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GENERATION NEXT OUTSIDE EXPERIENCE BENEFITS FAMILY BUSINESS LEADERS ALSO IN THIS ISSUE:

BEQUEATHING THE FAMILY EMPIRE TO A SUCCESSOR WISCONSIN’S VETERANS TAKE THEIR SKILLS BEYOND THE BATTLEFIELD BOOTS TO BUSINESS: REBOOT OFFERS VETERAN ENTREPRENEURSHIP TRAINING MATT HORTON, ERIC OLESEN AND PETER OLESEN OF O&H DANISH BAKERY

Now accepting reservations for the 2017

GIVING GUIDE E A S T E R

S I N W I S C O N

E A S T S O U T H

S E A L S

all people with to ensure that , work tional services MISSION ies to live, learn provides excep east Wisconsin equal opportunit Easter Seals South needs and their families have special disabilities or s. unitie comm and play in their

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 Program Fees ............. 18% Contracts ........... .......... 9%  Government Sales ......................

7%  Commercial ..................... ......................  Donations ................ 4% ......................  Other Income

LEADERSHIP EXECUTIVE

treats nes, views and way the world defi To change the achieve their full every person can es to ensure that disabilities so that e exceptional servic potential. To provid l needs and their play disabilities or specia work, with learn, people all live, opportunities to families have equal . their communities and engage in supvital services and comprehensive, egardless tial—r Live: Hands-on, poten full reach their port to help people or disabilities. of challenges, needs children and adults designed to help r skills Learn: Programs functions, maste re-learn—basic and active learn—and often thrive, and be sharp and p develo needed to age. they as related services g, placement and trainin e of ecaus Work: A range workforce—b prepare for the chalthat help people to overcoming is often the key meaningful work a good life. lenges and having and adults and en childr y programs for s and engage in Play: Fun, health connect with friend best caregivers to relax, sary to living the ies—all so neces constructive activit life possible. rters friends and suppo , t community of by volunteering Act: Our vibran face challenges who that those in events stands with ing and participating advocating, donat . sustain our cause inspire us all and OPPORTUNITIES VOLUNTEER in an essential role We volunteers play Our dedicated those that we serve. ting the lives of and hout the week positively impac opportunities throug how of have a variety interests. Learn availability and your t fi at to nd eering weeke h volunt a difference throug you can make se.com. www.eastersealswi

CTORS BOARD OF DIRE Dale Van Dam (Chair) M3 Insurance Solutions

Peggy Niemer (Vice Kenwood & Wells,

★

PNC Bank

Nancy Creuziger Robert Glowacki CEO

Michelle Schaefer COO

★

★ (Treasurer)

ManpowerGroup

Frank Windt

Schenck Business

Chair) ★

LLC

ry) Jim McMullen (Secreta

Solutions

David Glazer

Estate, David Glazer Real

Bill Hughes

Patina Solutions Associated Bank

Roger Schaus

RTUNITIES GIVING OPPO t your gifts make the personal impac to Easter Seals knows to you. There are many ways tance the Board is of great impor or leadership at nce: Volunteer sponsormake a differe days; tailored event eer volunt level; corporate or through your gifts; in-kind gifts; you ual allows individ gift st ships; Campaign. A beque ives with your United Way Giving al object personal financi . to combine your a lasting legacy goals to establish charitable giving

VE LEADERSHIP ★ DENOTES EXECUTI

ications Pierman Commun

Daniel O’CallaghanCo. Harley-Davidson Motor

Retired, Roundy’s

Sara Walker

EVENTS FUNDRAISING/ that offer oppor l fundraising events cted: We hold two annua and corporations to get conne uals tunities for individ June 29th at the – Wednesday, Me With Walk • event to walk y Zoo. A family for Milwaukee Count ness aware funds and together to raise a corporate disabilities. Be individuals with tration begins a walk team. Regis waukee sponsor or form alkwithme.org/mil in January at www.w this – April. Through Month ness • Autism Aware can align your campaign, you ting marke d the word cause Seals to help sprea business with Easter e scholarships d funds to provid and raise neede waiting list for y therap the are on to families that support services. early intervention

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Tom Kelly

ion Kelmann Restorat

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alsw www.easterse

Morgan Stanley

Jean Schramka Massage Envy

Tari Emerson

A SUPPL EMENT

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ise.com

Charter Steel

Retired, Generac

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A supplement of

inside

May 30 - June 12, 2016 S P E C I A L R E P O R T:

FA MILY BU SINE S S

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HIGHLIGHT S Now 6 More bad news for Milwaukee’s mining equipment manufacturing sector.

In addition to the cover story, coverage includes an analysis of bequeathing the family empire to a successor.

Made in Milwaukee

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

V E TE R A N S IN THE WOR K PL ACE

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Coverage includes a look at how Wisconsin’s veterans take their skills beyond the battlefield, a feature on a new veteran entrepreneurship training program, insight into the challenge some veteran business owners face in obtaining financing, vignettes of area veterans with successful careers, statistics on veterans in business and more.

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Investments keep Wolf Paving on leading edge of asphalt industry.

The Good Life

9

Rock ’n roll radio host.

Innovations 12 Production underway for Onköl’s home health monitor.

Real Estate Spotlight

13

New home construction perks up, but regulations diminish affordability.

S TR ATE GIE S Culture Joan Lloyd 35 Family Business David Borst 36 Community Cary Silverstein 37

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BIZ CONNECTIONS Biz Notes 38 Personnel File 39 BizTimes Around Town 41 Commentary 42 The Last Word 43

COV E R S T ORY

Generation Next Outside experience benefits family business leaders.

ON THE COVER: Matt Horton, Eric Olesen and Peter Olesen, of O&H Danish Bakery.

— photo by Troy Freund Photography

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

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BizTimes Milwaukee (ISSN 1095-936X & USPS # 017813) Volume 22, Number 5, May 30 - June 12, 2016. BizTimes Milwaukee is published bi-weekly, except two consecutive weeks in December (the third and fourth weeks of December) by BizTimes Media LLC at 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120, USA. Basic annual subscription rate is $42.00. Single copy price is $3.25. Back issues are $5.00 each. Periodicals postage paid at Milwaukee, WI and additional mailing offices. POSTMASTER: Send all UAA to CFS. NON-POSTAL AND MILITARY FACILITIES: send address corrections to BizTimes Milwaukee, 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120. Entire contents copyright 2016 by BizTimes Media LLC. All rights reserved.

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leading edge NOW

More bad news for Milwaukee’s mining equipment manufacturing sector

T

he bad news just keeps coming for mining equipment manufacturers in Milwaukee, which have been hit hard by the mining industry downturn as a result of low commodity prices.

Milwaukee-based Joy Global Inc. announced recently it is discontinuing its heavy fabrication and welding department in Milwaukee in an effort to bring its operations and costs in line with current and anticipated demand from the mining industry.

The company said functions previously handled by the heavy fabrication and welding department will be covered by other Joy Global manufacturing and service facilities and alliance partners.

The department was located at 4400 W. National Ave. The Joy Global decision eliminates the positions of approximately 130 employees, although most were already laid off in 2015.

In addition, Peoria, Ill.-based Caterpillar Inc. announced recently it plans

to move engineering jobs from its South Milwaukee operations to Tucson, Ariz. as part of the creation of a central hub for its surface mining and technology offices.

South Milwaukee Mayor Erik Brooks said the company told him 10 to 15 employees from South Milwaukee would move this year and about 200 jobs could move to Arizona over the next five to seven years, with the bulk of them coming in 2018. The company has about 900 employees in South Milwaukee.

United Steel Workers Local 1343 president Brad Dorff said the decision focuses on engineering jobs and shouldn’t impact the union workforce at Caterpillar’s South Milwaukee facility.

Caterpillar spokeswoman Lisa Miller said the company’s comprehensive review of its mining operations did include the possibility of locating in Wisconsin and other locations besides Tucson. But the Wisconsin Economic Development Corp. did not have a chance to offer incentives to Caterpillar before the company de-

cided to move engineering jobs from South Milwaukee to Arizona, according to WEDC spokesman Steve Michels.

Caterpillar has closed about 20 facilities and eliminated 5,300 positions since September 2015. The company’s restructuring plans include a total possible workforce reduction of more than 10,000 people through 2018.

Joy Global still has about 900 employees in the Milwaukee area, with a workforce at its surface mining headquarters, corporate headquarters and distribution center. The company said in March it is aiming to realize $100 million in cost reductions.

“It just seems to be an ongoing thing,” said Ross Winklbauer, United Steelworkers sub-district director. “I just remember a few years back where all these companies were trying to find welders. Now that we got them, they’re turning around and laying them all off.”

Winklbauer, who represents unions

Joy Global’s surface mining headquarters facility on National Avenue.

at both Caterpillar and Joy Global, said production is still taking place at both facilities, but he isn’t encouraged by the fact that the Caterpillar engineering jobs are leaving. He said both decisions have a trickle-down effect to suppliers and the broader community.

Winklbauer said Joy Global indicated demand would have to increase dramatically before any of the positions would potentially be brought back.

“The way mining is going right now, we don’t see that happening in the next I don’t know how many years,” he said.

——Arthur Thomas

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

Is your social media strategy fun?

If you are dreading the time when you have to post something on social media, you’re probably doing something wrong. Posting on social media shouldn’t feel like a chore. It should be fun.

Just recently, our office took a picture of “Star Wars” characters “discussing their marketing plan,” tied a blog post to it, and posted it on social media. We showed personality, used (my) passion, and had fun creatively connecting “Star Wars” to marketing.

Here are some components that can help make your strategy more “fun,” but not at the expense of your business goals:

Be human Social media is social. This means selectively engaging with others without self-promoting. People feel good when they are actively engaged and it can provide 6

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valuable feedback.

Delve into your creativity Think outside the box and connect it back to your business.

For example, ask your children what they think you do at work and capture their responses on video. I can guarantee there will be a few funny answers worth sharing.

Use your passion You’re emotionally and personally invested in your business. Use that in your social media!

People can tell when you are excited about something. Your biggest supporters will be those who know you love what you do.

Demonstrate some personality Don’t be afraid to be yourself. Use your

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The Ritterbusch Group used Star Wars as a way to talk about marketing ideas.

company brand and values as background to develop your online tone and voice. If it sounds wrong or forced, it probably is.

Remember, if you’re not excited about your social media, others won’t be either. Make “fun” a part of your strategy and may the Force be with you.

——Jacob Werre is an assistant account executive at Brookfieldbased The Ritterbusch Group.

leading edge COFF E E B R E A K

POLITIC AL BEAT

A republican test

BY MATT POMMER, special to BizTimes

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

“For years we’ve operated under a number of brand names and customers were not making the connection between the division that was serving them and our other capabilities. After extensive rebranding and repositioning, we consolidated our brand and various offerings under the Davians name and three divisions: Catering & Events; Coffee, Vending & Micro Markets; and Dining & Corporate Cafes. Regardless of the division, we determined we are a food, beverage and impeccable service company. We launched the updated brand in February with a new website and have already seen positive results.”

What’s new at your company?

“First, what’s not new – while our competitors increasingly outsource food preparation and ship items from elsewhere, Davians is one of a few companies nationally that prepares our own food daily at our culinary center or corporate cafes. Because our food is fresh and local, we regularly update and can customize our menus.

We’re getting ready to open a new corporate café at a Menomonee Falls business property this summer and our café at Schlitz Park recently expanded. In our event center, we’ve installed new dance floors and added new amenities, including a photo booth. For our vending customers, we now accept cashless payment including Google Wallet, Apple Pay and credit and debit cards.”

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

“Today, everyone is a ‘foodie’ and conscious about healthy eating.

Diets are more diverse.

The challenge, and opportunity, is to stay ahead of these trends and continue to develop

new offerings that meet the nutritional and taste preferences of a more demanding customer.

We’re also in a cyclical industry. When economic times are uncertain, people look first to save their food and entertainment dollars. They’ll brown bag it rather than buy lunch at work.

Party budgets are cut. The good news is we’re seeing a rebound.”

What’s the hottest trend in your industry?

“Micro markets are one of today’s fastest growing foodservice concepts, providing the 24/7 convenience and variety of a self-serve/ self-pay market at a company site. Davians micro markets are stocked with fresh and locally made sandwiches, salads and other entrees, plus snacks, fruits and beverages. These micro markets include software that allows users to track personal nutritional goals.”

Do you have a business mantra?

“Our company mantra is to ‘Treat our customers as one of our own,’ and my personal mantra or commitment is to constant and never-ending improvement.”

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

“I look up to those business owners that started with an idea, a vision, and took a calculated risk. Along the way they influenced people and ultimately built something very special. That describes Davians founders David and Vivian Kwarciany.

They have created opportunity for so many.”

Tim Taylor

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Caterpillar Inc. plans to move

“Great leaders are great listeners. Listening to our employees is critical.

They’re on the front lines of our business taking care of our customers.” n

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Matt Pommer is the “dean” of Capitol correspondents in Madison. His column is published with permission from the Wisconsin Newspaper Association, but does not reflect the view or opinions of the WNA or its member newspapers.

BY TH E NU MBERS

What was the best advice you ever received?

CEO Davians N56 W16300 Silver Spring Drive, Menomonee Falls www.davians.com Industry: Foodservice and catering Employees: 225 Family: Wife, Julie; daughter, Paige, 9; son, Brody, 8; and son, Trey, 6

Donald Trump has scrambled traditional political thinking in Wisconsin, providing challenges for Republican leaders.

Trump has high negative ratings among multiple groups of voters, based on results from several polls conducted by the Marquette University Law School.

The Republican Party has been strongest in the suburban counties Trump west and north of Milwaukee. But the polls show 72 percent of suburban voters have negative feelings about Trump, who will be the Republican presidential candidate this fall.

Popular conservative talk radio shows in Milwaukee have provided Republican support in previous election campaigns, but the talk show personalities have uneasiness with Trump’s unclear conservatism.

The Trump campaign contends the Wisconsin poll numbers will change as the campaign heats up. Hillary Clinton, the Democratic front runner, also has substantial negatives, although not as high as those for Trump.

Erosion of support in suburban Milwaukee can be offset in the arc running from La Crosse across northern Wisconsin to Green Bay, according to Trump’s campaign.

It’s the broad area in which Trump did best during the April primary in Wisconsin.

The areas in the west and north sometimes are dubbed the “resentment” parts of Wisconsin. Hard economic times have pinched many in these areas. The paper industry has seen the demand for some of its products erode. Plunging ore prices have scuttled talk of a major mining operation Up North. The populations are getting older. There is no major influx of the young. Rural folks increasingly suggest they are getting the short end of government programs.

Pundits say Trump at the head of the GOP ticket could be a drag on congressional and legislative elections on the ballot.

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about 200 engineering jobs

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from its South Milwaukee operations to Arizona as part of the creation of a central hub for its surface mining and technology offices.

