional center, the building is now at 75 percent occupancy. TCF Bank and Logicalis, an IT consulting firm, have also leased space in the building.

Blue Ribbon Management is also redeveloping the former First German Methodist Church building located at the southeast corner of West Juneau Avenue and North 11th Street for Pabst Brewing Co. The project hit a bump in September, when Nomad World Pub owner and Lowlands Group co-founder Mike Eitel pulled out of the project. Eitel was going to run the bar and restaurant portion of the development.

At the time, Mervis said Pabst might have an interest in taking over that part of the project. Kelly and Mervis said there would be an announcement soon on that property.

But for now, the focus is the massive former bottling building and what it will become as it is transformed into Eleven25.

The $45 million redevelopment is being financed through historic preservation tax credits and the federal EB-5 program, which allows foreign nationals who make investments that create jobs in the United States to obtain green cards.

“Without the tax credits, this project and many other projects in The Brewery just don’t get done. We’ve been very fortunate that the State of Wisconsin has retained (that program),” Kelly said.

“This is a significant investment, but we think it is going to pay off, obviously in the long run, but even in the short run.” w w w.biztimes.com

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When Blue Ribbon Management began developing the student apartment building, the Milwaukee Bucks had not yet announced its plans to build a $500 million arena and entertainment district in the Park East Corridor. Now with the arena plans approved, the timing could not be

better to attract students to The Brewery.

“We’re in a good position,” Mervis said. “This is a great architectural value, but it’s also a great economic value for the students, and look at the location. You’re on top of the schools, you’re on top of downtown. You’re on top of the Bucks.” n

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cover story

SHELLY TABOR

THE CHANGE

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BY MOLLY DILL, staff writer

isconsin’s largest public company has been undergoing a major transformation over the past two years. Glendale-based Johnson Controls Inc. is focusing in on a more specific, and narrower, set of

offerings that it expects will drive future growth.

It started with the retirement of chief executive officer Stephen Roell, who led the Fortune 100 company for six years and achieved a record $41.8 billion in 2012 revenue before he stepped aside in October 2013.

Taking Roell’s place was Alex Molinaroli, a 30-year employee then serving as vice chairman. The ninth CEO in the company’s 129-year history, Molinaroli has undertaken a complicated series of divestments, acquisitions and joint ventures to change the face of the firm. The most dramatic will be the upcoming company split, which is expected to be complete on Oct. 1, 2016.

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Left: Johnson Controls’ headquarters in Glendale.

AGENT

Right: Alex Molinaroli, chief executive officer Johnson Controls

JOHNSON CONTROLS’ CEO UNDERTAKES DRAMATIC RESTRUCTURING

‘OUR OWN ACTIVISTS’ Before he started in his CEO role, Molinaroli sat down with Jonson Controls’ board of directors and talked about the environment the company was in, and how to move forward.

“When you have a company like ours, automotive and non-automotive, it’s a very cyclical business,” he said in a speech at RSM’s 2015 Executive Summit in Milwaukee last month. “It’s a great business until it’s not. And today in North America, it’s a great business. And one day, it will not (be). Such a large part of the business being automotive put a huge drag on the rest of the business.”

Molinaroli, who declined through a spokesman to participate in this article, provided strategic insight at the RSM event that is used throughout this piece. He has indicated he will give more detailed information about the company’s restructuring at a Dec. 1 Analyst Day in New York.

Molinaroli has shied away from the media limelight in recent weeks, after his involvement with the perpetrator of a $50 million Ponzi scheme came to light. Despite the negative attention created from that revelation, the company’s board of directors has stood behind its CEO. That speaks volumes about how the board feels about the many changes Molinaroli w w w.biztimes.com

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is making to the company.

When Molinaroli was speaking with the Johnson Controls board in July 2013, a number of prominent companies had been subjects of shareholder activism, with Apple, PepsiCo and Procter & Gamble all having been recent targets of public pressure to change.

Molinaroli didn’t want to wait around for a shareholder activist to rock the boat at Johnson Controls, he said. He knew the company needed to do something different to get ahead.

“Two years ago, we decided to be our own activists,” Molinaroli said. “It was my goal to not have anyone except our management team and our board of directors decide what’s best for our business.”

And with that, he went to work on shaving the company down and reimagining its structure. The change has been drastic and often dramatic, but he believes it’s necessary.

“If you look at our strategy and why, without a burning platform, we’re going through so many changes – from my perspective, the platform is burning,” Molinaroli said.

But some say there is little threat of an activist investor shaking up Johnson Controls.

“An activist investor doesn’t stay quiet,” said David Whiston, an equity strategist at Morningstar Inc. who covers Johnson Controls. “There’s never been any (Johnson Controls investor) publicly, like a Carl Icahn-type person, rattling the cage.”

Nonetheless, Johnson Controls has been busy making big changes, particularly in the past year. It has made several major announcements regarding its cor-

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porate structure in 2015.

In January, the company entered into a definitive agreement to form a global joint venture with Hitachi Ltd. and Hitachi Appliances Inc., through which it will obtain a 60 percent ownership stake in Hitachi Appliances’ more than $2.6 billion global air conditioning business, excluding sales and service operations in Japan.

In March, Johnson Controls reached an agreement to sell its Global WorkPlace Solutions business to the CBRE Group for $1.5 billion. Johnson Controls also sold its interests in two Global WorkPlace Solutions joint ventures to Brookfield Asset Management Inc. In total, the proceeds of the GWS business divestitures were $1.7 billion.

In June, the company began exploring strategic options for its Automotive Experience segment, which contained the $17.5 billion seating division, a $4.5 billion interiors join venture with Chinese firm Yanfeng Automotive Trim Systems Co. Ltd. that formally launched July 2, and some vehicle electronics.

In July, Johnson Controls decided to do a complete spin-off of Automotive Experience to create a new, publicly traded company. It also began a complete review of costs companywide, which resulted in a September announcement that it would cut 2.5 percent of salaried employees, about 3,000 workers, worldwide.

Johnson Controls has formed a number of joint ventures as an approach to entering new markets, Molinaroli said.

“Fifty percent of something is a lot more than zero percent of 100 percent, so we’re proud of our partnerships around the world,” he said.

The joint venture with Hitachi gives 17

Johnson Controls access to Asia’s No. 1 efficiency product manufacturer and its 2014 acquisition of air distribution and ventilation product distributor Air Distribution Technologies gave the company access to the full replacement market in HVAC for the first time, which is an attractively steady revenue stream, said Nicholas Heymann, co-group head, global industrial infrastructure at William Blair & Co. LLC. “This gives them now access to what is the most consistent part of the HVAC market in North America,” he said. “It’s going to increase their opportunity for market share gains, but also allows them to participate in replacing their original equipment that they previously have had very little opportunity to participate in.”

One of Molinaroli’s main goals is to accelerate the company’s growth in China, where he aims to be the No. 1 or 2 company. Johnson Controls is building a second global headquarters in Shanghai, which is scheduled to open in 2017, and has been increasingly investing in its Chinese manufacturing plants.

“If you want to be successful, you can’t underestimate the importance of China,” he said. “We have no choice now – none – absolutely no choice. It’s a question of us making it a priority.”

The transformation of Johnson Controls hasn’t come without a cost.

As a result of cost consolidation measures and divestments, Johnson Controls’ employment has gone from 172,000 just a few months ago to 130,000 today, Molinaroli said in October.

Many of the layoffs that have occurred have been corporate jobs, most of which are in Glendale, Whiston said.

Earlier this month, Johnson Controls announced it will close its Milwaukee business center in Glendale and lay off 277 employees.

The company also broke its 64-year streak of increased annual sales, but Molinaroli plans to “start a new streak.” That may not be in 2016, as Molinaroli has hinted that the costs of spinning off the automotive segment will be significant next year.

BACK TO BASICS The split will spin off the Automotive Experience division of Johnson Controls into its own entity, leaving the Building Efficiency and Power Solutions divisions in the legacy company.

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SHELLY TABOR

cover story

Solar panels at the Johnson Controls’ headquarters campus in Glendale.

“By taking and transforming the company into the HVAC and the Power Solutions, or battery business, the battery business is going to have a much stronger mix as you go forward,” Heymann said.

“You end up with a nice mix shift in their most profitable business and you end up with a much stronger growth profile for their HVAC business.”

Upcoming emissions deadlines in almost every country and the growing use of start-stop batteries to meet those standards will drive growth for the Power Solutions segment, he said.

Combined, the automotive segment was competing with other divisions of the company for the same resources and capital, Molinari said.

“There’s three disparate businesses,” Heymann said. “They were operating as three separate silos. As you go forward, you’re going to have a lot better crossleveraging.”

Post-split, the remaining Johnson Controls will look a bit like it did when it was founded to make thermostats in 1885.

“It’s not so much moving back, it’s changing,” Heymann said. “All these companies that have got their heads screwed on right are de-conglomerating. They’re becoming a true diversified company, as opposed to an automotive company that made some other stuff.”

Johnson Controls isn’t a research and development-focused, bleeding edge inventor of new technology, Molinaroli said.

It’s an applied product manufacturer – a developer of proven mass market solutions.

The Building Efficiency division will shift to less of a project focus and more of a product sale and distribution model, Molinaroli said in the company’s fourth B i zT i m e s M i l w a u k e e

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quarter earnings call in October.

When it comes to building monitoring technology, the segment is positioned well in the emerging Internet of Things space, he said in his RSM speech.

“We didn’t invent the Internet of Things – we just happen to have all the things,” he said. “We are the sensors and we are the actuators and we are the controllers. We save more energy for buildings than any other company in the world.”

The company’s other main offering will be its automotive batteries, of which it makes about 150 million per year for its customers’ brands. From Walmart to Audi, Johnson Controls makes a significant portion of U.S. car batteries. Its only challenge now has been expanding startstop battery manufacturing capacity to keep up with demand.

The battery business was already No. 1 in traditional lead-acid batteries, and now it has cornered 75 to 80 percent of the market share in start-stop battery production, making it No. 1 in that space as well, Whiston said.

“Their battery business is just fantastic – I would say it’s the crown jewel of the company,” he said.

Batteries are a less cyclical segment than its Automotive Experience division was, since they need to be replaced with regularity in existing cars, and the market isn’t impacted as much as vehicle interiors was by new car production ebbs and flows.

“The remaining operations are going to ultimately have better financial flexibility,” Heymann said, so much so that it could make $3 billion in acquisitions and still hold onto its current debt rating.

A rumored acquisition target has been Reading, Penn.-based EnerSys, which

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makes batteries used in industrial equipment, Heymann said.

AUTOMOTIVE EXPERIENCE The Automotive Experience division reported $22 billion in 2014 revenue, and Johnson Controls has touted its well-established position in the marketplace and in growth locations like China.

Molinaroli describes the spinoff as the final piece of the puzzle he has been solving for the last couple of years.

“It will allow our automotive company to define its future,” he said. “Also, because of some of the capital requirements and capital structure requirements, we weren’t able to invest in some of our other businesses the way we wanted to.”

He confirmed in his October speech that both companies will remain headquartered in the Milwaukee area after the split. The new automotive company being formed does not yet have a name.

Bruce McDonald, vice chairman and executive vice president of Johnson Controls, will serve as chairman and chief executive officer of the new company. Beda Bolzenius, president of the Automotive Experience division, will serve as president and chief operating officer.

The interiors business joint venture with Yanfeng formed the largest automotive interiors company in the world.

“If it was a separate U.S.-based company, it would be the largest automotive supplier in the U.S.,” Molinaroli said, making onethird of the automotive seats worldwide.

Johnson Controls executives will do a road show to explain to shareholders the process of splitting the company and assigning stock. Molinaroli expects a little stock volatility while

shareholders get settled.

One trend that could significantly impact the seating company moving forward is the shift toward self-driving cars.

“We unveiled a new seat in interior technology… when we talk about autonomous driving,” Molinaroli said in the fourth quarter earnings call. “Obviously, autonomous driving and the new technologies that are going into vehicles will play a big part of our seating business in the future.”

Autonomous cars will focus less on getting from one place to another, and could instead be designed as offices or lounges, Whiston said. Interiors will play a big role in those designs.

NEW DIGS And then there’s the issue of the Johnson Controls headquarters. There are some indications that it will be relocated to a new building in downtown Milwaukee.

Earlier this year, downtown Milwaukee Alderman Robert Bauman said the company is working on plans for a 50-story, 1.2 million-square-foot corporate headquarters office building near the lakefront in downtown Milwaukee.

A Milwaukee real estate industry source confirmed those plans.

Johnson Controls has remained mum on that project, and confirmed only that it is considering plans for a major office development in the Milwaukee area. However, the company and city of Milwaukee this year agreed to split the $500,000 cost of a development feasibility study for a lakefront site. It is unclear when that study will be completed.

“We’re not at a stage where the end date is in sight,” said Department of City Development spokesman Jeff Fleming. “I

can tell you that people here and at Johnson Controls are working to move the process forward.”

In his October speech, Molinaroli said Johnson Controls’ headquarters needs to be in a place that is accessible, global (since 75 percent of the company’s employees are not in the U.S.), and competitive with cities like Chicago, Los Angeles and Shanghai.

“So I need Milwaukee to be a place that we can not only bring in and attract talent, but also a place we can bring expats,” he said.

BOARD CONFIDENCE It’s worth noting that for as many years as he’s been CEO, Molinaroli has a scandal to account for.

Last year, he was found to have failed to comply with the company’s ethics policy when he engaged in a relationship with a consultant for the company. As a result, his fiscal year 2014 Annual Incentive Performance Program payment was reduced by 20 percent.

Molinaroli was also listed in West Palm Beach, Fla., court transcripts as one of a large number of investors who loaned

its momentous change as he sees it through to fruition. Several board members could not be reached for comment about Molinaroli’s leadership, or referred questions to Johnson Controls. A spokesman for the company declined to comment.

And Molinaroli doesn’t plan to comment on the situation, either. He denied repeated requests to comment about both his company strategy and his involvement in the scandals.

Multiple Johnson Controls analysts, including David Leiker, who covers the company for Milwaukee-based Rob-

“ It’s an interesting quandary that Alex has been … Mr. Change Everything in Two Years, but at the same time, they’ve got a guy who’s going through a lot of changes in his personal life, too.”

— Nicholas Heymann, William Blair & Co.

Molinaroli, co-chair of the Greater Milwaukee Committee’s Downtown Task Force, has stressed the importance of investing in downtown.

“What a great time to be in Milwaukee,” he said at his RSM speech. “The (Milwaukee) Bucks’ (new arena has) something to do with it, but (downtown revitalization is) happening. I would like to be part of that. I would like to be part of helping this city become all it can be.”

At an update on the task force’s progress at a GMC meeting on Nov. 9, Molinaroli emphasized the importance of working together with business and government to transform downtown.

“It’s a moment in time where if we want to pick this ball up and run with it together, it could be messy getting there, but we could really like the outcome,” he said.

money to Ponzi schemer Joseph P. Zada of Grosse Pointe Shores, Mich. Zada was found guilty in September of 15 counts of mail fraud in a $50 million Ponzi scheme that spanned 10 years.

The court transcripts state Molinaroli gave Zada “millions of dollars” since 2006 and also that Zada lived in a Michigan mansion owned by Molinaroli.

“It’s an interesting quandary that Alex has been … Mr. Change Everything in Two Years, but at the same time, they’ve got a guy who’s going through a lot of changes in his personal life, too,” Heymann said. “He’s been effective at being an agent of change in a company that by and large has been the Rock of Gibraltar in terms of never changing.”

Despite Molinaroli’s personal issues, the board of directors has backed the leader of

ert W. Baird & Co. Inc., also declined to participate in this article. When asked if he would be the right Baird employee to speak with about Johnson Controls, Leiker said: “I am. However, I don’t want to get caught up in the CEO’s news events that may or may not be brought up in your story. Sorry, can’t take that risk.”

Whatever his personal life holds, Molinaroli’s business leadership has been looked upon favorably by analysts.

“If you don’t reinvent how you create value, you will basically be out of business,” Heymann said. “Alex may have a funky set of issues about how he runs his personal life and everything else, but as it relates to a guy who is kind of walking through walls and is doing things to transform this company, he couldn’t have come too soon.” n

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wellness

Merchants Moving & Storage Company in Racine implemented a MoveWell program. The MoveWell Hallway here has information on the program.

