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CLASSIFIEDS
To place your listing, contact Claudia Hippel at 312-659-0076 or email claudia.hippel@crain.com .www.chicagobusiness.com/classi eds
AUCTION
AUG. 11 • REAL ESTATE
96,000 SF INDUSTRIAL BLDG
2635 S. WABASH AVE., CHICAGO, IL Just Minutes from Downtown at I-90-94-55 & Lake Shore Dr. MIN. BID: $2,950,000
• 40-car parking • 4 -story warehouse building • 1 dock /4 drive-in doors • Loft offices for multiple tenants • 1 passenger & 1 freight elevator • Zoning: M-3 (Industrial)
INSPECTIONS: 10:00 AM JUNE 29, JULY 12, 20 & 28
IN COOPERATION WITH:
312.278.0600 FineAndCompany.com
Fine & Company LLC - IL Broker #481.011386
BUSINESS FOR SALE
BUSINESS FOR SALE Successful Full Service Restaurant Established in 1995 In Michigan City, IN CALL 219-873-7101
CAREER OPPORTUNITIES
ANTHEM, INC. seeks PRINCIPAL DATA SCIENTIST in Chicago, IL to lead the development and implementation of machine learning algorithms and techniques to solve business problems and optimize member experiences. Apply at www.jobpostingtoday.com, REF# 81892.
CAREER OPPORTUNITIES
BRAVIANT, LLC seeks a SENIOR SOFTWARE ENGINEER in Chicago, IL to design, develop, and test high performant code. Apply @ jobpostingtoday.com REF #35899
CAREER OPPORTUNITIES
CUMMING MANAGEMENT GROUP, INC. seeks SENIOR COST MANAGER in Chicago, IL to prepare accurate and detailed construction and project cost estimates. Requires up to 3% domestic travel to client sites or other company o ces, as needed. Apply at www.jobpostingtoday.com
REF #77560 CAREER OPPORTUNITIES
INTERESTED CANDIDATES SEND RESUME TO: GOOGLE LLC, PO Box 26184 San Francisco, CA 94126 Attn: V. Cheng. Please reference job # below: Account Manager (Chicago, IL) Perform market research & technical analysis in connection with growing Google products & services. #1615.38908 Exp Inc: web research, technology markets, & online advertising; databases, data warehousing, or SQL; technical program or product presentations to non-technical audiences; account mgmt; information gathering, information retrieval, or data mining; sales planning, market analysis, & technical sales support; product marketing strategy, product mgmt, or program mgmt for technology based products; & quantitative analysis, qualitative analysis, statistical analysis, or statistical modeling.
CAREER OPPORTUNITIES
Interested candidates send resume to: GOOGLE LLC, PO BOX 26184 SAN FRANCISCO, CA 94126 Attn: V. Cheng. Please reference job # below: SALES SOLUTION SPECIALIST (Chicago, IL) Develop & execute data-driven assessments & measurement plans to provide insights for internal & external stakeholders. #1615.439811 Exp Inc: Linear, Logistic, & Time Series regression modeling techniques; Marketing-Mix models (MMM); A/B testing methodologies; databases, data visualization tools, or data warehousing; R or SQL; presentation of tech business analytics insights to non-tech audiences; & web research, tech markets, & digital media advertising.
CAREER OPPORTUNITIES
GRUBHUB HOLDINGS, INC. seeks Sr. Site Reliability Engineer in Chicago, IL to help evaluate & choose emerging technologies, new service protocols & architectures, self-healing capabilities, globally distributed caching, & performance & code quality tooling. Applicants may apply: https://www.jobpostingtoday.com/Ref # 75875.
CAREER OPPORTUNITIES
QUANTITATIVE RESEARCHER (Citadel Securities Americas LLC – Chicago, IL) Mult. Pos. avail.: Analyze & solve cmplx mkt probs thru use of tech, math & stat modl’g, & comp syst. F/T. Reqs Ph.D. (or frgn equiv) in Stat, Econ, Finance, CS, Eng, Math, Physics or rel quant fl d. In lieu of Ph.D. in stated fl d, will accpt Mstr’s deg in stated fl d plus 3 yrs prfssnl or grad-lvl quant rsrch exp or Bach’s deg in stated fl d plus 5 yrs prfssnl or grad-lvl quant rsrch exp. Prfssnl or grad-lvl rsrch exp must incl: utiliz’g time-sers or crss-sctnl anlysis; slv’g cmplx data intnsv probs utilz’g adv mathmtcl & stat modl’g technqs incl Robust Regression, Statistical Machine Learning, Natural Language Processing, or smlr; C++ or OOD prgrm’g; hi-lvl intrprtd langgs incl R, Matlab, Python or smlr; &, anlyz’g gigbyt or trbyt sz’d lrg datasets. Resumes: Citadel Securities Americas LLC, Attn: ER/LE, 131 S Dearborn St, 32nd Fl, Chicago, IL 60603. JOB ID: 5763069.
