Milwaukee Commerce - Fall 2022

MILWAUKEE COMMERCE

MKE’s leadership is becoming younger and more diverse

Will this help hit the reset button on politics as usual?

Mural was commissioned by Milwaukee Downtown, BID #21 & Community Advocates near Wells and 6th Street, portraying the optimism for Milwaukee’s future. Mural was completed by visual artist Mauricio Ramirez.

Accelerated Development

A younger, more diverse generation of developers has emerged on the Milwaukee real estate scene.

Like many cities, Milwaukee traditionally sought leadership in the ranks of older, more established developers. Today, we see the emergence of a new group of leaders who offer the city a fresh vision, helping it identify opportunities others may not have explored. From turning old factories into educational facilities to converting offices into residential apartments, they are at the forefront of a changing cityscape, but change is about more than repurposing buildings. This new generation is looking to collaborate in ways that bring new voices to the table.

Whether they are putting together joint ventures or developing properties to meet the needs of a specific neighborhood, these leaders seek comprehensive strategies for involving the public and private sectors in new and innovative ways. This generation is more focused than ever on creating assets the public truly wants and needs, like ensuring there is greenspace involved in developments that can be used as community meeting places. Equally important to this new generation is the way development can connect versus divide different neighborhoods and create spaces for the community to come together, as demonstrated by the success of the Deer District.

Cross-generational events like the annual URBANO Hispanic CRE Conference provide opportunities for younger developers to learn from more established industry leaders who share their “all boats rise” mentality. With projects like the Sherman Phoenix and

the North Avenue Market, we see how expertise from an older generation combines with new perspectives from a fresh set of eyes. I am excited to see not just the cityscape of Milwaukee change, but also its individual neighborhoods as we work to bring more local enterprises and development to our community.

When I was in Brooklyn, I noticed how developers focused on what was already vibrant about neighborhoods before embarking on a project. Instead of saying, “This is my vision of what this place should be,” they took the time to sit down with residents and hear what it could be. That model is fast taking root here in Milwaukee.

Development is often a family business, so creating a generational BIPOC developer scene in Milwaukee should be a priority. It might not happen overnight, and some projects will start small, but the time has come to get beyond good intentions. The more developers we have coming from these backgrounds, the more vibrancy we will see across our city.

Milwaukee is, in many ways, still “Smallwaukee” when it comes to doing business. For younger, more diverse professionals to succeed, this requires more opportunity for connection and greater access. As the circle of influence expands, community leaders will be essential for identifying issues and opportunities around developments to address both market demand and public need.

Developers, elected officials and community leaders need to establish an open conduit for innovation and diversity of vision, while staying true to the city’s character. Instead of “build it and they will come,” the next generation is telling us, “listen and then build it.” If we continue to take this path, our city will be all the richer for it.

Tomás Clasen

Can a new generation of leaders mean a fresh start for the Milwaukee Region?

Milwaukee’s leadership is beginning to reflect its diversity. Can this change bring new ideas to the table and hit the reset button on politics as usual? Nothing is assured, but the early results look promising.

In this issue of Milwaukee Commerce, you’ll hear perspectives from several members of our new generation of leaders. Younger and more diverse, they bring fresh ideas and approaches — and less baggage — to the significant challenges and opportunities they face in office. We’re already seeing results: Milwaukee County Executive David Crowley and Milwaukee Mayor Cavalier Johnson put aside partisan politics to play a key role in Milwaukee’s successful 2024 Republican National Convention bid and played a central role in a recent meeting with Republican legislators in Milwaukee to look at solutions to ensure financial stability for the city and county. Stay tuned.

This issue also includes a recap of our recent Diversity, Equity and Inclusion Summit, where nearly 300 attendees gathered to take a deeper dive into how our workplaces can become more welcoming to everyone. Also included is an updated legislative scorecard, which shows how statewide legislators voted on the bills that mattered most to Milwaukee’s business community.

Volume 101, No. 3 - Milwaukee Commerce (USPS 546-370, ISN 0746-6706) is published four times a year by the Metropolitan Milwaukee Association of Commerce (MMAC), 275 W Wisconsin Avenue, Suite 220 | Milwaukee, Wisconsin 53203 Periodicals postage paid at Milwaukee, Wisconsin. Subscriptions $5 per year for members, included in dues. POSTMASTER send address changes to: Milwaukee Commerce - MMAC/Andrea Medved 275 W Wisconsin Avenue, Suite 220 Milwaukee, WI 53203

Leading through life experience with County Executive David Crowley and Milwaukee Mayor Cavalier Johnson 6

A fresh perspective on development with Dept. of City Development Commissioner Lafayette Crump 12

Baird: committed to inclusion & diversity by Rodney Jones-Tyson, Baird 14

Creating opportunity through connections with Chytania Brown, Employ Milwaukee 15

Invest in the talent you have with Nancy Lewis & Aleta Norris, Living as a Leader 18

Leadership development survey results with MMAC’s Leadership Council 20

Diversity, equity & inclusion summit recap 22

The evolving DEI landscape 22

The power of business to drive change 25

Panel discussions: quotes from panelists 26

Event photos 29

2021-2022 Legislative Scorecard 33

Startup Story: The Way Out by Anna Lardinois, Startup Storyteller, MMAC 43

Cathy Jacobson, MMAC Chair

Tim Sheehy, MMAC President

Chris Jenkins, Editor (cjenkins@mmac.org)

Anna Reaves, Graphic Design (areaves@mmac.org)

Jane Backes, Advertising (jbackes@mmac.org)

Thank you to our advertisers

Reinhart Boerner Van Deuren 2

Associated Bank 10

Wintrust Commercial Banking 16

HUB International 30

Spectrum Reach 32

In Every Issue:

New MMAC Members

Member Milestones

MMAC Event Photos

Staff Directory

Building Advantage 38 Delta Dental 42 Wells 44

SVA Certified Public Accountants 46

CG Schmidt 48

JCP Construction 50

WICPA 51

UnitedHealthcare 62

The changing face of Milwaukee’s leadership

Each of us comes from a different background and has different viewpoints -- and when multiple viewpoints are considered as part of a decision-making process, that’s a recipe for success.

Does this axiom also apply to the public sector? I believe the answer is yes. And I’m proud to say that we’re about to find out here in the Milwaukee Region.

The face of Milwaukee’s leadership has changed dramatically in recent years, as a younger and more diverse group of leaders now has a seat at the table. This group includes Milwaukee County Executive David Crowley, Milwaukee Mayor Cavalier Johnson, Employ Milwaukee President and CEO Chytania Brown, Milwaukee Development Commissioner Lafayette Crump, State Representative Jessie Rodriguez, Milwaukee Common Council President José Pérez and County Board Chairwoman Marcelia Nicholson, among others.

In this issue of Milwaukee Commerce, you can read more about these new leaders and their perspectives on the significant issues we face here in the Milwaukee Region. This group already has faced a few big tests -- and they’re proving they’re up to the task.

In the private sector we are also seeing significant changes, with large numbers of CEOs and senior leaders at or nearing retirement. At MMAC we have begun a thoughtful succession process with a search for a senior vice president – someone who can play a critical role in the long-term leadership of this organization. MMAC Chair Cathy Jacobson of Froedtert Health is chairing the search committee for this position. As she’s noted –while this change is not imminent – it is prudent to plan now for the inevitable change.

The pipeline of younger, more diverse, business professionals are capable and ready to take the reins, but to keep that pipeline filled, we must continuously invest in our talent. We need to keep the best and brightest engaged and always learning. And need to keep them here!

A new generation of leaders will set themselves apart by putting people and relationships first, followed by potential solutions to issues, with politics often coming in a distant third. That’s a recipe that’s rare in our country’s current political environment, and it gives us hope for the future.

Yes, we have much more work to do and significant issues to solve. But I’m optimistic that we have willing and pragmatic partners in the public and private sectors. And that’s a good place to start.

Tim Sheehy MMAC President

Time after time, workplace research has shown that diverse teams make better decisions.

“A new generation of leaders will set themselves apart by putting people and relationships first, followed by potential solutions to issues, with politics oftencoming in a distant third.”

Leading through life experience

David Crowley and Cavalier Johnson share how their strikingly similar journeys shape their approach to office.

Milwaukee County Executive David Crowley and Milwaukee Mayor Cavalier Johnson serve their constituents with an authenticity that comes from experiencing and overcoming challenges that are all too common in Milwaukee. The two leaders grew up in the same zip code, went to the same high school and most importantly, share a passion for building partnerships and finding solutions.

Milwaukee Mayor Cavalier Johnson (left) and Milwaukee County Executive David Crowley

Johnson and Crowley recently sat down with Milwaukee Commerce to discuss how their backgrounds influence how they approach their jobs, and the symbolic value of having African-Americans occupy the highest offices in the city and county:

Milwaukee Commerce: The face of Milwaukee’s leadership is becoming younger and more diverse. What does that mean to each of you?

Cavalier Johnson: We were just at Milwaukee High School of the Arts. Those kids, for the first time, they can see themselves in the leadership of the two highest offices in the City of Milwaukee and Milwaukee County.

We’re a community that is a majority people of color – near 65 percent. Folks in this community now can see their own reflection, and know that the folks who hold the positions of mayor and county executive have those experiences in the neighborhoods that they live in, those challenged neighborhoods. We both know what it’s like to move around a number of times with evictions, having food insecurity and bouncing around from school to school. We’ve lived those things. And we carry those things with us to our positions of leadership.

David Crowley: To see this young, diverse talent – not just the mayor and I, but when you look at the Milwaukee County Board of Advisors with Marcelia Nicholson and the change in leadership at Common Council President with Jose Perez, it is exciting.

When we think about the youth, this is an aging population, this is an aging state. We want to encourage not just those in our generation but younger, wanting them to take advantage of these opportunities that are being afforded to them.

This is an exciting time for Milwaukee. We are probably one of the youngest African-American cities in the country. It has taken us a long time to get here as far as the leadership, but I think now, it’s about making sure that we continue to drive this ball up the field. It’s good to be the first, but we want to make sure we’re not the last. And we have to make sure we’re doing the work that needs to be done.

MC: Are you surprised at where we stand right now in terms of younger, more diverse leadership?

DC: I am. Absolutely. I’m a kid that grew up on 23rd and Burleigh, 22nd and Brown, and went to public schools my whole life. When you think about that particular mixture of ingredients, it hasn’t necessarily meant success in the City of Milwaukee.

But my success isn’t just about my school or where I grew up. I think about all the different organizations – Urban Underground, Public Allies, YMCA, COA -- and just the countless mentors and people who have touched me along the way.

I am extremely grateful for where I am today. I never saw myself being in this position. But there’s this purpose of being able to continue to inspire. Because I think about the fact that I didn’t

necessarily have a lot of people, particularly growing up in my grade school years, in politics where I’d say, “Oh, I want to be like that person.” I wasn’t even thinking about politics then. But I think this is a very unique opportunity that we need to continue to take advantage of. I look at my past, and everything that I’ve been through, and that was the best obstacle course that I could have gone through to be better prepared for the position I’m in today.

CJ: I think it depends on when you ask the question. If you ask me that today, my thought about whether or not this could happen is different than it would have been 20 years ago.

Because 20 years ago, who would have thought that, not just two guys from 53206, but two Bay View Redcats, two AfricanAmericans would hold the top two leadership positions in the city and county. But you also think about the fact that 20 years ago, we hadn’t even seen Barack Obama, who busted open the doors to show that an African-American can achieve even the highest office in the country. Now, certainly there have been AfricanAmerican mayors over the course of the decades, but I think that

We’re a community that is a majority people of color – near 65 percent. Folks now can see their own reflection, and know that the folks who hold the positions of mayor and county executive have those experiences in the neighborhoods that they live in, those challenged neighborhoods.