Napping rooms, healthy selfies part of new company wellness initiatives

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rom healthy selfies and a gratitude wall to healthy vending machines and even napping rooms, companies of all types are providing new and unique wellness offerings to their employees.

“It shows our employees that we care about their health and well-being, and it makes them more willing to come to work every day,” said Connie Ruehmer, a chemist and volunteer wellness program coordinator at PPG Industries Inc. in Oak Creek.

Plus, wellness initiatives provide a financial benefit for companies that are saddled with expensive health care costs.

“It’s been shown that if people use these (wellness) programs, they can lower their risks,” she said. “People have lost 50, 100 pounds because of a challenge we ran, and if that one person had a heart attack, it could cost the company tens of thousands of dollars. Instead, we paid

$100 for a reward.”

Ruehmer said PPG has run five challenges this year, including a “Beat the Boss” fitness competition and a stress relief game in which employees strive to complete all 30 stress-reducing activities, like enjoying dinner with a friend or getting seven hours of sleep.

PPG also houses a 24-hour exercise facility, where groups often come in to do workout videos. It brings in a massage therapist every other week; and it holds preventative care screenings and health fairs.

“We really like to keep everyone engaged throughout the year,” Ruehmer said. “We do one to two things a month to make sure everyone’s still thinking about (wellness).”

Faith Technologies Inc., a Menashabased company with 10 locations in Wisconsin, including Pewaukee, also boasts a

variety of wellness offerings, such as the “Healthy Selfie.”

According to wellness program administrator Alyssa Kwasny, the healthy selfie is a four-month campaign currently underway in which employees and their family members post photos of themselves engaging in a healthy activity on the company’s Facebook page using #ftwellness. On a monthly basis, each individual who posted a photo gets entered in a prize drawing.

Other new Faith Technologies initiatives are Stretch & Flex and Sit for 60/ Move for 3.

Kwasny said the former is a standardized stretching program that consists of 10 simple stretches that help participants get physically ready for the day. Since 80 percent of the company’s employees work in the field, Stretch & Flex is meant to decrease the risk of injuries.

BY HILARY DICKINSON, staff writer

The other program, Sit for 60/Move for 3, is geared toward the office employees who spend the day at their desks.

After an hour of work, employees are encouraged to get up and move around the building, walk up and down the stairs, or do some stretches at their desks.

Long periods of inactivity can lead to such risks as cardiovascular disease, diabetes and hypertension, according to Kwasny. Employee survey results showed, however, that Sit for 60/Move for 3 resulted in an 11 percent decrease in those who spend four to five hours sitting; a 10 percent increase in those who spend one to two hours sitting; an 11 percent increase in those who are continually active; and a seven percent decrease in those who were sedentary before the program began.

Merchants Moving & Storage Co. in .......................WELLNESS continued on page 50

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wellness

Companies expand wellness outreach to employees’ families

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or many companies in the southeastern Wisconsin area, encouraging health and wellness extends beyond just their employees.

Whether it is a flu shot, lunch and learn, or a fitness challenge, more and more companies are including their employees’ family members, as well.

One company that does a lot to engage the whole family is New Berlin-based Toolrite Manufacturing Co. Inc. The family-owned company has basketball and racquetball courts, a workout room and a pool table, all available for employees and their immediate family members to use for free. President and chief executive officer J.D. Schreib said about half of the 74 employees’ family members take advantage of the offerings.

The building remains open until 8 p.m. or so, and most family members use the amenities in the evening after work and school.

“That’s where it gets the most use is people coming in and being able to spend time with their kid,” Schreib said. “Getting out of the house, especially during the winter months, doing something different, whether it’s shooting hoops or playing racquetball, it’s more fun with family members.”

Another company that focuses on family wellness is Creation Technologies LP in Oak Creek. Fifty percent of its employees have spouses who are covered under the company’s benefits, and people and culture leader Heather Ohlinger said the company wants to make sure they are not being excluded. Thus, Creation Technologies began doing more to target the family about four years ago.

“It was an untapped potential population we were missing a couple years back,” she said. “We wanted to make sure we modified our wellness program to include that group.”

Among the company’s family wellness initiatives, employees and their spouses can combine earned points for their health reimbursement accounts, and spouses can come to the company to receive flu shots and attend lunch and learns.

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BY HILARY DICKINSON, staff writer

Racine-based Merchants Moving & Storage Co. invites employees to bring their families to community events like the Heart Walk, seen here.

Since the Creation’s wellness program is connected to community initiatives, families are also invited to participate in activities like cleaning up the beach.

Ohlinger said family wellness outreach is essential because it helps keep employees healthy.

For instance, she said, an employee may be learning about healthy eating and making progress in a tobacco cessation program, but if the spouse does all the grocery shopping or is a smoker, the employee might fall back into his or her old habits.

“It’s important the spouse gets the same message that reinforces what we’re trying to get across to team members,” Ohlinger said.

To make sure the spouse is involved, Creation Technologies sends wellness information to households via home emails and home mailing. It also invites spouses who cannot attend informational meetings during the day to participate in B i zT i m e s M i l w a u k e e

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WebEx meetings after hours.

“Since they earn points in the program, too, we want to make sure they understand what they need to do and not rely on their spouse to tell them,” Ohlinger said.

Companies also have a stake in the health of their employees’ families, said HellermannTyton human resources director Tim Jarecki, because an unhealthy or ill spouse or child covered under the employee’s health plan increases premiums and affects the company.

Besides the financial and physical health benefits, companies should involve the families of their employees for morale reasons, as well, according to Mary Kelly, wellness services manager for Milwaukeebased Sensia Wellness, a corporate wellness company.

“When companies do away with costly things like Christmas parties, it affects their (employees’) psyche more than not getting a raise,” she said. “That was one

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time a year they could meet each other’s families and connect outside on a different level.”

Racine-based Merchants Moving & Storage Company invites employees to bring their families to community events like the Heart Walk, and PPG Industries Inc. in Oak Creek holds many group activities involving family members.

According to Connie Ruehmer, a chemist and volunteer wellness program coordinator, PPG runs a golf league in the summer and holds bowling, golf, volleyball and softball tournaments. The company also hosts company picnics and tours so family members can see where their spouse or parent works.

“We understand our employees are people, too, and they have lives outside of work,” Ruehmer said. “We celebrate their lives by inviting families to come and do activities with us. It’s part of embracing our employees as people and not just as workers.” n

Nonprofit Excellence Awards winners.

2015

Nonprofit Excellence Awards winners provide inspiration for community BizTimes Media recently hosted its second annual Nonprofit Excellence Awards program at Potawatomi Hotel & Casino. The event seeks to recognize the great work done by nonprofit organizations in the community and by members of the private sector who support those organizations in hopes that more will seek to follow their examples. Here, we present the inspirational stories of the winners and the finalists in this year’s Nonprofit Excellence Awards. w w w.biztimes.com

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2015

LETTER FROM THE PUBLISHER

O

n Nov. 5, BizTimes Media hosted its second annual Nonprofit Excellence Awards program at Potawatomi Hotel & Casino. We recognized 29 finalists and 10 honorees from among dozens of nominees – both individuals and organizations making an outstanding impact in the community.

Prior to the awards presentation, the 400 attendees listened to a panel discussion with local business leaders about how a culture of giving is good for both business and the community.

The entire program is designed to shine the spotlight on southeastern Wisconsin’s best corporate citizens and most effective and innovative nonprofit organizations and leaders.

Kimberly Kane leads a panel discussion with Paul Eberle, chief executive at Whyte Hirschboeck Dudek SC, Neil Willenson, vice president of community relations at Kapco Metal Stamping, Tami Garrison, community affairs in Milwaukee at MillerCoors and Dan Druml, president and CEO of Paul Davis Restoration and Remodeling.

We hope these pages and participants inspire you and your employees to volunteer your time, lend your expertise by serving on a board and/or provide financial support.

We thank and salute all of our honorees, finalists and nominees for your participation and for making the greater Milwaukee region a better place.

Thank you also to our presenting sponsor Technology Resource Advisors; our platinum sponsors, Legends of the Field, PNC Bank and Potawatomi Hotel & Casino, and our gold sponsors, M3 Insurance and TEC and our event partners, the Association of Fundraising Professionals-Southeastern Wisconsin, the Wisconsin Philanthropy Network and the Nonprofit Center of Milwaukee.

Dan Meyer congratulates Larry Schreiber, president of Anthem Blue Cross and Blue Shield, along with sponsor Ryan Pflanz, director of managed and hosted services at Technology Resource Advisors.

Dan Meyer Publisher, BizTimes Media 24

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Kimberly Kane, Paul Eberle, Neil Willenson, Tami Garrison and Dan Druml discuss workplace giving.

C R E AT I N G A C U LT U R E O F G I V I N G I N T H E WO R K P L AC E

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hen Dan Druml purchased Paul Davis Restoration & Remodeling in 2002, he took a risk.

“We had this great customer appreciation golf outing, but I thought we could do something more,” Druml said. “So I went back to the sales staff and said, ‘We’re going to make this a fee golf outing next year and charge everybody, and the money we make will all go to a charity.’”

Druml, president and chief executive officer of Paul Davis Restoration, told an audience of about 400 at the recent BizTimes Nonprofit Excellence Awards that he got some pushback at first, but the risk returned dividends he never expected.

“Everyone looks forward to this event every year,” he said. “Our customers are very engaged, our employees are very engaged and everyone gets really excited about the charity we support, a charity we get to give a lot of money to.”

26

BY KIMBERLY KANE, special to BizTimes Risk, innovation and collaboration are powerful themes that emerged during the Nonprofit Excellence Awards panel discussion featuring Druml; Paul Eberle, CEO of Whyte Hirschboeck Dudek SC; Tami Garrison, community affairs in Milwaukee for MillerCoors; and Neil Willenson, vice president of community relations for Kapco Metal Stamping. These business leaders described how corporate giving is part of their cultures.

“Our workforce at MillerCoors is interested in what we are doing in the community from a company perspective and they’re very interested in being involved,” Garrison said. “We take an integrated approach to philanthropy and look at how we activate our employees, engage our distributor and talk about it from a PR standpoint.”

When Eberle gave each employee at B i zT i m e s M i l w a u k e e

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Whyte Hirschboeck Dudek $100 to just give away, he had no idea what he’d get.

“What jumped off the page after we did it the first year was the impact the individual stories had on our firm and, more importantly, the effect $100 has at a certain point in time in someone’s life,” he said.

Eberle recounted stories employees shared about how those dollars helped a waitress who was struggling, helped a neighbor who had lost his job buy groceries, and how employees pooled their dollars for higher impact.

Giving people the chance to innovate can inspire exciting ideas, Willenson said. A former nonprofit executive himself, Willenson encouraged nonprofit leaders in the room to approach business leaders with ideas.

“If a nonprofit approaches us with an endeavor, we love it,” he said. “Think

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about ways to partner with us – where employees can get involved; we can develop a campaign. Frankly, this is more sustainable.”

These strategies benefit the bottom lines of nonprofits and the brands of businesses, who, these leaders agreed, see strengthened recruitment and retention and stronger partnerships with customers, vendors and suppliers.

The real opportunity, Eberle pointed out, is for more Milwaukee area businesses to build philanthropy into their cultures.

“For our city to reach a better place, there is a lot of work that needs to be done,” he said. “Our nonprofits are incredibly important. We need to continue to push, to engage the employers of the region in creative problem solving. We need to continue to talk about the good work our nonprofits do and support them.”

2015

WINNER

C O R P O R AT E C I T I Z E N AWA R D

C O R P O R AT E C I T I Z E N W I N N E R

Northwestern Mutual Life Insurance Co. 720 E. Wisconsin Ave., Milwaukee Since 1992, Northwestern Mutual Life Insurance Co. and the Northwestern Mutual Foundation have set out to improve the lives of children and families nationally and throughout southeastern Wisconsin through financial support, volunteerism, leadership and collaboration.

The company regularly supports forwardthinking programs that have a lasting impact on the communities it serves.

Since 1992, the Northwestern Mutual Foundation has donated $290 million to nonprofits across the country.

The company supports causes its employees believe in. Each winter, Northwestern Mutual hosts a Days of Sharing Program, in which it awards $225,000 in grants to 30 nonprofit organizations nominated by its employees.

In 2014, Northwestern Mutual employees logged more than 25,000 volunteer hours valued at more than $550,000, and more than 125 employees serve on various boards of directors throughout the community.

Finalists

John Kordsmeier

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Northwestern Mutual’s Volunteer Support Program honors any employee who has donated at least 40 hours of service with a $500 grant to a nonprofit organization of his or her choice. More than 350 employees participated in the program last year.

Additionally, the company’s Community Service Awards reward financial representatives who have served their communities by donating $15,000 grants to nonprofit organizations of their choice.

Nationally, Northwestern Mutual is focused on supporting the fight against childhood cancer. In 2012, the company launched the Childhood Cancer Program. Northwestern Mutual and its network have raised more than $8 million for the cause, which has funded more than 53,000 hours of treatment research.

Locally, the company is focused on education and programs that build fundamental literacy skills among students from preschool to third grade.

According to a Milwaukee Succeeds report from 2014, more than 84 percent of third graders in Milwaukee were not proficient in reading.

This year alone, Northwestern Mutual contributed $1.7 million in grants to educational programs from organizations such as the Boys & Girls Clubs of Greater Milwaukee, COA Youth & Family Centers and Penfield Children’s Center.

The company also supports collaborative education efforts financially and by partnering with organizations such as Milwaukee Succeeds, Milwaukee Public Schools, Teach for America, Schools that Can Milwaukee and City Year.

Improving the quality of life for Milwaukee residents of all ages encourages positive change throughout the community. Its commitment stems from the company’s desire to make its hometown an attractive place to live, work and play.

FINALIST

FINALIST

Balistreri owned and operated Sendik’s Food Markets

Anthem Blue Cross and Blue Shield Wisconsin

5623 N. Lake Drive, Whitefish Bay

N17 W24340 Riverwood Drive, Waukesha

Balistreri owned and operated Sendik’s Food Markets has called southeastern Wisconsin home for more than 80 years. In 2001, the third generation of family owners took over and continued to build on the family’s legacy as a trusted community grocer.

Today, that commitment extends beyond just providing quality groceries. It’s about being a vital part of the communities it serves and strengthening the region through business and nonprofit partnerships.

The company currently owns and operates Sendik’s stores in Bayside, Elm Grove, Franklin, Germantown, Grafton, Greenfield, Hartland, Mequon, New Berlin, Wauwatosa, West Bend and Whitefish Bay. In 2014, Sendik’s donated more than $258,000 to its flagship charities, and has already donated more than $240,000 this year.

Flagship organizations the company supports include ABCD: After Breast Cancer Diagnosis, Betty Brinn Children’s Museum, Feeding America Eastern Wisconsin, Stars and Stripes Honor Flight, and the MACC Fund.

In addition to hosting regular fundraisers and advocacy awareness initiatives and campaigns, Sendik’s donates all the proceeds from

Waukesha-based Anthem Blue Cross and Blue Shield is a well-known name in the nonprofit community. The company and its corporate foundation support several nonprofit organizations on multiple levels.

In 2014, Anthem and its associates donated more than $1.5 million and hundreds of volunteer hours to organizations dedicated to health-improving causes and programs throughout Wisconsin.

Anthem’s current focus is on promoting active lifestyles and working to reduce the devastating impact of chronic illnesses, such as diabetes, heart disease and lung disease on Wisconsin children, adults and seniors.

Nationally, Anthem Blue Cross and Blue Shield supports the American Lung Association’s smoking cessation program, the Boys & Girls Clubs of America healthy lifestyles program, the March of Dimes prematurity awareness program and others.

The company holds a strong belief that giving back to the communities it serves is not only a privilege, but also a responsibility.

Anthem engages its employees through various corporate-wide initiatives to give back, including the Associate Giving Program, Volunteer Time Off, Team Volunteer Projects and the

Balistreri family.

the sale of its Real Food Magazine annually to its flagship charities.

According to Ginny Finn, executive director of ABCD: After Breast Cancer Diagnosis, Sendik’s approach to giving is a distinctive combination of partnership, marketing expertise and depth of commitment.

Sendik’s goes above and beyond for its flagship charities by offering to make business connections and spreading the mission of each organization, as well.