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leading edge ON TH E C ALEN D AR

MA DE I N M I LWA U K E E

Investments keep Wolf Paving on leading edge of asphalt industry

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The basic science behind making asphalt hasn’t changed all that much over the years, but that hasn’t stopped Oconomowoc-based Wolf Paving from pushing forward with new technologies, processes and techniques.

The biggest example is a new control tower at its Oconomowoc asphalt plant that allows for a more automated process, saving time and adding precision. The company also looks for ways to recycle, preferring to keep materials out of the landfill if possible.

“Most people don’t think of asphalt as being a green, environmentally-friendly product,” said Sean Wolf, vice president.

“They think of it as dirty and dusty, but it’s really becoming a good product for the environment, or a better product, because we’re doing so much recycling.”

That effort to be green goes beyond

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Family & Closely Held Business Summit ABOVE: Wolf Paving grinds up old asphalt to reuse in new asphalt.

BELOW: Wolf Paving’s asphalt plant was recently upgraded with a new control tower that allows for more automation.

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

just grinding up old asphalt and reusing it. Wolf grinds residential roof shingles, adding them to the aggregate mixture. Old concrete is ground up and used for road beds and certain types of wood are ground up and sold for a number of uses. The company also has a fleet of hybrid vehicles.

Sean and his brother, president Devin Wolf, are the third generation in the Wolf family to run the 75-year-old business. The company prides itself on being big enough to be involved in the largest highway projects in the state, yet small enough to work on individual driveways. Having two asphalt plants (the other is near Madison) gives the company advantages over smaller competitors, who have to come to Wolf for material.

Having the plants allows Wolf to be on the forefront of the asphalt business, but the facilities also come with a responsibility of continued investment. Investing and being willing to change is important for a family business in the construction industry, Devin said.

“A lot of those older companies go out of business for that reason, because they don’t change,” he said.

The investments in new technology, whether in the plants or in other equipment, also pay off in attracting and retaining talent, Sean said. The company’s 130 employees have an average tenure of more than 20 years.

Having the right talent starts with being picky about hiring people who are a fit for the company culture, Devin said.

“Once you’re aligned towards the same goals, it makes it easy to have a sense of purpose,” he said, adding the company also develops talent internally and spends thousands of dollars every year sending people to training.

Wolf also sends its staff to area engineering and architecture firms to lecture on different techniques and technologies. That has been the case with porous asphalt, which makes it easier to control stormwater in large parking lots.

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BizTimes Media will host the Family & Closely Held Business Summit on Thursday, June 2, from 7 to 11:30 a.m. at the Italian Community Center, 631 E. Chicago St. in Milwaukee. Panelists Scott Larson of Gustave A. Larson, Deborah Anguil of Anguil Environmental, Eric Olesen of O&H Danish Bakery and T.J. Perlick Molinari of Perlick Corp. will share their strategies for navigating many of the complex issues related to growing a successful and sustainable family and closely held business. Tom Deans, author of “Every Family’s Business,” will give the keynote address. Cost is $50. For more information or to register, visit www.biztimes.com/family.

BOOK REVIEW

‘Winning with Commercial Real Estate’

Wolf Paving 612 N. Sawyer Road, Oconomowoc Industry: Asphalt manufacturing and paving Employees: 130 www.wolfpaving.com “Wisconsin was a little slow, I think, to get onto the porous,” but it is increasingly specified on jobs in the area, Sean said.

The technology has always worked, although it is a little more challenging in northern climates where there is freezing and thawing, along with heavy use of salt and sand.

The difference, Devin said, is the longevity and dependability of the product. One benefit is companies are able to get more out of their lots, because they don’t have to allocate space for retention ponds or stormwater management. He said manufacturers that want to expand can benefit from this, in particular.

“They’re able to just expand their building without having to move,” Devin said.

Get the latest manufacturing news delivered to your inbox every Monday. Sign up for BizTimes’ Manufacturing Weekly at biztimes.com/subscribe.

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Real estate entrepreneur, businessman and author Harmel Rayat believes he has the key to success with his new book, “Winning with Commercial Real Estate: Today’s Best Low-Risk, High-Return Investment,” which promises to hold the secret to investing in Class A properties. In less than a decade, Rayat built a commercial real estate portfolio of half a million square feet with an appraised value of $145 million.

Rayat reveals how both accredited investors and big institutional players can invest in highly sought after, highly profitable Class A commercial properties for as little as $100,000. In “Winning with Commercial Real Estate,” the reader learns the awful truth about stocks, mutual funds, bonds, CDs, annuities, hedge funds and REITs in today’s volatile market. Rayat discusses his S.U.C.C.E.S.S. formula for winning at any challenge in business or in life and also how to enjoy all of the financial rewards and benefits of commercial real estate ownership.

“Winning with Commercial Real Estate” is available on www.800ceoread.com for $19.95.

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——Corrinne Hess

leading edge NON P RO F IT N E W S

THE GOOD LIFE

Impact100 names $100,000 grant finalists

Rock ’n roll radio host

A new local chapter of a national women’s nonprofit called Impact100 has announced five finalists for two competitive, $100,000 grants it will give out in June.

The finalists were selected from a pool of 94 applicants from Milwaukee, Ozaukee, Washington and Waukesha counties. The three that are not selected for the two $100,000 grants will each receive $6,000 grants.

Here are the five finalists: »» Adaptive Community Approach Program »» Literacy Services of Wisconsin »» Neu-Life Community Development Center »» Rebuilding Together Greater Milwaukee »» Zachariah’s Acres Impact100’s Milwaukee branch was founded in October and has grown rapidly during its first seven months. It is a local chapter of a national nonprofit in which 100 members each donate $1,100 to earn a vote in which nonprofit receives the total pool of funds. Of each donation, $1,000 goes toward the grant and the other $100 helps support the operations of the nonprofit.

Because more than 200 women joined the organization by January, the Milwaukee chapter upped its initial giving promise of $100,000 by establishing a second competitive, $100,000 grant.

Impact100 Greater Milwaukee’s 218 members will hear from the finalists and vote on which two nonprofits will get the grants at its first annual awards celebration on June 8 at Boerner Botanical Gardens.

Nonprofits interested in participating in the organization’s 2017 grant process will be able to submit letters of inquiry beginning Dec. 1.

If you’ve ever listened to The Biz Connection, a weekly syndicated radio show and podcast played on radio stations in Milwaukee and Sheboygan, you may have noticed the occasional clip of a Frank Sinatra or Dean Martin cover slide into the broadcasts, which focus on business topics.

You may not have noticed the songs were actually recorded by Biz Connection co-host Jim Rosetti.

Rosetti, who also works as a Jim Rosetti (left) stands with his arm around bandmate SCORE mentor, is in a band with his Antonio Wigley at a show in 2012. musician friend Antonio Wigley, aptly named “Rosetti & Wigley.” Rosetti plays long road trips to play shows, but he still tries lead guitar and sings. to play two or three shows a month at different Over the past 10 years, Rosetti has traveled venues around Wisconsin. more than 350,000 miles playing shows at ca“The nice thing about the casino gigs, it can sinos, hotels and corporate trade shows all over be like a little vacation,” Rosetti said. “You get a the country and even in Canada. (complimentary) room, and if you’re lucky enough “I started back in the ’60s when I was in high not to be a gambler, you’ll go home with a little school,” Rosetti said. “I kind of worked my way money in your pocket. I really like it when you’re through college playing music and performing. connecting with an audience and you’re getting I’ve been doing it a long time. It keeps me young, people dancing and really having a good time.” man, it really does.”

——Ben Stanley

Rosetti said lately, he’s been dialing back on

——Ben Stanley

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leading edge O N T HE M ON E Y

BR EA KING GROUN D

Critical questions for choosing a commercial banker There are many factors to consider when seeking a business loan, including cost, but the best bankers are those who provide relationships and services tailored to you and your business.

Entrepreneurs—especially those in the middle market commercial and business segment—need a versatile, well-financed bank that offers the types of funding and bankers with expertise to help them succeed and grow. A banker who truly understands your business and communicates your needs to your bank’s decision-making team is critical to your success. Here are some questions to help you find the right fit: »» How often will your banker meet with you—and do you have the opportunity to meet with the bank’s president? Before you open an account or seek a loan, make sure you’ll have access to your banker when needed and learn about your daily contact and support team, such as commercial loan specialists and local treasury management contacts. Meeting with the bank’s president provides additional insight into its commitment to you and retention of your business. »» Does the bank have experience with your industry and the services you need?

After you determine that a bank is knowledgeable about your type of business, make sure its services match your potential needs, such as traditional loans, lines of credit, SBA loans, equipment leasing – whatever it might be. »» Will your banker focus just on the numbers? The best bankers are interested in all aspects of your business, such as your employees, partners and succession planning, and have the expertise to help you succeed and build for the future. »» What is the bank’s approval process for loans? Some banks use loan commit-

PORTFOLIO APARTMENT TOWER Mandel Group Inc. plans to build a $100 million, 24-story apartment tower on the northeast corner of Prospect and Ogden avenues on Milwaukee’s East Side. The building, to be called Portfolio, will include 235 apartments.

Construction is expected to begin in the spring of 2017.

——Corrinne Hess tees to review applications, some use scoring models and others use a combination of both, depending on the type of business and complexity of the loan. Understanding the process up front will help you choose a bank that fits your type of business and timeline. »» Will your banker help you network with peers or potential customers? Helping your business succeed goes beyond providing the latest cash management services and loan approvals. Connecting you with valuable contacts can spur your business’ growth.

——Jasin Pasho is Milwaukee market president for Wisconsin Bank & Trust.

2016 Top 10

&

Businesses of the Year Best Version Media, LLC Bruno Independent Living Aids, lnc.

Century Fence Company Felss Rotaform, LLC ITU AbsorbTech, Inc. KS Energy Services, LLC Lakeland Supply, Inc. Landmark Credit Union Price Engineering Wisconsin Oven Corporation

Present the 2016

Community Distinction Award Habitat for Humanity of Waukesha County, Inc.

Awards Luncheon

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Thursday, June 23, 2016 • 11:30a.m.-1:30p.m.

Country Springs Hotel & Conference Center - 2810 Golf Road, Pewaukee

Reserve your seat today by visiting waukesha.org.

General Admission: $75 per person/$750 for Corporate Table of 10 Alliance Member Discount: $60 per person/$550 for Corporate Table of 10

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ON LIN E POLL

Re: Hillary Clinton “Now that Bernie Sanders is about to become a footnote to history, let the calculated shift of Hillary Clinton back toward the center begin. If she plays it right, Donald Trump will be a footnote as well.”

- John Torinus, Serigraph Inc.

Re: Relationships “As the relationship matures, facts and truths begin to reveal themselves, causing decisions to be made about the future of the relationship, including things like its length.”

- Jeffrey Gitomer

Re: Area political leaders

Applause! Cocktail Reception Winners of BizTimes Media’s Bravo! Entrepreneur and I.Q. (Innovation Quotient) Awards mingled at the recent Applause! Cocktail Reception, a prelude to the awards presentation at the annual BizExpo conference.

“

- Bob Chernow, Milwaukee businessman

Yes! I love Ikea. So glad I won’t have to drive to Illinois anymore to shop there.

43.6%

I am excited about the economic impact this destination retailer will have on the area.

33.6%

No. It’s an overrated store with cheap furniture.

What’s Ikea?

18.2% 4.6%

Transferring a small business?

“

Family Business Legacy Institute

“These are the quiet men who don’t seek publicity.

They form coalitions by finding common ground.

They make hard decisions without using smoke and mirrors. They are: Milwaukee County District Attorney John Chisholm, Congressman Jim Sensenbrenner and Milwaukee Mayor Tom Barrett.”

Are you excited about the plans for an Ikea store in Oak Creek?

YOU HAVE TWO ROLES. YOU HAVE TO LEARN TO SEPARATE BUSINESS AND FAMILY MATTERS, SO YOU CAN DO WHAT’S BEST FOR BOTH.

Simplify your

life.

– Barry Boehlke, Boehlke Bottled Gas

Whether you’re looking to buy a small business or sell one, talk to Ridgestone Bank about an SBA or USDA loan. We’re the #1 SBA lender in Wisconsin and offer debt and equity structuring expertise. We know how to help you enjoy significant monthly savings, increased cash flow, low equity requirements and longer terms. So, when you’re ready to buy your dream business—or sell it to someone else seeking their dream—come chat with the experts at Ridgestone. We’ll make success happen for you.

Family Business Legacy Institute provides learning opportunities, team-building and experienced counsel for families in business together. We’re here to help you navigate the tough decisions and protect the legacy you’ve built.

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Family Business Legacy Institute IT’S NOT JUST BUSINESS. IT’S FAMILY.

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innovations Production underway for Onköl’s home health monitor Milwaukee startup aims to make IoT work for seniors

N YOUR MONEY’S ON THE WRONG TRACK .

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early a year-and-a-half after launching its hub at the Consumer Electronics Show, Milwaukee-based startup Onköl continues to build momentum, with its first manufacturing run entirely sold and plans underway for additional production.

Onköl aims to allow senior citizens to continue living in their homes while keeping family members informed about their loved ones.

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

It does this through its hub, a small box that connects with hundreds of different health and home monitor sensors. The goal is to enable the Internet of Things to work for seniors, said Erich Jacobs, chief executive officer.

“We have a phrase,” Jacobs said. “The Internet of Things is wasted on the young.”

He said that while it’s nice to know the activity level of someone in their 20s or 30s through a Fitbit, the Jacobs value of data coming from connected sensors goes up exponentially when they are used for seniors.

“Our goal is not to make those sensors, it’s to make those sensors work for grandma,” he said.

The hub allows family members to monitor a senior’s health, but the target customer for the device is actually other businesses. Jacobs said this includes inhome care agencies, health and call monitoring centers, rehab facilities and assisted and independent living facilities.

Jacobs declined to say how many units were involved in the first production run, but described it as “a lot.” The company did field trials last year and is now determining the size of subsequent runs. It started a $5 million funding round last year to support manufacturing and JaB i zT i m e s M i l w a u k e e

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cobs said while the company has received enough support to produce units, the round remains open because of strong demand and interest.

Founder Marc Cayle wanted to create a device that would feed data directly from one device to another, but he also wanted it to go beyond emergency pendants that are more reactive.

“We wanted to come up with something that was very preventative and realistic,” Cayle told BizTimes last year.

“Most seniors don’t use smartphones, so it’s specifically designed not to be tethered to a smartphone.”

While Onköl can connect to emergency pendants, it also can connect to monitors that track blood pressure, glucose levels, pulse oximetry, weight and more. And it connects to home monitors like those tracking whether a door or a window is open, smoke and carbon monoxide detectors Cayle and motion sensors.

With so many possibilities, Jacobs said it is important for the device to accommodate change.