Milwaukee Mayor Cavalier Johnson

was the glass-shattering moment. It showed that people, no matter where you come from, even if you’ve got a funny name, a skinny kid –or a short kid! (laughs) – you can do great things.

MC: It seems like each of you grew up experiencing some of the trauma that too many other Milwaukee kids experience. How did those experiences influence how you approach your jobs?

DC: For me, it’s the foundation. And I always think about understanding where I come from and what I’ve always wanted to see has helped guide me to making a lot of the policy decisions that we make, when you think about evictions, when you think about mental health, when you think about addiction – things that my family struggled with. We’ve all been through adversity, some worse than others. It helps to define me, but it is not who I am, if that makes sense.

CJ: I remember when I was in fourth grade, living on 21st Street between Wright and Clarke. And earlier this year, that’s the same block, right across the street from where I lived, where six people were found dead, execution-style, in a home. When I lived there years ago, I recall sitting on the porch, but then standing up and looking around like, “Man, I want more for myself, my family, for my community.”

Hindsight being 20/20, and looking at the struggles my family and folks in that neighborhood faced, that’s why I’m so keenly interested in building a stronger, better economy for folks. Because when folks have access to a good, family-supporting job – not two or three jobs where you can make ends meet, but a good job, where you can purchase your own home, you can put food on the table, you can put clothes on your kids’ backs, you have stability. And we’re lacking that in Milwaukee in certain neighborhoods.

So if we can create more stability in folks’ lives, if they can purchase their homes and have neighborhoods that are not porous and transient, folks actually get to know each other. They’re not just the people who live by you. They become your neighbors. And when you have a critical mass of that, that’s how neighborhoods become cohesive. That’s how they jell. And when those neighborhoods jell, that’s how you get to the true public safety that folks want to see all throughout the city.

MC: While having each of you in office represents progress, no one would suggest that it means everything is fine now. How does your background help you approach solutions to the significant issues we face?

CJ: For the long term, our holding these positions creates hope in the lives of young people in our community. They can see themselves here, and that puts them, hopefully, on a trajectory to continue to do well in school so they, too, can become the next mayor, the next county executive. Because we can’t stay here forever.

DC: Nor do we want to! (laughs)

CJ: When we were at that school this morning, you see all the talent that is in this community, especially among kids of color. And we want them to be able to come into these positions in the future to

be able to help out their neighborhoods, too. Our experiences in these neighborhoods helps ground us in the decisions we make.

DC: The mayor and I are keenly aware of the symbolism. We understand what this means, not just for young people but also the generation that came before us and everything they fought for. We’re standing on their shoulders.

That’s one of the reasons we’re out in the community. We actually ask what their issues are, and more importantly, what they believe

the solutions are. We have to inspire, we have to give a voice to those we represent, we have to empower them to be a part of the solution. Because the work we’re doing, the change when we talk about public safety, education, health care, when we talk about the social determinants of health, this isn’t work that we can do alone in government. This is about how do we focus on cross-sector collaborations, working well with organizations like MMAC, GMC and other folks around this county, to push for that change.

MC: Increasing diversity, equity and inclusion is a key focus for MMAC and its member companies. Are you seeing a change within companies here?

CJ: The Region of Choice initiative, I think, sets a really good standard in this community, not just for MMAC members but the business community in general, about where we want to go.

We have to inspire, we have to give a voice to those we represent, we have to empower them to be a part of the solution.

David Crowley, Milwaukee County Executive

We’re a community that has a high minority population. We’re a majority-minority community here in the City of Milwaukee and the leadership ought to reflect that. It certainly does here at this table, but that should also be in the private sector, too.

I’ve been supportive of the Region of Choice initiative. I think that businesses have really latched on to that, and see the need and the desire to go there. Look, whether it’s in politics or in the private sector, if folks can see themselves in a position, that encourages the next generation of folks to take on those opportunities.

DC: I’m extremely excited about the Region of Choice. I think at the end of the day, it’s nice to have not just the public sector, but the private sector, really focusing on how do we build on our strength, which is our diversity. And how do we make sure that we have more people of color all throughout a company? We’ve had to look internally at Milwaukee County to make sure we’re doing that, and I’m glad to see other organizations throughout Milwaukee County doing that.

But I will say, we live in a microwave age. Everybody wants to see everything happen so quickly. This is going to take time. But I can honestly say it has been great working hand in hand, in lockstep, with many private companies figuring out how we can move the needle just a little bit more.

I’m really proud of where we’re going, but more importantly, we have been continuously hammering the message about diversity, not just in the public sector but in the private sector. That lets me know that we are on the right path.

I’ll tell any business owner: The more diverse your company is, the more diverse your (revenue) dollars get.

MC: What is the main thing people should know about the need for an additional revenue stream for the city and county?

CJ: We’re in a position where, unlike every other major city in America, we’re not able to capitalize on visitors who are coming here and take in (a portion of) the dollars that they leave in our community. The state certainly gets a chance to do that. We don’t get the chance to do that.

You’ve got visitors coming from outside the city, folks from across the state and around the country descending on Milwaukee all throughout the summer, and they’re spending a lot of money. Millions and millions of dollars, all those dollars that go into the economy, they get taxed and they go into government coffers – but they don’t go into our government coffers, the ones who are actually providing a service.

If somebody goes to an NBA playoff game at Fiserv Forum and the Deer District, those folks drive in on our infrastructure. If they get hurt, they’re calling our fire department, our EMS. If they need police, it’s the City of Milwaukee police showing up. Our taxpayers are the ones paying for that, and all this money’s being taxed. But none of it is going to support these services.

We’re just simply asking for our tip.

If you go to a restaurant and you get good service, like you get here in the city and county, they’re being served well but they’re not leaving a tip. It’s not because they don’t want to, it’s just that unfortunately the state has not authorized us to be able to take in that tip. We’re simply asking for the ability to capture some of those dollars so we can continue to fund the services that folks in our communities expect and deserve.

DC: At the end of the day, this affects our quality of living. Whether you’re talking about public safety, health care, transportation, public health, all those things are affected if we don’t have the ability to really leverage our economic activity. We should be able to capture those dollars.

MC: What kind of opportunity does the 2024 Republican National Convention represent for Milwaukee -- and what was it like to play a key role in that, as it meant reaching across the aisle politically?

CJ: Both the county executive and I want Milwaukee to be in the conversation. We don’t want Milwaukee to be left behind. We don’t want it to be an afterthought when people are talking about Chicago and New York and L.A. and even Atlanta and Denver, places like that. We want Milwaukee to be in the mix – and now, we are in the mix.

We successfully bid on and won the Democratic National Convention in 2020, and I was really excited about that. But unfortunately, because of the pandemic, we lost out on the economic impact that it was going to bring. We had the opportunity to bring (another) large-scale political convention to Milwaukee, making Milwaukee a history maker in terms of the fact that we’re one of few cities to win back-to-back nominating conventions. That’s huge for Milwaukee.

And my view is this: It’s not about politics, it’s about business. And when we bring the RNC here and we have the economic fallout here, it’ll put the eyes of the world on Milwaukee, which will in turn entice other large-scale convention, spots and entertainment events to Milwaukee, filling our hotels and putting dollars in the pockets of not only our businesses, but the people who work in those businesses. This is about business. This is about our economy. This is about creating a foundation on which to build the future.

DC: Just like the mayor said, this is about putting the spotlight on the City of Milwaukee and Milwaukee County. I truly believe that we should be celebrating because I’m not sure how often you get two political parties, back-to-back, to come to your city to say that we’re going to pick our next nominee in your town -which is incredible.

But I think we also have to remember, we had the DNC and many people made investments gearing up for the DNC. Then we got hit by a major pandemic. The people who made those investments, the people who are looking to expand and build capacity in their businesses, deserve to be able to host -- whether it’s the RNC or DNC. Or as the mayor said, I don’t care if it’s Summer Slam, the Harley-Davidson convention or the Northwestern Mutual convention. We want you in Milwaukee to be able to showcase what we have to offer, because we know that provides more opportunities for us down the line.

People need to realize that we have many hidden jewels and treasures all throughout this city and county. And once you visit a place like this, you quickly fall in love with it.

YOU BUILD THE MIDWEST. WE BACK IT.

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Success Begins and Ends with People

At Associated Bank, we recognize the changing face of Milwaukee’s leadership. Younger and more diverse voices have a seat at the table, and we welcome the importance of mentoring this young talent and connecting with different generations to foster collaboration. Ultimately, we believe our success begins and ends with people. Associated Bank is anchored in the belief that an investment in the future of our colleague’s growth and development is an investment in the future of our company while also providing a diverse, inclusive and welcoming culture. At Associated Bank, we celebrate our colleagues feeling valued, respected and open to sharing their ideas and perspectives. Leveraging the collective voices and the power of inclusion builds a productive and equitable workplace for all.

As the Midwest’s premier financial services company, we also take pride in our strong commitment to our customers while also serving our communities. A critical component to our success is our ability to recognize and value diversity, equity and inclusion, not only internally but also in the businesses we support. Through our dedication to the customer experience and delivery of comprehensive, high-value products and services, we build and maintain deep and lasting relationships. These relationships also stem and grow from our ability to mentor young talent and bring in new voices.

“Having worked at Associated Bank for my entire career starting in 2007, I can personally attest to our organization’s commitment to developing people. Through this commitment we build loyalty within our employees to the organization, which is reflected in our enthusiasm to service our valued customers every day.”

– SVP - Team Leader, Corporate Banker, Jeffrey Schaefer

Furthermore, we have made it a priority to ensure that our diverse, equitable and inclusive culture has visible commitment from our leaders. We believe these efforts, along with recognition by our colleagues, are differentiators in the industry and key to retaining and growing our workplace diversity. These internal initiatives make Associated Bank a better company for our customers, colleagues and the communities we serve.

Jeffrey Schaefer Corporate Banker, Associated Bank associatedbank.com/commercial

A fresh perspective on development

Lafayette Crump is the Commissioner of City Development for Milwaukee. Recently, Milwaukee Commerce spoke to him about the value that having a more diverse group of leaders can play in encouraging economic growth and attracting talent in the Milwaukee Region.

MilwaukeeCommerce: Do you believe there’s a meaningful change happening in our region?

Lafayette Crump: It’s hard not to recognize the changing faces of leadership. There’s change with respect to who leads many of these units of government, which is meaningful. It’s also important that we start to see that happen in the private sector. MMAC is doing great work with the Region of Choice initiative, and it’s been great to see companies step up and commit to that.

We recently had a downtown safety meeting with several stakeholders, and I was struck by how most of the people of color were on the public side, whereas the leaders of the private stakeholder organizations were not as diverse. We need to build a community where we see diversity of leadership and a pathway to success for entrepreneurs of color and women, so that same diversity really shines through in all sectors.

MC: How meaningful is it to see this change?

LC: It shows that more voices are being heard. In terms of younger people coming in, it’s natural that you’d see a generational shift — and I’m happy to sneak in there as a Gen Xer! That said, it demonstrates people are hungry for change and new ideas. For fresh ways of operating and real incorporation of diversity of thought, background and experience.