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Anthem Blue Cross and Blue Shield supports the American Lung Association.

Dollars for Doers program.

Associate contributions made through the company’s Associate Giving Program are backed by a 50 percent match from the Anthem Blue Cross Blue Shield Foundation. In 2014, the program contributed $112,000 to several local charities.

All of these giving and volunteer opportunities are promoted internally via the company intranet, email and manager communications.

The company also maintains a closed Facebook group that allows associates to share pictures, experiences and stories with their colleagues.

Externally, associate giving stories are showcased on the company’s blog.

2015

WINNER

N E X T G E N E R AT I O N L E A D E R S H I P

N E X T G E N E R AT I O N L E A D E R S H I P W I N N E R S

Terrell Morgan & Julio Maldonado Co-owners, Maldonado & Morgan Terrell Morgan, 34, and Julio Maldonado, 37, grew up in Milwaukee. The pair knows firsthand the challenges faced by this community and takes its commitment to serving very seriously.

Both hold several leadership positions on nonprofit boards and serve as role models throughout the community.

Maldonado & Morgan is the only multicultural advertising agency in Wisconsin and boasts more than 35 years of industry experience. The firm offers cross-industry perspectives and insights from years of experience to help its clients grow and enhance the value of their products and services.

Maldonado & Morgan is also bilingual and is very involved with the Hispanic Chamber of Commerce Wiscon-

Finalists

Terrell Morgan and Julio Maldonado

30

sin, the African American Chamber of Commerce, and other organizations that are making a difference in the community and in the lives of people of color.

Maldonado is currently co-chairman of the 2015 American Heart Association Heart Walk for Milwaukee; chairman of the board of Centro Hispano; board member of the UWM Alumni Association; board member of the City of Milwaukee Local Business Action Team; board member of the Wisconsin Hispanic Conduit; board member of Mexican Fiesta; and executive director and business consultant for the Cesar Chavez Business Improvement District, among others.

Morgan is co-chairman of special events for Echelon; co-chairman of the

FINALIST

FINALIST

Rael Szulc

Robert VanHimbergen

Senior certified pharmacy technician, Walgreens

Johnson Controls Inc.

Rael Szulc’s commitment and passion to ending the fight against cancer is personal. She lost her father, her aunt and her grandmother to the disease and she is consistently inspired by their fight.

Szulc started volunteering for Relay For Life Kenosha in 2008. She served on the events volunteer committee and as a member before being named the event team captain in 2010 and event chair in 2012.

She is responsible for overseeing all aspects of planning, recruiting volunteers and teams, and soliciting new event sponsors.

Her contributions have helped Relay for Life Kenosha become the largest event of its kind in Wisconsin.

According to Kelsey Chapman, community manager for the American Cancer Society, Szulc is a “strong, collaborative leader.”

More than 1,000 community members attended Relay For Life Kenosha in 2015, raising a projected $280,000 for the cause, and over the four years Szulc has chaired Relay for Life Kenosha, the event has raised more than $1 million for the fight against cancer.

In addition to her responsibilities as event

Robert VanHimbergen, chief financial officer of Johnson Controls Yanfeng Automotive Interiors, has made a significant impact on Columbia St. Mary’s Foundation and its Next Door Foundation.

VanHimbergen currently serves on the audit committee for the CSM Foundation board and is co-chair for the 2015 Fundraising Gala. The annual event benefits the CSM Women’s Health program. His wife, Brenda, is also a co-chair.

In 2014, the gala raised more funds than any other gala in the program’s history. VanHimbergen was not daunted, however. He set a personal goal to raise even more money this year.

VanHimbergen remains committed to his duties even though his work for Yanfeng Automotive Interiors has relocated him to Shanghai, China. He has assembled a gala advisory committee that he works closely with to help renew and find sponsor support, focus on logistics, as well as secure auction items and materials.

He also serves as chair of the finance and administration committee and is a member of the executive committee for the Next Door Foundation board.

According to Lisa Froemming, president

Rael Szulc

chair, Szulc is also team captain for the Walgreens Team that has raised nearly $84,000 for the cause since 2010. Along with her team, Szulc leads and organizes creative fundraising efforts in order to advance the cause.

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first style show for Echelon to benefit the Salvation Army; board member of the Salvation Army; former board member of Red Line; and a member of Monarch, a newly formed organization of African American professionals.

The commitment they have to the nonprofit community in the region is “dynamite,” said Raejean Kanter, executive vice president and director of community relations for The Falk Group. Kanter nominated the two for the award.

The leadership style Maldonado and Morgan bring to the organizations they support is both creative and realistic, Kanter added. They know the trials of being a minority, and have been called the fresh eyes and heart the city needs.

Robert VanHimbergen

and chief executive officer of the Columbia St. Mary’s Foundation, VanHimbergen provides strong leadership and leads by example. Though he is the youngest member of the finance committee, its members trust his leadership and look for his guidance on financial matters, agency structure and the agency’s community impact for at-risk youth.

Under VanHimbergen’s leadership, the Next Door Foundation has received two multi-million dollar federal grants, increased donations by 50 percent and achieved four consecutive years of perfect audits.

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2015

WINNER

IN-KIND SUPPORTER

IN-KIND SUPPORTER WINNER

Fred Usinger Inc. 1030 N. Old World Third St., Milwaukee Usinger’s Famous Sausage is a name almost synonymous with Milwaukee, and also with giving back to the community.

For more than a century, the Usinger family has been making sausage in Milwaukee, and for just as long, the company has given back to the community it calls home.

Fred Usinger Inc. regularly provides in-kind donations of its famous sausages to organizations and causes doing good work in the community.

One relationship extends back 10 years, to when the Capuchin Ministry established the first ever Capuchins’ Run Walk for the Hungry to German Fest.

Proceeds from the event support the Ca-

Finalists

Jon Gabe

32

puchin Community Services’ two locations: St. Ben’s Community Meal and the House of Peace emergency food pantry.

The late Debra Usinger, former vice president of the company, saw the long lines of people outside the Capuchins’ St. Ben’s Community Meal waiting for food.

After learning about the new event, and how the Capuchins work to make a difference in the community, she committed to donating Usinger’s meat to the Capuchin Community Services for every participant in the Capuchins’ Run Walk for the Hungry.

Ten years later, the relationship is still going strong and the company has donated more than 25,000 pounds of ham, bacon and sausage valued at more

FINALIST

FINALIST

Lisa Greco

GS Design Inc.

District Manager, Starbucks Milwaukee

6665 N. Sidney Place, Glendale

Lisa Greco, district manager for Starbucks Milwaukee, has made it her mission to help USO Wisconsin as the organization continues to grow.

Over the past 12 months, Greco and Starbucks Milwaukee have donated more than $13,000 in furniture, coffee and paper supplies, and have collaborated with the organization on several events, including Operation Christmas and volunteer projects at the newest USO Wisconsin Center at Fort McCoy. The USO of Wisconsin Inc. is a nonprofit organization serving more than 25,000 military families throughout Wisconsin. Volunteers at the centers provide relief and support for active duty military, trainees and their families.

The furniture currently outfits the new center established at Fort McCoy and the coffee was used at volunteer events, including Welcome Home events for members of the military returning home for the holidays.

Josh Sova, executive director of USO Wisconsin, says Greco has a rare talent to get difficult projects accomplished and she makes herself available when needed.

The Muscular Dystrophy Association was founded in 1950 and is considered the world’s leading nonprofit agency dedicated to finding treatments for muscular diseases like Muscular Dystrophy and ALS. For the past eight years, Glendale-based GS Design Inc., a creative services firm, has provided the creative materials, design and branding for the Muscular Dystrophy Association’s Black–NBlue Ball.

The Black-N-Blue ball is the organization’s primary fundraising event of the year, put on in partnership with presenting sponsor Harley-Davidson Motor Co. Each year, GS, a customer engagement agency, helps design and create the theme of the event, which encourages guests to dress in black leather and blue denim for the occasion.

The ball features an evening of dining and entertainment, live and silent auctions, a motorcycle raffle and a wine pull.

The Black-N-Blue Ball has raised more than $8 million in the past 20 years, and GS has played an integral role in the marketing and branding of the event for the past eight.

The Muscular Dystrophy Association sup-

Starbucks Milwaukee has donated thousands of dollars worth of furniture, coffee and other supplies to USO Wisconsin.

Starbucks has already committed to donating cabinets and refrigerators in 2016, and will continue to help with furniture and equipment from store remodels and relocations in the area so USO can continue to provide even more services for the community.

Starbucks employees also regularly volunteer at the VA Hospital and work with Wisconsin Veterans Services to find ways to hire more veterans and their families.

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than $150,000 to Milwaukee’s hungry.

The race continues to grow. In 2015, more than 2,600 participants signed up to run or walk in the race.

St. Ben’s Community Meal serves a hot, homemade dinner six nights a week.

Each week, thousands of hungry men, women and children come for a hot meal and fellowship.

More than 100,000 meals are served each year and more than 4.5 million meals have been served to Milwaukee’s poor, hungry and homeless since its foundation. Usinger’s longstanding commitment to Capuchin Community Services has meant essential protein to guests who come seeking food assistance.

GS Design provides creative services to the Muscular Dystrophy Associations.

ports more than 1,300 families in southeastern Wisconsin who are living with different forms of neuromuscular diseases. MDA does this through research, education, advocacy, clinics and its annual summer camp. In southern Wisconsin, GS provides new creative materials, logo designs, website design, invitations and more each year for the organization. The total fair market value of the services GS has donated is close to $350,000.

The support received from GS allows the Muscular Dystrophy Association to not only have a successful, new and fresh event each year, but it also allows the organization to refocus those funds elsewhere in furthering its mission.

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E A S T E R

S E A L S

S O U T H E A S T

W I S C O N S I N

MISSION Easter Seals Southeast Wisconsin provides exceptional services to ensure that all people with disabilities or special needs and their families have equal opportunities to live, learn, work and play in their communities.

Connecting Individuals with Disabilities to a World of Possibilities

2222 S. 114th Street West Allis, WI 53227 (414) 449-4444 eastersealswise.com GOALS facebook.com/eastersealswise @ESSoutheastWI

To change the way the world defines, views and treats disabilities so that every person can achieve their full potential. To provide exceptional services to ensure that all people with disabilities or special needs and their families have equal opportunities to live, learn, work, play and engage in their communities.

220 REVENUE: $10,412,379 YEAR ESTABLISHED: 1934 TOTAL EMPLOYEES:

Live: Hands-on, comprehensive, vital services and support to help people reach their full potential—regardless of challenges, needs or disabilities.

SERVICE AREA Easter Seals Southeast Wisconsin serves six counties: Milwaukee, Waukesha, Washington, Ozaukee, Kenosha and Racine.

Learn: Programs designed to help children and adults learn—and often re-learn—basic functions, master skills needed to develop and thrive, and be sharp and active as they age.

FUNDING SOURCES

Work: A range of training, placement and related services that help people prepare for the workforce—because meaningful work is often the key to overcoming challenges and having a good life.

FUNDRAISING/EVENTS We hold two annual fundraising events that offer opportunities for individuals and corporations to get connected: • Walk With Me – Wednesday, June 29th at the Milwaukee County Zoo. A family event to walk together to raise funds and awareness for individuals with disabilities. Be a corporate sponsor or form a walk team. Registration begins in January at www.walkwithme.org/milwaukee • Autism Awareness Month – April. Through this cause marketing campaign, you can align your business with Easter Seals to help spread the word and raise needed funds to provide scholarships to families that are on the therapy waiting list for early intervention support services.

Play: Fun, healthy programs for children and adults and caregivers to relax, connect with friends and engage in constructive activities—all so necessary to living the best life possible.

 Program Fees .................................... 62%  Government Contracts ........................ 18%  Commercial Sales ................................ 9%  Donations ........................................... 7%  Other Income ...................................... 4%

Act: Our vibrant community of friends and supporters stands with those who face challenges by volunteering, advocating, donating and participating in events that inspire us all and sustain our cause.

Dale Van Dam (Chair) ★ Peggy Niemer (Vice Chair) ★ Kenwood & Wells, LLC

Jim McMullen (Secretary) ★ PNC Bank

Nancy Creuziger (Treasurer) ★ Robert Glowacki CEO

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Michelle Schaefer COO

Easter Seals knows the personal impact your gifts make is of great importance to you. There are many ways to make a difference: Volunteer or leadership at the Board level; corporate volunteer days; tailored event sponsorships; individual gifts; in-kind gifts; or through your United Way Giving Campaign. A bequest gift allows you to combine your personal financial objectives with your charitable giving goals to establish a lasting legacy.

BOARD OF DIRECTORS M3 Insurance Solutions

Robert Ranus Retired, Roundy’s

David Glazer

David Glazer Real Estate, LLC

Bill Hughes

Sue Pierman

Pierman Communications

Daniel O’Callaghan

Harley-Davidson Motor Co.

Massage Envy

Sara Walker

Tari Emerson

2016 GIVING GUIDE | www.biztimes.com/giving

Tom Kelly

Kelmann Restoration

Jean Schramka

Patina Solutions

Roger Schaus

Associated Bank

Jeff Squire

ProHealth Care

Tom Gagliano Morgan Stanley

ManpowerGroup

Retired, Generac

Take advantage of the opportunity for your organization to be seen by the Region’s Business and Philanthropic Leaders all year long.

★ DENOTES EXECUTIVE LEADERSHIP

Frank Windt

Schenck Business Solutions

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

GIVING OPPORTUNITIES

VOLUNTEER OPPORTUNITIES Our dedicated volunteers play an essential role in positively impacting the lives of those that we serve. We have a variety of opportunities throughout the week and weekend to fit your availability and interests. Learn how you can make a difference through volunteering at www.eastersealswise.com.

EXECUTIVE LEADERSHIP

Publication Date: November 14, 2016

www.eastersealswise.com

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2015

WINNER

C O R P O R AT E VO L U N T E E R AWA R D

C O R P O R AT E VO L U N T E E R W I N N E R

Kate Langdon Project manager, Mortara Instrument For 25 years, Milwaukee-based Horizon Home Care & Hospice has been dedicated to optimizing health and quality of life services for patients and families in the community.

Employees and volunteers with the organization become connected to providing patient-centered care in an inhome setting.

Kate Langdon, project manager at Cedarburg-based Mortara Instrument, has exemplified what it means to live those values, as well as the characteristics that bring comfort and peace to patients at Horizon.

Landgon serves as one of Horizon’s Final Hours volunteers. She is asked to be a source of physical and spiritual peace to patients nearing the end of their lives.

Finalists

Kate Langdon

34

Final Hour volunteers take action when a patient has been given 72 hours or fewer to live.

She is responsible for providing emotional, social and respite support for hospice patients and their families during times of deep need and often, pain.

Hospice volunteers must have tremendous compassion and sensitivity and she regularly demonstrates a level of emotional intelligence that is unrivaled among the organization’s volunteers.

“Volunteers are the lifeblood of Horizon,” said Mary Haynor, president and chief executive officer of Horizon Home Care & Hospice. “Without them, many patient services would not be delivered the way they are today.”

This past year, Langdon has generous-

ly given at least 10 hours per month of her time, often with only a few hours’ notice.

According to Jason Whittington, volunteer services manager at Horizon, patients play an important role in Langdon’s life, as well. She has a unique ability to know what and when to communicate with patients and their families.

She is careful not to overstep boundaries and has a true commitment to supporting patients in their final days, he said. She gives the gift of memories to families as she shows them how to interact with their loved one who is passing away.

Hospice nurses have started to request Langdon by name to visit their patients because of the powerful impact she has had on the community and the families she cares for.

FINALIST

FINALIST

Patrick Nowak

Roger Franzel & Holly Mancusi-Hand

Robert W. Baird & Co. Inc., Milwaukee

GE Capital, GE Healthcare

For the past eight years, Patrick Nowak, vice president of compliance and public communications for Robert W. Baird & Co. Inc. in Milwaukee, has been spending his Tuesday nights with the animals at the Wisconsin Humane Society’s Wildlife Rehabilitation Center.

As an animal lover, Nowak wanted to spend his volunteer time walking dogs or playing with puppies, but the Humane Society asked for his assistance elsewhere.

The Milwaukee Wildlife Rehabilitation Center cares for 5,000 injured, sick and orphaned wild animals of more than 145 different species each year.