LOANS
MULTI-FAMILY REAL ESTATE LOANS $500,000 to $5,000,000 Great Rates and E cient Closing Times DEVON BANK CALL 773-423-2527
CHICAGO • ORLAND PARK • BRIDGEVIEW
MEMBER FDIC. EQUAL HOUSING LENDER. Fubo Gaming COO Sam Rattner, right, says it was a far better deal for the company to sign a sublease for their new o ce space at 1 N. Dearborn St.
Downtown office sublease listings plateau
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vacancy rate on record after 15 months of paltry pandemic-era demand. Any new commitment to real estate shows that companies see the value of returning to o ces in a post-COVID world, but swaths of move-in ready space available for sublease is proving to undercut the deals landlords can o er.
“ ere used to be a pretty strict bifurcation between the sublease and direct space market, but that’s certainly not the case today,” says Cushman & Wake eld Vice Chairman Chris Wood, who represents tenants downtown. “I’ve de nitely noticed the trend of companies who maybe previously wouldn’t have considered a sublease now being interested and wanting to evaluate them alongside direct space options.”
Companies across the city last year rushed to put some or all of their downtown o ces up for sublease as they learned to function with remote workers, much of it high-end space that was built out so recently that furnishings and amenities are like new.
But new listings on the secondary market have recently plateaued as some companies have started inking sublease deals and others have reconsidered plans to unload space now that they are calling workers back to the o ce. After sublease inventory downtown jumped by almost 2.4 million square feet over the last nine months of 2020—a 75 percent increase—the number has only increased by 250,000 square feet since the beginning of this year, according to data from brokerage CBRE.
SWELL IN DEMAND
Now the key question for the market is whether the available sublease space has peaked. Another wave could be on the horizon once workers return to o ces in greater numbers and companies can more accurately assess how much workspace they need, and it’s unclear whether demand will keep pace with the new supply, says CBRE Senior Vice President and tenant rep Mark Cassata.
“We still have a lot of road to run here. We’re not going to see (sublease inventory) go down as quickly as it went up,” he says.
Brokers say companies are gravitating to sublease o erings today because of the quality of the inventory after several years in which tenants poured loads of cash into building out cool o ces to attract and retain talent. Tech companies, which account for more than a third of downtown sublease o erings, led that trend.
BARGAIN PRICES
Asking rental rates for downtown subleases are also 25 percent lower on average than asking rents for direct leases, according to CBRE, and many sublease o erings have plenty of lease term left, meaning a subtenant could lock in a long-term bargain. Almost half of the available aftermarket space over 10,000 square feet has at least ve years left on their lease, CBRE data shows.
“We just nished a decade where everybody built out magni cent space to attract the labor force, and now buildings that have raw direct space are being forced to compete in an environment where people don’t want to do long-term deals,” says Andy Davidson, who leads the tenant advisory group at Chicago-based brokerage MBRE. “It’s like a funnel going to the sublease market.”
Landlords cannot compete with the economics of a sublease deal but have plenty of other levers to pull to tailor lease terms or o set tenants’ upfront costs in ways that sublandords can’t or won’t, says Adam Pines, a former suburban tenant rep at brokerage Jones Lang LaSalle who now represents landlords at Chicago leasing brokerage Madison Rose.
One recent example: In the face of formidable sublease competition and construction materials costs recently soaring, River North o ce developer North Wells Capital committed to fund all of ce buildout costs to help nalize a deal this month with freight logistics company U.S. Xpress for a 40,000-square-foot o ce at 306 W. Erie St.
“What many landlords have had to do in order to stay in the game over the last year is o er exibility they wouldn’t have before,” Pines says.