“We actually don’t know what some of the best sensors are going to be,” he said.

The need to adapt to quickly changing technology means Onköl was designed with an eye toward avoiding potential restrictions. Similar products that are dedicated medical solutions are built to be subject to full FDA regulations, meaning some changes can kick off another round of approvals before consumers can take advantage of new technology.

“It can deal with medical grade data in a medical grade fashion, but we don’t have to deal with the approval,” Jacobs said.

That doesn’t mean Onköl doesn’t have hurdles to clear. Jacobs noted the com-

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Onköl’s hub allows family members to remotely monitor health and home data from connected devices.

Onköl Milwaukee Innovation: Home health monitor www.onkol.net

pany has to maintain UL certifications as both an alarm and a health monitoring system. Because it uses cellular signals, the device has to be certified with multiple carriers.

“It naturally presents a lot of challenges,” he said.

Since the device is handling the private medical information of seniors, security is naturally among those challenges.

Jacobs said the answer is to encrypt all the data both inbound and outbound.

Onköl is currently working from the Direct Supply Technology Center on the Milwaukee School of Engineering campus downtown. Jacobs said the company has between eight and 12 full-time employees and contractors working on the product at various times.

Jacobs himself lives in Boston, but spends a good deal of time in Milwaukee.

Onköl has committed to working with local suppliers when possible and the devices are being manufactured in Pleasant Prairie.

“Wisconsin is pretty well-positioned to deal with this complex of a product,” Jacobs said. “The fact that Milwaukee knows how to build stuff, that’s kind of important.” n Get news headlines from around the state delivered in your inbox first thing Monday through Friday. Sign up for BizTimes’ Morning Headlines at biztimes.com/subscribe.

PHOTO PROVIDED

real estate

Belman Homes is building side-by-side condos on Hawthorne Hill Drive in Waukesha.

New home construction perks up, but regulations diminish affordability

H

ome sales in the Milwaukee area were up 15 percent in April compared to April 2015, and there have been increased sales for 18 out of the last 20 months.

That’s good news, especially after the Great Recession, when the housing market collapsed and some homeowners found themselves underwater on their mortgages after values dropped. Home owners have certainly welcomed the CORRINNE HESS P: (414) 336-7116 E: corri.hess@biztimes.com Twitter: @CorriHess

housing market recovery.

Mike Ruzicka, president of the Greater Milwaukee Association of Realtors, has said he believes area home sales could be even greater if there were more inventory for buyers to choose from. Last month, there was 5.9 months of inventory available, which is the time it would take to sell all of the homes on the market at a given time. Six to eight months of inventory is generally regarded as a “balanced” mar-

ket, where sellers and buyers are evenly matched in price negotiations.

One way to create more inventory would be to build more new homes. However, it’s not that easy.

There has been an apartment development boom in downtown Milwaukee and the suburbs, with thousands of units planned, under construction or recently completed.

But the number of single-family houses and duplexes being built in the region has remained steady at just more than 1,200 a year since 2013, according to MTD Marketing Services, which tracks home start information.

For the single-family and duplex home market, southeastern Wisconsin had 299 housing starts in the first quarter of 2016, which is the best performance since 2007.

The average value of the homes being built is $328,000 and the average home is 2,890 square feet.

Although housing starts have improved since the Great Recession, single family home construction is still nowhere near its 2004 peak, when 691 new homes were built in the first quarter of 2004. At that time, the w w w.biztimes.com

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average home value was $256,235.

Kristine Hillmer, executive director of the Waukesha-based Metropolitan Builders Association, said home builders have faced a lot of challenges since the Great Recession, but so far 2016 has been a “growth year.”

The issues builders have had to face have come in three waves. First the recession, when people stopped wanting to build homes and those who did want to build had trouble getting loans from banks. After the recession, there were a lot of existing homes on the market that were very affordable, which made building a new home seem less appealing.

Now, many of those homes have been sold, there is a lack of supply in the existing housing market and people are looking to build again, but Hillmer said builders are being hit with a new problem: compliance costs.

A recent study by the National Association of Home Builders shows the average cost for home builders to comply with regulations for new home construction has increased by about 30 percent over the

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past five years. These costs include various federal and municipal fees, hook-up fees, storm water and building permits.

The average cost imposed on the builder, and passed on to the homeowner, to pay for these regulations is $84,671 for a new single-family home, up from $65,224 in 2011.

“It’s an uphill battle,” Hillmer said. “I can remember not that long ago when you could buy a house for $84,000. When you talk about building starts and new construction versus buying an existing home, you can see why there is a big gap.”

Michael Kaerek, president of West Allis-based Kaerek Homes Inc., said increased building costs have made it nearly impossible to build a home for less than $250,000 and doing that is difficult unless the house is in an outlying area.

“It’s hard to build for the entry level (homebuilding) market, which is concerning,” Kaerek said. “Unfortunately with the cost of land, regulation, insurance and all of the overhead, new homes are more ...................REAL ESTATE continued on page 35

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PRESENTS:

June 2, 2016

Italian Conference Center

7:00AM - 11:30AM

GROWTH LEADERSHIP & CULTURE NEXT GENERATION LEGACY Family and closely held businesses are an important thread in the fabric of Milwaukee’s business community. These companies face unique challenges when it comes to things like succession planning and leadership, which BizTimes Milwaukee examines in this special report on Family Business. Please read on to learn about strategies to address some common family business issues. The report runs in conjunction with the annual Family & Closely Held Business Summit presented by BizTimes Media.

This year’s summit will be held on June 2 at the Italian Conference Center in Milwaukee. For more information or to register, visit www.biztimes.com/family.

MESSAGES FROM THE EVENT SPONSORS:

American Bank and National Exchange Bank & Trust collectively form NEB Corp. Holding Company. Since 1933, the bank has maintained a dedication and commitment to serving the commercial and private banking needs of entrepreneurial, family and closely held businesses and their owners across Southeast Wisconsin. The agility and independence that comes with private ownership is key in delivering and meeting the expectations of our clients.

Cleary Gull is an independent and locally-owned Investment Advisory firm. We advise on over $2.1 billion of client assets for high net worth individuals and families, entrepreneurs, specialty professionals such as doctors and pilots, and not-for-profit hospitals and senior living communities across the country. We are known for our combination of attentive service and sophisticated capabilities.

In early September, 2016, the two banks will merge under the National Exchange Bank & Trust brand. For American Bank, while our name will change, our commitment to you, our valued clients, remains the same. Over the years, the banks have delivered a strong balance sheet and continue to invest and be involved our local communities. It is our common purpose, our people and our passion that makes the difference in our approach to the market. We are local and independent which puts time, fast answers, and decisions on your side without needless delays and red tape.

We offer comprehensive wealth management services based on a proprietary investment process. Our team approach provides full investment management services, estate planning, holistic financial planning as well as institutional portfolio analysis.

Family and closely held businesses rely on our breadth of services to navigate the complexities of intergenerational wealth. In addition to our advisement services, clients have access to the direct involvement of our senior partners. We believe this gives us the distinct combination of financial insights and expert instincts.

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At Davis & Kuelthau, we are passionate about partnering with our clients to achieve their legal and business objectives. Since our firm’s origin, our attorneys have helped thousands of family and closely-held businesses throughout Wisconsin, and nationally, grow and thrive in even the most challenging times.

As one of Wisconsin’s leading business law firms, and proudly headquartered here in Milwaukee, we advise a wide array of companies including specialty manufacturers, distributors, real estate and construction firms, food and beverage producers, and B2B service providers.

Our team of nearly 70 business, employment and litigation attorneys is uniquely positioned to help local businesses and their owners navigate their legal challenges every day. We bring real-world experience, understanding, and a results oriented mindset to help clients achieve their objectives.

When the time is right, we would be delighted to talk with you about your needs. To learn more about our services, please visit www.dkattorneys.com. In the interim, we hope you enjoy the summit.

SUPPORTING:

PA R T N E R S :

As a diversified professional services firm with over four decades in practice, SVA has developed specializations in both industries and services. We, however, have not lost sight of what’s at the core of all the services we provide – accounting, assurance, tax and business consulting.

Our professionals recognize businesses rely on accurate, insightful and comprehensive financial information to maintain profitability and succeed in their industry. From start-up businesses to established enterprises, SVA offers a full range of accounting services to ensure accurate recordkeeping and reporting from initial accounting system set up to compiling year-end statements. Our expertise includes implementing best practice business improvement strategies focused on building the value of family-owned businesses. Discover the SVA Difference. SVA delivers measurable client business results.

Joel Nettesheim, CPA, CVB, PFS Barb Ecklond, CPA Principal Principal-in-Charge Milwaukee Office 262-923-5150 262-923-5157 nettesheimj@sva.com ecklondb@sva.com

TROY FREUND PHOTOGRAPHY

special report

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Generation NEXT

cover story

MATT HORTON, ERIC OLESEN AND PETER OLESEN OF O&H DANISH BAKERY.

Outside experience benefits family business leaders

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BY ANDREW WEILAND, staff writer

ringle is the signature treat of Racine, where several bakeries specialize in the Danish pastry, which was also named Wisconsin’s official pastry in 2013.

One of the best-known Racine kringle-makers is O&H Danish Bakery, which is well-known not only for its kringle, but also for its other baked goods. The company has five stores, one bakery and 180 employees. The largest portion of its business is mail order.

The key to making the best baked goods, including kringle, is “a commitment to do all of the things it takes to make a good baked product,” including great ingredients, the process, time and dedication, said Eric Olesen, president of O&H. Olesen and his wife, Lisa, own O&H Danish Bakery, which has a proud family history. Eric will be a panelist at the Family & Closely Held Business Summit, hosted by BizTimes Media, on ThursdJune 2 from 7 to 11:30 a.m. at the Italian Conference Center in Milwaukee. w w w.biztimes.com

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O&H Danish Bakery was founded in 1949 by Eric’s grandfather, Christian Olesen, and Harvey Holtz. Christian, who immigrated to the U.S. as a boy from Denmark, was an experienced baker and Holtz was an accountant by trade.

Holtz died in 1959, and Ray and Myrna Olesen, Eric’s parents, purchased the Holtz share of the business in 1963. Ten years later, Ray and Myrna bought Christian’s share of the business.

Eric and his brothers, Dale and Michael, all worked in the business beginning as teenagers. In 1994, the three of them purchased the business from their parents and each held an equal share.

In 2009, Dale died unexpectedly.

“It was difficult,” Eric said. “But I believe we were prepared for that with agreements that we executed.”

In 2011, Michael decided to exit the business and move to Florida. That left Eric and Lisa as the sole owners.

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family business :

12 Common Sense s Question to Protect Your Wealth

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Today, two members of the fourth generation of the Olesen family are involved in running the business. Eric and Lisa’s son, Peter, is a vice president who oversees the financial side of the business.

Their son-in-law, Matt Horton, who married their daughter, Alyson, is vice president of marketing. Eric remains the president of the company.

Peter and Horton bring significant outside experience to the company. Horton worked for Racine-based S.C. Johnson from 2005 to 2014 before coming to

LARSON

ANGUIL

OLESEN

PERLICK MOLINARI

Thomas Deans, author of “Every Family’s Business” will be the keynote speaker at the Family & Closely Held Business Summit, hosted by BizTimes Media. The event will also include a panel discussion featuring: Scott Larson of Gustave A. Larson Company, Deborah Anguil of Anguil Environmental Systems, Eric Olesen of O&H Danish Bakery and Theodore (T.J.) Perlick Molinari of Perlick Corp.

O&H. Peter worked for Blue Stone International, a financial consulting firm in Chicago, for three years before joining the family business.

Eric said he and Lisa never planned for or pressured their children to get involved in the family business. They only insisted that their children work hard in school to get a good education, which would open up opportunities for them.

“My wife and I did not think our children would be interested in coming back,” Eric said. “Not once did we invite them. They asked. Quite frankly, we questioned them (when they asked to

join the family business). We wanted to make sure they really wanted to do this.

I just kept asking. We did everything we could, not to dissuade them, but to encourage them to think about what they want and to acknowledge this is not a frivolous decision.”

The approach O&H has taken with its fourth generation of family business leaders is not unusual for mature familyowned businesses, according to Dean Fowler, Ph.D., owner of Brookfield-based family business advisory firm Dean Fowler Associates Inc. Fowler is the author of four family business books including, “Successful Habits of Family Business

Successors.” He will lead a roundtable presentation at the Family & Closely Held Business Summit, which will have a total of 20 roundtable discussions on different family business themes. Attendees will be able to attend up to four of the roundtable discussions.

The Family & Closely Held Business Summit will also feature a keynote address from Thomas Deans, author of “Every Family’s Business.” Each attendee will receive a copy of the book.

“The pattern of family business owners encouraging their children to go out and discover the world is extremely common in third, fourth and fifth generation TROY FREUND PHOTOGRAPHY

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O&H Danish Bakery is one of the best-known makers of kringle in Racine, a community synonymous with the Danish pastry.

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Growing your family business?

When your family grows, so does your family business.

Trust a family owned, independent bank to understand the needs of your growing family or closely held business. Work with decision makers to customize a business loan or business banking solution to help grow your legacy.

Member FDIC

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family business

cover story

CONTRIBUTED

❱

CLOCKWISE FROM TOP: Gustave A. Larson Company’s Milwaukee location; the company’s West Allis location; (from left) Scott Larson, Karl Larson and Andrew Larson.

family businesses,” Fowler said.

In younger family businesses transitioning from the first generation of family ownership to the second, there is often more pressure on the next generation to be involved in the business because the younger, smaller company needs them, Fowler said.

“In later generations (of family business ownership) there is more of a pattern to encourage children to work outside of the family business and (first) pursue other interests,” Fowler said.

The leadership at Gustave A. Larson Co., a Pewaukee-based distributor of heating, ventilation, air conditioning and refrigeration products, had a similar experience. The company was founded in 1936 by Gustave Larson, the grandfather of Scott Larson, the company’s current president, and Andrew Larson, the company’s current chief executive officer.

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Scott and Andrew’s father, Karl Larson, ran the business for nearly 40 years before the brothers took over. They have run the business together since 1998.

Scott, who also will be a panelist at the Family & Closely Held Business Summit, said his dad never pressured them to get involved in the family business. Scott and Andrew both got undergraduate business degrees, and both worked in investment banking before getting their MBAs. They were working for different businesses before they decided to join their family’s business. “(Karl) had not pressured us to come back into the business, but he held it open,” Scott said. “My dad felt it was important for us to get outside experience before joining the family business. But he never told us that. He was kind of wise about it in terms of not setting a strict expectation. I think it would have been a different story if (joining the family business) B i zT i m e s M i l w a u k e e

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was the expectation early on. I would have resisted at a young age with a rebellious attitude that a young son would have.”

Under Scott and Andrew’s leadership, Gustave A. Larson has grown from 14 locations and 150 employees in 1998 to 53 locations and 430 employees today.