It is the largest wildlife hospital in the state and one of the largest in the U.S. The success of the organization is dependent on a small team of licensed professionals, a group of seasonal interns and the compassion of its crew of experienced volunteers, like Nowak.

Many of the animals the center treats are common backyard animals like gray squirrels, raccoons, northern cardinals and American robins, but it has also cared for creatures like north-

For the past 21 years, GE has hosted the GE Community Service Day in southeastern Wisconsin, one of the largest single-day GE volunteering events in the world.

This year, more than 2,500 GE employees were dispersed to 20 schools throughout Milwaukee and Waukesha counties.

The volunteers were tasked with helping these organizations get ready for the upcoming school year.

Roger Franzel, senior valuations analyst at GE Capital and Holly Mancusi-Hand, supplier quality lead engineer at GE Healthcare, co-led this year’s GE Community Service Day. Four Waukesha and 17 Milwaukee public schools took part in the program.

GE volunteers worked with the individual schools to identify needs, develop plans, secure supplies and execute the initiatives.

Throughout the day, volunteers helped paint, organize, and clean the schools in preparation for the upcoming year. They even painted murals, set up computer labs and did some landscaping projects.

Patrick Nowak

ern saw-whet owls, night hawks, gray foxes and even endangered species like brown bats.

Nowak and the other volunteers are instrumental in that care, and play an integral role in returning those animals to the wild.

It’s not always glamorous. Nowak and his Tuesday night team are responsible for cleaning out and sometimes bleaching the cages, feeding the wild animals natural meals like gutted mice, and even administering medicine.

The Humane Society’s evening feeding and care is entirely volunteer-run, and the success rate of returning these animals to their natural habitats would not be possible without their help.

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More than 2,500 GE employees gathered on August 19 to help 20 local public schools get ready for the upcoming school year.

In addition to supplying more than 15,000 volunteer hours to Milwaukee and Waukesha public schools, GE donated supplies, transportation and food for the volunteers, as well.

While the financial commitment from the company exceeds $50,000 annually, the time and effort the volunteers commit to is priceless for the schools.

It is estimated that the in-kind efforts led by Franzel and Mancusi-Hand impacted nearly 13,000 students.

2015

WINNER

LIFETIME ACHIEVEMENT AWARD

LIFETIME ACHIEVEMENT WINNER

Terry Sutter Retiree, First Federal Savings Bank and Stackner Cabaret. He earned his bartender’s license in 2009 to volunteer as a bartender at Waukesha Civic Theatre events.

In the past, he has served on boards for the Waukesha Education Foundation, The Women’s Center, the Alzheimer’s Association, the Visiting Nurse Association, and the Waukesha Chamber of Commerce. He also serves as an usher for St. Mary Parish in Waukesha and the Cathedral of St. John the Evangelist in Milwaukee.

In May, Waukesha-based Interfaith Senior Programs, an organization serving seniors and adults with disabilities, honored Sutter with the Edmond J. Vaklyes, Jr. Memorial Award for his commitment and support to helping seniors, adults with disabilities and their families throughout Waukesha County. Sutter has been a longtime volunteer with Interfaith.

Sutter defines community as not only

where he lives, but also who he interacts with. Through his commitments, he rolls up his sleeves and gets to work doing everything from reviewing finance reports to sweeping floors to selling raffle tickets.

According to Kathy Gale, executive director of Interfaith Senior Programs, Sutter is not afraid to speak his mind and is often described as the devil’s advocate— the voice needed to challenge boards to be realistic in their planning, to raise more money, and to do more to support the nonprofits they are governing.

His tenacity and honesty is motivated by his commitment to the missions of the nonprofit organizations he works with and by his compassion for those who need help in the community, she said.

Sutter is vocal about the responsibility of professionals to give back, particularly in retirement.

FINALIST

FINALIST

Dr. J. Frank Wilson

Hannah Dugan

Medical College of Wisconsin

The Law Offices of Hannah C. Dugan LLC

Dr. J. Frank Wilson is not only a respected physician and influential leader at the Medical College of Wisconsin he is also a longtime volunteer for the American Cancer Society and other nonprofit organizations dedicated to the fight against cancer.

For 45 years, Wilson has helped advance organizational priorities at The American Cancer Society like cancer prevention and disparities, advocating for clinical trials so cancer patients have access to the best care available and building relationships with local health care systems.

Wilson has served as principal investigator for a multi-faceted project led by the Red Cliff Community Health Center on Lake Superior. The purpose of the project is to build the capacity of Wisconsin’s American Indian communities to improve not only cancer prevention, but also the quality of life of cancer patients and survivors.

The project seeks to pinpoint which cancers impact the tribal community most in order to identify possible prevention methods.

The effort has garnered statewide attention and has piqued the interest of other Wisconsin American Indian tribes.

Over the course of her entire career, Hannah Dugan has worked with nonprofit organizations to provide leadership, program initiation, legal representation and capacity building.

Her all-in commitment to efficient and effective nonprofit mission advancement is driven by her goal to make legal and human services accessible and affordable to everyone.

Dugan worked for 18 years as a lawyer in two Milwaukee nonprofit law firms, but she has always been passionate about mission fulfillment and about identifying the means to grow and provide added value to an organization.

She has excelled at the important functions for any advocate of nonprofit services, including extensive work in engaging board members; implementing goals, policies, and programs; and managing and reporting on funds and budgets.

She has served as a team member, supervising and leading aspects of personnel and resource development, needs assessments, program designs, finance and grant writing. She has raised, budgeted and distributed millions of dollars.

Now, in private practice, a primary focus

Dr. J. Frank Wilson

He has also served on the board of directors for Gilda’s Club, ABCD: After Breast Cancer Diagnosis, Kathy’s House, Wisconsin Comprehensive Cancer Control, Wisconsin Radiological Society and the Wisconsin Medical Society.

He has committed his life’s work to the care and welfare of cancer patients, and his decades of volunteer service to the American Cancer Society and other cancer-fighting organizations are a natural fit.

Wilson has also published more than 200 papers and abstracts and 21 books or chapters, and lectures on the role of radiation therapy in the management of cancer. w w w.biztimes.com

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Terry Sutter

Hannah Dugan

of her legal work is representing nonprofits in legal planning and in transition, and includes occasionally taking on responsibilities as interim CEO or in other transitional management roles.

Additionally, Dugan has made it her responsibility to help develop the next generation of nonprofit leaders, lawyers and pro bono attorneys. She has taught nonprofit law at Marquette University for several years, and created the Pro Bono Society at Marquette, which recognizes students upon graduation for their pro bono contributions and work during law school.

B i zT i m e s M i l w a u k e e

Finalists

Terry Sutter embraces his community. He has 45 years of experience in the banking industry and even though he’s retired from his professional career, his dedication to the nonprofit community in Waukesha and surrounding communities continues to thrive.

His commitments vary. Sutter is currently the president of the board of the Waukesha Civic Theatre, board treasurer for Interfaith Senior Programs, and serves on committees of the Waukesha-OzaukeeWashington Workforce Development Board, United Way of Greater Milwaukee & Waukesha County, and The Women’s Center. He also is a trained docent, and leads groups of children and adults throughout the Milwaukee Art Museum on evenings and weekends.

Sutter volunteers as an usher at the Milwaukee Repertory Theater’s Stiemke Studio

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2015

SMALL NONPROFIT OF THE YEAR

WINNER

(UNDER $3 MILLION)

SMALL NONPROFIT OF THE YEAR WINNER

College Possible 1515 N. Rivercenter Drive, Milwaukee Edie Turnbull believes every student in the Milwaukee region deserves a chance to earn a college education.

As executive director of Milwaukeebased College Possible, she seeks to give more and more students that opportunity.

During the 2014-’15 school year, the organization served nearly 700 high school students in 13 different schools in several low-income neighborhoods.

Statistics show that high-income students are 10 times more likely to earn a college degree than their low-income peers.

College Possible envisions a day when the playing field truly is a level one, and students are judged solely on talent, motivation and effort, not on their socioeconomic status.

In total, the organization reached more than 3,700 students in high school, college and through college prep talks. Graduates earned more than $1.4 million in scholarships, and 93 percent of seniors earned ad-

Finalists

Edie Turnbull

36

mission to colleges and universities across the country.

The organization leverages the AmeriCorps model of service to address the college access gap, and the results are unmatched, Turnbull said.

Students who enter the program remain committed for approximately six to eight years.

Throughout their time in the program, students build a support network that includes multiple AmeriCorps coaches and the leadership team.

“College Possible is sometimes the most consistent, supportive entity in their lives,” Turnbull said.

The organization was the first in the country to adopt the AmeriCorps model.

Through the program, recent college graduates give back by dedicating a year of service and mentorship to the organization. AmeriCorps members begin their term of service

FINALIST

FINALIST

Camp Hometown Heroes

Safe & Sound

983 Badger Circle, Grafton

801 W. Michigan St., Milwaukee

Camp Hometown Heroes is the only organization of its kind in the country. The leaders of the nonprofit saw a need and sought to address it.

The camp brings together children who have lost a loved one who was serving in the U.S. military.

Leaders saw these children not getting the proper respect, support and care, and established Camp Hometown Heroes in response.

“By losing a loved one who served our great nation, these families paid the ultimate sacrifice for the freedoms we enjoy each day,” said cofounder Neil Willenson.

Children from all over the country come together each summer with children who have experienced the same loss. They grieve together, heal together and also have fun.

The camp has partnered with other community organizations to provide professional grief counseling and other services, and its leaders routinely leverage the strong business connections and support they’ve gained throughout their careers to increase support and awareness for the cause.

Celebrities like Aaron Rodgers, Kool & the Gang, J.J. Watt, Robin Yount and many others

Safe & Sound was founded under the vision of providing safe and empowered neighborhoods for everybody in Milwaukee. The organization seeks to do that by uniting residents, youth, law enforcement and community resources.

In 2015, Safe & Sound will have helped establish approximately 16 new “block clubs,” conducted 4,000 front porch conversations, facilitated 3,000 referrals and follow ups with contacts to address resident concerns, and organized more than 40 youth engagement events.

While the organization’s efforts seem unrelated, the ultimate goal is to foster safe neighborhoods through its integrated team approach.

Recently, Safe & Sound underwent a review, and developed a new comprehensive strategic plan that focused on programming, revenue structure, informed awareness and organizational development.

The board asked itself some tough questions, but established several creative solutions in order to deepen the impact created by the organization.

Today, Safe & Sound operates in a much smaller geographic area based on need. The organization used crime data, housing statistics and the number of resources available to identify eight priority

Camp Hometown Heroes brings together children who have lost loved ones serving in the U.S. military.

have promoted or attended the camp.

The organization is staffed by only two fulltime employees, and prides itself on running an extremely efficient operation. In the past two years, the camp has grown from just 62 children campers in its 2013 inaugural year to 150 campers and an extensive waiting list in 2015.

“We owe it to their departed loved ones to provide these kids and their families with incredible opportunities for friendship, healing and fun,” said Jim Kacmarcik, co-founder of Camp Hometown Heroes and president of Kapco Inc. in Grafton.

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with four weeks of training.

The program operates at a cost that is less than one-seventh the cost of a similar, federally-funded program, and the results from College Possible are virtually unmatched, Turnbull said.

Coaches are given superior on-the-job training in culture, procedures, curriculum being taught, and the background on the students they will work with.

Not only does the use of AmeriCorps members make College Possible more successful, but it also makes it stronger. College Possible is one of the most cost-effective programs like it in the country.

The organization practices strategic, measured growth and raises any necessary funds before expansion to serve additional schools and more students, Turnbull said.

As a result, College Possible has ended the past six fiscal years in the black and has zero outstanding debt.

Safe & Sound unites residents, youth, law enforcement and resources to empower and provide safe neighborhoods in the community.

neighborhoods of great need in the community.

Additionally, the organization has established a renewed focus on collaboration and communication. It has established new external partnerships to help address needs in the community, and regularly meets with other service organizations, residents in the communities it serves, youth and law enforcement.

“We recognize the critical nature of collaboration in carrying out our mission and in serving as a connector across sectors,” said Kimberly Kane, president of Kane Communications and chair of Safe & Sound.

Safe & Sound is focused on breaking the cycle of crime and violence and creating safe neighborhoods in the Milwaukee area.

2015

LARGE NONPROFIT OF THE YEAR

WINNER

(OV E R $ 3 M I L L I O N )

LARGE NONPROFIT OF THE YEAR WINNER

Rogers Memorial Hospital 34700 Valley Road, Oconomowoc mental illness, but according to Sarah Meekma, marketing and communications lead at Rogers, many are not receiving the care they need because they are either too afraid or too ashamed to seek help.

The staff at Rogers Memorial is dedicated to removing the stigma surrounding mental illness, and is committed to restoring the aspects of a patient’s health that may have been overlooked in the past.

Patients at Rogers are screened to help ensure they are placed in the correct level of care for their condition, but also receive the correct combination of programs.

Enrolling patients in the correct programs for their needs helps them develop the necessary skills to find peace in their lives, Meekma said.

The organization created a five-year strategic framework in 2013 that focused on providing immediate access to care, increasing patient satisfaction, reducing operating costs, improving clinical outcomes, and

growing and developing responsibly.

As part of that growth initiative, Rogers recently announced it will open a specialized outpatient center in a Minneapolis suburb next spring.

The center will be the organization’s fourth out-of-state location and will join centers already open in Nashville, Tenn., Tampa, Fla. and Skokie, Ill. Rogers also has three behavioral health hospital campuses and six outpatient locations in Wisconsin.

“Rogers is known for specialty behavioral health care, and has served our many patients in Wisconsin for more than a century,” said James Ledbetter, vice president of regional partial hospital operations for Rogers. “There continues to be a growing demand for mental health services. We believe we offer an expertise and commitment to specialized services that can help fill needs in each of the markets we’ve entered.”

Teresa Schultz

FINALIST

FINALIST

Milwaukee Center for Independence

Milwaukee Habitat for Humanity

2020 W. Wells St., Milwaukee

3726 N. Booth St., Milwaukee

Milwaukee Center for Independence has been a resource in the community since 1938.

Throughout its history, the organization has continued to grow and respond to the needs of the Milwaukee region.

MCFI is deeply committed to helping individuals and families with special needs achieve the highest levels of independence.

The organization currently employs 770 people in the region, and has established six key program areas including the MCFI Children’s Center, the Nexday Neuro-rehabilitation center, Whole Health Clinical Group, and programs-focused employment services, long-term care and nutrition services. These services allow the organization to support individuals and families living with disabilities throughout their entire lifespan.

According to Nan Bialek, communications director for MCFI, Howard Garber, president of the organization, and the rest of the executive team are consistently engaged in ongoing strategic planning to make sure the organization is well-positioned to quickly respond to new challenges faced by the communities it serves.

For example, in addition to establishing a

Habitat for Humanity is dedicated to revitalizing Milwaukee neighborhoods and providing sustainable, safe communities for Milwaukee families.

According to Brian Sonderman, executive director of Milwaukee Habitat for Humanity, the organization takes a holistic approach to its mission by providing affordable housing and also community sustainability and development work.

Habitat’s efforts in Milwaukee’s Washington Heights neighborhood have increased homeownership to 90 percent on some blocks and have decreased violent crime in the neighborhood by 30 percent.

In April, Associated Banc-Corp purchased $2 million in residential loans and mortgages from Milwaukee Habitat for Humanity in order to help the organization focus on using the funds to provide support and resources for the community.

In order to become a Habitat homeowner, partner families must go through a screening process and are required to put up to 500 hours of “sweat equity” into their homes.

Sweat equity also includes a financial education component to ensure families are ready for the challenges of balancing day-to-day expenses

Milwaukee Center for Independence stays focused on the needs of the community.

myriad of programs designed to help individuals and families with special needs become more independent, the organization also established the MCFI Healthcare Training program. The program provides courses to train certified nursing assistants and community-based residential facility workers, and also provides CPR training.

Today, graduates of the program work in a wide variety of health care settings, but it was originally established as a way for MCFI to address its own shortage of qualified CNAs. As a result of decisions made by key members of management, the organization saw a marked increase in revenue over the past three years. w w w.biztimes.com

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Milwaukee Habitat for Humanity seeks to revitalize Milwaukee neighborhoods.

with monthly mortgage payments, as well as a community engagement requirement, so the families have a better understanding of the neighborhood in which they will live.