Other landlords have adjusted to the sublease competition by putting up money to build out move-in ready space, or spec suites, to lure tenants. Chicago leasing brokerage Telos Group, which represents landlords at 23 buildings in the central business district, is marketing more than half a million square feet of spec suites ranging from a few thousand to more than 30,000 square feet in size.
Telos Senior Vice President Nikki Kern says she’s encouraged by the recent surge of tenants back in the market hunting for space after many put o leasing decisions over the past year, but that smart landlords are investing in spec suites to be able to compete with compelling secondary marketing o erings.
“ ere’s basically two years of demand that has been pent up and ready to do something, and you have to be able to have a product for every type of user that’s out there,” Kern says. “Plenty of users are looking for something that’s immediate, so you have to have ready-to-go space to meet that demand or they’ve got subleases or co-working space to go to.”
SURGE SLOWING
The amount of downtown office space available for sublease jumped by 75 percent in 2020 but has flattened in recent months as deals have been made and companies have started calling workers back to offices.
AVAILABLE SUBLEASE SPACE DOWNTOWN
6 million
5
4
3
2
1
5.9 million
0
Q1 2016
Q1 2017
Q1 2018
Q1 2019
Note: Q2 2021 data is quarter-to-date Source: CBRE
THE ROI OF DEI
WHY DIVERSITY, EQUITY AND INCLUSION MATTER
It’s been said that organizations with best-in-class diversity, equity and inclusion (DEI) programs deliver a better ROI, and perform better than those without them. There’s also evidence to show that a strong DEI program helps to de-risk an organization. Three Chicago-area leaders involved with DEI initiatives shared their insights and best practices with Crain’s Content Studio.
What are the main social concerns that your organization is focusing on?
Camilo Escalante: As a lender, Guaranteed Rate is focused on access to capital and helping close the wealth gap through homeownership. According to a study from Northwestern University, which used data on consumer nances from the Federal Reserve to track changes in family wealth from 2004 to 2016, for every dollar of accumulated wealth that white families have, Black families have just one cent. ese statistics must change. Purchasing a home is an opportunity more families need to have to build equity to achieve their future nancial goals. By performing our role and following our core company value to “Grow for Good,” we can help make sure more diverse families have better access to the nancing they need to purchase a home.
D. Nigel Green: e communities we serve have been impacted by so much over the last year. We recognize and understand that before almost any other cause, our students and families’ concerns and struggles are rooted in racism. erefore, Noble has taken the important and critical
stance of committing to functioning and progressing as an antiracist organization. We’ve stated our commitment to antiracism and are working within that journey as we speak. is is radical work, and the concerns of our community are both evergreen and constantly shi ing in urgency. Our e ort is always to invest in the full dignity of our community members.
Kim King: One social issue that’s particularly near and dear to our hearts at Elkay is access to safe drinking water. Domestically this means ensuring clean, fresh, potable water free from impurities like lead in public spaces such as schools. Lead in drinking water is a particularly pernicious problem because it’s linked to environmental justice and is more frequently an issue in communities of color. When children are repeatedly exposed to lead in their drinking water, it can lead to profound long-term learning disabilities. We established a nonpro t called Fountains for Youth to help combat this issue in underserved communities across the United States.
How do DEI concerns and priorities shape your organization’s focus?
Green: We focus on creating opportunities for our students to live choice- lled lives, primarily through college success. While 98% of the children and families we serve are people of color, the institutions that our children and families will ultimately navigate—including colleges—are not. We function and perform under the belief that our children will be ready to navigate the de cits of those institutions, and ultimately alter those institutions to create generational change. Our beliefs, our interactions and our support must create circumstances where our children can live choice lled lives. So, we’re unapologetically prioritizing a positive and equitable student experience that prepares our students for college completion.