Those are things that people sometimes pay lip service to. But you’re really seeing that in action here. In my work for the private sector, we often preached that diversity is good for the bottom line. I’m happy to see that happen in the public sector. Being inside the belly of the public sector beast for the last couple of years, I’ve been struck by how committed many people are to doing their best to achieve things on behalf of the people. It’s very meaningful. You’re starting to see a publicfacing set of leaders in Milwaukee that more accurately reflect the diversity of our city.

Lafayette Crump, Commissioner of City Development for Milwaukee

MC: Does having more diverse and younger leadership help build economic activity in Milwaukee?

LC: It absolutely does. We want residents and those considering moving to the city or region to know everyone is welcome here and believe that everyone can lead and succeed. That can’t happen if it appears we’re too insular or too exclusionary. That perception is bad for our city and region. Companies want to know they can recruit from a vast swath of talent and people want to see themselves when they look at a place.

Young people in Milwaukee who see hard work pays off, no matter your gender or color, are more likely to put in that hard work. They have that belief it will lead to something of value and that is good for everyone.

MC: One of the biggest challenges we face is that we lose some of our best and brightest students from diverse backgrounds to opportunities in other cities -- and they sometimes don’t come back. Why did you come back here instead of going somewhere else to use your talents?

LC: If someone says, “I just don’t want a Milwaukee winter,” then they’re not going to be in Milwaukee. But when you talk about our culture, access to opportunity, entertainment options, cost of living, or attainability of leadership positions within the private or public sector, we are fully capable of competing with any other city in the country. We need to recognize there’s a real value proposition in making sure all

of that is available to people right here in Milwaukee.

For myself, Milwaukee winters were fine, despite the fact that I was down in North Carolina for seven years. I had the good fortune of having many people - whether it be my parents, teachers or community leaders - in my life who instilled the drive to make the world better than you find it and create opportunities for others. I’d want to contribute to my community wherever I landed, and it became clear that contributing specifically to Milwaukee was important to me. Children are born here every day deserving of being embraced, nurtured, educated, housed with dignity, cared for and prepared for success. Milwaukee has a ways to go before we are as equitable in that respect as we should be, but I truly do think we’re getting there.

MC: What would you say to a young person from a diverse background who’s on the fence about building their career here versus going somewhere else?

LC: I’d say you can be a part of making Milwaukee better, so that future young people aren’t thinking about leaving for better opportunities. You have a chance to make Milwaukee a beacon rather than a launching pad. The positive things that you see elsewhere, that you want to see more of here, you can be a part of building that -- and that is a reasonable choice.

We shouldn’t be upset with anyone who decides, “For the life that I want, for the things that I want to have happen, I need to go do that elsewhere.” Instead, we should be thinking of how to have fewer people think that way. There’s such an opportunity to continue turning Milwaukee into a place many people think about moving to — if not more — than those considering leaving.

MC: You also have a background in supplier diversity. What do you think Milwaukee can do to increase this?

LC: The key issue for sustainability of diverse businesses is access to capital. Working with partners to ensure that availability is crucial. Mayor Johnson often speaks of the power of partnerships, and it applies very specifically here. The city can’t do it alone. We need our partners and other governmental units, the private sector, and philanthropy to help create financial opportunities for businesses to start and to stay afloat.

We need serious requirements for diverse inclusion, whether that be for businesses of color, businesses owned by women, LGBTQ-owned businesses, veterans or people who are disabled. We all want a world where ultimately you don’t need requirements because everyone truly is on the same footing. If we’re ever going to get there, the private sector needs to catch up to where the public sector is.

We want residents and those considering moving to the city or the region to feel everyone is welcome and has an opportunity to lead and succeed here. You have a chance to make Milwaukee a beacon rather than a launching pad.

Baird: committed to inclusion & diversity

By Rodney Jones-Tyson, Global Chief Human Resources Officer Baird

Bairdhas had Inclusion & Diversity programs for many years. In the past two years we have made an even more concerted effort to better support women and ethnic minorities within the firm and joining the firm. Our goal is to ensure that every associate can be their authentic self while feeling valued, respected and supported in building a meaningful career.

In 2020, a Special Task Force of Baird’s Executive Committee (EC) was formed to improve the experience of our associates from all cultures and ethnic origins. The Task Force was charged with implementing durable and sustainable changes to our organization. Some of our efforts include:

Bridge Builders Reverse Mentoring Program – In 2021, we launched our Bridge Builders mentoring program, which pairs members of Baird’s Executive Committee with associates of color. The roles are reversed where the Executive Committee member serves as the mentee. The program, which began its second cohort in 2022, aims to provide associate mentors a significant opportunity to engage and build relationships with firm leaders, while EC mentees continue their own I&D journeys.

UW-Madison Baird Scholars– This program offers four-year scholarships to 10 students from underrepresented populations across the country, to prepare them for a profession in wealth management.

Baird Multicultural Community Conference – In March, Baird hosted its first Multicultural Community Conference. The three-day event was an opportunity to network, learn and celebrate the contributions our diverse associates make to Baird’s success. More than 350 people attended including, EC members and other senior leaders.

Increased Representation of Women and Associates of Color at Baird – To help remove unconscious bias during the interview process, Baird’s Talent Acquisition team created hiring panels that focus on candidates’ competencies. To supplement that effort, we developed a training course called Interviewing Skills for Attracting Diverse Talent. We have also worked to increase the number of diverse candidates that are included in the second round of interviews and, for certain roles, we track where candidates are entering or exiting the process by gender and ethnicity. So far this year 46% of our hires have been women and 25% have been ethnically diverse.

Our innovative internship program has grown substantially and provides opportunities for hundreds of students each year. To develop a diverse pipeline, we partner with local organizations like All-In Milwaukee, MKE Fellows, Girls Who Invest, the Cristo Rey Network and Carmen High School, among others. Our undergraduate internship program in 2022 was 43% women and 30% ethnically diverse.

While we recognize that our efforts to create a truly inclusive and diverse workplace are an ongoing journey and we have a long way to go, we believe we are headed in the right direction.

Creating opportunity through connections

Employ Milwaukee is the local workforce development board serving Milwaukee County, working with employers and jobseekers to develop workforce solutions that promote regional economic growth and employment opportunities. President and CEO Chytania Brown spoke to Milwaukee Commerce about how her background informs her approach to the job.

MilwaukeeCommerce: You’re part of a new wave of Milwaukee leaders who come from a younger and more diverse background. Is that meaningful to you?

Chytania Brown: It’s very meaningful to me, being able to have that diversity of thought. Because that’s what I see: When you do business the same way with the same people, you get the same results.

As the world continues to evolve and expand, and technology comes into play, we talk about how we address issues and barriers for individuals. Myself and other individuals of color who have been given the opportunity to serve in leadership positions, we bring that diversity of thought. And for some of us, we bring lived experiences and can speak on behalf of individuals who may find themselves in this kind of roller coaster of trying to figure out their way.

MC: Given what we know about issues of segregation and racial disparities in Milwaukee, are you surprised to see that the face of our leadership is changing?

CB: I’m not surprised. I’m excited to see that leadership is changing. A few years back, I probably would have been surprised. But when you look at where we are as a society, if you don’t change, you get left behind.

All of the ills of racial disparity were already there and became exacerbated when the pandemic occurred. For people who truly say they want to make a difference, it became a time where you had to put up or shut up. The intentionality came about for many folks,

whereas (previously) you talk about things, but then they’re not pursued.

The timing was right and people were forced to become uncomfortable, to address those elephants in the room, to address the issues and concerns. I’m happy to see the opportunities. But we have a long way to go. This is definitely not a one-and-done. It is a long-term commitment of intentionality to change the narrative.

The timing was right and people were forced to become uncomfortable, to address those elephants in the room, to address the issues and concerns.

MC: There are so many employers looking for talented employees from all backgrounds, and many who are looking to increase the diversity of their work force at the same time . How can Employ Milwaukee help?

CB: I love having a seat at the table, being part of those discussions to say, “This is what we’re looking for in a workforce. We’d like to also have diversity in our work force.”

Being able to sit down and strategically think out a customized plan that’s beneficial to the employer. Because not everyone’s needs are the same.

The pandemic has afforded me that ability to have these candid conversations with

employers (about) DE&I. And I say, “Are you doing this because you believe in diversity, equity and inclusion and changing your culture at your organization? Or is this something (you’re doing) because everybody else is doing it and you want to do it?”

Because then it becomes a one-and-done, nobody buys into it. You get your training and you say, “We’ve done our diversity equity and inclusion.”

But if it’s truly about wanting to hire that diversity of thought by bringing in individuals who are different and have something to add to the table, then let that voice be heard and let it not just be a body.

I’m there, my team is there, to work with employers, understand what their needs are and to have those conversations. We conduct a lot of training with employers. We’ve customized trauma informed care training for retention purposes, to understand special populations that employers may work with.

MC: What else should people know about you or your vision for Milwaukee?

CB: A lot of people know Employ Milwaukee in name. Some people truly know what we do. But I really want to amplify our impact to the community. That means growing our partnerships, expanding our relationships, and tapping into populations that we traditionally have not put intentionality toward. That is what I want people to remember. I’ve been able to see some of that, and really want to grow and have impact. If we do not have impact, then we have nothing.

With

Partner with Wisconsin’s Bank for Business®

COMPANY NEEDS

Working capital and real estate acquisition

OUR SOLUTION

Line of credit increase and owner occupied real estate financing

DEAL HIGHLIGHT $25,000,000

GLENN MARGRAFF

Executive Vice President Wintrust Commercial Banking at Town Bank, N.A. gmargraff@wintrust.com 414-255-1002

CHRIS HABJAN

Vice President Wintrust Commercial Banking at Town Bank, N.A. chabjan@wintrust.com 414-255-1009

COMPANY NEEDS

Equipment and working capital financing

OUR SOLUTION

Provided fixed rate equipment financing and line of credit

DEAL HIGHLIGHT $13,000,000

MEET THE TEAM

BILL STONE

Group Senior Vice President Wintrust Commercial Banking at Town Bank, N.A. wstone@wintrust.com 262-369-8833

RAHIM KEVAL

Vice President Wintrust Commercial Banking at Town Bank, N.A. rkeval@wintrust.com 414-255-1010

state.

COMPANY NEEDS

Client was acquiring a manufacturing firm and needed a bank with expertise in M&A finance

OUR SOLUTION Bank provided a credit and term note

DEAL HIGHLIGHT $6,900,000

CASEY WENDT

Senior Vice President Wintrust Commercial Banking at Town Bank, N.A. cwendt@wintrust.com 414-255-1041

LAUREN HESS

Vice President Wintrust Treasury Management Wisconsin Team Lead lhess@wintrust.com 262-443-6344

Four Ways Your Business Can Be Creative with Inflation Strategies

As of 2022, inflation has reached a 40-year high, and 32% of small business owners consider it the “single most important problem in operating their business,” according to an April 2022 report by the National Federation of Independent Business.

To weather this, making tweaks could make a difference, says Athena Simpson, who specializes in business and strategy coaching for women. “There are two ways to make more money,” she says. “One is reducing costs, one is actually getting more revenue. If we’re looking at a time where we’re probably going to get less sales, we need to be reducing our costs.”

Audit your expenses

If there’s ever a time to do a deep dive into your costs, it’s now. Scrutinize all your expenses, and you may find areas to cut costs. “If you end up saving a couple hundred dollars a month that way, or even a couple thousand, that adds up to a lot over time,” says Simpson.

Invest in areas that pay off

As a business owner, it’s tempting to do everything at once. It’s time to do some digging into where you’re spending and where you’re seeing a return on your investments. “A lot of people get caught up in vanity metrics, like how many subscribers I have, how many ‘likes’ I have,” says Simpson. “But what does that actually do for your business?” She tells clients to test which activities are making money and which aren’t, and to make cuts accordingly.