“While our homes provide stability and security for our partner families, our families’ quality of life ultimately depends on the stability and security of their entire neighborhood,” Sonderman said.

The organization recently received a Habitat for Humanity International recognition as an “Affiliate of Distinction.” The Affiliates of Distinction program was established by Habitat for Humanity to honor those Habitat affiliates that meet or exceed best practice standards and to collect, showcase and recognize the exemplary efforts of these affiliates.

Habitat for Humanity staff and a base of more than 6,000 volunteers from the community have built more than 550 new homes, repaired more than 250 existing homes and served more than 800 families in neighborhoods throughout Milwaukee.

B i zT i m e s M i l w a u k e e

Finalists

Rogers Memorial Hospital and Rogers Behavioral Health System is recognized as one of the largest behavioral health systems in the country. The organization is known for its ability to treat even the most complex mental illness cases, its therapeutic treatments and its overall approach to health care delivery.

Rogers employs more than 1,500 associates, including a growing team of psychiatrists and psychologists who provide specialized behavioral health options for the community.

Paul Mueller, chief executive officer of Rogers Memorial Hospital, believes exceptional patient satisfaction starts with employee satisfaction. His team has launched several health and wellness programs aimed at rewarding employees for healthy activities.

By encouraging employees to participate in these programs, the staff is able to lead happier and healthier lives. That translates to the care they provide to patients.

Currently, one in four people live with a

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2015

WINNER

SO CIAL ENTERPRISE AWARD

SOCIAL ENTERPRISE WINNER

ACTS Housing 2414 W. Vliet St., Milwaukee ACTS Housing is the only nonprofit real estate brokerage firm in the state. The organization was formed in order to promote homeownership by addressing two primary social problems: the foreclosure crisis and the lack of affordable housing for low-income families in the community.

According to the organization, it’s a common misconception that the traditional housing market is inaccessible to low-income communities. ACTS Housing rejects that misconception and works diligently to facilitate homeownership in the neighborhoods it serves.

ACTS provides financial counseling, real estate brokerage, rehab expertise and – through ACTS Lending Inc. – rehab loans, so that low income families can viably purchase a home and make it safe and livable.

ACTS’ strategy is to generate homeownership opportunities for inner-city residents within a targeted neighborhood so an entire

Finalist

Michael Gosman

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community can be transformed and sustained.

According to Pam Evason, managing director of Windermere Wealth Advisors and the individual who nominated ACTS Housing, the organization is proof that when you combine hardworking families with a team of dedicated real estate professionals, rehab agents and financial counselors, you can achieve great things that have meaningful impact.

The organization has successfully placed more than 1,800 families in homes they own.

Not only do these families save hundreds of dollars a month by paying a mortgage instead of rent, but they also help stabilize previously blighted, vacant and vandalized property throughout Milwaukee’s neighborhoods – thus making the community better as well.

Families can use the money they save on rent to invest in their own life savings and to help make the community even better. And perhaps more importantly, the proud new

homeowners can share the news with their friends, family and neighbors, which helps those people realize homeownership may be a possibility for them as well.

The organization has a vision of 60 percent homeownership in the communities it serves.

The cost to provide services to families is kept at an absolute minimum to ensure the process is sustainable.

The City of Milwaukee currently owns more than 1,000 homes throughout Milwaukee neighborhoods, but only ACTS Housing has discovered a way to help people purchase and fix up these properties, the organization says.

A recent analysis of ACTS Housing families since 1992 revealed that 94 percent of ACTS homeowners sustained their homeownership either by staying in the same home or by selling the property and moving after years of occupancy.

FINALIST

Walnut Way Conservation Corp.

2240 N. 17th St., Milwaukee Walnut Way Conservation Corp. takes an inside out approach to reforming Milwaukee’s Lindsay Heights neighborhood. The organization believes neighbors play a crucial part in the design and execution of programs intended to address the challenges they face in the community.

Since its beginnings, Walnut Way has incorporated creative and intentional strategies to engage its community in creating a shared vision and actionable plan for bettering the community.

The organization continues to expand its job training and employment opportunity programs, including its Blue Skies Landscaping company, which was formed in 2012 to serve as a source of employment for neighborhood residents who have historically faced employment challenges.

Today, the workforce development program not only provides jobs and job training for area residents, but it also advances training in greening and food production and helps enhance neighborhood beautification efforts. The program produces healthy, locally sourced produce for retail locations throughout the community.

To date, Blue Skies Landscaping has hired more than 20 Lindsay Heights residents for jobs in landscaping and green construction, and it has

Walnut Way Conservation Corp. utilizes community resources to drive change and improvement in Lindsay Heights.

become a sustainable source of earned revenue for the organization through the installation of gardens and fruit trees for harvesting and retail, maintenance of the Walnut Way campus, and through the execution of landscape contracts on private and public properties in the community.

In 2014, Blue Skies worked with the City of Milwaukee’s Home GR/OWN effort to build Ezekiel Gillespie Park at 14th and Wright Streets in Milwaukee. The park includes fruit trees, native plants and porous paver stones to capture rainwater for irrigation paths and storm water management.

Co-founders Sharon and Larry Adams personify the organization’s mission. By leveraging community resources, the two set out to create change and improve the Lindsay Heights community.

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2015

WINNER

N O N P R O F I T C O L L A B O R AT I O N

N O N P R O F I T C O L L A B O R AT I O N W I N N E R

Our Next Generation 3421 W. Lisbon Ave., Milwaukee members at their sites each week.

The goal of these collaborations is to provide one-on-one mentors and tutors at the partner sites to expose students to worlds they would otherwise never see.

Programs are designed to stimulate their imaginations and introduce them to other adults who care for them.

Past and present partner sites include University School of Milwaukee, Milwaukee School of Engineering, University of Wisconsin-Milwaukee, Froedtert Health, St. John’s on the Lake, ManpowerGroup, and soon, Congregation Shalom. These partner sites allow Our Next Generation to serve more students Outbound Learning sites offer youth in the community a different learning environment and help challenge their thinking. Each site offers unique and diverse opportunities, and encourages youth to remain engaged. More than 90 percent of

ONG’s high school students stay in school and graduate.

The collaborative program also allows the partner sites to provide much needed volunteer opportunities conveniently in their locations.

This spring, Our Next Generation was one of 26 organizations worldwide honored with a $50,000 grant from Northern Trust Corp.

In choosing nonprofits to support, Northern Trust sought missions centered on improving educational opportunities for disadvantaged children.

“The vision and opportunity provided by Northern Trust is a prayer answered,” said La Toya Sykes, president and chief executive officer of Our Next Generation. “We greatly appreciate the financial resources and the employee volunteerism that our Northern Trust friends provide Our Next Generation.”

La Toya Sykes

FINALIST

FINALIST

Lad Lake

Sojourner Family Peace Center

W350 S1401 Waterville Road, Dousman

619 W. Walnut St., Milwaukee

Lad Lake has been providing residential services for at-risk youth on its 365-acre campus in Dousman since 1902. In 2010, Lad Lake joined forces with St. Rose Youth and Family Services of Milwaukee, and since then has offered expanded home services to both boys and girls throughout Milwaukee and Waukesha counties. St. Rose has a longstanding relationship with the community as well, and has been meeting the needs of at-risk girls since 1848.

Each year, Lad Lake provides more than 1,500 troubled youth safety, individualized therapy, skill building and hope through four unique program areas. They include: out of home care; residential treatment for exploited girls; education and academic support; and independent living and outreach.

Staff members throughout the organization seek to create long-term success through the growth and development of real relationships, said Bridgett Brown, development coordinator at Lad Lake.

“As Shelter Care providers, staff members show that same dedication to the youth and families in hopes that they can play some role in the youth’s reintegration into the community.”

In July, Lad Lake took over the responsibili-

According to the U.S. Department of Health & Human Services, in 30 to 60 percent of families where either domestic violence or child maltreatment is identified, it is likely both forms of abuse exist. Sojourner Family Peace Center in Milwaukee is the largest nonprofit provider of domestic violence intervention and prevention services in the state.

Children’s Hospital of Wisconsin is considered the leading expert on child abuse and the nation’s largest health provider of Child Advocacy Centers.

Together, the two organizations have teamed up to establish the Family Peace Center Partnership, an organization dedicated to providing comprehensive services for victims and families impacted by domestic violence.

The partners that will operate in the new Sojourner Family Peace Center are in the process of moving into the facility. The new center is one of the first of its kind in the country, and will provide co-located services and space for law enforcement, the Milwaukee County District Attorney, Milwaukee Public Schools, Legal Action of Wisconsin and other partner organizations in one easily accessible location.

For more than a century, Lad Lake and St. Rose Youth and Family Services of Milwaukee have provided services to at-risk youth in the community.

ties of providing Waukesha County’s Shelter Care from the Waukesha County Department of Health and Human Services. The program established a new building to provide non-secure detention services for Waukesha County boys and girls.

It is estimated that Lad Lake will save the department approximately $130,000 in annualized savings in its first full year. These funds will be used to maintain existing, direct services to Health and Human Services clients while also helping to keep the county’s property tax levy low.

Additionally, savings are estimated to grow by three percent each year succeeding the contract.

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Sojourner Family Peace Center partners are in the process of moving into the new facillity.

According to Carmen Pitre, executive director of Sojourner Family Peace Center, domestic violence and child abuse have been at crisis levels in Milwaukee for years. Additionally, generational family violence is dangerous and costly to the community and long-term prevention is critical.

Sojourner has developed a strategic plan to guide agency activities for the next five years in collaboration with Children’s Hospital and its other community partners.

“Studies show that 80 percent of the incarcerated have either witnessed or experienced violence as a child, underscoring the need to create a better response to family violence,” said Kent Lovern, chief deputy district attorney for Milwaukee County.

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Finalists

Milwaukee-based Our Next Generation Inc. knows the importance of counteracting negativity in a child’s life.

The organization serves as a community center and after school mentoring program for students in grades 1 through 12 in some of Milwaukee’s most challenged neighborhoods.

Crime, drug use, gangs and violence surround children in the organization’s service area. The high school graduation rate is less than 50 percent.

For many, this is the only world they know, and studies show poverty and a child’s exposure to violence, neglect and chaos have profound negative effects on his or her ability to learn.

Our Next Generation recognized the need, and sought out partnerships in the larger community to establish Outbound Learning partners, community organizations that welcome Our Next Generation

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2015

WINNER

NONPROFIT EXECUTIVE OF THE YEAR

NONPROFIT EXECUTIVE OF THE YEAR WINNER

Robert Glowacki Easter Seals Southeast Wisconsin Robert Glowacki has served as chief executive officer of Easter Seals Southeast Wisconsin for 12 years. His vision and innovative leadership have not only advanced the mission of Easter Seals Southeast Wisconsin, but also have garnered new opportunities and new resources for the organization.

According to Susan Russell, vice president of community engagement, it is Glowacki’s leadership, vision and expertise that helped the organization grow and expand its program offerings to serve individuals with disabilities from birth through their entire lifespan.

Glowacki was instrumental in helping lead the organization through the completion of three mergers. This month, Easter Seals announced it will merge with Safe Babies Healthy Families. In 2005, Easter Seals merged with KinderCare and in 2010, the organization merged with the Wauke-

Finalists

Robert Glowacki

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sha Training Center. The mergers not only expanded programming at the organization, but also extended its service footprint throughout Waukesha and Milwaukee counties and increased its annual revenue from $2 million to nearly $10 million.

He has overseen the growth of several Easter Seals programs, including Applied Behavior Analysis Autism Therapy, which was added in 2011 and has brought an additional $1 million in revenue to the organization, as well as the Project SEARCH vocational training program for young adults with disabilities. He also spearheaded a capital campaign in 2013 that led to an expanded workforce training program for individuals interested in food service and hospitality.

The program was completed in 2014 and established a state-of-the-art commercial training and catering kitchen and conference center in Waukesha. The program provides diversified revenue streams through

FINALIST

FINALIST

Lupe Martinez

Dean Amhaus

UMOS

The Water Council

Lupe Martinez has dedicated his entire career to serving the underserved populations in Wisconsin. He recently celebrated 41 years as president and chief executive officer of Milwaukee-based UMOS. Under his leadership, UMOS has grown from a single state organization with a solitary focus on helping migrant and seasonal farm workers to a nationally recognized multistate organization with more than 40 programs.

Today, UMOS serves three primary areas – child development, social services and workforce development – and has operations throughout the state, as well as in Minnesota, Missouri and Texas.

Martinez grew up in a migrant worker family that traveled throughout the Midwest harvesting crops.

Today, UMOS has a mission to advocate for and provide programs and services that improve the employment, education, health and housing opportunities of all underserved populations.

According to Rod Ritcherson, special assistant to the president at UMOS, the organization has strategically built up each of its program divisions throughout the years.

UMOS operates two of the state’s largest

The Water Council was formed in 2010 with the purpose of growing the Milwaukee region into a world water hub for water research, education and economic development.

Since its formation, Dean Amhaus has served as its first and only president and chief executive officer.

Over the past two years, The Water Council has doubled the size of its staff and has added new programs and initiatives that not only enhance the image of Milwaukee and Wisconsin, but also grow the organization on a global scale.

Amhaus is committed to leveraging Milwaukee’s water cluster to return the city to its former glory days, he said.

Earlier this year, The Water Council, the Wisconsin Economic Development Corporation and the University of Wisconsin-Milwaukee released an economic report that indicated the Water Technology District in Walker’s Point, anchored

by The Water Council’s Global Water Center, has spurred more than $211.6 million worth of development in the area since 2012.

At its core, The Water Council is an economic development engine for the community, Amhaus has said. Its goal is to grow current water

Lupe Martinez

workforce development programs in Milwaukee: Wisconsin Works and the Transform Milwaukee Jobs Program, Ritcherson said.

Martinez is focused on diversified services and a holistic approach to serving the community. Under his direction, UMOS staff is focused on funding opportunities for supportive services including food pantries, emergency rental assistance, child care assistance, GED education, English as a Second Language and transportation assistance.

These services act as complements to the organization’s primary services, which meet the immediate needs of job seekers and other clients.

According to Ritcherson, more than 20,000 people seek assistance from the UMOS Job Center each month.

UMOS is recognized as the largest Hispanicmanaged, nonprofit organization in Wisconsin and one of the largest in the nation, with more than $25 million in grant revenues.

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a social enterprise business, while also offering training and employment opportunities. Earned revenue through this type of programming makes the organization less dependent on government funding and less sensitive to changes in the economy.

His experience has made Glowacki a sought after resource for organizations throughout Wisconsin and across the country. Glowacki regularly advises and speaks on growth opportunities, mergers and strategic initiatives, and has also conducted multiple best practices trainings on the topics.

Glowacki is a connecting force in the community, Russell said. He has developed a strong board of directors complete with diverse backgrounds and outlooks. He continues to focus on establishing relationships with organizations that can provide insight and information into the leadership and success of Easter Seals, she said.

Dean Amhaus and staff

businesses, start new ones, and attract waterbased companies to Milwaukee and its freshwater resources.

Amhaus has been instrumental in establishing new programs and partnerships, including work on the proposed 46,600-square-foot Global Water Center II facility in the neighborhood. The new center would be created in a 121-year-old industrial building and would continue Amhaus’ and The Water Council’s efforts to continue to attract more water technology companies to the region.

He tirelessly promotes the region, its resources and The Water Council around the world.

In the past year, new partnerships have been established with the JPMorgan Chase Small Business Forward program, the U.S. Small Business Administration, Wells Fargo Clean Technology & Innovation partner, the U.S. Department of Commerce, Wisconsin Economic Development Corporation, and The U.S. Water Partnership, among others.

strategies al team? If a multi-department team is formed to work on a task, have an advisor: someone at a higher level who will resolve political turf issues and who can act as a sponsor for its work. If a team is formed to work together on a more regular basis, it may make sense for them to report to the same person. Dotted line reporting relationships can also be used when a department (functional) person is on a cross- functional team. For example, the person reports (solid line) to her department head and “dotted” to the project leader. This dual accountability is designed to create the right alignment.

The top managers grant the most important permission. If resources aren’t provided, if the project isn’t a priority, if they give no clear charter, it will stall.