Escalante: Making DEI a priority has allowed us to look inward and better understand the positions throughout the company that impact our ability to increase our lending in diverse communities. We strive to accurately resemble the demographic breakdown of the major metropolitan areas we serve nationwide. It’s a lo y goal, but we want to lead the industry. We want our company to re ect the communities we serve, and we believe that bringing more diverse employees to the company and helping them expand their reach through their networks will result in more access to loans for borrowers in diverse neighborhoods. at path allows us to better serve diverse communities and help create a more inclusive and equitable environment for our employees. King: Last year’s events inspired us to adopt an active listening and learning stance concerning DEI. At Elkay, one of our core values is “our strength is in our people.” We’ve always recognized the importance of treating people with respect and fairness; we now realize that the expectations may not only di er by race but also by generation. In addition, di erent priorities exist in various regions of the country. Directly engaging in a two-way dialogue with employees has led us to embark upon a renewed DEI journey, led by the recently formed DEI Council, which worked months to understand the demographic baseline as well as employees’ expectations. e Council then prepared a set of recommendations approved by our leadership, ranging from educational workshops, communications and branding, community engagement, supplier diversity program and
— CAMILO ESCALANTE, GUARANTEED RATE
CAMILO ESCALANTE
Exec. Director - Diverse Segments Guaranteed Rate camilo.escalante@rate.com 312-736-9583
D. NIGEL GREEN
Director - Equity, Inclusion & Diversity Noble Schools dngreen@nobleschools.org 312-521-5287
KIM KING
Sr. Director - Global Sourcing DEI Council Leader Elkay Manufacturing Co. kim.king@elkay.com 630-574-8559
It’s about saying to every community, to every homebuyer: your dream matters.
Camilo Escalante
Executive Director Diverse Segments
GUARANTEED RATE
We’re committed to reflecting the diverse communities we’re proud to serve. By expanding our bilingual support staff nationwide, ramping up our homebuying nationwide, ramping up our homebuying education programs and hiring in diverse education programs and hiring in diverse communities, we’re living our core values and holding ourselves accountable for the and holding ourselves accountable for the transformation we want to see in our industry. transformation we want to see in our industry.
Let’s talk about how we can help you serve your communities.
RATE.COM/CAREERS
THE ROI OF DEI
WHY DIVERSITY, EQUITY AND INCLUSION MATTER
establishing new guidelines for employee recruitment and development efforts.
What role does DEI play in your product and service brand positioning?
King: Whether it’s developing ADA-compliant products such as our award-winning Dart Canyon sinks or the accurate representation of the people we feature in our marketing materials, we’ve always aligned our messaging to the diversity of the markets we serve. Our enhanced internal DEI focus has inspired our marketing team to reimage the role that our brand positioning can and should play in effecting change and encouraging greater acceptance and understanding in our nation and our world.
Escalante: Over the past few years, we’ve grown tremendously, both from an employee count and closed loan volume. During that time, we’ve enhanced our brand equity across the country by staying focused on our “Grow for Good” core value and metric that measures the impact we have on our customers, business partners, employees and the communities we serve. DEI initiatives have pushed our company to look even closer at how we build brand awareness and engage diverse communities at the local levels. We’ve built an entire community engagement strategy focused around better connecting with local diverse communities nationwide. This means prioritizing resources to support local partners and staffing accordingly to authentically foster those important relationships. We’re working to align with other partners that value homeownership, financial literacy and neighborhood stabilization.
What are some examples of your organization’s DEI objectives? “OUR SENIOR LEADERSHIP AND BOARD ARE MORE DIVERSE THAN EVER, AND OUR PATHWAY PROGRAMMING HAS SUPPORTED OVER 40 LEADERS OF COLOR TO NEW POSITIONS.”
— D. NIGEL GREEN, NOBLE SCHOOLS
Escalante: One of our main objectives is to recruit more diverse loan originators. We want to provide and build career paths through all sides of the company to attract more diverse candidates. When we think of the future, we have to think about how to attract people to the company who are new to our industry. This also connects directly to our efforts to continue to expand and improve our employee resource groups— which have incredible programming, mentoring, networking and cultural components—to foster a more inclusive company culture. Another example is our language access program, which is a large companywide effort designed to better service customers who prefer to conduct business in foreign languages such as Spanish. This latter initiative will set us apart in our industry. We’re working hard to resolve the challenges
that exist with implementation so we can lead the mortgage industry in providing funding in more languages.
Green: Our equity index formula ensures fair funding at our campuses and creates access to college opportunities for our undocumented/ Dreamer community members. We’ve also been nurturing a leadership talent pool that has yielded senior leadership that reflects the backgrounds of our students and families. We’re institutionalizing continual and critical self-reflection that promotes ownership and culturally responsive and sustaining practices at every level of our organization. We’re building our individual and collective consciousness about race and racism, and examining our implicit biases and areas of privilege and ensuring that all of our community members, including students, families and staff,
have the space to be their authentic selves and ensure their voices are heard.