Outsource what you can

Bringing in outside assistance to manage tasks means the regained time could allow you to focus on the areas that matter most. “If your time is worth $500 an hour, and you’re doing something that somebody else can do for $10 an hour, then it’s kind of a no-brainer,” says Simpson.

Go virtual

The pandemic has taught employers everywhere that they, and their staff, can be productive while working remotely. If you have employees who are able to work virtually, consider how much you could save. “A lot of clients that come to me are wanting to leave their jobs because they had a big wake-up call, they’re realizing that quality of life is really important to them, and they don’t want to go back to the office,” she says.

Consider this moment an opportunity to think creatively and position your business for success, long after the turbulence has cleared.

Wes Ricchio Senior Vice President

Wintrust Commercial Banking at Town Bank, N.A. www.townbank.us/

Invest in the talent you have, provide for your company’s future

As a business owner, you’re capable, competitive and competent. You’re agile with one eye on your competitors and the other on the latest industry trends.

Yet, when it comes to identifying and developing future leaders within your organization, do you have more questions than answers?

As cofounders of Living as a Leader -- which provides development of leaders at all levels -- Nancy Lewis and Aleta Norris are well acquainted with guiding executives to develop their in-house talent.

Read on for their valuable insights to help bolster your retention strategies.

Employees join companies and leave leaders.

What ROI can employers expect from providing leadership development?

ROI has been a blend of anecdotal and measured results over the years. While we have partnered with many customers to impact metrics such as retention, engagement, safety, or on-time delivery, they are equally appreciative of the anecdotal changes. Those include more confident leaders, shorter lines at HR, and employees who claim, ‘it just feels better around here.” The best performers will not stay with an organization where they feel disrespected, under-valued, and not set up to do great work…. and to grow. Today, many employees are under-impressed by their leadership. Employees join companies and leave leaders.

How do you define a leader?

They play a role in maximizing the accountability and fulfillment of his or her employees. The best leaders find the delicate balance between accountability for results and inspiration for people. Leadership not only as a responsibility but a privilege — and one to not be taken lightly.

“

When Nancy and I made the decision to focus solely on developing leaders, we were interested in impacting both organizations and employees. We are passionate about improving the employee experience through effective leadership. Organizations need leaders who can attain maximum productivity and output while still having their workforce feel cared for and appreciated. This is not always intuitive for leaders and requires continuous improvement of their skills, tools, and strategies.

We are often asked this question. It falls in line with “Are leaders born or made?”

The most accurate answer is both. Some individuals are born with a strong orientation toward relationships, while others make work their priority. We think of each of these things as a home base. Leaders with a relationship orientation struggle to hold employees accountable – to be, ‘hard on them.’ While leaders orientated toward work struggle with the need for conversations, feedback, and to get to know employees on a personal level. Regardless of their ‘home base,’ we haven’t found a leader who doesn’t need their skills developed and honed. It is similar to athletes or musicians -- although born with a greater talent than others, they still need a coach.

We have seen a migration toward more informality and a stronger regard for the individual employee. A few examples:

1) The annual performance review has been replaced by the continuous coaching approach where employees have more regular, informal conversations with their leaders.

2) Respect and empathy have become more critical. These involve having regard for the preferences and individual circumstances of employees and seeking to honor them where possible.

3) Humility is replacing hierarchy and chain of command. Employees want to work with leaders who don’t see themselves as the most important people in the room. They prefer relationships and environments that are informal with open doors for conversations.

With the migration toward work from anywhere the job allows, nearly 60% of employees want some flexibility. Managing remote teams effectively is a multi-faceted challenge:

1) Know the preferences of your employees for their blend of work-from-home/workin-the-office.

2) Be intentional about communication methods and frequency (both team and individual)

3) ‘Contract’ with each employee for frequency and method of contact with you as the leader, and do not use your own self as the barometer.

The Emerging Leader Series is a process, not a program or an event. This crucial distinction sets our series apart from other professional development opportunities. Not only is our content impactful, the multi-faceted process they employ ensures better results!

No matter how seasoned a leader is or their level within an organization, the most common struggle is managing the performance of others through continuous conversations around defining expectations, monitoring performance, and providing ongoing feedback. Another challenge is finding the time to intentionally lead others. Busy leaders often don’t have leadership on their “to do” list.

4) Do not be afraid to hold employees accountable. Ask, “How can I do my part to ensure things are on track without frustrating you in the process?’ Your activities as a leader are not about if you do them but rather how

What will be the hallmarks of a strong leader in the next five years?

• Self-awareness with a commitment to development & growth as a leader

• Empathy & open-mindedness

• Creating an equitable & inclusive environment

• Agility

Learn more on MMAC.org

You founded your company, “Living as a Leader” 20 years ago – why have you made this your life’s work?

How (or have you) seen leadership competencies change over the years and with new generations in the workforce?

What do leaders struggle with most?

Do you think there is a such a thing as a “natural born leader”?

How can leaders be most effective managing a remote team?

Research shows individuals with fewer than 2 years on the job expressed the strongest turnover intentions.

MMAC Leadership Council: Leadership Development

Survey Results

By Barb Smith - MMAC Leadership Council Director

This quarter, we are asking the MMAC Leadership Council (LC), our most engaged stakeholders, to focus on how their businesses handle leadership development. The LC is a voluntary, high-engagement member opportunity with more than 70 individuals. Join today to make exclusive connections, discuss ideas and be recognized for your leadership.

“The ability to gain followership from their peer associates highlights they are leading even before taking on the role.”

SCOTT KRAEMER

Wisconsin Area Executive, First Citizens Bank

Senior

“We have an opportunity to collaborate and to prepare the next generations of talent for our region. This a good place to partner with higher education in offering certificates and badges in leadership and other aspects of professional development skill building.”

DEBBIE FORD

Chancellor University of WI - Parkside

“Talent succession is critical for the longevity of any business, organization, or community.

Leadership development, both internal and external to an organization, coupled with succession planning are key enablers to solidifying talent succession.”

ROGER ROUNDHOUSE

At what levels does your organization have goals for leadership development?

CEO & Board Member CentroMotion

Think strategically and demonstrate an understanding of the industry in which the organization operates

LC members ranked the qualities & capabilities used to identify emerging talent:

Perform at an elevated level in their current role

Show an interest in training, developing, mentoring & coaching other employees

Initiate new ways of doing things by taking calculated risks to advance the organization

Demonstrate strong interpersonal skills & emotional intelligence when dealing with others

“The leadership qualities we look for and need continue to evolve and change over time.

In order to propel the Milwaukee Region forward in a truly meaningful way, we need leaders who think holistically and with an outward mindset.”

GINA SKIBO

Partner, Regional Market Growth Leader Wipfli

88% AGREE

11% Disagree

believe their company’s development efforts adequately build critical skills & organizational capabilities.

Examples of internal programs include:

FROM JOHN SWALLOW

President of Carthage College

- Created Leadership Roundtable of 20 leaders

- Representing all levels within the college

- Gathered periodically to discuss leadership readings

- Identified different operating principles/behaviors

FROM FRANK KREJCI

President/CEO of Strattec Security Corp.

- Individuals are placed on internal advisory boards

- Gain broader understanding of the business

- Must be different unit than current responsibilities

- Promotes thinking strategically with peers

“Milwaukee does not have a robust or diversified pipeline for talent and constantly dips from the same wells.

The region is not interested or receptive to new outside thinking and expertise.

The community is very insular, and it shows in our inability to make progress with systemic challenges.”

KATHY

THORNTON-BIAS

President & CEO Boys & Girls Clubs of Greater Milwaukee

Challenging strategic projects and/or opportunities

Mentoring or coaching from senior staff

Opportunities to lead on major projects, initiatives, or committees

Overall development plan

Formal training to build critical skills in performance management, etc.

Other

Additional qualities included communication, transparency, empathy & technical skills

What do they offer emerging talent — individual contributors most likely to move into a leadership role?

In June, nearly 300 attendees gathered at the Marcus Performing Arts Center for MMAC’s first-ever Diversity, Equity and Inclusion Summit. This event was another step in MMAC’s Region of Choice initiative, a collaborative of 125-plus Milwaukee Region employers who have pledged to reach collective goals around Black and Brown employment and advancement. The ROC initiative also is adding goals in the areas of education and supplier diversity. The following pages are a recap of the summit.

The Evolving DEI Landscape: Taking intentions to the next level

Mercer’s

Megan Connolly gave a presentation on how companies can take their intentions to the next level by committing to understanding how experiences, opportunities and rewards can differ across demographic groups -- and turning that understanding into meaningful action to close these gaps.

“Data is the one way you are going to be able to help your organizations get to where you’re going,” she said. “Because you can’t get to where you’re going if you don’t know where you are.”

Connolly said Mercer often hears from clients about confusion – they know they should take action, but they’re not sure what to do.

Ground stategy in evidence

“The strategy that we bring to our clients usually is, ‘If you’re going to do anything, you need to ground that strategy in evidence.”

Megan Connolly, Mercer

“The strategy that we bring to our clients usually is, ‘If you’re going to do anything, you need to ground that strategy in evidence.”

Connolly talked about the importance of keeping employees engaged well after they’ve been recruited and hired; are they being promoted, and are companies creating compelling environments where people want to stay? Even if a company does a good job cultivating

Employers are hiring black employees at rates higher than white employees... ...BUT individuals are leaving employers more quickly.

Mercer’s Blueprint for Action

Track critical workforce data by race/ethnicity beyond basic workforce composition.

TARGET TURNOVER

Rigorously test for equity in career advancement & the factors that predict employee success.

Prioritize retention and growth of the internal pipeline of Black and Brown talent.

PIVOT THE PIPELINE

Use rigorous, bias-checked succession planning and formal sponsorship.

said succession planning is successful for progression of Black & Brown employees

a pipeline to recruit diverse talent, it may still have a significant lack of representation in upper management.

Connolly said the first step for a company to take is to understand its talent flow: who’s coming in, who’s leaving and who is getting promoted?

While this data can be discouraging to look at, it’s also incredibly valuable.

“Now we can understand where the work needs to happen,” Connolly said.

Next, Connolly recommends mapping out long-term succession plans for key roles, keeping in mind that unconscious bias can creep in when succession plans are made – this person reminds me of myself, and I think they’d do well in this role in the future.

Analyze pay equity

A company-wide pay equity analysis also can uncover whether Black and Brown employees are being treated equally – and if they aren’t, it may be a sign that a company’s performance

review process must be “de-biased” to ensure that employees are being evaluated equally to determine compensation increases.

“What you need to do is dig into your data and say, OK, let’s actually look at what predicts rewards in our organization. It’s performance ratings. It’s experience. It’s all the different things that humans bring in,” Connolly said. “Hold those constant, and then say, are there unexplained differences? My guess is, if you’re a normal organization, there will be. And that’s where the homework begins.”

Connolly recommends gaining a better understanding of employee experiences, from large-scale surveys to one-on-one check ins. If issues are identified, organizations can engage with the employees who are impacted to help develop ideas on how to fix them.

“The biggest problem is not saying, ‘I don’t know,’” Connolly said. “The biggest problem is not doing anything.”

of employers describe their efforts in pay equity as “very effective” for Black & Brown employees

of employers look at the data with the lens of race/ethnicity when conducting surveys

Regularly assess and ensure pay equity relying on robust statistical analyses.

De-bias the performance management process.

Address health and financial well-being disparities through employee-sponsored benefit plans.