Information: In the past, information was the privilege of rank. Information was power. The top held all the cards and only showed one when they needed something done. Now, employees are asking them to show their whole hand so they can understand the big picture. Employees want to know what management knows so they can make smart decisions. Often, employees don’t know what they don’t know. It’s management’s job to tell them, educate them and help them. Management also needs to outline boundaries and taboos so the team will have a clear idea of what is expected and what is off-limits.

The art of effective teams It takes more than just meetings

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ear Joan: My company has recently begun the ‘team approach.’ Basically, what this means is people from several areas of the company are being asked to work together on a variety of projects. This is great in theory, but the practical matter is that these teams are losing steam.

“There is fighting between members, some people just stop showing up, and some supervisors don’t seem to be very supportive. They don’t adjust these employees’ schedules so they can attend meetings or do the work that is necessary between meetings. People are getting discouraged and fed up. What do you think is the problem?”

Answer: The theory sounds so simple: take people from different areas of the company, give them a problem to work on and empower them to solve it. The “T” word is

shouted from the tops of most corporate pyramids these days but few understand the special dynamics required to create teams that work. Like individual ingredients in a recipe, they don’t make a cake unless you put them together right.

There are three basic ingredients needed to make teams work – a common goal, permission and information.

Common goal: Most individuals have been programmed to go after their departments’ goals. Turf is built up over many years and it doesn’t go away because an executive says, “work together.”

Rivalries flare unless the group spends time defining and agreeing to a common goal. Top management needs to help shape the goal and agree to give it the priority it deserves.

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JOAN LLOYD MANAGEMENT ditional, hierarchical mold. It’s naive to presume that the old structure won’t get in the way. Many supervisors have come up through the ranks and are good soldiers. They know how to give orders and delegate duties. Some of them can learn new behaviors – listening, facilitating and giving the team more control.

Some can’t. Their old role was to gather information to make decisions. Now their role must shift to helping the team gather information to make its own decisions. This new role is just as important and even more complex.

So who coordinates a cross-function-

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Most people have spent their entire professional careers learning a technical specialty. Then, they are thrown into a team environment and expected to understand group dynamics, shared accountability and organizational politics.

Most can’t run a meeting, they don’t know how to deal with peers who don’t cooperate and they don’t know how to manage the process of a shared project. Training is part of the answer. Some comes from guidance provided by managers or outside help. And the rest comes from a shift in culture that creates the right environment for learning to occur. n Joan Lloyd is a Milwaukee-based executive coach, organizational and leadership development strategist.

She has a proven track record spanning more than 20 years, and is known for her ability to help leaders and their teams achieve measurable, lasting improvements.

Email your question to Joan at info@joanlloyd.com and visit www.JoanLloyd.com to search an archive of more than 1,600 of her articles. Contact Joan Lloyd & Associates at (414) 354-9500.

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strategies

Assets in the war for talent Smart use of recruiting experts can help fill jobs

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n my last column, I covered the frustrations applicants experience when applying for your open positions. Today, I’d like to give you an inside look at what your recruiters are feeling. Believe me, it’s a safe bet that while they may be frustrated with job seekers, they are often even more frustrated by their internal customers.

Remember, recruiters are caught in the middle – among your candidates, hiring managers and internal decision making. It’s the proverbial “rock and a hard place” and then some.

Let’s take a step back. Remember that today’s discerning job seekers have choices. The employment market is more competitive than ever. On top of a general talent shortage, there are specific regional shortages and “skills gaps.” Your recruiters are facing new and significant challenges and they need every advantage!

So, what specifically frustrates your 42

recruiters? »» Hiring managers who are not communicative about what they want. (Sure, they’ve seen the job description, but that’s not really what you are looking for.) »» Hurry up and wait! Hiring managers who express urgency about filling the job – then fail to make time to interview candidates. »» Hiring managers who want to interview “passive talent” (currently employed) – but aren’t available before or after regular business hours. »» Make a decision! “I’d like to see more” is not an answer to the question, “Is this candidate qualified?” »» Is there sufficient budget for the position? “Champagne tastes, beer budget” doesn’t work in today’s competitive employment market.

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»» Insufficient budget and support to experiment with new marketing and screening strategies. The rules have changed – smart recruiters know that they need new resources, tools and tactics to reach candidates in a new way.

In your organization, it is important to acknowledge that your recruiters are the “recruiting experts.” (If you don’t believe that is true, it’s time for a new recruiting strategy. Your HR Department may be great at employee relations and benefits, but you need recruiting experts on your team.)

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So, what can you do to help your recruiters be more effective? »» Hold them accountable to monitor and inform you about the talent market conditions, your competitors, how they are recruiting and what results their strategy produces. »» Expect strategic innovations. If your recruiters think all they need to do is more of what they did last year, or simply do it better, you may not have the right recruiters in place. »» Give your recruiters the resources and flexibility to become marketers!

There are new and innovative ways to promote your opportunities and company culture. New tools are available to get better and faster results. »» Encourage your recruiters to be proactive. They can’t simply rely on the old “post and pray” strategy for recruiting – it’s no longer effective.

Most recruiting departments have added outbound sourcing to their recruiting strategies. »» Your internal job descriptions aren’t great advertisements and never have been. Instead, make sure your recruiters utilize attractive summaries about your company, company culture and job opening. »» Referrals are important and often cited as the best source for new employees. But in many organizations, the employee referral program is stale and overlooked. Promote/revitalize the referral program you have in place or create one. »» Create an environment where your hiring managers are engaged partners in the recruitment process. Hold them accountable for job scoping, resume reviews and interview times, as well as quick, fact-based decisions about candidates.

The war for talent may be the No. 1 challenge facing many American businesses for at least the next 10 years. You need your recruiters to be engaged, committed, and on top of their game. Help them to be the superstars you need by working to minimize the frustrations that hold them back. n Anne Grace Nimke is chief executive officer and cofounder of Milwaukee-based The Good Jobs Inc. (www. thegoodjobs.com). The Good Jobs is a turnkey employment branding solution that helps companies attract, hire and retain the right talent.

strategies

Brotherly love

Be careful when passing the business on to siblings

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hortly after the death of their parents, Roger and Clint inherited their family business. Both had worked in the business since they were teenagers, but there was no doubt then who the boss was – dad.

Their parents wanted to pass along a legacy to their two sons and each boy knew his part of the business well. The transition couldn’t have gone smoother until a few months in, when problems began to develop. Both sons were named co-presidents, and while their cooperation worked well when the parents were around, their yin and yang disappeared when their names appeared on the checks.

Like children of divorced parents often do, the staff would play one brother off the other. If they didn’t get the answer they were looking for from Roger, they went to Clint. Tension between the two brothers rose until they came to loggerheads. On one occasion, staff had to separate the two as loggerheads turned to fisticuffs. Clint, fed up, took his share of the business in cash and left.

When Roger died some years later, Clint did not attend the funeral. What had started out as brotherly love ended in anger. While a family was torn asunder, so too, potentially, was a business and all the lives therein. So, did mom and dad make a mistake in passing along the business

legacy? Perhaps, but not necessarily.

Family businesses are a unique and complex entity. Transitions need to be prepared for years, if not decades, in advance.

The boundary lines need to be clear and

This sets up a competitive situation which some owners may wish to avoid, but it does typically create a clear winner.

What should be avoided at all

“ Only in special, almost blessed situations can a co-presidency work.” drawn to not only take advantage of the skillsets of all involved, but also to protect all involved. In every organization, someone needs to be the boss. Be it the head of the household or the head of a corporation, cooperation and collaboration only go so far. So, should one brother have been chosen over another? While the answer is maybe – and that is a really tough decision for parents – the answer could also be no.

Often, the best decision is to take the brothers out of the mix and turn the keys to the family empire over to an interested and trusted third party. The brothers maintain the ownership, but the president is not a family member. A third alternative is to set clear benchmarks that each brother must ascend to within his area of work.

costs is to defer to birth order: the oldest gets the job. This may or may not be the right person and further, even if it is, the outside perspective will be that the first

DAVID B O R S T FAMILY BUSINESS

one out of the womb wins the prize.

Only in special, almost blessed situations can a co-presidency work. It’s better to split the company than to rely on brotherly love to be in the best interest of the company. n David Borst, Ed.D., is executive director and chief operating officer of the Family Business Legacy Institute, a regional resource hub for family business. He can be reached at david@fbli-usa.com.

MAKE CONNECTIONS. BUILD YOUR NETWORK. GROW YOUR BUSINESS.

NEWS B R I E F S

Telkonet names Stark CFO Waukesha-based home automation product manufacturer Telkonet Inc. announced F. John Stark III has been named chief financial officer.

He replaces Gene Mushrush. A company representative was not available to explain Mushrush’s departure.

Stark’s initial employment agreement stretches through Dec. 31, 2016, and will automatically renew unless it is terminated by either party. He will be paid a base salary of $175,000, plus bonuses and benefits based on Telkonet’s internal policies and its incentive and benefit plans.

Stark, 56, has more than 20 years of experience. He has practiced law and has served as chief operating officer and general counsel. Most recently, Stark was managing principal at Water Tower Capital LLC. He holds a bachelor’s from Wabash College and a juris doctor degree from Vanderbilt University.

Dwyer family to raise funds for Sojourner Family Peace Center The family of Kelly Dwyer is preserving Kelly’s memory with a fundraising initiative that will support Sojourner Family Peace Center with up to $20,000 to start.

Kelly, who spent her childhood in Chicago, moved to Milwaukee in 2007. She went missing in October 2013 at age 27. In May, her body was discovered in Jefferson County. No cause of death could be determined.

In place of a memorial service, the Dwyer family has established The Kelly Dwyer Memorial Peace Project to back the Sojourner Family Peace Center, which helps individuals and families trying to escape and recover from domestic violence.

Kelly’s father, Tony Dwyer, announced that the family will match every donation for the first $10,000 collected.

WEDNESDAY, MAY 18, 2016 POTAWATOMI HOTEL & CASINO

SAVE THE DATE!

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strategies

Seek the wisdom of others Pay attention to those who have come before

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s I have grown and matured over 42 years of health care industry leadership, I have benefitted tremendously from the works and thinking of others. I read voraciously and still do, not only from works on health care, but also from the literature on philosophy, ethics and biography.

I concluded that leaders have much to learn from both the ancient and the more current wisdom thinkers. These sages offer timeless advice, if we are only willing to take the time to reflect on their teaching.

And other than the time invested in reading and in what I would term “deep reflective thinking,” their work is entirely free!

Within the confines of a 700-word article, I am highlighting a few leading contenders for wisdom thinkers. I break them down into these three broad categories calling us to lead. Of course, there are many, many more, so I would invite you to go find yours.

First is the call for us to constantly self-reflect as we face life and all that 44

life offers us: “An unexamined life is not worth living,” is attributed to the philosopher Socrates.

A recent corollary by author Parker Palmer admonishing leaders and professionals says, “If you choose to live an unexamined life, for God’s sake do not take a job that allows you to impose it on other people.”

The takeaway here is to start by examining oneself … with one’s interior self.

This focus on self- examination and interiority is to be sure our habits, our values and our leadership practices are aligned.

Second is the call for us to engage with others in a relational way. This call was put another way by a Catholic sister who led a health system where I was a senior leader. She said our call was to engage in relationships “for a reason…to be purposeful.” In other words, my take was for us to be conscious and intentional.

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world … football, to be precise. By the way, those who know me well are not surprised at this choice of analogies, as I have long used a quote I created in my leadership, teaching and coaching experiences: “Life … is football, played in street clothes.”

Tom Landry was the immortalized Dallas Cowboys head coach during the Roger Staubach, America’s Team era of that storied franchise. Say what you will about his coaching style, his record, his life … his quotes are a call for leaders to engage in a relational way, in an intentional way … for a reason: “A coach (leader/teacher) is someone who tells you what you don’t want to hear,

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who has you see what you don’t want to see, so you can be who you have always known you could be.” And, “Leadership is getting someone to do what they don’t want to do, to achieve what they want to achieve.”

So as leaders/teachers/coaches/parents/friends, we are aiming to evoke a deep response from those we lead, teach, coach and parent. That’s our intention... our reason, or at least in my experience, it should be … so others can become what they always wanted to be.

Third is the call for leaders to simplify the complexity they face, but in a strategic way. That leadership strategy in my opinion was best outlined by Oliver Wendell Holmes, Jr., associate justice of the U.S. Supreme Court in the 20th Century. His call was this: “I would not give a fig for simplicity on this side of complexity. I would give my life for simplicity on the other side of complexity.”

Huh? Whatzzit? You might be thinking: What’s the significant takeaway here?

My sense is the takeaway for leaders ought to compel us to ask ourselves: How can I best analyze and translate difficult concepts to others?

My experiences have shown these three steps to be most productive: First, by deeply understanding underlying assumptions and meanings.

Second, by pursuing a line of inquiry so we actually dig for knowledge ...by asking questions of the author, the researcher, the presenter.

Third, by committing ourselves to develop explanations of whatever we’re describing that are clear, that don’t obfuscate, and that, in the words of my high school religion teacher, “pierce to the heart of the truth.”

For developing your leadership to be at the highest and best use of your time and talents, my advice is to seek wisdom.

It may appear in unlikely places and not exactly be in the form of literature. It could be from the NFL, from being in a high school locker room, at a neighborhood pub, hanging out with family or in a college philosophy class.

Pay attention to those who have come before and learn from their legacy. n Robert J. De Vita recently retired after a 42-year career in health care leadership spanning three states. He teaches an MBA seminar at the University of Wisconsin-Milwaukee, serves as a volunteer advisor and board member, and volunteers as a football coach at a local high school. He can be reached at devita@uwm.edu.

biz connections CA L E NDAR BizTimes Media will host Next Stage: Optimizing Performance through Strategic Business Alignment on Wednesday, Dec. 3, from 7:30 to 9:30 a.m. at Potawatomi Hotel & Casino, 1721 W. Canal St. in Milwaukee. Joseph Weitzer, dean of the Center for Business Performance Solutions at Waukesha County Technical College, will give the keynote address. Mary Isbister of GenMet Corp. and Mitch Weckop of Skyline Technologies will provide advice and real world experience in a panel discussion. Cost is $20. For more information or to register, visit www.biztimes.com/nextstage.

NONPROFIT DIRECTORY

SPOTLIGHT

The Butler Area Chamber of Commerce will host its Christmas Party on Thursday, Dec. 10, from 5:30 to 9:30 p.m. at Davian’s Catering & Events, N56 W16300 Silver Spring Drive in Menomonee Falls.

Tickets are $45 per person and include a drink ticket, food, Las Vegas-style games, entertainment and good company. For more information or to register, visit www.butlerchamber.org.

The Greater Brookfield Chamber of Commerce will host a Business After 5 networking event on Thursday, Dec. 10, from 5 to 7 p.m. at Congregational Home, 13900 W. Burleigh Road in Brookfield.

Cost is $10 for members with pre-registration and $15 for first-time guests and for members at the door. For more information or to register, visit business.brookfieldchamber.com/events.

The Germantown Area Chamber of Commerce will host its Holiday Party on Thursday, Dec. 10, from 5:30 to 8 p.m. at Florian Park Conference & Event Center, N111 W18611 Mequon Road in Germantown. Cost is $35 per member and $50 per non-member, and includes See the complete calendar of buffet, one drink ticket and networking. For more information upcoming events & meetings. or to register, visit www.germantownchamber.org/events.

BIZ NO T ES Aurora Health Care Dr. Jeffrey Bailet, executive vice president at Aurora Health Care and president of Aurora Health Care Medical Group, was named chair elect for the American Medical Group Association’s board of directors for 2016.

Bailet will ensure the AMGA board carries out the mission of AMGA member organizations and physicians. He will continue to serve as a member of the AMGA board of directors executive committee, where he has served as secretary for the past year.

The AMGA, a trade association representing more than 170,000 physician practices, is focused on enhancing population health and care for patients through integrated systems of care.

Kohler Co. The Wisconsin Technical College System Board recently honored Kohler Co. with the Futuremakers Partner award. It recognizes the dynamic and enduring partnerships between Wisconsin’s technical colleges and their community and employer partners.

Headquartered in Kohler, Kohler Co. is one of America’s oldest and largest privately-held companies, comprised of more than 34,000 associates and more than 50 manufacturing locations worldwide.

Over the past decade, more than 200 Kohler associates have taken courses at Lakeshore Technical College in areas including the skilled trades, lean manufacturing and supply chain management.