King: We’re focused on integrating DEI more firmly into our company culture. This will be achieved through a visible commitment from our leadership; by attracting, retaining and promoting more diverse talent at all levels; establishing a deep awareness of how critical DEI is to the success of our business; and continuing to attract increasingly diverse customer markets while increasing the diversity of our suppliers. We also recognize the opportunity to serve as a thought leader within our industry to lead the way in attracting and leveraging diverse talent. In the spirit of continuous improvement, we’ve set ambitious internal targets for creating a welcoming, comfortable and supportive environment for diverse employees, promoting our DEI efforts outside the company.
Noble’s nation-leading focus on DEI and anti-racism has resulted in more than 60% of staff identifying as a Person of Color
Noble alumni are graduating from college at rates 3x that of their peers from similar backgrounds in Chicago.
12,700
students
98%
Black/Latinx
17,500
alumni
84%
First-Generation College Students
87%
Free/Reduced Lunch
How do you measure, monitor progress and report on DEI performance?
Green: We’ve been fortunate to partner with Promise54, a talent solutions provider specializing in supporting organizational DEI efforts. Using their data, we’ve been able to quantify the experiences of the varied intersectional identities within our organization. More importantly, we’ve been able to identify the greatest gaps within student and family experiences, allowing campuses and our entire organization to narrow the focus on where we must improve, while also cultivating the strengths we currently exhibit. We have an internal DEI steering committee composed of more than 20 crossfunctional individuals, including parents, focusing on our antiracism work. Once our reimagining has produced the final product that will shift our approach to education and community partnership, the group will be tasked with creating the accountability structures, measures and progress monitors for our antiracism goals.
King: We’re developing a DEI scorecard based on the recommendations of our DEI Council. For example, we’re driving to increase the percentage of diverse candidates presented to our hiring managers for
professional roles in office locations to 25%, while also increasing the rate of diverse hires for these professional opportunities to 25%. For both of these target metrics, we define diversity according to ethnicity. We’re also seeking to increase non-male representation. Our recruiting team is actively monitoring and evaluating performance data to identify and implement specific continuous improvement opportunities as we go forward. These metrics are part of our enterprise-level strategic scorecard, reported to senior leadership and the board of directors every quarter.
How do you engage your employees in your DEI efforts?
King: Videos, newsletters, interactive workshops and webinars allow our people to learn and engage in dialogues about DEI, enabling them to share their points of view in a safe environment while gaining deeper insights. They can also participate in our DEI Council, which is made up of 12 employees from across the company. Employees can also volunteer as DEI ambassadors to promote, facilitate and support the implementation of corporate diversity initiatives at the business level.
Escalante: Our executive leadership team is creating and supporting more in-depth careerpathing opportunities with internal organizations such as Leadership, Equality and Development; PROUD, aimed at promoting LGBTQ+ inclusion in the workplace; and the Guaranteed Rate Organization of Women. We’re working hard to hit our ultimate hiring goals and keep up the pace, while remaining focused on retaining our diverse employees. As COVID restrictions are lifting, we’re also encouraging our employees to participate in local events hosted by the company or our community engagement partners. Employee participation is critical for these
efforts to resonate authentically within the company and the communities we serve.
Green: Our antiracist journey is a higher bar and a newer organizational commitment. We created pathways for desired but optional input to allow our team members to contribute as their capacity allows. Our team members have also sat on organization-wide committees providing direction and feedback on our antiracist reimagining. All totaled, about 300 stakeholders played an active role in our decisionmaking. We continue to hold events, developments and forums for engagement, surveying and information sharing for all DEI and antiracism efforts.
What results have you seen from previous DEI initiatives?
King: Two areas where we’ve made measurable impacts include access to clean drinking water and ADA accessibility. While we can’t change access to clean drinking water at the infrastructure level, our nonprofit, Fountains for Youth, has made a significant difference in some areas by donating products to underserved communities dealing with clean water issues. On the ADA front, we have a longstanding track record for designing products that provide easy access to sinks, faucets, drinking fountains and bottle fillers for the disabled.