Take a more thoughtful approach to health benefits and education.

Identify gaps in Black and Brown employee experiences and implement programs that help close them.

Ensure that leaders are equipped to participate through training and accountability.

“

Making Milwaukee a Region of Choice for all is core to the mission of MMAC.”

MMAC Chair Cathy Jacobson, president & CEO, Froedtert Health

Milwaukee County’s Office of Equity was established to make Milwaukee a region where every citizen is welcomed, healthy and thriving.

The office defines racial equity as the just and fair inclusion of people of color in a society where all people can participate, prosper and reach their full human potential.

The Power of Business to Drive Societal Change

with Roy Weathers, Vice Chair - Policy and Societal Engagement, PwC

Keynote

speaker Roy Weathers asked Summit attendees to consider a new level of corporate involvement in social issues. Weathers leads PwC’s CEO Action for Racial Equity, a commitment to advance equity, diversity and inclusion in the workplace.

Weathers said that after the murder of George Floyd in 2020, PwC U.S. Chairman and Senior Partner Tim Ryan wondered whether the company should be more active in societal issues.

“Many would say business and societal issues shouldn’t connect,” Weathers said. “But Tim asked the question, ‘Should we be thinking about leveraging our own influence, our innovation, our problem-solving skills to improve society around some real key points?’ He asked this of around 200 CEOs, and about 150 said ‘Yes, we should. We have no idea what we should do. It’s going to be treacherous, because many believe we shouldn’t get involved in societal issues. But we think we should do it.’”

Ryan asked Weathers to lead the effort.

“I believe that innovation comes from the corporate community,” Weathers said. “I believe that if we can send a rocket to space and land it right side-up, we can solve some of the challenges we have.”

Furthermore, Weathers said there is growing belief in the public that companies should take a more active role in societal issues. And, according to a study by Edelman, the public believes that the corporate community can be more effective in driving change -- even more than political leaders.

Weathers discussed the increased expectations that customers, employees, investors and other stakeholders have on businesses to address societal issues and help their communities. And while it can be incredibly challenging for a company to navigate societal issues that inevitably bleed over into politics, Weathers says it’s necessary.

“I talk to CEOs who say, ‘I didn’t sign up for this. This is hard. Because no matter what I say, somebody’s going to be unhappy. And if I don’t say anything, someone’s going to be unhappy,’” Weathers said.

Weathers acknowledges that this is true. But he said that if a company has a consistent track record of being engaged in significant work on societal issues, it can insulate them from some criticism.

“My advice to those CEOs is, you’d better be doing something substantive,” Weathers said.

Being involved in societal issues also can create a stronger bond between a company and its stakeholders.

“Employee satisfaction and retention is something we’re all grappling with,” Weathers said. “Employees inside your organization appreciate the things you do inside, but they also appreciate the thoughtful, substantive, substantial work that you do for your communities.”

believe improving societal issues is a primary business function.

Edelman Trust Barometer Special Report: The Geopolitical Business, 2022

of respondents, when considering a job, expect the CEO to speak publicly about social and political issues they care about.

Edelman Trust Barometer, 2022

of the general population want CEOs to be visible when discussing public policy with external stakeholders.

Edelman Trust Barometer, 2022

What we heard

in our two DEI Summit panel discussions on company culture and implementing & measuring DEI strategy.

info

Culture has to become who you are as an organization.”

“You have to work within the existing culture.

Then, from the top down, make the changes consistently so that they become part of the organization’s very essence.

Angela Adams Goodwill Industries of SE WI and Metro Chicago

“We have done a lot of great work, but we recognize it’s not enough. We’re treating it as the highest level of importance in our organization.“

Denise Malloy Johnson Controls International

“Thank you for this inspiring & motivating learning opportunity!”

“Change is hard. But to not change is even harder. It may seem easier at first, but in the long run, it actually hurts the organization.”

Karen Nelson Herzing University

“DEI is more of a journey than a destination that an organization arrives at one day.

In this room, there are many organizations that are all in different stages on their journeys.”

Nancy Hernandez Hispanic Collaborative

WHEN YOU WORK HERE, YOUR VOICE WILL BE HEARD.

We’re committed to

• Attracting the best people.

• Providing growth and development opportunities.

• Recognizing and valuing the importance of an inclusive and diverse team.

• Investing in our people and our communities.

If you or someone you know is interested in joining a company where your voice can make a difference, apply with us today.

AssociatedBank.com/Careers

Relentless Focus on People | Winning Spirit

Member

Listen Then Act | Achieving Together

“Initiatives like the Region of Choice make me encouraged for my community, because we are at an inflection point.”

Christopher Rowland, Circa

Supporting Shared Perspectives

One person can have a tremendous impact on our community. And, as the next generation of diverse professionals take their seats at the table, the benefit will be exponential. Baird was proud to sponsor the MMAC DEI Summit, where inspiration was abundant and freely shared.

To learn about Baird’s commitment to inclusion and diversity, visit www.rwbaird.com/inclusionanddiversity

Growing Wisconsin’s Next Leaders in the Law.

We’re proud to foster a strong culture of inclusivity and teamwork that brings diverse perspectives together to achieve our client’s goals. Congratulations to our 2022 Summer Associates and Fellows! We’re honored to support your personal and professional growth to help you become future leaders in the law.

©2022 Robert W. Baird & Co. Incorporated. Member SIPC. MC-920353.

REGION OF CHOICE FOR DIVERSE TALENT

Diversity, Equity & Inclusion Summit

How (And why) Wisconsin Contractors Should Address Employee Mental Health Issues

The COVID pandemic has aggravated an already serious global health mental health epidemic. While the State of Wisconsin has moved into second place among states in how effectively it provides access to care, the time is ripe for the private sector to step up its game, too.

And the urgency may be the greatest for the construction industry, whose workers are more at risk than any others. According to the Construction Industry Rehabilitation Plan’s (CIRP) research, 83% of workers have experienced mental health issues to some extent. Further, the industry’s suicide rate surpasses all others, at 53.2 per 100,000 workers.

There’s a price to be paid for not acting.

It makes good business sense to foster shifts in the culture and environment that make the industry such a hazard to employee mental health. Better management of the risks that create the issue has a payoff: every dollar spent in mental health services returns $4 in improved health and productivity, according to the National Safety Council (NSC).

Putting a series of best practices in place can provide the framework of an effective mental health program.

1. Raise awareness.

Part of the construction industry’s challenge with mental wellness revolves around the stigma it carries. It takes an openness to discussion. It takes intervention that’s easily accessed.

2. Manage the work/environmental/cultural psycho-social risks.

When mental health is stigmatized, employees may feel pressured to use physical ailments to excuse the mental health days they really need.

3. Assess the needs; measure the impact of solutions. It’s not easy to turn a culture around. It takes more than a one-and-done mental health “campaign” to solve persistent burnout issues. A consistent and integrated program is the best fix.

4. Count on evidence-based, quality solutions. The best resources for quality mental health services are safe, effective, patient-centered, timely, efficient and equitable.

5. Mental health initiatives are key to comprehensive wellness programs. Integrating mental health programs into the broader wellness program requires understanding and structuring solutions around the eight dimensions of mental health and well-being.

To learn more about how to create an effective mental health strategy in your workplace visit hubinternational. com/blog/2022/04/workplace-mental-health-strategy/

John Wallen

Vice President and Wisconsin Construction Practice Leader Hub International www.hubinternational.com

About the author: John Wallen is Vice President and Wisconsin Construction Practice Leader for global insurance brokerage Hub International. He has more than 30 years of experience providing risk management consulting, effective insurance solutions and innovative risk and cost reduction strategies for the construction industry. John is active in multiple construction industry trade associations including ABC, AGC, ASA, Plumbing and Mechanical Contractors Associations as well as the Construction and Financial Management Association. John has been a featured speaker for several of these and other construction associations on various risk management topics.

Marketing Myths Busted

The ability to authentically connect with the right audience and see maximum results is not a myth. Spectrum Reach has busted two marketing myths to help you make the connections that matter most to your business.

Myth #1: Everyone needs to see my ads. It has been proven that ads are more effective when targeted to a specific audience. According to ZypMedia, 84% of consumers shop locally to support their community, while 54% do it to boost their local economy.1

Using an advertising partner like Spectrum Reach can help you tap into demographics (i.e., age, location, and gender) and psychographics (i.e., consumer behavior and buying habits) in a privacy-focused manner.

Myth #2: I can’t afford to advertise like the big brands. Technology, like our DIY advertising tool, Ad Portal, can help you plan, design, and manage campaigns from a computer. Ad Portal uses aggregated and de-identified data to generate ad campaigns based on your specific goals, audience(s), and budget.

At Spectrum Reach, we believe every business should have the opportunity to grow across all screens. So, no matter what your budget is, we have the advertising solutions you need to make it happen.

Ready to take your advertising to the next level? Visit SpectrumReach.com to connect with a local advertising expert today.

1.Source: Consumers Want to Support Their Local Economy by Supporting Local Businesses, According to a Survey by ZypMedia, May. 28, 2020

Picture YOUR BUSINESS on TV.

Now, you can advertise on the top TV networks on your budget using our online platform.

to learn more

2021-2022

Legislative Scorecard

MMAC’s Public Policy Agenda is updated every two years to inform elected officials of our members’ priorities.

This scorecard evaluates how well the votes of your state elected officials on key state bills represented the priorities of the MMAC in the past legislative session.

MMAC’s public policy agenda is a tool to inform elected officials of our members’ priorities as the leading voice for the metro Milwaukee business community. This agenda is the fuel that powers our organization’s mission to improve metro Milwaukee as a place to invest capital, grow business and create jobs. Every two years our agenda is reviewed and updated to meet the needs and match the priorities of our diverse membership.

The 2021-2022 Legislative Scorecard evaluates how well the votes of your state elected officials represented the MMAC priorities in the past legislative session. This past legislative session began on Jan. 5, 2021 as the world and our economy was still working through and responding to the global COVID pandemic. In the early

months of 2021, certain parts of the economy were still very much “shut down.” Government health agencies, employers and society were still determining how to safely let people back into the workplace and gather together in public, while also safely administering a vaccine nationwide.

Early in the opening months of the legislative session in 2021, the Wisconsin legislature passed several pieces of legislation that were still responding to the COVID-19 pandemic. Multiple bills that MMAC supported and advocated for were passed with overwhelming bipartisan support. These bills that became law helped keep pandemic relief funds nontaxable sources of income; authorized pharmacy technicians and dentists to administer COVID-19 vaccines; and protected employers and employees from civil liability

for any COVID-19 related injuries or deaths.

Additional bills that the MMAC advocated for included a $2 billion income tax cut, funding for a new public museum in downtown Milwaukee, increases in K-12 school aids, increases in per pupil funding for Choice and Charter schools, increases in special education funding, state funding support for the Wisconsin Reading Corps and College Possible and transportation funding for major southeastern Wisconsin projects.

Andrew Davis MMAC Director of Governmental Affairs

State Bills

This 2021-2022 Legislative Scorecard evaluates how well the votes of your state elected officials represented the priorities of the MMAC in the past legislative session.

The key bills included in this Scorecard were chosen because of their policy significance and their relationship to our public policy agenda.

A brief description of these pieces of legislation is included. To view a vote-by-vote record for each legislator, visit mmac.org/scorecard.html.

AB 68

2021-23 State Biennial Budget

Passing MMAC priority items including: a $2 billion income tax cut; funding for a new public museum in downtown Milwaukee; increases in K-12 school aids, choice and charter per pupil payments and special education funding; state funding support for the Wisconsin Reading Corps and College Possible; and transportation funding for major SE Wisconsin interstate projects.