Kohler also supported the new, state-of-the-art expansion of the Kohler Center for Manufacturing Excellence training facility at LTC.

Johnson Controls Three Johnson Controls Inc. executives were recognized on Automotive News’ list of 100 Leading

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Women in the North American Automotive Industry.

Compiled every five years, the award celebrates leaders with significant influence in their companies.

Recognized from Glendale-based Johnson Controls are Lisa Bahash, group vice president and general manager of original equipment for Johnson Controls Power Solutions; Darlene Knight, group vice president and general manager of complete seat Americas for Johnson Controls Automotive Experience; and MaryAnn Wright, group vice president of engineering and product development for Johnson Controls Power Solutions.

Medical College of Wisconsin Dr. Marlene Melzer-Lange, professor of pediatric emergency medicine at the Medical College of Wisconsin, was awarded the Michael Shannon Humanitarian Award from the American Academy of Pediatrics Section on Emergency Medicine.

The award is presented to a pediatric emergency physician who has demonstrated excellence in clinical care, mentoring of peers and trainees, didactic and bedside teaching, and performance of scholarly activities.

In other news, Dr. David Gutterman, Northwestern Mutual professor of cardiology and senior director of the Cardiovascular Center at MCW, received the 2015 College Medalist Award from the American College of Chest Physicians. The award honors meritorious service in furthering work in chest medicine.

Lastly, Dr. Tom Aufderheide received the 2015 T. Michael Bolger Award for Clinical and Translational Science. The award, presented by the Clinical and Translational Science Institute of Southeast Wisconsin, recognizes an individual or organization whose accomplishments have resulted in improved patient care and the treatment of disease.

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

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The Harry & Rose Samson Family Jewish Community Center 6255 N. Santa Monica Blvd., Whitefish Bay 414-964-4444 | www.jccmilwaukee.org Facebook: facebook.com/HarryandRoseSamsonFamilyJCC Twitter: @JCCMilwaukee

Year founded: 1894 Mission statement: The Harry & Rose Samson Family Jewish Community Center is a nonprofit social service agency founded upon Jewish ethics and values. It is committed to meeting the ever-changing needs of the entire Jewish community for strengthening Jewish identity and for enriching the quality of Jewish life.

The JCC provides the total community with a forum for open dialogue regarding matters affecting Jewish life here, in Israel, and throughout the world. It initiates diversified social, educational, recreational and cultural programs within a Jewish setting.

Primary focus of your nonprofit organization: Religion Other focuses of your nonprofit organization: Health, recreation, arts/ culture/humanities, adolescents, children, adults, poverty/hunger and senior citizens Number of employees at this location: 250 Executive leadership: »» Mark Shapiro, president & CEO »» Harriet Rothman, chief development officer »» Tommy Jostad, chief financial officer »» Chad Tessmer, chief marketing officer Board of directors: »» Alicia Sadoff, chair of the board »» Nancy Kennedy Barnett, vice chair »» William Bodner, vice chair »» Joseph Kasle, vice chair »» James Miller, vice chair »» Laura Peck, vice chair »» Ken Stein, vice chair »» Ryan O’Desky, secretary/treasurer »» Steven Arenzon »» Betty Chrustowski »» Brent Arnold »» Brad Dallet »» Mark Brickman »» Stephanie Dykeman

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»» »» »» »» »» »» »» »» »»

Michele Ellner Steve Emold Josephine Gee Dr. David Goldberg Jodi Habush Sinykin Jordan Herbert Reenie Kavalar Tami Kent Andrew Komisar

»» Dr. David Margolis »» George Meyer »» Ronna Bromberg Pachefsky »» Sheryl Rubin »» Howard Siegal »» David Wasserman »» Dr. Bruce Weiss »» Paul Wierzba

Ways the business community can help your nonprofit: Training – soft skills, translation services/ volunteers, transportation services, volunteers Key fundraising events: Laugh It Up Milwaukee 2016 Date: Jan. 30, 2016 Time: Show is at 8 p.m.; doors open at 7 p.m.

Location: The Riverside Theater Laugh It Up Milwaukee will feature a comedy performance by comedian, writer and actor Patton Oswalt, who has brought his acts to comedy clubs across the United States, Canada and the United Kingdom. Oswalt is also famous for appearing in his own comedy specials on Comedy Central and HBO, as well as in guest roles on a variety of television shows.

Event proceeds will support both the JCC and its event partner, Special Olympics Wisconsin.

KidShare Date: May 12, 2016 Location: The Pfister Hotel Milwaukee’s premiere restaurants, chefs, bakers and caterers will come together on May 12 for the 27th annual celebration of KidShare. Presented by the JCC, the fundraising event represents the power of a committed community joined together in a shared cause. Funds raised support scholarship programs at the JCC, including early childhood education and special needs programs for children and adults.

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

Allis, $60,000, First Federal Bank of Wisconsin;

Jefferson County

Providence Family Medical Clinic S.C., 2500

Blair’s Hardware Inc., 401 Bernard St., Watertown, $85,000, First Bank Financial Centre;

W. Silver Spring Drive, Glendale, $531,200, Wells Fargo Bank;

Nead Investments LLC, 1216 Whitewater Ave.,

Reclaimers LLC, 1617 S. 101st St., West Allis,

Panoptic LLC, 310 E. Buffalo St., Suite 128, Milwaukee, $16,200, U.S. Bank;

Fort Atkinson, $445,200, First Bank Financial Centre;

$1,175,500, Alterra Bank;

Kenosha County

RJ Heating & Air Conditioning LLC, 3820 W.

GEM Manufacturing Inc., 6919 51st St., Kenosha, $675,000, Alterra Bank;

Milwaukee County

Villard Ave., Milwaukee, $100,000, U.S. Bank;

RJ Heating & Air Conditioning LLC, 3820 W. Villard Ave., Milwaukee, $745,000, U.S. Bank;

Tarunpreet LLC, 6366 N. 76th St., Milwaukee,

Ridgestone Bank earns top spot in SBA loan volume Brookfield-based Ridgestone Bank took the top spot in volume of SBA loans approved in 2015, the Wisconsin District Office of the SBA announced.

Ridgestone, which is an SBA Preferred Lender, approved 103 SBA loans totaling $95.9 million in Wisconsin last year. In addition to its home office in Brookfield, Ridgestone also has loan production offices in Madison, Kaukauna and Wausau.

The bank, which has a second full-service branch in Schaumburg, Ill. and additional loan production offices throughout the Midwest and in California, made 475 SBA loans totaling $474.3 million nationally last year, which ranked it seventh in SBA lending volume nationwide.

In terms of the number of SBA loans approved in 2015, Oconomowoc-based First Bank Financial Centre took the cake, with 240 SBA loans totaling $87.9 million last year.

Nationally, FBFC made 299 loans totaling $143 million, putting it at 29th place in terms of volume in the U.S.

B83 Asset Acquisition Inc., 3040 W. Hopkins St.,

$450,000, Wisconsin Bank & Trust;

Milwaukee, $100,000, First Bank Financial Centre;

Thai-Namite, 8725 W. North Ave., Wauwatosa,

B83 Asset Acquisition Inc., 3040 W. Hopkins St., Milwaukee, $1,535,000, First Bank Financial Centre;

$276,000, Wisconsin Business Development Finance Corp.;

Bankruptcy Law Offices of Richard A. Check,

WB WI II LLC, 418 N. Mayfair Road, Wauwatosa,

757 N. Broadway, Suite 401, Milwaukee, $150,000, First Bank Financial Centre;

$360,000, Ridgestone Bank;

Bankruptcy Law Offices of Richard A. Check,

St., Milwaukee, $20,000, JPMorgan Chase Bank;

Racine, $38,000, JPMorgan Chase Bank;

757 N. Broadway, Suite 401, Milwaukee, $350,000, First Bank Financial Centre;

Ozaukee County

Golden Flight Express Trucking LLC, 817 Ela

E. Milwaukee St., Whitewater, $150,000, Wisconsin Women’s Business Initiative Corp.;

Ave., Waterford, $25,000, Community State Bank;

Washington County

House of Love Adult Family Home LLC, 1318

JL Business Interiors Inc., 515

Brother Sister Subs System LLC, 2327 W. Ryan Road, Oak Creek, $135,000, Wisconsin Bank & Trust;

G&G Juice Company of Wisconsin LLC, 544 E. Ogden Ave., Unit #300, Milwaukee, $221,800, Stearns Bank;

La Fleur Law Office S.C., 826 N. Plankinton Ave., Floor 5, Milwaukee, $25,000, Associated Bank;

Lakeshore Veterinary Specialists, 2100 W.

——Molly Dill

Welsh’s Therapeutic Facility LLC, 4534 N. 76th

Advanced Speed Components LLC, 2133 County Road W, Grafton, $50,000, First Bank Financial Centre;

Motorsport Composites Inc., 1220 Falls Road, Grafton, $150,000, First Bank Financial Centre;

Motorsport Composites Inc., 1220 Falls Road,

Center St., Racine, $21,000, Wisconsin Women’s Business Initiative Corp.;

Smokin Visk LLC, 6012 Washington Ave., Racine, $305,000, Southport Bank;

Schoenhaar Drive, West Bend, $365,000, First Bank Financial Centre;

Vista Mobility Specialists Inc., 3946 Windemere Drive, Colgate, $250,000, JPMorgan Chase Bank;

Grafton, $150,000, First Bank Financial Centre;

Sheboygan County

Xtreme Stainless LLC, W194 N11005 Kleinmann

Racine County

Carlton Automotive Inc., 1416 Center Ave., Oostburg, $249,000, Oostburg State Bank;

Drive, Germantown, $620,000, Cornerstone Community Bank;

Schulz & Dippel Trucking Inc., N4938 County

Waukesha County

Road U, Glenbeulah, $651,000, Hometown Bank;

A C.H. Coakley & Co. Inc., N54 W13901 Woodale Drive, Menomonee Falls, $3,160,000, Wisconsin Women’s Business Initiative Corp.;

Silver Spring Drive, Glendale, $1,485,000, Live Oak Banking Company;

Arjan Properties LLC, 26220 Loomis Road, Wind

Law Offices of Jason D. Baltz, 4431 N. Lake

ASDA Enterprises Inc., 6320 McHenry St.,

Drive, Milwaukee, $150,000, Celtic Bank Corp.;

Burlington, $50,000, Community State Bank;

Walworth County

Liberty Glass Co. Inc., 11022 W. Becher St., West

Belle City Lawn Care LLC, 2053 Quincy Ave.,

Revolutionary Machine & Design LLC, 928

Lake, $950,000, State Bank of Chilton;

Innovative Signs Inc., 21795 Doral Road, Suite B, Waukesha, $140,000, Cornerstone Community Bank;

BIZ B R I E F S

Ansay & Assoc. acquires Koehler Insurance Port Washington-based Ansay & Associates LLC, a regional insurance and benefit solutions agency, announced that it has acquired Cedarburg-based Koehler Insurance.

Terms of the deal were not disclosed.

Koehler Insurance is a family owned independent insurance agency with personal and commercial insurance customers in Wisconsin.

The Koehler Insurance staff in Cedarburg will be retained, according to Ansay & Assoc.

With the acquisition, Ansay & Associates now has more than 200 employees and

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J&P Driving School LLC, W354 N6415

nine offices which, in addition to Cedarburg, also include Port Washington, West Bend, Manitowoc, Fox Valley, Green Bay, Madison, Mosinee and Burlington.

due to a reduced demand for products and a broad softness in industrial markets driven by low oil prices, unfavorable exchange rates, and a declining Chinese economy.

Waukesha manufacturer lays off 60

MetalTek does not know how long the layoff might last, but is hopeful that the laid-off employees can be called back as market conditions improve.

MetalTek International laid off 60 employees on Nov. 12 at its Wisconsin Centrifugal Division located in Waukesha. Those employees, which consisted of shop and office employees, equated to 13 percent of the company’s Waukesha workforce, according to human resources manager Dave Harris.

A company statement said the layoffs are B i zT i m e s M i l w a u k e e

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Megan Lane, Oconomowoc, $30,000, First Bank Financial Centre;

Lake Country Auto Care Inc., 449 Hickory St., Pewaukee, $105,000, U.S. Bank;

Make Sawdust LLC, 3220 N. 126th St., Brookfield, $80,000, Tri City National Bank;

NIK Dental Lab LLC, P.O. Box 95, Pewaukee, $40,000, Spring Bank;

The Wisconsin Centrifugal Division now has 412 employees. Harris said Waukesha-based MetalTek has more than a thousand employees worldwide.

NIK Dental Lab LLC, P.O. Box 95, Pewaukee,

Serving customers in more than 35 countries, MetalTek is a supplier of alloy components for high-temperature, wear, and corrosion environments and high-compliance industries.

REIS Automotive LLC, 13521 W. Montana Ave.,

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$20,000, Spring Bank;

Polyak Distributors Inc., 5431 N. 131st St., Butler, $200,000, Pyramax Bank; New Berlin, $160,000, Spring Bank;

Simon Family Eye Care LLC, 15300 W. Grange Ave., New Berlin, $50,000, Citizens Bank.

biz connections PER SO NNE L F I L E

■ Banking & Finance Associated Bank has hired Heidi Hahn as senior vice president, senior marketing manager, and Jennifer Ott as senior vice president, interactive consumer marketing Hahn manager. Hahn, who has more than 21 years of experience in finance and marketing, will create and implement strategic marketing plans for the B2B relationship marketing team. Ott, who has more than 20 years of experience in marketing, will focus on spreading awareness about bank products and services and rolling out marketing campaigns and consumer driven programs. Both will work in Milwaukee.

The Equitable Bank has added Jay Sciachitano as vice president, senior commercial lender. In his role, Sciachitano will specialize in partnering with closely-held and family-owned businesses in a variety of sectors, including manufacturing, distribution, wholesale and the professional services industry. Sciachitano brings more than 20 years of local business banking experience. In his most recent position, he was vice president, commercial lending, with Park Bank Milwaukee.

First Bank Financial Centre has added

Juanita Lopez,

business development officer, SBA specialist to its new downtown Milwaukee branch, located at 400 E. Wisconsin Avenue. Lopez has 15 years of experience in the lending industry.

Paul Jackson has joined the Brookfield office of Ameriprise Financial Services Inc. as its branch manager.

Jackson is responsible for leading and managing the office by providing support and best practices for its 17 financial advisors, with a consistent focus on the betterment of their clients. He also manages the Middleton, Wis., branch office.

Jackson has more than two decades of financial industry experience, including time as a financial advisor with the Brookfield Ameriprise office from 1993 to 1997. He worked for many years in the New York and

Send new hire and promotion announcements to personnel@biztimes.com

London financial markets in roles involving consulting, training, and sales and marketing.

He comes from the Mequon office of Wells Fargo Advisors, where he was branch manager and a financial advisor.

■ Engineering Wilcox Environmental Engineering has appointed Chris

Bonniwell, Ph.D.,

president of the company. Bonniwell joined the Wilcox team in 2012 and most recently served as the regional technical director of the investigation and remediation services division while expanding the company’s service area to the Milwaukee area.

Arica Trester joined Brookfield-based Diversified Insurance Solutions as an employee benefit specialist. Trester joins a team of professionals who support clients’ employees and dependents by answering their benefit questions, helping them to understand their benefit offerings, and acting on behalf of the employee as an advocate for communication between the employee and the appropriate carriers.

While working closely with benefit consultants, account managers, customer service representatives and benefit plan analysts, Arica will provide day-to-day support to clients and their employees.

Kurt Rich is the new

Dr. Jeffrey Bailet,

■ Insurance R&R Insurance Services has hired Jason Navarro as a commercial account executive.

Navarro has more than 15 years of insurance experience. He has an extensive background in commercial insurance, including general liability, products liability, auto and property, and workers’ compensation. Navarro’s previous roles included leading the middle market underwriting team for a national insurance company and underwriting commercial accounts for several insurance companies in Wisconsin. w w w.biztimes.com

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Anderson

Dollinger

Jardine

Mohs

Simons

Webb

director of account management at UnitedHealthcare of Wisconsin. He will be based in UnitedHealthcare’s Wauwatosa office.