They have grown the company’s service area from five states to 20 states. Much of the company’s growth has come through acquisitions. Scott and Andrew used the experience they gained in investment banking to grow Gustave A. Larson by acquiring others.

“Both of us having a background in investment banking and M&A, we have been able to find our own deals,” Scott said.

Fowler says it is a good idea for family members to work outside the family business before joining the family company.

Children will benefit from establishing themselves with their own career outside

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of their family’s business.

“The development of that independence is very important psychologically,” Fowler said. “Establish yourself as an adult, as opposed to a child in the family that owns the company.”

Also, working outside the family business exposes young professionals to how other successful companies do things and gives them ideas they can bring back to their family’s business.

“If they’ve always just been in the family business, they only see how things are done there,” Fowler said.

Sometimes, unexpected events bring children back into their family’s business.

Deborah Anguil, the chief operating officer of Brown Deer-based Anguil Environmental Systems Inc., never planned on working for the family business, a provider of industrial air pollution control, emission abatement and energy recovery systems.

family business

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CONTRIBUTED

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ABOVE: Deborah Anguil, Gene Anguil and Chris Anguil.

LEFT: Deborah Anguil, chief operating officer of Anguil Environmental Systems.

Her father, Gene, started the company in 1978. Deb joined the company in 1990.

She was pursuing her master’s degree in exercise physiology at the University of Wisconsin-Milwaukee and was working because she needed to make some money. She had received her undergraduate degree in exercise physiology from Indiana University.

Her dad and her older brother, Jeff, were running the company, and they were thinking about selling it. In 1992, the company had an offer to purchase the business.

But in late 1992, Jeff was diagnosed with cancer. He died in the summer of 1993. The deal to sell the company was pulled off the table.

The Anguil family regrouped and circled the wagons.

Deb’s younger brother, Chris, joined the company to work on inside sales and marketing.

“There was never any pressure at all (to join the family business),” said Deb, who also will be a panelist at the Family & Closely Held Business Summit.

But after Jeff ’s death, she decided to stay aboard and never completed her master’s degree in exercise physiology.

Deb dabbled in different aspects of the business, including international sales, 20

human resources and marketing. Prior to joining the company, she had worked for a couple of years in corporate wellness and cardiac rehabilitation.

Deb said she realized, “I don’t know the first thing about business.” So she entered Marquette University’s accelerated MBA program.

“I never worked so hard in my life,” she said.

In 2008, Gene announced the company would begin its transition to the second generation. He became CEO and handed many of his responsibilities over to Chris and Deb. Chris became president, focusing on sales and marketing, and Deb became chief operating officer, focusing on operations. “(Gene is) clearly very proud of us,” Deb said. “We are running this place.”

Family members who work outside a small family business for a while might find it hard to later join the family business without displacing another employee.

“If the business is growing and you leave for five years, they will have to hire somebody else to fill slots,” Fowler said.

“But my recommendation is to do it anyway. Leave and get outside experience, because as the business grows opportunities will increase and you will eventually be B i zT i m e s M i l w a u k e e

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able to get into the family business.”

Another challenge for small family businesses is that the best and brightest of the next generation may leave to work elsewhere, while the less talented of the next generation will stick around and try to make a go of it in the family company, Fowler said. That presents a risk to the family business, but the benefits of having the next generation gain outside experience still outweigh the downside, he said.

Milwaukee-based Perlick Corp. is a 99-year-old family-owned business that manufactures bar and beverage systems.

T.J. Perlick Molinari is the only family member working in the business full time.

He is a component assembly, refrigeration and brewery fittings supervisor.

Perlick Corp. was founded in 1917

by Robert Perlick and his son, Walter, Perlick Molinari’s great-great-grandfather and great-grandfather. Walter’s sons, Robert and Gordon, were the third generation leaders and ran the business for about 30 years. Robert had two daughters, Gail, Perlick Molinari’s mother, and Pam, his aunt.

Pam and Gail are the co-owners of the company today.

Perlick Molinari started his career as a trial lawyer, but he wasn’t happy

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practicing law.

“I thought I was misplaced in the legal field,” he said. “I felt like an imposter.”

He joined the family business in 2014, at the age of 35, with no formal business experience.

“I had always been in leadership positions and I’d always been successful at that,” he said. “(While practicing law) I felt that I wasn’t utilizing my best skills: organization, managing people, leading people. I thought I had the ability to add more (at Perlick Corp.).”

In joining the family business, Perlick Molinari is working for an executive leadership team of non-family members and has had to work to prove himself. He hopes to eventually advance to the top of the company ladder.

“If I am able to prove myself, my goal is to be given an opportunity to be the fifth generation of my family to run the business,” Perlick Molinari said. He will also be a panelist at the Family & Closely Held Business Summit.

Another common thread of family businesses is that leaders know they need a succession plan, and are working on it, but have not completed the process. Succession planning only becomes more difficult as the family business is passed on to

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family business of directors that is advisory and comprised of non-family members and non-shareholders. The board is helping work on the succession plan, Scott said.

Gene Anguil, now in his late 70s, remains active with his family’s company and is still in the CEO role but is phasing himself out, Deb Anguil said.

Theodore (T.J.) Perlick Molinari with his grandfather About a year ago his grandson, Robert (left) and father Larry Molinari (right).

Alex Anguil, joined the company as a site services project later generations and the business and the coordinator. He is the first third-generation family both continue to grow. family member to join the business. “(Succession) is a big part of our agenAlex is one of 13 grandchildren in the da when we talk about the future of the family, which raises questions about how business,” said Scott Larson. His dad, Karl, Anguil Environmental Systems will be remained the company’s chairman until passed on to that generation. he died in 2012.

“We are talking about putting some “It took my dad’s passing to complete parameters in place for coming into the the estate plan for the company,” he said. business,” Deb said. “We would like them “We know one of the biggest issues we to have outside experience before coming have to address is the fourth generation.” into the company long-term.”

Gustave A. Larson Co. has a board In recent years, a lot of paperwork

2016 E D I T I O N

❱

has been drawn up for Gene’s estate planning. An agreement was reached that Deb and Chris would receive majority ownership of the business, since they have been running and growing the company. Other family members will get larger shares of Gene’s estate. Deb and Chris’ sisters will get non-voting shares of stock in the company. “(Succession planning) is a challenge,” Deb said. “It’s not easy talking about the demise of my father.”

O&H Danish Bakery also needs to complete its succession plan. “(Succession is) on our agenda to discuss,” said Eric Olesen, 55. “I don’t have a roadmap yet. I’m still in the process of developing it. Within the next 12 months, things will be much clearer. I enjoy what I do. The business is in a good place. We’ve got good leadership here. In the next five to 10 years, I’ll be ready for retirement.”

Working side-by-side with family members offers challenging relationship dynamics but also great rewards, the family business leaders say.

cover story

“I feel we’re very, very blessed,” Deb said. “I feel (Chris and I) are able to work well together. It’s not that we agree with everything by any stretch of the imagination, but we have a very close relationship. I think we complement each other well, with him on the sales and marketing side and me on operations. (Working in the family business) has totally changed my life. The ability to work with family, the people you love, and be successful is phenomenal.”

“It absolutely can be challenging,” Eric said. “It’s always good to repeat that our business is very important, but also our family is very important. It is very difficult to keep them separate. The best way to do it is to know you have a business and to respect what that gives you and can give you, and to respect each other. We are all contributors to the business and to the family.

“The single most important thing to achieve success in a business and in a family is trust. That word really resonates in my mind. I want to be worthy of trust. I try to be mindful of everything I say and do to be worthy of trust.” n

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family business

Bequeathing the empire to a successor Passing business on to a child can be challenging

BY BEN STANLEY, staff writer

I

n 814, Charlemagne, king of the Franks and the man many scholars consider the first emperor of the Holy Roman Empire, died. He passed on his titles to his only living son, Louis.

It was a smooth transition, aided by the fact that Louis was his only heir. It was also one Louis was unable to replicate with his own sons, Lothair, Pepin and Louis II. During the 830s, the empire was torn apart as Louis’ sons engaged in a civil war for future control of the empire.

Eventually, the empire was split into three pieces led by each of the sons. As they died, their three territories were split into even smaller pieces among their heirs. This messy transition broke a powerful empire into a complex association

of weaker kingdoms that squabbled over competing claims. The tensions set back growth for more than 100 years.

In modern times, family businesses operate on a far smaller scale, but their leadership successions can be just as debilitating and destabilizing if not executed properly.

“We really don’t look upon inheritance and passing things along like we used to, but there are vestiges of it that still exist,” said David Borst, executive director and chief operating officer of the Family Business Legacy Institute. “I think Borst there’s a natural inclination some people have to pass it along

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first to a male, and second to the oldest.

So oftentimes, sadly enough, those who lose in these scenarios are the daughters, even if they’re the oldest child. Oftentimes the men are the ones who are entrusted with the organization, and that’s not fair.

It isn’t right and it isn’t fair.”

Sitting around a table at the Wisconsin Club’s Country Club on Good Hope Road in May, Borst and fellow family business expert Jim Baka offered their insights into what does and does not work for transfers of power in family businesses.

Baka teaches a Baka family business studies program for undergraduates at Concordia University. He’s also an adjunct professor at Mount Mary University, where he teaches global business policy and strategy for the MBA program. He has decades of experience working with family businesses in transition, and in two instances, served as an interim leader for local companies while the children of company owners aged and matured into their inherited roles.

Borst is the former dean of the School of Business at Concordia. He founded the Family Business Legacy Institute with Baka and two other partners, Lenny Khayat and Andy Locke, in 2015 and has worked with family businesses to establish succession plains and aid them in the process.

Baka and Borst said many families they work with do not have much conflict and transitions flow relatively smoothly.

But certain red flags, such as sibling rivalries, disinterested children or parents who are unwilling to relinquish control of the business, can cause major problems down the road.

“The reality is, not every child is equally gifted and capable of taking over the family organization,” Borst said. “We have had some families that really struggle with that – ‘One child is capable, and the other really is not. What do I do?’”

Baka said getting a succession plan in place early is essential, as is estate plan-

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ning – figuring out who will inherit what in case the current owner and leader of the family business dies.

He also recommended allowing children of a certain age, say 18, to participate in certain meetings or discussions related to the business to get them up to speed and familiar with the company. He said this is beneficial for a few reasons.

First, it allows business owners to gauge their child’s interest in getting involved; second, it could give a parent an idea of how his or her child’s talents could be applied to the organization; and third, it gives the child a chance to become familiar with how the business operates and decide for himself or herself if it’s a good fit.

Ryan Domino, 30, Wisconsin sales and process product manager for Anderson Process in Brookfield, said getting involved early has been particularly helpful to him.

He has been involved with Anderson Process, his father’s company, in some way since he was 13. The family has already begun planning for the day he will take over.

Domino was working in sales for the company in his early 20s while getting his master’s degree in industrial distribution from Texas A&M University. By that time, he said he already knew running the family business was what he wanted to do with his life.

“It’s built in you,” Domino said.

“Either you want to or you don’t … I have probably had a head start compared to a lot of people I know who are in a similar situation.”

He said every family is different and what works best for succession depends on the dynamic and the business – there are pros and cons to getting involved right out of college, and there are pros and cons to getting experience in an outside business he said.

If you start right away, “you can build those relationships (with clients and employees) and build that trust through the years, as opposed to just walking in to the family business,” Domino said. “But if you start right away, a lot of people don’t have the opportunity to learn about what

happens everywhere else.”

The key for succession planning in his family has been communication – bringing him in to see aspects of the business a person in his position normally wouldn’t focus on, such as human resources-, finance- and insurance-related issues. And

fun topics, but they’ve got to be talked about. Otherwise, you’re going to leave a lot of people and a lot of your employees scrambling.”

But even if a child has been thoroughly groomed to take over the family business when the time comes – they’ve been

are unwilling to relinquish their position of power, which can undermine the nextgeneration leader’s credibility.

“Oftentimes, the clients that an organization works with or serves, they look to the patriarch as the individual who has the knowledge base and they don’t go to ju-

“A lot of the topics that come up are not fun topics, but they’ve got to be talked about. Otherwise, you’re going to leave a lot of people and a lot of your employees scrambling.”

also, having tough conversations about estate planning.

“That’s the sad thing about it and the hard thing about it,” Domino said.

“A lot of the topics that come up are not

properly educated, received some outside experience and are interested in carrying on the legacy – there are still problems that can exist. One that both Borst and Baka have run into involves parents who

— Ryan Domino

nior, especially one that’s only been there a few years, as having that same chutzpah or knowledge,” Borst said. “As a result of that, the child suffers from a credibility gap that is very difficult to make up. And

as long as the father is in the business, they’re not going to make it up.”

Baka and Borst said whether or not this particular problem can be overcome often comes down to how the parentchild relationship has matured over time, especially since stepping down from the helm of the business can be an emotionally troubling time for parents.

“The mentality, of, ‘Gosh, when do I give up? If I give up controlling the business do I give up controlling the family?’

That’s a big issue,” Baka said.

Borst agreed.

“I think it really speaks of a person’s mortality,” Borst said. “At the end of the day, none of us really want to face the fact that we’re not going to be here forever. And for an individual to wake up and say ‘Yeah, you know what, I’m ready to walk away from that which I built,’ it’s a huge ego blow.”

But if a son or daughter is looked upon not as a child, but as an equal in the family business, “then it’s a whole different ball game,” Borst said. n

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special report

veterans intheworkplace

Wisconsin’s veterans take their skills beyond the battlefield

Perseverance, determination among traits transferred from military service

BY ARTHUR THOMAS, staff writer

H

aving served himself, Christopher Yeh knows the veterans he considers hiring have experienced structure, know how to follow the chain of command and are capable of leadership.

“Sometimes, you need to have those employees or veterans in your working environment that are going to help push the others,” said Yeh, safety and compliance manager at Oak Creek-based Aim Transfer & Storage.

But veteran skillsets go beyond just being reliable and dependable. In Yeh’s case, the attention to detail and appreciation for standard operating procedures learned during 13 years in the U.S. Army, including two tours of duty in Iraq, translates perfectly to handling OSHA regulations.

“Where a lot of people fail, at least in my area of the industry, is they don’t interpret the regulations in the right way,” he said.

Yeh is one of several veterans BizTimes spoke to about transferring skills they learned in the military to the civilian workforce. For some, their military skills transfer directly to what they work on every day. For others, it is more about the intangibles.

There are

413,723

veterans living in Wisconsin,

roughly

7.2

out of every

4

employed veterans works

percent of the

300,000

served during wartime.

26

1

Roughly

Jeremy Kattner working at American Defense Mfg in New Berlin.