Green: Our senior leadership and board are more diverse than ever, and our pathway programming has supported over 40 leaders of color to new positions. We’ve made a conscious effort to create a community that reflects who we serve, and provides a seat at the table for voices that were previously excluded from decision-making. But the true success has been in our questioning. We process and challenge thoughts in alignment with DEI and antiracism. We view data differently. We shifted from solely looking at the average to disaggregating the numbers for subgroup experience and results. Then, before making a decision, we question whether we’ve spoken—and listened to—the folks that will be impacted. Our thinking is the result and success.
Has your organization evolved in how it views DEI?
Green: We’re constantly learning and adjusting to new information. When we first introduced our core values, DEI was glossed over as “diversity of perspective,” accounting solely for the low-branched fruit of difference or distinction. In 2016, we shifted to the directionally clear core value of DEI we have today. This adds to our responsibility to create spaces that welcome and affirm our unique individuals and establish structures and strategies where all individuals have a just experience regardless of their intersectional identities. While DEI is our core value, we’re also now holding ourselves to the higher bar of antiracist organizational progression. While we’re one year into this commitment, we’ve moved forward with care and intentionality to accelerate our understanding and growth.
King: I’m inspired by our new DEI Council and the programs that have taken shape over the past year to fast-track DEI efforts and move these issues more central within our culture. In light of evolving public DEI expectations and the increasing focus that our customers are placing on the subject, this evolution and our company’s proactive response are well-timed. I’m exceedingly hopeful about where this effort is leading our company and our nation as a whole, and I’m very proud of our progress.
What advice would you give to organizations that want to launch DEI initiatives?
Escalante: It starts at the top. For meaningful and impactful change, leadership must buy into the strategies. It’s important to create leadership roles that have impact throughout the company and most importantly, to set tangible and clear goals that resonate with employees and customers. The message has to be authentic, and the DEI vision should be clear to the entire company.
King: My best advice is to listen closely to your most critical stakeholders—employees, customers, partners and consumers—as well as to public sentiments. Take the time to understand their expectations and let them know you’re listening. Then take an honest, open-hearted look at your own organization. How diverse are you across locations, levels, job categories? Does your diversity decrease as you move up the management ranks? An impartial internal audit can help identify opportunities for improvement. With those in hand, share your results and intentions with your stakeholders. Your people will appreciate the transparency and efforts to effect positive change aligned with the feedback provided. If it all becomes too overwhelming and you don’t know where to start, bring in an expert. We were fortunate to have great support along the way.
Green: Rely on passionate experts, not just passionate people, to be your guides. Invite diverse members of your community to the table with the expectation and understanding that their perspective matters and may even matter more given their contextual knowledge and understanding. Don’t exploit the brilliance of the diverse members of your community; pay people for their time, energy and dedication. Don’t be performative; it’s in vogue to say you’re doing equity work right now, but you should go in with the heart and mind of true transformation for your organization to better serve the humans within and those that interact with it. Own the work; the centered (dominant) community must do this work. The leaders must do the work. The marginalized should not also have to bear the burden of teaching everyone about justice and equity.
CAMILO ESCALANTE is executive director – diverse segments, for Guaranteed Rate, one of the top five retail mortgage lenders in the United States, where he ensures that its loan officers are equipped to serve all borrowers. With over 16 years of industry experience, he has earned recognition as one of the top loan producers in the country while helping thousands of families achieve homeownership in neighborhoods nationwide. He has been recognized as a Top 1% Mortgage Originator by Mortgage Executive Magazine (2015 to 2018) and the National Association of Minority Mortgage Bankers (2017 and 2018).
D. NIGEL GREEN is director - equity, inclusion and diversity for Noble Schools, a nonprofit organization that runs 17 charter public high schools and one middle school in Chicago serving more than 12,700 students from every neighborhood in the city. He joined Noble in 2010, serving as a history instructor, dean of instruction and assistant principal before assuming his current role in July 2020. His energy is dedicated to creating justice-aligned outcomes for students, families and staff; eliminating racist policies and practices; and ensuring that all students have equitable and positive school experiences.
KIM KING is senior director - global sourcing and procurement for Elkay Manufacturing Co., a Downers Grove-based,101-year-old manufacturing firm with more than 3,000 employees and 17 locations worldwide. She has over 20 years of sourcing/procurement experience, and in July 2020, she assumed the role of DEI Council chair, with strategic accountability for the company’s diversity efforts. She is an advisory board member for Governors State University’s Supply Chain Innovation Center and Business Incubator, which promotes innovation and contribute to the economic and workforce development of the greater Chicagoland area.
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