■ Health Care executive vice president at Aurora Health Care and president of Aurora Health Care Medical Group, has been named chair elect for the American Medical Group Association’s board of directors for 2016. The AMGA is focused on enhancing population health and care for patients through integrated systems of care. Bailet, who in October 2015 was appointed to serve on the Government Accountability Office’s new physician-focused payment model technical advisory committee, will now expand his role on the AMGA board as chair elect, ensuring the board carries out the mission of AMGA member organizations and physicians. He will continue to serve as a member of the AMGA board of directors executive committee, where he has served as secretary for the past year.

J.D. at the University of Puerto Rico School of Law in San Juan.

Catholic Financial Life has named Jeff Piotrowski senior vice president of information technology and insurance services.

Piotrowski has more than 25 years of experience in application and business development. Most recently, he was director of IT, business intelligence and data warehousing at CUNA Mutual Financial Group. In his new position, he will handle leadership of IT operations and insurance services including underwriting, member services and claims functions. Catholic Financial Life also recently appointed Kristen Mueller vice president, human resources. Mueller has 15 years of experience in HR and financial services. She previously was HR relationship manager for Symetra. At Catholic Financial Life, she will focus on organizational development, employee relations, and strategic HR management and operations.

■ Legal Services Carlos Pastrana joined Gonzalez Saggio & Harlan’s Milwaukee office as an associate in the labor and employment group. He handles matters involving discrimination, retaliation, sexual harassment, FMLA, wrongful termination, labor relations, unfair labor practices, unemployment insurance, worker’s compensation, workplace safety, and federal contractor issues. He earned his

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Witczak Zuiker Reinhart Boerner Van Deuren s.c. has added eight associates to its Milwaukee office: Michael Anderson in its Intellectual Property Practice; Tristan Dollinger in its Business Law Practice; Adam Jardine in its Real Estate Practice; Martha Mohs in its Employee Benefits Practice; Jessica Simons in its Labor and Employment Practice; Justin Webb in its Litigation Practice; Catherine Witczak in its Intellectual Property Practice; and Nicholas Zuiker in its Employee Benefits Practice.

■ Manufacturing Wixon, a manufacturer of seasonings, flavors and technologies for the food and beverage industry, has named Greg Gonzales packaging operations manager. In his new role, Gonzales is responsible for oversight of the packaging department, including scheduling and management of facility staff, directing lean manufacturing practices, and coordinating and ensuring compliance with established standards for production and quality. Gonzales has more than 20 years of

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biz connections PER SO NNE L F I L E food industry experience from a variety of production management assignments, with companies including Kangaroo Brands/ ConAgra Foods, Unilever, and Ventura Foods. He has previously implemented TPM (Total Productive Maintenance) lean manufacturing programs and lead teams to achieve Level 3 in the SQF (Safe Quality Foods) Certification.

■ Marketing Milwaukee-based Jigsaw LLC has promoted

Amanda JanssenEgan to media director.

Janssen-Egan previously served as media supervisor. She first joined Jigsaw as a media

WELLNESS.................................... from page 21

Racine has also seen significant results since implementing MoveWell, a program that was presented with the 2015 Healthy Connections Award earlier this fall at the Racine Area Manufacturers and Commerce awards dinner.

President Jennifer Eastman said the program started in 2013 after work injuries became “out of control” and workers’ compensation premiums were approaching $1 million.

“What we were doing wasn’t working, so we decided to take wellness and safety together and look at the person as a whole,” Eastman said.

To develop the program, Merchants Moving & Storage polled employees; hired a MoveWell coordinator, a parttime nurse and Racine-based Kane Communications Group; and worked closely with insurance agents. Eastman said the company invested about $100,000 in the program, but it is on track to make its money back on it by next year.

Components of the program include a healthy vending machine with choices like juice, oatmeal, protein bars and nuts; a no-smoking policy that now includes company property and trucks; team challenges; and required reading called the MoveWell Minute.

One of the biggest benefits of the MoveWell program, according to Eastman, is that the company’s MOD rate went from 1.22 at its highest to 1.02 next year, equating to $100,000 in workers’ compensation premium savings.

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Send new hire and promotion announcements to personnel@biztimes.com

planner in 2010 before leaving in 2011 and returned in 2012 as a media supervisor.

Michael Brereton has joined the Market Probe North American management team as senior consultant. Brereton will advise Market Probe on new CEM products, technology platforms and participate in business development activities. Brereton previously served as president of Maritz Research. He has maintained several leadership roles in the market research industry including CASRO board chair, founding chair for the CASRO Institute of Research Quality, and board positions for Michigan State University’s master of science market research program

and Southern Illinois University’s master of marketing research program.

■ Technology Superior Support Resources Inc., of Brookfield, has hired Andrew Smith as an account executive. Smith has experience in sales and customer service. In his new role, he will help new and existing clients drive technology to achieve their broader business goals.

■ Transportation Waukesha-based Ewald Fleet Solutions has added David Tennyck and Brian Wirkus as

Another new, local wellness initiative currently taking place is the “wall of gratitude” at Menomonee Fallsbased Bradley Corp.

For the month of November, employees are invited to jot down something for which they are grateful. The items can be as simple as the shining sun or a specific coworker, according to Caley Bohn, a human resources generalist specializing in wellness and benefits.

“Positiv it y spreads,” Bohn said.

“It’s infectious, and when you are in a positive environment, you enjoy what you’re doing PPG Industries Inc. in Oak Creek launched a Growing a Culture of and the people you Health campaign, featuring a tree that depicts the whole picture of an work with. When employee’s health journey. you’re happy at work, you go home and you’re happy.” core chairs, the rejuvenation station is Another unique wellness initiative at also a place where employees can stretch Bradley is the “rejuvenation station.” Ac- and do quick meditation or yoga videos. cording to Bohn, it is a small, stress-free “Studies have shown that people are room where employees can go during more productive on the workforce when their breaks or lunch hours to decompress they can step away from what they’re doand take a few minutes to themselves. ing and take that mental break,” Bohn Containing motivational quotes and said. “Movement increases blood flow to B i zT i m e s M i l w a u k e e

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Tennyck Wirkus account executives. Both will meet with prospective clients for the company’s Vehicle Management Program as well as execute cost-saving strategies. Tennyck is returning to the company after 10 years. He has seven years of outside sales experience and nine years of nonprofit experience. He has also run his own real estate investment firm and practiced law. Wirkus has more than 20 years of experience in the automotive industry.

the brain, which increases productivity, creativity and positivity.”

Along those lines, Milwaukee-based Phoenix Investors LLC is planning to offer “napping rooms” in the 401 E. Kilbourn Ave. building it is moving into early next year in downtown Milwaukee.

Senior vice president of finance Ryan Trost said Phoenix Investors wants to give its employees the opportunity to recharge in order to become more productive. He anticipates employees using it a couple times a week for 20-minute “power naps.”

The two napping rooms will double as sports medicine and physical therapy suites, and Phoenix’s new office space will also feature a full gym and a yoga studio.

Lastly, lunch and learns on health and wellness topics like “Better Eating During the Holiday Season” are popular at companies like PPG and Milwaukeebased HellermannTyton, as are onsite exercise classes.

HellermannTyton human resources director Tim Jarecki said core fitness and yoga classes are frequently offered for a “nominal” fee per session, and Bohn said Bradley provides classes on topics such as stretch and flow about four times per week for $2 per class.

“We want to make sure that as people get older, they stay well,” said Jarecki of the company’s long-term employees.

“Likewise, the new people coming into the workforce might not have good habits, and we want to put them in the right direction right away so as they become longer-term employees they are healthier employees.” n

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biz connections

n GLANCE AT YESTERYEAR VOLUME 21, NUMBER 18 NOVEMBER 30 - DECEMBER 13, 2015 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 SALES & MARKETING

PUBLISHER / OWNER

Dan Meyer dan.meyer@biztimes.com

DIRECTOR OF SALES

Linda Crawford linda.crawford@biztimes.com

DIRECTOR OF OPERATIONS

Mary Ernst mary.ernst@biztimes.com

PROJECT MANAGER

Jon Anne Willow jonanne.willow@biztimes.com

ADMINISTRATIVE ASSISTANT

Sarah Sinsky sarah.sinsky@biztimes.com

MANAGER OF STRATEGIC INITIATIVES

EDITORIAL

Robert Bahillo robert.bahillo@biztimes.com

EDITOR

ACCOUNT EXECUTIVE

Andrew Weiland andrew.weiland@biztimes.com

Kevin Gaschk kevin.gaschk@biztimes.com

MANAGING EDITOR

BUSINESS DEVELOPMENT EXECUTIVE

Molly Dill molly.dill@biztimes.com

Maribeth Lynch mb.lynch@biztimes.com

REPORTER

Erica Breunlin erica.breunlin@biztimes.com

ACCOUNT EXECUTIVE

Maggie Pinnt maggie.pinnt@biztimes.com

REPORTER

Hilary Dickinson hilary.dickinson@biztimes.com

SENIOR ACCOUNT EXECUTIVE

Amber Stancer amber.stancer@biztimes.com

REPORTER

Corrinne Hess corri.hess@biztimes.com

ACCOUNT EXECUTIVE

Christie Ubl christie.ubl@biztimes.com

PRODUCTION & DESIGN

Sun cure

GRAPHIC DESIGNER

This photo, taken circa 1931, shows the first day of a “sun cure” on the roof of Muirdale Sanitorium in Wauwatosa.

The building, built in 1915 at 10437 Watertown Plank Road, was an isolation and treatment hospital for tuberculosis patients at a time when fresh air was among the treatments for the disease. It closed in 1970 when more effective treatments dramatically reduced the instance of tuberculosis, and now houses the Technology Innovation Center business incubator.

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

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

Alex Schneider alex.schneider@biztimes.com ART DIRECTOR

Shelly Tabor shelly.tabor@biztimes.com

Independent & Locally Owned — Founded 1995 —

COMME NTA R Y

Expect changes at Pick ’n Save stores

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t will be very interesting to see if Cincinnati-based The Kroger Co. can revive the Pick ’n Save stores in southeastern Wisconsin.

Kroger announced recently that it had acquired Milwaukee-based Roundy’s Inc., the parent company of Pick ’n Save, for $824 million, including $178 million in cash and $646 million in existing Roundy’s debt. The cash purchase price was worth about $3.60 per share. The company went public in 2012 with an IPO of $8.50.

Pick ’n Save’s market share in the region has dipped from about 65 percent in 2006 to about 40 percent this year, according to grocery industry analyst David Livingston.

That has occurred as Walmart, Sendik’s, Woodman’s and others have added numerous stores in the region in recent years.

Despite southeastern Wisconsin’s modest population growth, even more stores are being added to the region’s grocery marketplace. Meijer entered the market 52

this year with four stores and plans to open more. Costco recently opened stores in New Berlin and Menomonee Falls. Whole Foods will open a store in Wauwatosa. Fresh Thyme Farmers market will open stores in Milwaukee, Brookfield and Kenosha.

Pick ’n Save has struggled to compete with the growing number of competitors and has been challenged by its high level of debt, high labor costs for its unionized workers and rental costs, because it typically rents its space, Livingston said.

Roundy’s reported a third quarter net loss of $8.8 million. In fiscal year 2014, the company reported a net loss from continuing operations of $2.1 million.

So why does Kroger want to buy Roundy’s? The deal gives Kroger a strong foothold into Chicago and Wisconsin.

The company’s chairman and CEO, Rodney McMullen, says he likes the urban Mariano’s concept Roundy’s has in Chicago and Kroger may replicate it elsewhere.

B i zT i m e s M i l w a u k e e

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ANDREW WEILAND Editor BizTimes Milwaukee

McMullen says Kroger will reinvest in Roundy’s Wisconsin stores and that there are no plans to close any of them.

Roundy’s will remain headquartered in Milwaukee as a subsidiary of Kroger.

Kroger plans to refinance the Roundy’s debt and the deal with Roundy’s will bring its store count to 2,774, offering economies of scale to help lower prices and improve operations at the Pick ’n Save stores.

Hopefully Kroger lives up to its promises here, but I’m skeptical. It seems likely the Roundy’s headquarters will shrink as some administrative functions are han-

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dled at Kroger headquarters.

More Pick ’n Save store closings seem inevitable given the growing number of competitors and the slow population growth in the region. Roundy’s closed three Pick ‘n Save stores in the region last year and two this year.

Livingston, a former market research manager for Roundy’s, predicts Kroger will eventually close 50 Pick ’n Save stores.

Some Pick ’n Save stores are located too close to each other and need to be consolidated, he said.

Roundy’s has “a lot of low volume, money losing, redundant stores all over (the) Milwaukee (area),” Livingston said. “(Kroger) can’t turn them around with all of the new stores coming in.” n

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biz connections

National Philanthropy Day The Association of Fundraising Professionals Southeastern Wisconsin Chapter honored impactful philanthropists during National Philanthropy Day on Monday, Nov. 9. The celebration, which is part of an international movement, recognized individuals, organizations and projects making a difference in the region. AFP doled out several awards to community leaders, volunteers and advocates during a special luncheon held at the Hyatt Regency Milwaukee hotel. BizTimes Media served as media sponsor of the local event.

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Graziano Berto of Carlucci of Rosemont; William Martin of Jericho Resources Inc. and AFP; and Robyn Wall Berto of Konlon & Associates.

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Anne Temple, Katie Sanders and Amanda Aliperta, all of Safe & Sound, Inc.

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Alice Wilson and Jessie Tobin, both of Fund Development Corp.

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Larry Schreiber of Anthem Blue Cross and Blue Shield, Meaghan Vilcins of Aurora Health Care Foundation, Cristy Garcia-Thomas of Aurora Health Care Foundation, and Scott Larrivee of Anthem Blue Cross and Blue Shield.

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Kelly Rickman and Ann Terrell, both of Milwaukee Public Schools Foundation Inc.

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Peter Holbrook of Cream City Foundation, Patricia Swanson of Milwaukee Public Library Foundation and Renee Kirnberger of Potawatomi Hotel & Casino.

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Bridget Slack and Rob Myers, both of Mortenson Construction, with Lisa Attonito.

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Timothy Larson and Ellen Gilligan, both of the Greater Milwaukee Foundation.

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About 500 attendees joined AFP to celebrate National Philanthropy Day in Milwaukee.

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the last word

Help employees see the impact of their work

“Work is called work because it can be hard. It takes effort and dedication. Work means task lists, budgets and deadlines. Sometimes, we focus so much on the ‘todos’ that we fail to connect the work we do to the impact we want to have.

“At Newcastle Place, a full-service senior living community in Mequon, we are in the ‘people business.’ We do our best work when we can directly connect a task, role or project to its impact on the people 54

we serve – our residents. We strive to make that connection by linking it with some of our core hospitality promises. This allows our employees to embody and fulfill the vision of our organization while seeing a direct impact on our residents.

“It doesn’t matter whether you work in the service industry or not; if you don’t have visibility to the way your specific role is driving the larger business plan, goal or mission, you can clock out after a full day and wonder what you’ve really accomplished. Managers and executives must make this connection for team members. It is our responsibility, as leaders, to ensure that our employees see how their puzzle pieces fit into the bigger picture of our organization’s goals.

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Julie Bissonnette Executive director Newcastle Place 12600 N. Port Washington Road, Mequon Industry: Senior living Employees: 210 www.newcastleplacelcs.com

“When employees can see the impact their work has on driving the organization forward, it is a rewarding experience that drives passion, a level of ownership and pride.” n

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ERICH SCHROEDER PHOTOGRAPHY

It can be easy to get caught up in day-to-day tasks and responsibilities, but Newcastle Place executive director Julie Bissonnette said it is important for managers and executives to help their employees see how their roles matter.

P R O U D LY P R E S E N T S T H E 2 0 1 6

WISCONSINBIZ ECONOMIC DEVELOPMENT | RESEARCH & INNOVATION | BUSINESS GROWTH

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The 2016 edition of WisconsinBiz, a print and online magazine, offers a look at business throughout our great state, and highlights the people, companies, institutions and communities that are growing a strong and vibrant economy in Wisconsin.

PUBLICATION DATE APRIL 18, 2016 RESERVATION DEADLINE MARCH 4, 2016

Why Participate: • Drive business development efforts • Employment recruitment • Highlight your organization - your team and history • Economic development tool • Public relations and branding • Show your pride for doing business in Wisconsin Showcase your commitment to business growth in Wisconsin by participating in the only statewide resource guide fostering economic growth in the state.

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