State situation Wisconsin’s veterans have done well in the job market in recent years. The veteran unemployment rate was 8.9 percent in 2011, 1.4 percentage points higher than the non-veteran rate at the time. The veteran unemployment rate didn’t fall below the non-veteran rate until 2014, and was at 3.6 percent in 2015, compared with 4.4 percent for non-veterans.

It isn’t all good news, however. The state’s 2015 unemployment rate for post-

Around

65%

of all

veterans work in the private sector.

for the government.

state population. Of them, more

than

Mark Carlson, Laughlin Constable executive vice president for planning, graduated from the U.S. Naval Academy in 1983.

He flew S-3 Viking anti-submarine jets off the aircraft carrier Carlson USS Ranger, served on Colin Powell’s staff at the Pentagon from 1989 to 1992 and eventually retired with the rank of lieutenant commander.

He said it is natural for him to look at things with a big picture focus. Every mission he flew came with an objective and he would rely on his training and experience to accomplish it. In the business world, Carlson said it is easy for people to get caught up in day-to-day activities and lose sight of the big picture objective.

“They tend to lose the focus on what we are really trying to accomplish,” he said.

Carlson added that being on and flying off aircraft carriers is a stressful experience that teaches the importance of being calm, smart and thoughtful under pressure, while also relying on instincts.

“I think there’s a lot of that application in business as well,” he said.

Veterans are both more likely to be Veterans are more than

twice

as likely as

non-veterans to work in the public sector.

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employed and more likely to earn a

salary at or above

400%

of the poverty line than non-veterans.

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Daniel Skinkis cleans his rifle while serving in Iraq.

9/11 veterans was 5.6 percent, according to a report by the Democratic staff of Congress’ Joint Economic Committee.

Matching veterans with the right employers has proven important over the past several years, said John Scocos, secretary of the Wisconsin Department of Veterans Affairs. That means targeting specific veterans for specific occupations instead of taking a general approach. The department has received a grant from the National Governors Association to focus on transitioning mechanics, military police and nurses to similar civilian careers.

The department also works with veterans on interview skills and translating their military occupational specialties to civilian work. At employer fairs, the department works with human resources staff to discuss the skills veterans have and how to handle disabled veterans or those with post-traumatic stress disorder.

“Employers are so critical,” Scocos said, adding that many want to hire veterans and the challenge is connecting them with the right candidates.

Applying skills to the civilian world Jeremy Kattner, technical support and sales representative at American Defense MFG LLC in New Berlin, specialized in

SPONSORED REPORT | DONATED BY BIZTIMES MEDIA

FISHER HOUSE WISCONSIN, INC.

5000 W National Avenue, Milwaukee, WI 53295 414-241-2400 | www.fisherhousewi.org TOTAL EMPLOYEES: 1 FACEBOOK: Fisher House Wisconsin TWITTER: @Fisherhousewi REVENUE: $600,000 YEAR ESTABLISHED: 2011

FUNDRAISING: EVENTS/OPPORTUNITIES:

EXECUTIVE LEADERSHIP:

Andrew Roberts, President Jorge Hidalgo, Vice-President MISSION STATEMENT:

Fisher House Wisconsin provides a “home away from home” for military and veteran families.

We offer free lodging in a healing environment, at the Fisher House, to families who travel to be close to a loved one during hospitalization for an illness, diseases or injury at the Clement J. Zablocki VA Medical Center in Milwaukee.

SERVICE AREA:

Veterans travel from 26 states, including throughout the state of Wisconsin to receive care at the Milwaukee VA Medical Center. Fisher House Wisconsin offers free lodging to families traveling more than 50 miles from the Milwaukee VA Medical Center.

Fisher House Wisconsin supports a variety of fundraisers that provide local opportunities for individuals and corporations alike to get involved. Events are largely hosted by supporting 3rd party organizations and include motorcycle rides, poker runs, golf outings, walks/runs, car shows, casino night, and local restaurants donating a percentage of sales. Learn more about the array of 3rd party events on the Fisher House Wisconsin website or Facebook page.

Fisher House Wisconsin will be hosting our 4th Annual Golf Outing August 22nd, 2016.

GOALS:

The Fisher House program recognizes the special sacrifices of our men and women in uniform and would like to provide the comforts of home in a supportive environment, so that the family can focus on healing. Now that the VA Milwaukee Fisher House has completed construction, our focus turns to an operational mission – to support the needs of the veteran families staying at the Milwaukee VA Fisher House for many years to come.

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VOLUNTEER OPPORTUNITIES:

Fisher House Wisconsin has a need for ‘event volunteers’ and ‘house volunteers’.

Event volunteers can sign-up to be notified of upcoming events requiring volunteers by emailing: achristianson@fisherhousewi.org.

House volunteers are asked to complete the VA Voluntary Services requirements and can be reached at 414-384-2000 x41803.

GIVING OPPORTUNITIES:

We are so thankful for your donations. Donations can be made online using this link: www. fisherhousewi.org/donatehelp/donate-now/ Monetary donations can also be sent to: Fisher House Wisconsin 5000 W National Avenue Milwaukee, WI 53295

Fisher House has also created a “wish list” for the home that is periodically updated on Amazon.

Use this link to view items requested for the Milwaukee VA Fisher House: http://smile.amazon.com/registry/giftlist/ 25FCCAZ7BFE9H

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

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veterans in the workplace small arms repair when he served in the Army from 2006 to 2012.

“It translates over perfectly to what I do now,” he said of working at the firearms and mounts maker.

Kattner spends time handling tech support, assembling rifles and generally troubleshooting. He’s also able to lend his background and expertise to the design and engineering team to make products more ergonomic and user-friendly.

Like Kattner, Sheboygan resident Ben DeVore specialized in small arms repair.

When he joined the National Guard, he was already planning to someday open his own business focused on gun repair and restoration. He made the business, American Gun Resurrection, a reality at the end of 2015. He’s running it out of his house for now, but would eventually like to build it into a one-stop shop for shooting sports.

“I’d like to be able to create jobs,” DeVore said.

While he works toward that goal, DeVore is also putting his military training

to work at Pace Industries in Grafton. He was hired for welding but now handles maintenance on third shift.

“The machines I work on I had never even seen a day in my life,” DeVore said of working at the die casting company. But he said he gained confidence in the military.

“Even to this day, there are sometimes problems that arise that I haven’t encountered before,” he said. The expectation in the military is for the task to be completed, so he keeps trying until he finds a solution.

Yeh agreed, adding there’s always a solution, but sometimes those who haven’t served are willing to accept that something has always been done a certain way.

“You’ve got to have positive movement forward,” Yeh said, and change takes time.

Daniel Skinkis is one of those veterans whose skills didn’t directly transfer from the military to the civilian workforce.

The Associated Bank portfolio manager worked in aviation logistics during his time in the Marine Corps. He spent time stationed in Arizona and San Diego, along with tours in Iraq and Afghanistan.

Veteran unemployment rates in Wisconsin Year

Wisconsin veteran unemployment rate

Wisconsin non-veteran unemployment rate

2011 8.9

7.5

2012 8.4

6.8

2013 7.6

6.5

2014 4.1

5.4

2015 3.6

4.4

SOURCE: U.S BUREAU OF LABOR STATISTICS

When he left the Marines, Skinkis enrolled at the University of Wisconsin-Oshkosh for business. He eventually found his way to a corporate training program at Associated.

While he acknowledged tracking shipments of large helicopter parts doesn’t have a lot in common with finance, Skinkis said veterans generally have the traits of discipline, confidence, hard work and determination.

“We have those skills; we’re willing to do what it takes to get the job done,”

Skinkis said.

He recalled a superior in the Marines telling him it is important to make a manager’s life easier. At Associated, he’s had superiors express a desire to hire more veterans for their background.

Skinkis said more veterans need to realize they have a lot to offer, even if their specialty doesn’t explicitly transfer to the civilian workforce.

“Just make sure you use them and that you learn to speak to them correctly,” he said. n

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SPONSORED REPORT | VETERANS NONPROFIT PROFILE

MILWAUKEE HOMELESS VETERANS INITIATIVE

6317 W. Greenfield Ave., West Allis, WI 53214 (414) 257-4111 | www.mkehomelessvets.org TOTAL EMPLOYEES: 7 FACEBOOK: Milwaukee Homeless Veterans Initiative TWITTER: @mkehomelessvets YEAR ESTABLISHED: 2008 EXECUTIVE LEADERSHIP:

Kirsten Sobieski, Executive Director Dan Driscoll, Board President

FUNDRAISING - EVENTS/OPPORTUNITIES:

MISSION STATEMENT:

To meet the needs of all homeless and at-risk men and women who served in the military in any capacity and their families, through a collaborative network of service providers.

To help all veterans reach and maintain their highest levels of independence.

SERVICE AREA:

in southeastern Wisconsin in a variety of ways.

We have helped more than 1,300 of them move into housing, furnishing everything they need to live independently, supplying donated goods valued at more than $1-million.

There are 200 to 300 homeless veterans in Milwaukee on any given night. Up to 1,200 will be homeless at some time during the year.

Another 5,500 veterans are considered at-risk of becoming homeless. Since 2008, Milwaukee Homeless Veterans Initiative (MHVI) has assisted more than 2,600 veterans and their families

“Milwaukee Chefs for Homeless Vets: Waffle House Re-Imagined” took place on May 23rd from 6:30 p.m. - 10:00 p.m. at Merriment Social, 240 E. Pittsburgh Ave., Milwaukee.

Eleven top Milwaukee chefs hosted a benefit dinner with original gourmet dishes inspired by the popular Waffle House’s menu to raise funds for the Milwaukee Homeless Veterans Initiative.

Two of the event’s chefs are vets, some of the kitchen staff are recent vets and other chefs are in military families. The chefs and staff raised around $20,000 for homeless vets, inspired recent vets to get back on their feet and made more people aware of the Milwaukee Homeless Veterans Initiative (MHVI) and encouraged greater community involvement. The chefs are already planning a similar event in January 2017.

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GOALS:

Based on what we have learned about gaps in the veteran safety net, MHVI has launched a new program, the Wisconsin Veterans Network, or VetsNet, that will greatly expand the number of veterans we can serve and the services we can offer. It is a collaborative effort in partnership with state and local government agencies, veterans organizations like the American Legion and VFW, and non-profit groups including La Causa, Catholic Charities and Outreach Community Health Centers to offer one-stop service to veterans and military families, in a holistic approach.

VOLUNTEER OPPORTUNITIES:

Organizing corporate drives. Club, church, workplace or individual collections of our most needed items. Helping out at special events and parades.

GIVING OPPORTUNITIES:

Donations of furniture, household goods, and other items on our frequently requested items list. Financial contributions.

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veterans in the workplace

Boots to Business: Reboot offers veteran entrepreneurship training SBA teams up with local organizations on two-day course

B

renda Hansknecht, 55, spent 18 years moving around the country and raising her three boys while her husband served as an electronics tech chief in the U.S. Navy.

“I actually feel like I was a part of it because I was a spouse,” she said. “You’re giving up so much; you’re making so many sacrifices.”

Hansknecht wishes she knew when her husband, Eric, exited the military in 2006 that the government offers business training, called Boots to Business, for military members re-entering civilian life. Fortunately, she caught up with the later version of the program, Boots to Business: Reboot, when it was first held in Milwaukee in January.

Boots to Business: Reboot teaches the fundamentals of business ownership to military veterans and their dependents after their service has been completed— sometimes decades later. The program, which is free to veterans, service members and their spouses, was established by the U.S. Small Business Administration in July 2014 in 12 pilot cities, and in November 2015 was expanded to include

cause our veteran community has already made that transition,” said Apple, who herself served as a Navy officer from 1984 to 1994. “There were quite a few folks who attended who were in a timeline where they had been out for quite a while.”

The SBA Wisconsin District Office plans to hold the course again at WWBIC in Milwaukee June 24 and 25, Apple said.

The idea is that military veterans have the right combination of skills, character and discipline to succeed as entrepreneurs or small business owners, and the Reboot program can provide the additional information and resources to help them succeed. During Reboot, participants evaluate business concepts, recognize opportunities, learn financial and legal concepts, build market research, develop a business plan and meet mentors.

“It’s specifically for veterans looking at the skills that they have really received and comparable training they have received serving in the Armed Forces and how that can be leveraged, transferred if you will, into being an entrepreneur,” said Wendy Baumann, president of WWBIC. Participants in Reboot first take the

Joyce Goulet, SCORE Wisconsin’s state director, introduces Boots to Business: Reboot. The program was held at WWBIC’s offices in January.

ability and long-term care insurance to clients in both Illinois and Wisconsin.

She found out about the Reboot program through SCORE. The Reboot program, Hansknecht said, reminded her of some solid business tips and concepts, such as the fact that an entrepreneur’s work is not necessarily 9-to-5, but continues until something

“There’s not a real active duty presence here, so Reboot works better for us because our veteran community has already made that transition.”

—Shirah Apple

Wisconsin. Milwaukee hosted its first course Jan. 26 and 27 in cooperation with the Milwaukee chapter of SCORE and the Wisconsin Women’s Business Initiative Corp., in which about 30 people participated, said Shirah Apple, public information officer for the SBA’s Wisconsin District Office.

“There’s not a real active duty presence here, so Reboot works better for us be30

two-day Introduction to Entrepreneurship course and then have the option to take an eight-week Foundations of Entrepreneurship course offered online by Syracuse University.

Since Hansknecht started an insurance agency out of her Waukegan, Ill., home about a year ago, the training came at a good time. Her company, LifeKonnecht Insurance, offers life, health, disB i zT i m e s M i l w a u k e e

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BY MOLLY DILL, staff writer

significant is accomplished that day. The program also reiterated the importance of having a good credit score, and she said she plans to pass that information along to her son who is considering joining the military.

At Reboot, Hansknecht also connected with a representative who helped her get set up to make bids for government contracts.

David Kocol, a digital media producer

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and sole proprietor of David Kocol LLC, also attended the January Reboot program in Milwaukee.

Koncol served four years of active duty and two years of inactive reserve in the U.S. Air Force ending in 1987.

After he left the service, Kocol worked at Xerox Corp. for 27 years before taking a voluntary reduction in force package in January 2013.

That’s when he decided to start his business, which offers services including videography and media coaching from offices in Milwaukee and Glendale.

“I had worked for a lot of people and I did not like the way the corporate culture was or the climate,” Kocol said. “I’ve always had somewhat of an entrepreneurial streak and this was something I wanted to do.”

Through the Reboot program, Kocol was able to refine his business plan and improve upon his planning skills.

“I had a very loose (business plan) and I tightened it up and it helped me to consolidate my thinking in a number of ways and also helped me to let go of some things that seemed like a good idea but really weren’t part of my core business aims,” he said. “There was a lot of stuff that I knew but it was very nice because it filled in some gaps in my learning.” n

veterans in the workplace

Veterans face challenges in obtaining startup financing

Community groups work to share information about resources

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atthew Carroll has always been infatuated with cars. He also has a mechanical aptitude and dreamed of owning his own business one day.