STATUS: Signed by Governor (Act 58)

Assembly Passage 6/29/21

Senate Concurrence 6/30/21

AB 2

Paycheck Protection

Federalized Wisconsin tax law for treatment of loans under the paycheck protection program allowing the deduction of expenses paid with funds from those loans and allowed the deduction of income received from federal CARES Act pandemic relief funds.

STATUS: Signed by Governor (Act 1)

Assembly Passage 2/16/21

Senate Concurrence 2/16/21

AB 4

Administering vaccines

This bill authorized pharmacy technicians supervised by a pharmacist to administer vaccines after completing two hours of training.

STATUS: Signed by Governor (Act 3)

Assembly Passage 2/16/21

Senate Concurrence 2/16/21

SSSB 1

Unemployment Insurance

Protected employers and employees from civil liability for a COVID-19 related injury or death. Also modernized the information technology system in the Department of Workforce Development (DWD).

STATUS: Signed by Governor (Act 4)

Assembly Passage 2/23/21

Senate Concurrence 2/23/22

SB 13

Administering vaccines

This bill authorized dentists to administer COVID-19 and flu vaccines after completing 12 hours of training.

STATUS: Signed by Governor (Act 8)

Assembly Passage 3/16/21

Senate Concurrence 3/16/21

AB 27

Public Service Commission of Wisconsin

This bill streamlined processes at the Public Service Commission and provided funding for a consumer advocate on behalf of Wisconsin ratepayers.

STATUS: Signed by Governor (Act 24)

Assembly Concurrence 3/23/21

Senate Passage 3/23/21

AB 191

Property tax assessments

Eliminated Wisconsin’s 175-year-old tax, which currently only applies to business furniture and office fixtures. All categories of personal property would be eliminated, and no items of personal property will be subject to the property tax.

STATUS: Veto by Governor

Assembly Passage 6/29/21

Senate Concurrence 6/30/21

SB 125

Income tax and tuition expenses

Created an individual income tax deduction for tuition expenses in an apprenticeship program that is approved by the Department of Workforce Development (DWD).

STATUS: Veto by Governor

Assembly Concurrence 10/26/21

Senate Passage 10/25/21

SB 454

Reading readiness assessments

This bill replaces the current reading readiness assessment program with a three-tiered early literacy screening program in four year-old kindergarten (4K).

STATUS: Veto by Governor

Assembly Concurrence 10/26/21

Senate Passage 10/25/21

SB 425

Milwaukee River estuary clean up

Authorized the Milwaukee Metropolitan Sewerage District (MMSD) to finance and construct a containment facility allowing the river estuary to be dredged and clean the waterways that feed into Lake Michigan.

STATUS: Signed by Governor (Act 124)

Assembly Concurrence 1/20/22

Senate Passage 6/30/21

AB 965

School accountability – district report cards

Required that school and district report cards published for the 2021-22 school year use the measures, index system and other components, methods, and formulas that the Wisconsin Department of Public Instruction (DPI) used for consistency to publish the report cards for the 2018-19 school year.

STATUS: Veto by Governor Assembly Passage 2/22/22

Senate Concurrence 3/8/22

AB 967

Charter school contract

This bill required a charter school authorizer and governing entity to allow a charter school to open additional campuses if they are in one of the top two performance categories on the Wisconsin Department of Public Instruction’s (DPI) most recent school and school district accountability report.

STATUS: Veto by Governor Assembly Passage 2/22/22

Senate Concurrence 3/8/22

AB 968

Charter school authorizing board

This bill created a new Charter School Authorizing Board expanding authorizing options for parents and families.

STATUS: Veto by Governor Assembly Passage 2/22/22

Senate Concurrence 3/8/22

State Senate Voting Record

District Senator %

14 Joan Ballweg (R) 100

23 Kathleen Bernier (R) 100

28 Julian Bradley (R) 100

08 Alberta Darling (R) 100

12 Mary Felzkowski (R) 100

18 Dan Feyen (R) 100

01 Andre Jacque (R) 100

13 John Jagler (R) 100

33 Chris Kapenga (R) 100

05 Dale Kooyenga (R) 100

09 Devin LeMahieu (R) 100

17 Howard Marklein (R) 100

29 Jerry Petrowski (R) 100

19 Roger Roth (R) 100

24 Patrick Testin (R) 100

21 Van Wanggaard (R) 100

30 Eric Wimberger (R) 100

11 Stephen Nass (R) 92

10 Rob Stafsholt (R) 92

20 Duey Stroebel (R) 92

02 Robert Cowles (R) 92

27 Jon Erpenbach (D) 60

25 Janet Bewley (D) 54

32 Brad Pfaff (D) 54

31 Jeff Smith (D) 54

06 LaTonya Johnson (D) 46

15 Janis Ringhand (D) 46

26 Kelda Roys (D) 46

22 Robert Wirch (D) 46

16 Melissa Agard (D) 42

04 Lena Taylor (D) 38

03 Tim Carpenter (D) 31

07 Chris Larson (D) 31

STATE SENATE 33 SEATS

2021-2022

Wisconsin State Legislature

The legislators listed are ranked by the percentage of votes taken in support of MMAC’s public policy agenda

Metro Milwaukee Legislators are in italics and corresponding party color.

Speaker Robin Vos (R) since Jan. 7, 2013

Senate President Chris Kapenga (R) since Jan. 4, 2021

President Pro Tempore Patrick Testin (R) since Jan. 4, 2021

Majority Leader Devin LeMahieu (R) since Jan. 4, 2021

Minority Leader Janet Bewley (D) since Apr. 24, 2020

Speaker Pro Tempore Tyler August (R) since Oct. 8, 2013

2021-2022 Senate Officers

2021-2022 Assembly Officers

District

STATE ASSEMBLY

99 SEATS

State Assembly Voting Record

District Repesentative %

97 Scott Allen (R) 100

75 David Armstrong (R) 100

32 Tyler August (R) 100

89 Elijah Behnke (R) 100

39 Mark Born (R) 100

22 Janel Brandtjen (R) 100

60 Robert Brooks (R) 100

55 Rachael Cabral-Guevara (R) 100

35 Calvin Callahan (R) 100

41 Alex Dallman (R) 100

38 Barbara Dittrich (R) 100

99 Cindi Duchow (R) 100

87 James Edming (R) 100

58 Rick Gundrum (R) 100

33 Cody Horlacher (R) 100

37 John Jagler (R) 100

68 Jesse James (R) 100

26 Terry Katsma (R) 100

61 Samantha Kerkman (R) 100

01 Joel Kitchens (R) 100

24 Dan Knodl (R) 100

72 Scott Krug (R) 100

84 Mike Kuglitsch (R) 100

50 Tony Kurtz (R) 100

31 Amy Loudenbeck (R) 100

88 John Macco (R) 100

28 Gae Magnafici (R) 100

29 Clint Moses (R) 100

56 David Murphy (R) 100

36 Jeffrey Mursau (R) 100

98 Adam Neylon (R) 100

51 Todd Novak (R) 100

96 Loren Oldenburg (R) 100

37 William Penterman (R) 100

40 Kevin Petersen (R) 100

93 Warren Petryk (R) 100

42 Jon Plumer (R) 100

92 Treig Pronschinske (R) 100

59 Timothy Ramthun (R) 100

21 Jessie Rodriguez (R) 100

69 Donna Rozar (R) 100

15 Joe Sanfelippo (R) 100

53 Michael Schraa (R) 100

82 Ken Skowronski (R) 100

85 Patrick Snyder (R) 100

02 Shae Sortwell (R) 100

86 John Spiros (R) 100

04 David Steffen (R) 100

05 Jim Steineke (R) 100

67 Rob Summerfield (R) 100

District Repesentative

%

34 Rob Swearingen (R) 100

06 Gary Tauchen (R) 100

52 Jeremy Thiesfeldt (R) 100

25 Paul Tittl (R) 100

49 Travis Tranel (R) 100

03 Ron Tusler (R) 100

70 Nancy VanderMeer (R) 100

27 Tyler Vorpagel (R) 100

63 Robin Vos (R) 100

62 Robert Wittke (R) 100

30 Shannon Zimmerman (R) 100

83 Chuck Wichgers (R) 92 23 Deb Andraca (D) 85

43 Don Vruwink (D) 77 94 Steve Doyle (D) 75 45 Mark Spreitzer (D) 73 78 Lisa Subeck (D) 73

11 Dora Drake (D) 69

74 Beth Meyers (D) 69

12 LaKeshia Myers (D) 69

13 Sara Rodriguez (D) 69

76 Francesca Hong (D) 67

08 Sylvia Ortiz-Velez (D) 67 80 Sondy Pope-Roberts (D) 67 77 Shelia Stubbs (D) 67 10 David Bowen (D) 64 71 Katrina Shankland (D) 64 47 Jimmy Anderson (D) 62 95 Jill Billings (D) 62 44 Sue Conley (D) 62 81 Dave Considine (D) 62 91 Jodi Emerson (D) 62 16 Kalan Haywood (D) 62 79 Dianne Hesselbein (D) 62 54 Gordon Hintz (D) 62 64 Tip McGuire (D) 62 65 Tod Ohnstad (D) 62

07 Daniel Riemer (D) 62 90 Kristina Shelton (D) 62 57 Lee Snodgrass (D) 62

14 Robyn Vining (D) 62 09 Marisabel Cabrera (D) 58 46 Gary Hebl (D) 58 73 Nick Milroy (D) 58 48 Samba Baldeh (D) 54 18 Evan Goyke (D) 54

17 Supreme Moore Omokunde (D) 54 66 Greta Neubauer (D) 54

20 Christine Sinicki (D) 54

19 Jonathan Brostoff (D) 46

Majority Leader Jim Steineke (R) since Jan. 5, 2015

Minority Leader Greta Neubauer (D) since Jan. 10, 2022

District District

Union Construction’s Investment in Apprenticeship is Paying Off

Recent data backs up the fact that union construction is doing a better job of meeting workforce needs even in today’s challenging environment. An Associated General Contractors of America’s (AGC) survey of more than 5,000 of their member contractor firms found that “the skilled labor shortage is much less severe in the union segment of the industry”.

This is no accident. For decades, local unions and contractors have worked in tandem to develop a strong pipeline of highly trained trade apprentices through Joint Apprentice Training Centers which develop and build up the next generation of highly skilled workers. This investment is paying off. According to analysis by the Illinois Economic Policy Institute, the union construction industry is better prepared for any workforce shortages compared to their non-union counterparts.

In an industry where time is money, having a reliable workforce is crucial to every project schedule. The union advantage is evidenced by further analysis finding, “Union contractors are 21 percent less likely to experience delays in project completion times due to shortages of workers compared to nonunion contractors.”

When you partner with the union construction industry, you can expect a highly-skilled workforce with contractors that are prepared for every project’s needs. Experience the union advantage on your next project. Visit buildingadvantage.org to learn more.

Chris Mambu Rasch Executive Director Building Advantage buildingadvantage.org (414) 897-1146

UNION CONSTRUCTION IS BETTER AT MEETING WORKFORCE NEEDS

Union contractors are 14% less likely to experience difficulty in filling craft worker positions.

Union contractors are 21% less likely to experience delays in project completion times due to shortages of workers compared to nonunion contractors.