So when the opportunity came along in 2009 to purchase the ground transportation company for which he worked, Milwaukee-based Limousines Inc., he jumped at the chance.

But there was one snag. Carroll, now 34, was not able to secure traditional financing from a bank.

Before starting at Limousines Inc., Carroll had served as a U.S. Navy aircraft maintenance engineer from 2000 to 2005 and then attended the University of

Wisconsin-Milwaukee full-time. While he had experience maintaining and repairing F-14 Tomcats and Delta series fighters, and had managed 38 plane captains in flight operations, he was hitting a wall when it came to his civilian career.

“Even with what I thought was a good business plan, when I went to go present it to a bank, it was a very frustrating experience and a very humbling experience,” Carroll said. “No bank even attempted to work with me on that. It was just straight out ‘No’ and that was the end of it.”

Carroll’s situation is not uncommon among military veterans, according to Saul Newton, executive director of the Wiscon-

sin Veterans Chamber of Commerce.

The Milwaukee-based Wisconsin Veterans Chamber was formed in August 2015 to advocate for and increase the number of veteran-owned and veteranfriendly businesses across the state.

Veterans face some inherent disadvantages when it comes to starting a business, particularly in obtaining capital, Newton said. Often, a veteran hasn’t had the opportunity to establish a credit history.

“They don’t have the personal financial network or the financial history because of their military service,” he said.

Military service members are often moved around the country or deployed

BY MOLLY DILL, staff writer

for up to eight months at a time, during which they are fed and housed by the government and are not spending time establishing a credit score or building a banking relationship, Newton said.

Veterans are frequently doing things like paying rent and buying groceries for the first time after they leave the military, and they may not have financial management down yet, said Mike Moran, a corporate and institutional banker at PNC Bank in Milwaukee. The bank offers free personal finance classes that cover everything from how to balance a checkbook to more sophisticated financial concepts, he said.

Picture Above Left to Right: Terry Kozuh, Army SPC. 5 Crew Chief Gunner Armed Helicopter Jim Scherer, Army Infantryman, Airforce Sr. Airman Jeffrey A. Holicek, Army Sgt. 82nd Airbourne Don Jaeger, Army 1st Division Big Red 1 Support Command SPC. 5

HAPPY MEMORIAL DAY! We proudly support our Veterans and are thrilled to sponsor the Milwaukee Bucks’ Hardwood Hero Honors Program. We are also a Seven Seals Award Winner.

waukeshametal.com | 262.820.9000 | N53 W24635 S Corporate Circle, PO Box 328, Sussex, WI 53089 w w w.biztimes.com

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Veteran Matthew Carroll had trouble obtaining financing to purchase his business, now called Accutrans Inc.

Like many banks, PNC offers federal SBA 7(a) loans to small businesses. The SBA waives the fees on 7(a) loans of up to $150,000 for every small business owner, and gives a 50 percent fee reduction for veterans on loans after the first $150,000, up to $5 million.

Moran, a veteran himself, advised veterans who would like to become entrepreneurs to work on improving their credit score and discuss budgeting with a personal banker before starting a new business venture.

“Get to know your bankers well in ad-

vance of when you will need the money,” Moran said. “There’s quite a bit of independence among veterans and so there’s not necessarily a motivation to seek out help with things.”

The Wisconsin Veterans Chamber has been working with banks, including PNC and Wauwatosa-based WaterStone Bank, to develop resources that are available specifically to veterans, since they are a disadvantaged group, Newton said.

Carroll was able to purchase Limousines Inc. after all, using loans from family and friends, back in 2009. Since then, he

has purchased three other complementary companies to form Accutrans Inc., which has 30 employees and a fleet of executive sedans, limousines, SUVs, vans and buses.

When he purchased Limousines Inc., the business had about 13 employees.

“The military gave me the skills to show I can actually do whatever I want,” he said.

In 2013, his small business attorney referred Carroll to the Wisconsin Wom-

Of all veterans who work in the

private sector,

work in management or

Easter Seals Southeast Wisconsin

professional positions. For female veterans, the percentage

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

36%

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49.5% 35%.

– and for men, it’s slightly lower –

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en’s Business Initiative Corp., which offers entrepreneurship training and financing to underserved groups such as women, minorities and lower wealth individuals.

WWBIC coached Carroll on refining his business plan.

“Whereas a bank would just say, ‘No, this doesn’t work,’ WWBIC would tell you why it doesn’t work,” he said.

As a result, Carroll has now obtained a $49,500 small business loan from WWBIC to replace two aging sedans from his fleet. And he’s also opened a $50,000 line of credit with the nonprofit to assist with cash flow.

“We’re doing real well with the business, but floating the receivables was becoming a tad burdensome,” he said.

That makes sense, since Accutrans has been growing quickly. Year-to-date for 2016, revenue is up 92 percent from the same period last year, Carroll said.

Between five and seven percent of WWBIC’s clients are veterans, said Wendy Baumann, president of WWBIC. “If the business is startup, it’s going to be harder to finance,” she said. “By virtue of them being a veteran, that is not anything we would see as a negative or as a disadvantage.”

The organization offers personal financial counseling to prepare an entrepreneur for the business finances.

“We have financial counselors on staff to make sure there’s an understanding if there’s a low credit score, to improve that credit score. And if there’s some need for budgeting, to help with that,” Baumann said. n

There is no statistical difference between the proportion of male veterans who become self-employed after ending their military careers and their non-veteran counterparts (both cohorts account for about

11.5 percent of their respective

populations). Female veterans, however, are less likely than female nonveterans to become self-employed. Only

4.5 percent

are self-employed, compared to

7.4 percent of female nonveterans.

veterans in the workplace

Milwaukee veterans in the workplace Andrew Roberts Executive program manager, GE Healthcare Branch: U.S. Air Force Reserve Rank: Lieutenant colonel Years served: 1993 - present Describe your responsibilities and experiences: “I started my career as an aircraft maintenance officer supporting global taskings/ missions, then spent several years in a development system office fielding fighter engines for F-15s and F-16s, then transitioned to acquisitions supporting a variety of platforms from black ops to life support systems and am currently in an HQ Air Force unit working on implementing repair network integration across the Air Force maintenance network.”

Bob Simi Executive director, Milwaukee Regional Medical Center Military branch: U.S. Marine Corps Rank: Lieutenant colonel Years served: 1984 - 2003

How has your military service influenced how you approach your career today?

“The military was/is a phenomenal proving ground that helped hone my leadership skills and allow me to become comfortable operating in high-stress environments with tough missions and defined resources. That background has allowed me to take on ambiguous and/or challenging roles that I probably wouldn’t have without the confidence I gained in my military experience. It sounds cliché, but it truly gave me the tools to understand that the battle is won before it’s fought and plans do not typically survive the first encounter; that teamwork, preparation and flexibility are key to overcoming obstacles and achieving results; and that leaders and individuals can’t do it alone.”

Describe your military experience: “After four years of the U.S. Naval Academy, I took a commission in the Marine Corps as an engineer officer. I ——Ben Stanley had two deployments to the Mediterranean during the first Gulf War. After my eight years on active duty, I continued with an additional seven years in highlevel leadership and command posiJohn Sibson tions in the reserves.”

Vice president of corporate development, How has your military service Johnson Controls Inc. influenced how you approach your Branch: U.S. Navy career today?

(Commissioned through an “During my military career, the ofNROTC Scholarship to Duke) ficers whom I had the most respect for Rank: Lieutenant demonstrated the concept of servant Years served: leadership, where the commanding of1984 - 1989 on active duty; 1989 – 1990 in the reserves ficer took an almost subservient role to his subordinates. This is contrary to Describe your responsibilities and experiences: most people’s perception of military “(My) first job was the main propulsion assistant (No. 2 leadership, which is historically perengineer) on a Spruance-class destroyer out of Charleston, ceived more as a top-down, command S.C. At age 22, I had nearly 50 gas turbine specialists reportand control approach. The concept of ing to me to take care of the ship’s four large propulsion gas servant leadership is vital in my curturbines and three smaller power generation gas turbines. rent role working for five health care The ship (USS Moosbrugger DD-980) had a special anti-subCEOs and the county executive in marine warfare system and I spent nearly three years aboard manifesting their vision for the future chasing Russian submarines all over the North Atlantic and of the MRMC campus.”

Mediterranean Sea. I became the ship’s navigator for the last ——Corrinne Hess w w w.biztimes.com

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year aboard. I was then transferred to the Surface Warfare Officers School Command’s gas turbine school in Newport, R.I., where I served as an instructor for various levels of Naval officer (O-1 thru O-6) training programs before leaving the U.S. Navy to attend business school.”

How has your service influenced how you approach your career today?

“I’ve always been blown away by the quality of our all-volunteer force in all branches of the service. The responsibility and confidence we put in very young men and women right out of high school is truly incredible. That experience helped me realize the importance of developing and trusting your people.

I became much more at ease with delegating, but also learned the importance of individual recognition and acknowledging the efforts of those who were really doing the ‘heavy lifting.’

Everyone on the system was a vital cog in completing our mission no matter what grade or level. Organizations really are ‘all about the people.’ Convey confidence in them, set high expectations, hold them accountable and recognize their successes and the organization will drive success.”

——Ben Stanley

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Dirk Debbink

Curtiss S. Peck

Chairman and CEO, MSI General Corp.

Executive director, Fisher House Wisconsin Founder and president, ASI Consulting Group LLC

Branch: U.S. Navy Rank: Vice admiral Years served: 1977 - 2012

Branch: U.S. Air Force Rank: Technical sergeant Years served: 1966 - 70 active; 1970 - 80 Air National Guard

Describe your responsibilities and experiences: “(I was a) surface Navy sailor throughout my career. (My) initial assignment (was) to a frigate as main propulsion assistant and then navigator; ( I) served on Navy staffs at all levels, culminating in service at the Pentagon on the staff of the chief of Naval operations as the chief of Navy Reserve, representing 64,000 Navy Reserve sailors.”

Describe your military experiences: “I served as security police. I put in for service in Vietnam, but was sent to the Azores Islands, located about 500 miles off the coast of Portugal, where I spent 18 months.

After my service, I again put in for service in Vietnam, but was sent to Bitburg, Germany for 25 months.

“At the time, I was very angry I was not sent to Vietnam; I felt it was my duty to go there to serve my country. But in retrospect, I feel fortunate I did not go.”

How has your service influenced how you approach your career today?

“Military service provides lifelong opportunities to exercise leadership in complex and difficult assignments, and the lessons learned apply to business and personal life as well. There is no better place to learn a true ‘sense of service’ to others than by serving in the U.S. Military.”

How has your military service influenced how you approach your career today?

“The military teaches you discipline, leadership and organizational skills. It teaches you to be clear in your mission and to execute it. And it also allows you to be able to analyze how the mission went when it is over so you can do it better the next time. Teamwork is also key, and not something that is seen a lot in civilian occupations. In the military, you look to your right, you look to your left and those are the people you are depending on for your life.”

——Ben Stanley

——Corrinne Hess

Russell Staerkel President and chief executive officer, Wisconsin Center District

2.

Branch: U.S. Air Force Rank: Technical sergeant and captain Years served: August 1973 - June 1995 Describe your military experience: “I was responsible for safety and security for five separate Air Force bases and assigned national assets. During my military career, I served as the executive officer and chief of staff for two Air Force major generals. I was also responsible for all space launch operations from the eastern united space launch facilities located at Cape Canaveral and the Kennedy Space Center in Florida. I also served as a command-level Air Force security police officer and police chief with experience in personal and budget management for five separate military police departments. »» “Managed acquisition of a $48 million security alarm system which included over 2,300 alarm points, 150 closed circuit cameras and the first-time use of biometric (retina scan) to secure a Department of Defense military satellite tracking facility. »» “Facilitated the management of two major federal security contracts involving space launch security compliance and operations. »» “Created the $500,000 Range Technical Services Security Contract for the military presence for the islands of Antigua and Ascension. »» “Secured United States national defense assets both in the United States and foreign countries. »» “Served in Desert Storm.”

How has your military service influenced how you approach your career today?

1. “I believe a big takeaway from the military to my current role is leading by example: I try to instill this concept in all my senior leaders. For example: If the workday begins 34

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3.

4.

5.

6.

at 8 a.m. (and) you expect your staff to be at their work site at 8 a.m., then you should be at your work site by 7:30 a.m.”

“During my military career both as an enlisted and an officer, I was taught that leadership is all about people and getting the most out of them. Leadership is about conveying a sense of purpose and creating conditions of trust. I also believe and carry forward to my current position that I must know how to reward those who succeed and know when to retrain, move or fire ineffective staff. I have always stated that you manage money and time and lead and mentor employees.

“I try to instill in my senior people to always look outside the box. Everyone has heard the slogan ‘If it isn’t broken, don’t fix it.’ This is a slogan of a complacent or scared manager. I try to instill on our senior management team that this sort of thought process will not allow us to find and keep people who proactively take steps to solve problems – it instills complacency and that just will not work in today’s work environment.

“Communication is the key to a successful company. I ask my staff to always give their opinions, thoughts and ideas, regardless of how strange they may think it is.

I have attempted to instruct my managers at all levels that when their team members stop coming to them with issues, concerns and the occasional problem, then they have lost their employees’ confidence or the employee thinks you don’t care.

You have to keep the lines of communication open by keeping yourself accessible and available.

“I also believe that when something positive happens, it is the team that made it happen and when things don’t exactly go as planned, then it is my sole responsibility. Being at the top is lonely and the responsibility for the outcome of our organization is great.”

“Last but not least is integrity. I try to stand up for what is right and I protect the employees that are working for our organization. I use this term quite often, especially when I am addressing our new employees during their initial orientation: Integrity is defined in many ways; However, I would like to define it as ‘Doing what is right, even when no one is looking.’”

——Corrinne Hess

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strategies Personality shift

The challenges of updating a company’s culture

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ost companies are hard at work trying to reinvent themselves.

They realize the old culture that made them successful must evolve if they are to compete for customers and employees.

But changing a company culture is as difficult as trying to change your own personality...it’s easy to modify it for a short time, but long-term change takes some hard work and commitment.

Companies (like people) without a compelling reason to change will give up when times get tough. They will seek the quick, easy fixes instead of going for deeper, more meaningful change. But

companies that are willing to make the investment to work on the inner core of the business will achieve the breakthroughs.

Most companies want to boost employee commitment and improve quality and service. Inevitably, they start a “program” which involves employees in making improvements and saving the company money. The purpose is to create an environment in which the employees will take more ownership. Of course, the leadership hopes they will solve persistent problems and the company will benefit as a result.

Often, employees are suspicious of “just another program” that looks like an

attempt to make them work harder. They ask the questions, “Why are we doing this?”