Union contractors are 10% more likely to employ Black and African American workers and 8% more likely to employ military veterans

Visit buildingadvantage.org for more information about partnering with Milwaukee’s Union Trades and Contractors

*According to the Illinois Economic Policy Institute’s Evidence from Surveys of Associated General Contractors of America Member Firms

Election Candidates on the Ballot

Gubernatorial Lieutenant Governor

Attorney General Secretary of State

WI State Senate

Don Vruwink

Eileen

Ben Murray

McCarville

Write

Theresa Valencia

Jenna Jacobson

Sue Conley

Clinton Anderson Melissa Ratcliff

Jimmy Anderson

Samba Baldeh

Lynne Parrott

Leuth

Democrat

Democrat Democrat Democrat

Democrat

Democrat Republican Republican Republican Republican Republican Republican

Ann

Mandela Barnes

Tony Evers (i)

Sara Rodriguez

Josh Kaul (i)

Doug Lafollette (i)

Andre Jacque (i) Angel Sanchez Rob Hutton Peter Gilbert Devin LeMahieu (i) Steve Nass (i) John Jagler (i) Mark Trofimchuck Howard Marklein (i) Rachael Cabral-Guevara Van Wanggaard (i) Jesse James Romaine Quinn Robert Relph Cory Tomczyk Dave Estenson Chris Kapenga (i)

Bryan Steil (i)

Olsen

Van Orden

Rogers

Ron Johnson (i)

Tim Michels Roger Roth

Eric Toney Amy Loudenbeck

WI State Assembly

helped administer the Main Street Bounceback

to

UP TO $10,000 EACH

Vision Benefits: What Your Employees Want and Need

In these quarterly segments, you’ve learned about DeltaVision® benefits and the value of offering them to employees. Now, let’s discuss features your employees will want and need.

Let’s start with retinal imaging. This feature allows the eye doctor to view the retina without having to dilate eyes with drops. It’s quick, and there is no vision adjustment period afterward. Many things can be detected from this test, including heart disease, since looking at the retina vessels reveals cardiovascular risks. Interestingly, these images are beginning to predict Alzheimer’s risks as well. More studies are being done in this area; you can visit the Alzheimer’s Association and National Library of Medicine websites for publications.

Blue light filtering is another popular request from employees. Putting this protection on lenses improves tired eyes, dry eyes, headaches, and eye strain, and can even improve sleep cycles. When this filter is not on glasses or contacts, many who are being exposed to blue light (from digital devices like computers, cell phones, tablets, and video games), particularly right before bed, are experiencing interrupted sleep cycles. Lack of sleep can lead the way for potential risks of heart issues, diabetes, or stroke. Including this coverage on your vision plan is highly advised.

Diabetes management is just as important on your vision plan as it is on your medical coverage. It’s recommended that those with diabetes should have their eyes examined twice per year. Be sure your plan includes the ability to have diabetics’ vision checked semi-annually! (Non-diabetics are still covered for annual exams.)

Lastly, let’s cover transition lenses. We’ve all heard about transition lenses for your glasses, but are you aware you can obtain them for your contacts as well? Like glasses, they balance the amount of indoor and outdoor lighting while filtering blue light and blocking harmful UV rays as well. Just like glasses, the contacts will darken when outside and adjust back to normal once you come indoors. This technology is fantastic for athletes who play outdoor sports.

DeltaVision plans include all these suggested features. Let me know if we can review your vision coverage!

Jackie Bloomer Sales Executive Delta Dental of Wisconsin

INSURANCE MADE SIMPLE

How do we make managing your employee benefits easy? By providing a dedicated account manager, offering combined administration, and helping keep rates stable. Plus, we’re known for our responsive service and large provider networks. Who partners with you to make your employees happy?

#DefinitelyDeltaDental

Anna Lardinois Startup Storyteller, MMAC

TwoMilwaukee innovators have come up with a way to address the labor shortage by tapping into an underutilized labor market. Co-founders

Ruben Gaona (above right) and Eli Rivera (above left) are the leaders at the helm of The Way Out, a company that aims to connect formerly incarcerated people with jobs.

Established in November 2020, the organization developed an app that pairs justice-involved job seekers with employment opportunities and tracks their progress as they reintegrate into society. The technology, coupled with a scaffolded support system, is designed to address Wisconsin’s threeyear recidivism rate of 31.3% of former offenders who end up back in the criminal justice system again.

The app launched in March 2021, and since then, The Way Out (TWO) has had more business than they can keep up with.

At last count, they had 200 candidates waiting to be matched with open jobs

upon their release from prison, and those numbers are growing. At every stage of the employment process, the organization and the app are there, recording the job seekers’ goals and tracking their progress. The data can be accessed by TWO, the job seeker’s case manager and employer. The app centralizes the information on the job seeker and becomes a communication tool that unites the three branches of support for the job seeker.

The Way Out offers a solution to the labor crunch

The organization has some prominent fans. Google named The Way Out as one of the first 50 businesses to receive funding from the Google for Startups Latino Founders Fund.

Infusing New Talent

How Fresh Voices and New Perspectives are Growing our Region

Auggy Chung | Vice President, Sales | Wells – Great Lakes auggy.chung@wellsconcrete.com | 847.879.2132

Fresh voices, new perspectives, and dynamic service offerings are shaping today’s evolving construction industry. For years, young professionals, women, and minorities were not typically involved in the trades, resulting in a lack of younger, skilled workers. Advances in technology and prefabrication techniques helped to somewhat fill this need, but as more diverse, young up-and-comers take on leadership roles, the positive impact is felt industry-wide.

Take Wells’ internal four-month,

eight-session program, Wells University for example. We welcomed standouts within our organization, who have shown potential to experience the major facets from finance to marketing, sales to engineering, and drafting to project management in the field. Beyond our internal program, we see the next generation exemplifying leadership in action as a female Wells employee worked on the safety team alongside our partner Gilbane on one of the largest developments in Wells – Great Lakes history; the new world-class HARIBO manufacturing

facility in Pleasant Prairie, Wisconsin. Set on over 130 acres, Wells provided prefabricated precast building solutions for the company’s first North American manufacturing campus.

Bringing together people from different backgrounds opens our organization to exploring new ways of working. By fostering a collaborative nature, it not only helps us grow the next generation of leaders, but it also ensures visionary solutions continue to shape the future of our communities.

Inspiring change in every new project.

From discussing your vision to celebrating the grand opening, Wells is committed to surpassing expectations at every stage of your next building project. As one of the nation’s leading prefabricated building solutions innovators, Wells collaborates with architects, engineers, developers and building owners, offering transformative construction solutions and creating structures that help communities thrive.

wellsconcrete.com 800.658.7049

Horicon

“At the beginning of the relationship, it’s us and the (job seeker) defining what their support needs are,” Rivera said. “And then we loop in a primary reentry service provider, like Project Return or Partners in Hope, to help them facilitate the services that they’re going to need. Together we load that information into the app. … The app is really there to help people stay focused and allow the other stakeholders hold them accountable. … Then (we) find the perfect employer for this individual.”

As TWO works with receptive employers to match job seekers with job opportunities, they continue to develop their technology platform to create a user-friendly experience for case managers, with the goal to one day replace the siloed systems currently used in favor of their multi-user, data-rich product.

The organization has some prominent fans. Google named The Way Out as one of the first 50 businesses to receive funding from the newly launched Google for Startups Latino Founders Fund. Latino-led businesses are the fastest-growing segment of U.S. small businesses, but as an aggregate they only receive 2% of total U.S. venture capital funding, despite comprising 20% of the U.S. population. To help correct this disparity, Google has allocated $5 million to its inaugural fund.

TWO will receive $100,000 in cash awards, hands-on support, and mentorship from Googlers across the company, $100,000 in Google Cloud credits, and access to therapy sessions to use as needed for any support they may need emotionally and professionally.

The company has also received grant funds from the American Family Insurance Fund Institute for Corporate and Social Impact and the Milky Way Tech Hub.

To get a sense of the number of people who could use the services TWO provides, each year at least 129,000 individuals are booked into local jails and at any given time, an estimated 41,000 Wisconsinites are inmates in some type of correctional facility.

Employment is a key pathway to break the cycle of recidivism, but finding a job is a challenge, even during the labor shortage. The TWO founders know firsthand about the uphill battle justice-involved individuals face; both men have spent time behind bars and are painfully aware of the challenges faced by those trying to rebuild their lives after release from the justice system.

“Ruben and I are very concerned about this time because there’s a lot of opportunity on both sides of the equation,” Rivera said. “This is a prime opportunity to present underrepresented and willing to work population to a job market that has otherwise shunned it. And to do that we have to have success.”

Rivera knows support is critical for justice-involved job seekers once they’re matched with an employer.

“That employer sees this as this goldmine of people -- but without supporting them, (they) will have failures,” Rivera said. “Then, once the mainstream (more traditional job seekers) comes back into the employment market, (employers) will say, ‘oh, we tried that. That was horrible’, and then forget about those people again.”

Read this and other stories from our startup scene on MKEStartup.news, part of an MMAC initiative to promote the Milwaukee Region as a destination for startup founders and funders.

“This is a prime opportunity to present under-represented and willing to work population to a job market that has otherwise shunned it.”

FINANCIAL IMPACTS OF INFLATION-AFFECTED DATA

Looking at your financial goals for the balance of 2022 and 2023 comes with an extra challenge courtesy of inflation and supply chain challenges. The inflation rate is expected to settle at about 9%, possibly higher for 2022 and another 3% to 4% for 2023. The causes of this are many, but we expect inflation to be something businesses need to address for the balance of 2022 and continue into 2023.

What should you do with this information? Plan!

1 Review your increase in revenue with caution

Your revenue may have increased, but the quantities or volumes may not have. Whether it is the number of customers or products, the amount may have been less, but your revenue looks solid because of price increases due to inflation.

2 Review your change in expenses

Expense changes should be reviewed often as the supply and demand challenges are causing increases you may not be able to plan for. So be mindful of cost changes when pricing products and services. You may need to increase prices to cover shifts in costs, but that price increase does not necessarily translate to higher net income unless you prepare for a price increase over and above your cost increases. We are seeing price increases not being enough to surpass and exceed the actual cost increases businesses are experiencing. The variables behind the cost increases continue to add up.

3 Historical data challenges

Using historical data to plan revenue increases is the typical approach. However, that data now needs to be looked at more in depth. You may have a 5% increase in revenue, but the expenses have increased by 6%. Thus, your revenue growth is not what it appears at first glance. Use caution when focusing on this financial data. Think about the inflation impact before you react to what your numbers are telling you.

4 Recession implications on inventory levels

A recession could create a deflationary period at some level when prices are lowered. During a recession, demand for products reduce and potentially drive costs down. As a result, a business carrying excess inventory could be exposing themselves to some additional financial pain. The excess inventory acquired at a higher cost may need to be liquidated due to lack of consumer interest. Monitor inventory levels and sales trends closely. Be cautious about building excess inventory at higher costs.

• Fuel costs, access to shipments, and supply chain challenges are expected to continue this year. Price increases for your services and products will be necessary. Be prepared to increase prices to cover your increases in costs.

• Continued increases for labor/services (employees and consultants) should be considered. The labor shortages and the fact consumers are paying more will continue to drive wage increases, which need to be reflected in your cost models.

• Review your revenue goals and look deeper into the numbers to understand what drives your actual net-revenue increases. Ensure price increases are sufficient to cover cost increases, including overhead.

These significant challenges require you to evaluate your perspective on how you look at your financial data.

TAKE A CRITICAL LOOK AT YOUR FINANCIALS. YOUR REVENUE NUMBERS MIGHT NOT BE WHAT THEY SEEM.