“Where are we going?” and “What’s in it for me?” Companies willing to tackle these questions will be more successful in their transformation than those that are not.

Although most employees are thrilled to be a part of any effort that will enable them to feel more empowered to do quality work, sooner or later they will bump up against the traditional structures and systems that were designed for the old culture. For example, a parent/child style discipline system will continue to aggravate relationships between management

REAL ESTATE................................ from page 13

ly located it will cost a new homebuyer at least $350,000, which is about 12 percent more than buying an existing home.

After experiencing a slow fall and winter, Belman said the spring rush has begun, which he attributes to people being frustrated with low inventory and being comfortable enough with the economy to build again, despite the higher cost.

“It is expensive, but at the same time, it’s a great opportunity to get a more energy efficient home that you won’t have replacement costs with,” Belman said. “It’s hard to buy a house and then have to remodel two to three years down the road.”

A good part of Belman’s business this year has been condominiums. The company has been building side-by-side units off Highway 18 in Waukesha, which Belman said has been appealing to baby boomers who had been putting off selling their homes until the economy rebounded.

Bielinski Homes also has had success with condo projects. The Pewaukee company is currently working on a 10-building complex with side-by-side units in Waukesha called Stillwater Villas at River’s Crossing.

The company also is working on a subdivision in Dousman and adding new phases to existing developments in Mukwonago and Germantown.

“We’re definitely more comfortable than we were, but it’s not where we used to be before the economic downturn,” said Paul Bielinski, chief operating officer of Bielinski Homes.

There were just more than 3,000 area housing starts in 2004 – almost three times as many as the past three years. Bielinski and the other builders interviewed don’t think the local market will ever get back to those numbers, but they also don’t think the future is as dire as some say.

“I know some people think there is doom and gloom that the (millennial) generation will never buy homes, but I don’t think it’s much different than what my generation did,” he said. “I waited until my early 30s to buy a house. It’s all part of the life cycle.” n

in the $350,000 to $400,000 range.”

Kaerek said he could build a $250,000 home in Johnson Creek, Hartford or Ixonia, which is where people have started looking because land there costs less.

Once they get closer to cities, it’s too expensive, he said.

“Oconomowoc, Pewaukee, Waukesha County, costs the same to get a building permit, but you can’t do anything there for less than $350,000 because of the cost of the land,” Kaerek said.

David Belman, of Waukesha-based Belman Homes, agreed that to be central-

Greater Milwaukee single family and duplex building permits 4,000

# of permits

3,000

2,000

1,000

0 ‘00 ‘01 ‘02 ‘03 ‘04 ‘05 ‘06 ‘07 ‘08 ‘09 ‘10 ‘11 ‘12 ‘13 ‘14 ‘15 Year

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JOA N LLOYD CULTURE and employees; narrow job descriptions will limit the scope of employees’ jobs and prevent them from taking on more responsibility and authority; old fashioned department goal-setting may actually encourage intra-departmental conflict; an outdated recognition and reward system may reward the wrong behavior.

These systems are the life support system of a company’s culture and they can be some of the most powerful leverage areas for meaningful change. Even though they are both the opportunity and the obstacle to real change, companies are reluctant to fiddle with them. It’s hard work. It’s a lot easier to put everyone through a Total Quality Management training program.

But in the end, the initial excitement of a “program” will fizzle because enthusiastic change-makers will get discouraged.

Shaping a new culture requires a hard look at human behavior, motivation and future vision. The new system that is put in place must create an environment that encourages the right behavior and discourages undesirable behavior. The concept is to create personal motivation that is built on commitment rather than control. If it is thoughtfully designed – and adjusted – with the involvement of the people, the results will make a significant difference in your company’s transformation.

There is no doubt that we are experiencing a workplace renaissance. We will see more change in the next 10 years than we have seen in the last 100. Take this opportunity to sculpt the kind of workplace that will attract customers and quality employees for years to come. n Joan Lloyd is a Milwaukee-based executive coach and organizational and leadership development strategist. She has a 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 Joan’s articles.

Contact Joan Lloyd & Associates at (414) 354-9500.

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strategies

Pressure felt by the next generation Help your kids seek happiness on their terms

U

sually, this column expounds upon the dos and don’ts of family businesses.

Our divergence today is to share a personal and poignant conversation had between three generations on Mother’s Day in my own family. Mother’s Day is usually a very emotional day as decades ago, when I was a small child, I came home from church to find my grandfather had died. The connection with the day and family has been singed in our consciousness ever since. It is a bittersweet day, celebrating Mom but remembering the past, always keeping the emotions fresh and sometimes raw.

achievement. This was a stunning revelation to me. First, it sounded like we were in some sort of silent competition that I had no idea I was participating in. Secondly, it saddened me that this unstated bar of achievement was having deleterious effects on him, his health and his relationships – especially with me. Lastly, it made me wonder about all the unspoken cues we give our children – I gave my child – without knowing it.

Family business owners must be aware of the family dynamics involved in these relationships. To a youngster growing up in the shadow of the family enterprise, the parent and possibly grandparent take

At the risk of sounding sexist, I think this phenomenon is especially burdensome for a son following in his father’s footsteps. Men more than women affix their self-esteem to what they do and derive purpose from that work. Growing up, I so wanted to please my father. I went into accounting because that is what Dad said I should do. When I realized I would make a lousy accountant, I figured out what I liked and went for it, but always with an eye looking over my shoulder at Dad. He never said it, but when I went into academics, I knew he wasn’t happy. He

“Your children learn not from what you tell them, but from what you show them.”

My eldest, who likes to stir the pot, surprised us by sharing his struggle with living up to the family expectations. These were never stated expectations, but were picked up through the years of living with us. Faith, college, lifestyle….all assumed without a word.

During the conversation, he shared that he has been working so hard so he can catch my father and me in terms of

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on mythical stature. They appear to have achieved it, whatever “it” is. The company becomes a manifestation of that success.

Each success the company has, be it financial or otherwise, becomes a huge mountain for an heir apparent to overcome.

Perhaps this is why the failure rate of next generations is so startlingly high. Who can succeed when each day feels like following Lombardi?

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wanted me in business – it was what he knew – but it wasn’t what my skillset was directing me to do. Yet, there was always that little voice in my head telling me the direction was not according to my father’s plan. So, there it is. I understood what my son was saying when he shared that my shadow was looming large in the picture that was never taken.

I took time to tell my son that I was

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DAVID B O R S T FAMILY BUSINESS

proud of him for what he had achieved and that it wasn’t me who was setting the standard for him to live by, but himself.

He needed to be happy with his goals and direction in his career and life.

It took this teaching moment to share that for me, it wasn’t about money or power or prestige, but about happiness.

I hope all of you reading this learn from my mistake. Your children learn not from what you tell them, but from what you show them.

This caused me to reflect on my own life and values, and it made me realize that I sought a different path than that of my father so I could be successful in my own right without his shadow. Perhaps I went into education in spite of him, or to spite him and his direction.

Whatever the reason, I remain content in my decision. This is what I hope for my son and what I hope for all our next of kin. 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 davidb@fbli-usa.com.

strategies

Time to give back

Share your talent and treasure with the community

I

f you are retired or considering retirement, it may be time to give a gift to your community.

Your accumulated business expertise is a valuable asset that needs to be shared.

Studies have shown that being active in your retirement has significant health benefits. They include remaining current, stimulated and engaged.

Here are some of the options to consider: »» Offer pro bono consulting for nonprofits and small businesses.

There are a number of local and national organizations that provide free consulting for entrepreneurs and business owners, such as SCORE. You may wish to join and share your knowledge with these businesspeople. »» Serve on a board (nonprofit, community based or for-profit).

Why should your expertise not be used to strengthen an existing nonprofit or community-based organization? I am sure your skillset can be applied to assist an organization in delivering its mission. »» Assume the role of teacher at a local educational or religious institution.

High schools and non-traditional universities are looking for retired businesspeople to share their knowledge with the next generation of leaders. The real-life examples you can offer are superior to the ones offered in a standard textbook. Linking the principles to real life examples fosters learning. They will never forget how that principle applies to real life. For years I used these scenarios while teaching graduate school and when w w w.biztimes.com

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CARY SILVERSTEIN COMMUNITY tested, the students offered these examples in their answers. »» Volunteer for Project Business at Junior Achievement.

Project Business is a successful program offered at many elementary and high schools in the Milwaukee area. Having taught in this program, I have seen the incredible results.

The students learn the vocabulary of business and understand the types of

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decisions made in the daily conduct of business. »» Become a mentor at a local nonprofit, such as Big Brothers Big Sisters.

Young adults and teenagers need a guide to help them navigate life’s decisions and challenges. Having a mentor who has successfully made the journey demonstrates to them that it can happen in their lives. Mentors can open up doors for internships, which could expose students to career opportunities. A mentor is also a role model and can teach students that adults can be trusted. »» Volunteer at a hospital, nursing home or veterans’ organization.

Many retired businesspeople give of their time to welcome, escort, distribute books or provide information to patients seeking assistance at a local hospital. My brother volunteers each weekend and cooks breakfast for veterans in Pittsburgh. You could also assist in taking veterans to medical appointments. »» Lead or participate in an online discussion group and share your knowledge.

Many online groups focus their discussion on specific areas of business. For example, strategic planning, marketing, sales and human resources. Many times group members are just starting out in business or setting up a nonprofit and need the insights an experienced business person can provide. »» Seek out public speaking opportunities.

Many retired executives enjoy sharing their knowledge and insights during breakfast and lunch meetings. Some require a fee, while others just enjoy sharing. I have spoken to many organizations for small honorariums, just for the enjoyment of sharing my knowledge. I enjoy motivating younger executives and fielding their questions.

I chose to make an impact on the next generation of leaders by sharing my knowledge online and in person. What will you give back? n Cary Silverstein, MBA, is a writer, speaker and community volunteer who splits his time between Scottsdale, Arizona and Fox Point. He can be reached at (414) 403-2942.

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biz connections CA L E NDAR

NONPROFIT DIRECTORY

The MACC Fund will host the 8th Annual Chili’s MACC Open on Monday, June 6, beginning at 12:30 p.m. at Tuckaway Country Club, 6901 W. Drexel Ave. in Franklin. The outing, in its 40th year, raises money for pediatric cancer and related blood disorders research through the MACC Fund. Cost is $400.

Golf registrations include brunch, heavy appetizers, greens fee and cart, locker room privileges, refreshments on the course, a gift, a group picture and a program. Foursomes are paired with celebrities from the world of sports, entertainment and broadcasting. For more information or to register, visit www.maccfund.org.

SPOTLIGHT

Suburban Motors Harley Davidson will host the 8th Annual Have a Heart Motorcycle Ride on Saturday, June 11, from 10:30 a.m. to 4 p.m. beginning and ending at Suburban Motors, 139 N. Main St. in Thiensville. The 70-mile ride through the hills and countryside supports cardiovascular research at the Medical College of Wisconsin Cardiovascular Center. Cost is $25 per rider until June 6. For more information or to register, visit www.mcw.edu/haveaheart.

Lupus Foundation of America Wisconsin Chapter will host Walk to End Lupus Now-Milwaukee on Sunday, June 12, from 10:30 a.m. to 2 p.m. The walk begins and ends at Hart Park in Wauwatosa, with either a one-mile or three-mile route on the Oak Leaf Trail. Snacks and entertainment will follow the walk, which raises funds and awareness for the fight against lupus. Cost is $25 for adults and $15 for children. For more information or to register, visit www.lupus.org/wisconsin/events.

The Waukesha County Business Alliance will host a Professional Women’s Development Network Breakfast on Thursday, June 16, from 7:45 to 9:15 a.m. at Western Lakes Golf Club, W287 N1963 Oakton Road in Pewaukee. Thelma Sias, vice president of local affairs at WE Energies, will talk about her professional journey, passions and how her involvement in the nonprofit sector has helped her develop personally and professionally. Cost is $30 for members. For more information or to register, visit www.waukesha.org/events.

Legal Aid Society of Milwaukee Inc. 728 N. James Lovell St., Milwaukee (Downtown office) 10201 Watertown Plank Road, Wauwatosa (Juvenile Justice Center) (414) 727-5300 (Downtown) | (414) 257-7159 (Juvenile Justice Center) www.lasmilwaukee.com | Facebook: www.facebook.com/LASMilwaukee Year founded: 1916 Mission statement: To provide equal justice for the poor.

See the complete calendar of upcoming events & meetings.

www.biztimes.com

BIZ NO T ES The Water Council The Water Council, based in Milwaukee, has been named the winner of CoreNet Global’s 2016 Economic Development Leadership award for Water Technology Cluster Leadership. CoreNet is a nonprofit that represents 10,000 executives in 50 countries with strategic responsibility for the real estate assets of large corporations. Its Economic Development Leadership award celebrates the successful implementation of innovative, economically promising projects in a community or region. The Water Council has worked extensively with the public and private sectors to create a national model for cluster development around water technology since 2009. In 2015, the Wisconsin Economic Development Corp., with the University of Wisconsin – Milwaukee and The Water Council, released an economic impact analysis of the Water Technology District in Milwaukee that found more than $211.6 million in investments by both the public and private sectors have occurred from 2010 through 2014.

Laughlin Constable Eighteen website developers at Milwaukee-based Laughlin Constable have earned the latest certification from Kentico for its most recent version and eight are also now certified for Sitecore’s Content Management System. Overall, 20 Laughlin Constable developers have earned certifications

for these software packages. With these recent honors, Laughlin Constable has more Kentico certified web developers than any other agency in the Midwest. Only two other agencies have more – one in California and one in Florida. Besides providing the training and paying for the certification costs for its developers, designers and engineers, Laughlin Constable also is giving them “free time” to experiment with interactive tools and solutions on independent projects.

Sikich LLP The Brookfield branch of CPA firm Sikich LLP has earned the Wisconsin Institute of Certified Public Accountants Public Service Award. The Public Service Award (Firm) is given to an organization/ firm that is active in public service activities at the local, regional and state levels. Sikich offers a volunteering program, Focusing On Raising Community Engagement, through which employees at the Brookfield location spend four hours of paid time each year volunteering with charities and nonprofits. Past employee volunteer efforts include collecting food for local food drives, hosting a gift wrapping party to support the Boys and Girls Clubs, collecting pet supplies for the Elmbrook Humane Society and participating in the Miles for Hope 5k Run and a walk to benefit the National Brain Tumor Society.

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

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Primary focus of your nonprofit organization: LAS provides services in three different areas: the Civil division covers a broad array of non-criminal issues; the Guardian ad Litem division advocates for the best interest of children in Family and Children Court cases; and the Mental Disabilities division recruits, trains and supervises volunteers to serve as guardians for adults with cognitive or developmental disabilities.