New MMAC Members

MAY - JULY 2022

AllRite Home & Remodeling

Seth Garceau, Sales Design Consultant 6438 W. Mill Rd. Milwaukee, WI 53218 (414) 690-8383

www.Allriteremodeling.com

Remodeling

Broadway Construction LLC

Nikki Platt, Owner/President 1932 E. Park Pl. Milwaukee, WI 53211 (414) 640-6996

www.broadwayconstructionwi.biz Construction Management

Church Mutual Insurance Company S.I. Pamela Stampen, Chief People Officer 833 E. Michigan St., Ste. 600 Milwaukee, WI 53202 (800) 554-2642

www.churchmutual.com

Insurance CIBT

Eva Lever, Business Development Manager 1600 International Dr., Ste. 600 Mc Lean, VA 22102 (414) 293-7738 corporate.cibt.com Logistics/Transportation

Colectivo Coffee Roasters Marissa Worzella Communications & Strategic Partnership Director 2999 N. Humboldt Blvd. Milwaukee, WI 53212 (414) 292-3320

http://colectivocoffee.com Coffee/Tea-Retail

Connect Business Consulting

Kenge Adams, CEO/ Founder 1920 N. Doctor Martin Luther King Jr. Dr. Milwaukee, WI 53212 (414) 793-0677

www.connectbusinessconsulting.com Consultants/Leadership

Continental Properties Company Inc.

James Schloemer, CEO W134 N8675 Executive Parkway Menomonee Falls, WI 53051 (262) 502-5500

www.cproperties.com Real Estate Developers

Fritsch Consulting LLC

Greg Fritsch, Principal 2404 N. 88th St. Wauwatosa, WI 53226 (414) 759-8328

www.exechq.com/executive/gregory-fritsch Business Consultants

General Mills Nidhi Singh Human Resources Business Associate 4625 S. 6th St. Milwaukee, WI 53221 (414) 978-1107

www.generalmills.com

Food Products

Kirkegaard Advisory LLC

Hans Kirkegaard, CEO 925 E. Wells St., Unit 916 Milwaukee, WI 53202 (414) 803-4000 www.Kirkegaards.net Consultants

La Fleur Law Office SC

Catherine La Fleur 313 N. Plankinton Avenue, Ste. 429 Milwaukee, WI 53203 (414) 219-9030 lafleurlawfirm.com

Legal Services

Marketing & Branding Solutions

Mark Schmaling, Owner 17145 W. Bluemound Rd., Ste. 210 Brookfield, WI 53005 (414) 405-9066

www.m-bsolutions.com Advertising Specialties

More Business Today LLC

Balistreri,

2262 N.

St. Wauwatosa, WI 53213 (414) 759-3364

W.

53204 (414)

Building Milwaukee’s Skyline Since 1920

CG Schmidt has been Wisconsin’s trusted building partner for over 100 years. We built our reputation by tackling some of the most recognizable projects in the state, literally shaping the Milwaukee skyline and evolving the physical landscape of cities everywhere.

Becca Corrao,

W. Boxhorn Dr. Mukwonago, WI 53149 (262) 349-2184

Tadlock,

W228N821 Westmound Dr. Waukesha, WI 53186 (262) 549-8900

N. Plankinton

WI 53203 (480) 307-3214

(414)

S.

53214 (414)

Allis,

53029 (414)

MMAC Member Milestones

MAY - JULY 2022

95 years

Old National Bank

90 years

Mader’s Restaurant

80 years

F.J.A. Christiansen Roofing Co.

75 years

Global Industrial M.E. Dey & Company

60 years

HNTB Corporation

45 years

GRAEF

Granville Business Center

Advertisement

30 years

Alverno College

Ruekert & Mielke

25 years

American Cancer Society-Midwest Div.

David J. Frank Landscape Contracting

Laughlin Constable Packaging Solutions

Tri City National Bank

20 years

Blomquist Benefits

Johnson Financial Group

Premier Medical Staffing Services

Stamm Technologies Tech Fusion

15 years

Ewald Automotive Group

Hatco Corporation

Mared Mechanical Contractors Corp.

V&F Roof Consulting & Service

Wisconsin Community Services

10 years

City Forward Collective CityCenter At 735 (Compass Properties)

Data Holdings Data Center

Hammes Company

Rickert Industries

RSM US

Urethane Systems Plus

5 years

600 EAST Cafe

Acro Metal Stamping Company

AVI Systems

AW2 Logistics

BEAR Construction Company

Bliffert Lumber & Fuel Co. boomerang carnets

COFCO International

Homewood Suites - Downtown Milwaukee

Integrated Payroll Services

Lindner Law

Meijer- Greenfield

Meijer- West Bend

Miller Baking Company

Milwaukee Yacht Club

Operose Advisors

Pure Sound & Vision

Royal Enfield North America (RENA)

Stella Van Buren

Westin Milwaukee

Wisconsin Public Transportation Association (WIPTA)

1 year

A&J Property Restoration

Anam Consulting

Athena Communications

Bassett Mechanical EnviroForensics

ERTH Dispensary | ERTH CBD

Iconica

Knoebel and Associates

Lora Haines: Learning & Development Consultant

Managed Packaging Systems

Multicultural Entrepreneurial Institute

North Shore Healthcare

Nova Medical Centers

ONTECH SYSTEMS

Pawn America

PC LAN SERVICES

PMG Educational Services

Reward Strategies

Ridge Top Exteriors

Right at Home, Milwaukee

Rogers Behavioral Health

Saga Communications/Milwaukee

Radio Group

Systems

Tri-North Builders

Verizon Washington County

Weber Advising

MMAC strives to be your partner, resource and ally in doing business in Milwaukee. Your renewal is the ultimate source of feedback on our mission to improve metro Milwaukee as a place to create jobs, invest capital and grow business. Thank you for your investment.

Milwaukee Yacht Club

Kinn Hotel with VISIT

MMAC’s 13th Annual Brewers Outing

Full page photo:Patty Frett & Erin Hoffman, R&R Insurance; Shannon O’Brien & Angela Loberg, UnitedHealthcare of Wisconsin, Inc.

Trussell,

Rebecca Swanson

afternoon of Brewers baseball.This event featured

Northwestern Mutual Legends Club while networking

game.

5. Rexx Igunbor & Sean Hatch, PC Lan Services of Wisconsin

Summer Sunset Yacht Cruise

BizTime’s Future 50 winners

•Abby Windows & Exteriors (Brookfield)

•American Construction Services (West Bend)

•Approyo (Muskego)

•Best Version Media (Brookfield)

•Bevco Engineering Company (Sussex)

•Biocut Systems (Milwaukee)

•Bliffert Lumber & Hardware (Oak Creek)

•Business Development Pros (Milwaukee)

•Central Office Systems (Waukesha)

•Central Standard Craft Distillery (Milwaukee)

•Communications, Cabling & Networking –CC&N (Brookfield)

•Doral Corporation (Milwaukee)

•Duffek Construction (Waukesha)

•Eggers Imprints (Brown Deer)

•Empower Electric (Waukesha)

•Fusion Recruiters (Waterford)

•Golden Path Home Care (Milwaukee)

•Husco International (Waukesha)

•InCheck (Wauwatosa)

•James Imaging Systems (Brookfield)

•Johnson and Sons Paving (Menomonee Falls)

•Kahler Slater (Milwaukee)

•Krueger Communications (Elm Grove)

•Lakeland Supply (Pewaukee)

•Lauber Business Partners (Milwaukee)

The winners will be honored at the Future 50 Luncheon on September 29th.

•LePoidevin Marketing (Brookfield)

•Luther Group (Elm Grove)

•M.E. Dey & Co. (Milwaukee)

•Macromatic Industrial Controls (Waukesha)

•MARS Solutions Group (Waukesha)

•Midwest Precision Molding (Lake Geneva)

•MilwaukeeWarehouse (Milwaukee)

•Moore Construction Services (Menomonee Falls)

•Munson (Glendale)

•PartsBadger (Cedarburg)

•Pattyn North America (Sussex)

•Peabody’s Interiors (Brown Deer)

•QPS Employment Group (Brookfield)

•Riverwater Partners (Milwaukee)

•Robertson Ryan & Associates (Milwaukee)

•Rocket Clicks (Menomonee Falls)

•Royal Basket Trucks (Darien)

•SRH (Milwaukee)

•Kriete Group (Milwaukee)

UBUNTU Research & Evaluation (Milwaukee)

•Vizance (Hartland)

Vyron (Waukesha)

Wixon (St. Francis)

Wolter (Brookfield)

Z.T. Distribution (Waukesha)

To learn more about Future 50 or to attend the luncheon go to BizTimes.com/Future-50-Awards

Jim

Lynn

Susan Koehn

Julie

Stephanie

Andrew

Katie

Denise

Jane

Karen Powell

Bret Mayborne

Teaming up to help bring your benefits costs down

Discounted rates, quality employee benefits and surplus refund*potential when medical claims are lower than expected. They’re all possible with a UnitedHealthcare Level Funded health plan for your business through the Metropolitan Milwaukee Association of Commerce (MMAC).

average health plan surplus refund among the 28.7% of MMAC Level Funded plan sponsors who received a refund in 2021*

MMAC-affiliated

uhc.com/mmac

Don’t have a broker? Contact Barb Smith at bsmith@mmac.org or 414-287-4173.

*Among

Company

NJ, UnitedHealthcare Insurance Company of New York

NY,

Three Steps That May Help Some Employers Save 15% or More on Health Care Costs

By Mary Zarn, Division CEO, UnitedHealthcare

When it comes to offering health benefits to employees, every employer has two primary goals: improve coverage and lower costs.

Achieving those goals may help encourage a healthier workforce, while reducing absenteeism and presenteeism, both of which can sap productivity and make an employer less competitive. To that end, the growing popularity of level-funded plans may make it possible for employers to save up to 15% compared to their existing benefits package.

To help employers, especially small businesses with fewer than 50 employees, navigate the transition from fully insured to level-funded health plans, here are three steps to consider:

Evaluate Plan Options. Historically, employers often selected either a fully insured plan or, as companies grew larger, moved to a self-funded arrangement, which yielded potential savings but came with additional financial risks if medical costs exceeded expectations. A third option employers have recently adopted more often is a level-funded plan, which offers the potential savings available through self-funded plans but with less financial risk. Employers with levelfunded plans pay a fixed monthly fee to cover claims, administrative fees and stop-loss insurance, which helps protect against unexpectedly large claims. If medical claims are lower than expected, the employer can potentially keep some of the surplus refund at year end.

Request a Level-Funded Quote. To determine if such upfront savings would be possible for your business, the next step is to request a level-funded quote. This can be coordinated by an insurance broker or by connecting directly with a UnitedHealthcare representative. Generally, employers with relatively younger and healthier workforces may save the most. In fact, employers with UnitedHealthcare level-funded plans on average paid 18% less than comparable fully insured plans.[1]

Leverage Various Types of Technology. Once an employer opts for a level-funded plan, it is important to help employees and their families play a more active role in their well-being. One way to achieve that is by including a wearable device well-being program, where individuals use fitness trackers to monitor activity levels and may earn financial incentives for meeting certain goals. Employers with level-funded plans should also include coverage and resources related to virtual care, offering employees a more convenient and affordable way to access medical care, including primary care visits, behavioral health care and chronic condition management.

By considering a move to a level-funded plan and adopting these strategies, employers may make offering medical coverage to their workforces more affordable and personalized.

[1]Average savings for UnitedHealthcare fully insured groups migrating to Level Funded for 2020 and 2021.