Number of employees at this location: 20 (Downtown office); 19 (Juvenile Justice Center office) Key donors: United Way of Greater Milwaukee and Waukesha County, Erica P. John Fund, Greater Milwaukee Foundation, Helen Bader Foundation, Wisconsin Trust Account Foundation, Forest County Potawatomi, Milwaukee County, Internal Revenue Service, Northwestern Mutual, Rockwell Automation, We Energies, Foley & Lardner, Quarles & Brady, Cannon & Dunphy, Reinhart Boerner Van Deuren, Michael Best & Friedrich, Godfrey & Kahn, von Briesen & Roper, Davis & Kuelthau, O’Neil, Cannon, Hollman, DeJong & Laing, Habush Habush & Rottier SC, and Stephen M. Fisher & Associates Executive leadership: Kimberly R. Walker, executive director Board of directors: »» Peter J. Stone, president, Foley & Lardner »» Sunella Jones Ash, vice president finance, Ash Accounting & Tax Services »» Paul J. Tilleman, vice president operations, Quarles & Brady LLP

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»» Professor Daniel D. Blinka, secretary, Marquette University Law School »» Charles H. Barr, Charles H. Barr Attorney at Law »» Sean O. Bosack, Godfrey & Kahn »» Honorable Louis B. Butler, DeWitt Ross & Stevens »» Jill Pedigo Hall, von Briesen & Roper »» Stephen T. Jacobs, Reinhart Boerner Van Deuren S.C. »» Nora M. Platt, Northwestern Mutual »» S. Edward Sarskas, Michael Best & Friedrich LLP »» Timothy S. Trecek, Habush Habush & Rottier SC Ways the business community can help your nonprofit: The Legal Aid Society is unable to meet the community’s need and demand for legal services given the decrease in staff. With increased sustainable funding sources, LAS could increase its staff level and number of residents served. In addition, LAS’ efforts to serve the poor could increase with the use of more volunteer lawyers.

Key fundraising events: The Legal Aid Society of Milwaukee’s primary fundraising event is its Anniversary Luncheon. Held each September, the luncheon attracts a prestige audience of guests representing the state’s largest law firms, state and federal judges, law school faculty and business leaders. Recent keynote speakers have included Attorney Michael Gonring, Marquette Law School Dean Joseph Kearney, Former United States Senator Herb Kohl, Former Governor Jim Doyle, Justice Shirley Abrahamson and Milwaukee County Executive Chris Abele. LAS’ 100th Anniversary Luncheon will be held at noon on Tuesday, Sept. 13, at the Potawatomi Event Center.

biz connections PER SO NNE L F I L E

■ Banking & Finance Andrew Gurlusky has been promoted to market manager with Associated Bank. He has 20 years of mortgage and retail banking experience and is responsible for leading the operational and financial goals, along with developing and leveraging partnerships for the North Shore, including Whitefish Bay, Glendale, Mequon, Grafton and Port Washington.

Waukesha State Bank hired Dan Hansen as vice president – commercial banking officer.

Hansen has more than 25 years of financial experience, previously serving in roles at Park Bank and Johnson Bank.

Brock

Van De Ven

Robert W. Baird & Co. Inc. added Christopher S. Brock as a financial advisor and James Van De Ven as senior vice president, branch manager in the firm’s Oconomowoc wealth management office.

■ Education Milwaukee School of Engineering named Rick Thomas the university’s senior director of IT. He has more than 20 years of experi-

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

ence in IT at Quad/Graphics.

as the catering sales manager for the museum.

Bryant & Stratton College named Jason Smolka campus director for its downtown Milwaukee campus. Smolka comes to Milwaukee after leading the Bryant & Stratton campus in Cleveland, Ohio. He will focus on the growth of new programs, as well as improving the student experience and student outcomes.

■ Engineering Paul Petrides joined R.A. Smith National, Brookfield, as a structural engineer in the structural services division. Petrides has more than seven years of structural design experience as both a designer and project engineer.

Melissa Peters joined Waukesha-based

■ Insurance Lyn Holcomb has joined the Brookfield office of Willis Towers Watson as a property and casualty executive.

McClone, Brookfield, hired Adam Terrell as a strategic risk advisor. In this position, Terrell is responsible for working with organizations to build and maintain strategic risk management plans to drive down risk.

■ Manufacturing

■ Health Care Paul Soczynski joined UnitedHealthcare Community Plan of Wisconsin as the executive director, long-term services and supports. He will work out of the Wauwatosa office and oversee the LTSS programs in Wisconsin across all populations served by UnitedHealthcare.

The Industrial Controls Co. Inc., Sussex, announced the addition of Holli Sowinski as purchasing manager.

Sowinski’s primary role will be to develop, implement and oversee the application of process improvement to the purchasing function.

■ Professional Services

■ Hospitality Rare Steakhouse named Jason Wedner general manager of its new Milwaukee restaurant. Wedner comes to Rare Steakhouse from Onesto, located in Milwaukee’s Third Ward.

He is a certified sommelier and also worked in management at Nines American Bistro at the River Club of Mequon, as well as at Mo’s Steakhouse in downtown Milwaukee.

Levy Restaurants at the Harley-Davidson Museum in Milwaukee named Amanda Ridout

■ Real Estate

Katie Galarza was named human resources manager for Lemberg Electric Co. Inc., Brookfield. Galarza will lead Lemberg’s recruitment strategy. She has more than 15 years of experience in human resource management, employee benefit design, process improvement and team-building.

Belman Homes as a new homes consultant.

She has more than 15 years of new home construction and real estate experience.

Milwaukee-based Irgens hired Paul Galbraith as a portfolio manager.

Galbraith has 30 years of combined experience in management and leasing. At Irgens he now oversees a portfolio of 20 properties in Milwaukee, Chicago and Phoenix.

CBRE Group Inc., Milwaukee, announced that Patrick Gallagher has joined the firm as an executive vice president.

He has more than 26 years of experience across all asset classes and has been involved with portfolio and single asset transactions in excess of $4.1 billion. Additionally, Christian Chambers has joined the firm as an associate within its industrial and logistics group based in the Milwaukee office.

■ Technology True Process, Glendale, recently promoted Anne Burroughs to vice president of marketing. Prior to this role, Burroughs worked as a product manager. She has 15 years of health care IT experience, including 11 years as a senior business analyst with IBM. Additionally, the company also recently hired Joe McCullough as a product manager. He was previously with Salt Lake City-based Biofire Diagnostics.

Corporate Event Planning

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biz connections

CREO Fashion Show Mount Mary University’s School of Arts & Design displayed original student work at the institution’s annual CREO Fashion Show on May 6. The show, themed “Synergy,” was held at Pius XI High School and featured more than 75 garments created by students in Mount Mary’s fashion design and merchandise management programs.

1 A Mount Mary student models an original student design at the institution’s CREO fashion show.

2-4 Mount Mary students model original student designs at the institution’s CREO fashion show.

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5 Antje Streckle and Mara Youngbauer, both of Mount Mary University

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6 Jill Meyer, Mary Karr and Cheryl Bailey, all of Mount Mary University 7 Pam Owens of Mount Mary University with Marlene Luedtke (retired), Winnie Strandberg (retired), and Carole Wilt-Stark (retired).

8 Kathleen Dougherty and Michelle Pliml, both of Mount Mary University 9 Chad Schlei and Kim Dunisch, both of Art Institute of Wisconsin, and Jay Cherney of Jai Bird Productions.

Photos by Maredithe Meyer

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biz connections

n GLANCE AT YESTERYEAR VOLUME 22, NUMBER 5 MAY 30 - JUNE 12, 2016 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120 PHONE: 414-277-8181 FAX: 414-277-8191 WEBSITE: www.biztimes.com CIRCULATION E-MAIL: circulation@biztimes.com ADVERTISING E-MAIL: ads@biztimes.com EDITORIAL E-MAIL: andrew.weiland@biztimes.com REPRINTS: reprints@biztimes.com PUBLISHER / OWNER

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

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

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

Sarah Sinsky sarah.sinsky@biztimes.com

EDITORIAL EDITOR

Andrew Weiland andrew.weiland@biztimes.com MANAGING EDITOR

Molly Dill molly.dill@biztimes.com REPORTER

Corrinne Hess corri.hess@biztimes.com REPORTER

Arthur Thomas arthur.thomas@biztimes.com REPORTER

Ben Stanley ben.stanley@biztimes.com

SALES & MARKETING DIRECTOR OF SALES

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

Maribeth Lynch mb.lynch@biztimes.com SENIOR ACCOUNT EXECUTIVE

Amber Stancer amber.stancer@biztimes.com ACCOUNT EXECUTIVE

Kevin Gaschk kevin.gaschk@biztimes.com ACCOUNT EXECUTIVE

Maggie Pinnt maggie.pinnt@biztimes.com ACCOUNT EXECUTIVE

Christie Ubl christie.ubl@biztimes.com

PRODUCTION & DESIGN GRAPHIC DESIGNER

Alex Schneider alex.schneider@biztimes.com ART DIRECTOR

Shelly Tabor shelly.tabor@biztimes.com

INTERN REPORTER

New Lindberg Public School

Maredithe Meyer maredithe.meyer@biztimes.com

This photo, taken in 1938, shows the New Lindberg Public School at 17th and Nash Streets in Milwaukee. The building now houses the Business and Economics Academy of Milwaukee, a tuition-free, public PreK-8 charter school that opened in 2001 and serves about 820 students.

— This photo is from the Milwaukee Public Museum’s Photo Archives collection. Additional images can be viewed online at www.mpm.edu.

Independent & Locally Owned — Founded 1995 —

COMME NTA R Y

All of our veterans deserve thanks, no matter where they served Editor’s Note: Clifford E. Evans, the former president and CEO, and current board member, of Milwaukee-based Badger Magnetics Inc., served in the U.S. Army from 1967 to 1971. He made the following remarks at the recent Wisconsin Governor’s Prayer Breakfast event in Milwaukee. BizTimes Milwaukee publishes them as a tribute to all who have served to defend our nation, and especially to those who made the ultimate sacrifice.

I

encourage all of you, sometime soon, to take the Mitchell Boulevard/VA Center exit off of I-94, turn south, and instead of going to Miller Park, veer off to the right at the little sign that marks a back entrance to the VA Center.

You will immediately see the VA cemetery. It is a peaceful place where you can be easily overwhelmed by the many simple white headstones of those who served. Drive around a little and you will 42

come upon a modest statue of President Abraham Lincoln, the Great Emancipator. At the foot of the statue is the full text of the “Gettysburg Address.” Read it carefully and perhaps, with the background of the graveyard, you will be floored by the power of the words. I was so taken by the words that I could scarcely stand, even though I had heard them many times before.

“Now we are engaged in a great civil war, testing whether this nation, or any nation so conceived and so dedicated, can long endure. We are met on a great battlefield of that war. We have come to dedicate a portion of that field, as a final resting place for those who here gave their lives that this nation might LIVE.” Think about it: “That this nation might LIVE.” Lincoln attributed a LIFE to this nation, just as precious as any newborn babe. I suppose when you think of the 30 million-plus beating hearts of this B i zT i m e s M i l w a u k e e

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country in 1863 and the 300 million-plus hearts today it is, figuratively, a living, breathing entity. One precious enough that soldiers would give up their lives so this country and its FREEDOM FOR ALL WOULD. NOT. DIE. As Jesus said in John 13: “Greater love has no one than this: to lay down one’s life for one’s friends.”

I think most veterans agree with me when I say that collectively, this country has paid a high price in the sacrifice of its soldiers for the freedom we enjoy today.

Individually, however, I consider my sacrifice of serving and bring willing to give it all to be very small in exchange for the massive benefit of freedom.

To put it in business terms: The return on the investment for the individual veteran is huge.

“Some gave all, all gave some” is a tribute to all veterans, living and dead, who served. For you see, it matters not whether you were in the Battle of the

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Evans

Bulge, or the Battle of Inchon, or the Berlin Airlift, or the Tet Offensive (as I was), or the forests of Bosnia, or Desert Shield or the streets of Iraq. Perhaps you served behind the lines or thousands of miles from a war or even during the all too short periods of peace.

Anyone who served made a sacrifice so that this nation and freedom might live.

Thank you, veterans, for your service. n

ERICH SCHROEDER PHOTOGRAPHY

the last word

You must live your core values Steve Maahs is president and chief operating officer at Alto-Shaam Inc., a Menomonee Falls-based manufacturer of commercial cooking solutions and systems. It is not enough to state your core values; you need to live by them, he says.

“Our people are the keys to our success. This statement is one of our core values at Alto-Shaam, but it’s not enough to state your values. You need to live by them.

“We’ve seen tremendous growth at Alto-Shaam in the past few years. Our sales have doubled, our people have doubled and our building has expanded by 25,000 square feet. Throughout all of this growth, living our values has remained a top priority as we support kitchens around the world.

“From hiring and training the right people to developing leaders from within, growth gives a tremendous

opportunity to rely on your employees and provide them the tools they need to get the job done. Education is among several reasons for our growth – and it has played a direct role in our success.

“Empowered employees can contribute to the overall health and financial success of a business. Rewards for hard work have helped the company shape our future. Our employees gather together every quarter to learn just how the entire company is doing and how they can do more to increase their annual bonus. Sales, cost reduction, quality and warranty numbers are all shared with our entire team so they can learn just how their individual contribution can directly impact their end goals.

“By providing this information, we are finding that our employees are engaged. They are carefully inspect-

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Steve Maahs President and chief operating officer Alto-Shaam Inc. W164 N9221 Water St., Menomonee Falls Industry: Foodservice equipment manufacturer Employees: 440 (majority in Wisconsin) www.alto-shaam.com

ing their work to increase their overall quality. They are making extra sales calls or carefully monitoring spending in their area.

“Our growth is proving that when we listen to our values, our entire family–our people–are an incredible key to our success.” n

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PUBLICATION DATE

AUGUST 22, 2016

P R O U D LY P R E S E N T S

RESERVATION DEADLINE

JULY 15, 2016

FamilyBIZ WISCONSIN

FOCUSING ON WISCONSIN’S FAMILY & CLOSELY HELD BUSINESSES There are more than 10 million family and closely held businesses in the U.S., from “mom and pop” shops to Fortune 500 companies. Their economic influence is enormous, producing an estimated 50 percent of the nation’s GDP and paying 65 percent of all wages.

Wisconsin FamilyBiz will cover the issues facing those businesses, offering advice and strategies, along with “been there, done that” stories from business owners throughout the state.

Organized into chapters focusing on Family Dynamics, Leadership, Legacy, Succession and Estate Planning, Wisconsin FamilyBiz delves into five key aspects of every family business.

With distribution in metro Milwaukee, Green Bay, the Fox Valley and Madison, make this publication an important part of your marketing strategy and reach the decision-makers in the companies that are driving our state’s economy forward.

For advertising and sponsorship opportunities contact Linda Crawford at (414) 336-7112 or advertise@biztimes.com