Crain's Detroit Business, September 09, 2024

Piston Group wins certi cation ght with scathing verdict

By Kurt Nagl

One of the world’s largest Black-owned automotive suppliers was wrongfully stripped of its minority certi cation in an apparent bid to “destroy” and “steal” the company, a judge ruled Aug. 27 in Detroit.

Piston Group, the plainti in the case, was awarded a permanent injunction against the Michigan Minority Supplier Development Council, allowing the company to retain its minority business enterprise status, which the certifying body had improperly revoked, according to the decision handed down by Wayne County Circuit Court Judge Annette Berry.

e ruling, applauded by Piston as “vindication” for founder and Chairman Vinnie Johnson, is a major win for the parts supplier, whose largest customers are the Detroit 3 automakers.

e decision, which caps a bitter, three-year legal ght, is also a scathing criticism of the MMSDC and its CEO, Michelle Robinson.

“By de-certifying the Piston

Group, Robinson, through the MMSDC, sought to destroy Johnson and his company,” the judgment said. “Testimony at trial revealed that Robinson and others colluded to steal Johnson’s company.”

e judge, who oversaw a bench trial that began in December, also concluded that the MMSDC’s actions resulted in a breach of contract and “intentional tort of interference with existing and prospective business relationships through wrongful conduct.”

Piston’s request for cost and

See PISTON on Page 27

Nonpro t CEO pay rises with bonuses, deferred comp

By Sherri Welch

Bonuses and deferred compensation are driving rising nonpro t executive pay.

at’s seen on Crain’s list of highest-paid nonpro t CEOS and throughout our annual nonpro t salary survey this year. It’s also a national trend, with the organization Candid showing in its most recent annual report that average compensation for nonpro t CEOs rose nationally to $132,077 in 2022, up from $118,541 in 2018.

e top-paid nonpro t executive in Michigan in 2022, the most recent year for which nonpro t tax forms revealing executive pay have been led, was NSF International’s former President and CEO Kevan Lawlor..

You may not know the Ann Arbor-based organization by name, but chances are good it touched your life in some way.

A public health safety nonpro t founded as part of the University of Michigan in 1944

See NONPROFIT on Page 28

Credit unions are eating up banks

Out-of-state acquisitions seek to expand reach, grow membership HIGHEST-PAID NONPROFIT LEADERS IN MICHIGAN Page 18

Michigan has a dominant credit union market. With 192 credit unions as of 2023, according to data from Qwick Analytics, a Louisiana-based community bank research platform, there are more than double the options compared to the 73 community banks within the state.

As both institutions face consolidation, the number of credit unions and banks are declining within Michigan, causing credit unions to look outside the state to grow their membership base.

According to data from S&P Global, credit unions had acquired $7.2 billion of bank assets by June 4 of this year. In fact, more than a quarter of the bank acquisitions in the U.S. this year were led by credit unions, including four deals made by

Michigan credit unions in states like Florida and Illinois.

Despite the growth opportunities they present to credit unions, the deals remain controversial with traditional banks largely over the broad tax exemptions credit unions bene t from. Bank organizations like the Independent Community Bankers of America are calling on lawmakers to take away tax exemptions for credit unions, or bar the organizations from acquiring tax-paying institutions.

Since 2016, Michigan credit unions have slowly been expanding their regional reach. ere have been 12 acquisitions of banks in Michigan, Illinois, Florida and Wisconsin, with Oshtemo-headquartered Advia Credit Union and Grand Rapidsheadquartered Lake Michigan

“We feel that our regional positioning within the Midwest, and especially within the states of Michigan, Illinois and Wisconsin, serve our communities and team well.”

Jeff Fielder, president and CEO of Advia

Piston Group founder and Chairman Vinnie Johnson. | PISTON GROUP

Clockwise from left: a Lake Michigan Credit Union branch in Muskegon, Advia’s headquarters in Oshtemo Township and a Michigan State University Federal Credit Union branch in Clarkston | COURTESY PHOTO; COSTAR GROUP INC.

Anna Fifelski

Ambulance providers who say they were stiffed plead for help

By David Eggert

LANSING — Emergency medical services providers are asking Michigan lawmakers to reimburse them more than $6 million after the state prison agency’s former health care contractor did not pay for ambulances sent in response to 911 calls, the EMS providers say.

e issue a ects an estimated 15 providers across the state — companies, nonpro ts, re departments and other government-run operations, according to Michigan Association of Ambulance Services Executive Director Angela Madden. e group hopes legislators set aside the money in a supplemental spending bill when they return this week from a summer break. e pre-election session could be short.

“With the sta ng issues and the increased costs that EMS agencies are experiencing right now, to have us carry this de cit and this deciency in our compensation for work that we’ve already completed, it’s a really tall order and a very large ask,” Madden said, saying the providers are legally required to respond to 911 requests. “I don’t know of any other business out

there or entity out there that would be expected to do the same. We really hope we can nd a resolution.”

e contractor, Nashville, Tenn.-based Wellpath LLC, provided prisoner health care services to the Michigan Department of Corrections for three years before its contract ended in April.

e unreimbursed bills generally cover the period from last fall until the spring, Madden said.

“ e fact that Wellpath has said that they are just not going to pay those claims really a ects the cash ow of these agencies to continue their mission of providing high-level medical care to their local communities,” she said.

Crain’s left messages seeking comment with the company.

In July, John Long eld-Smith, Wellpath’s senior vice president of payer solutions, wrote a letter to unpaid providers saying it lost about $1 million a month working for the Michigan Department of Corrections and roughly $2 million per month working for the Georgia Department of Corrections, “mainly due to assumptions made based on information provided by MIDOC and GDC that turned out to be false.”

He did not elaborate, though a lawmaker said the company claims administrators did not disclose that it would be responsible for paying emergency responders.

At the same time, Long eld-Smith wrote, Wellpath “burned through our limited cash reserves paying sign-on bonuses to nurses to keep our clinics sta ed and to purchase PPE for our sites.”

“To be completely transparent — we lost more than $30M in MI and $60M in GA, which means that for the past three years Wellpath has been subsidizing the care for MI and GA Inmate patient care.” Long eld-Smith wrote. “We are fortunate to be out of these contracts, as another six months without modi cations to the contracts, could have caused even more damage to the company.”

He said Wellpath was looking to sell its pro table $500 million behavioral health division, Recovery Solutions, to “signi cantly improve our balance sheet. We anticipate the transaction to be complete by EOY. We ask for consideration in the form of time to get through the transaction.”

MDOC spokesperson Jenni Riehle said the department was aware

of EMS providers’ request.

Madden said the department has been helpful. She expressed optimism that legislators will provide funding.

Amber McCann, a spokesperson for Democratic House Speaker Joe Tate, said he “has been made aware of this issue, but no speci c decisions have been made regarding a potential supplemental.” Rosie Jones, the spokesperson for Democratic Senate Majority Leader Winnie Brinks, said she, too, was aware of the request and was looking into it.

Rep. Jaime Greene, R-Richmond, said it is “absolutely outrageous” that providers were not paid.

“It’s time for the Legislature to step in and right this wrong,” she said while calling on the state attorney general and Michigan auditor general to investigate.

One of the a ected EMS providers is Ann Arbor-based Emergent Health Partners, which owns and operates six ambulance services

in 14 counties across southern Michigan, including in metro Detroit.

President and CEO Ron Slagell said three providers whose territories include prisons — Huron Valley Ambulance, Jackson Community Ambulance and LifeCare Ambulance — are owed more than $1.2 million. Jackson is due $630,000, Huron Valley $430,000 and LifeCare $193,000, he said.

“We’re a large enough organization (that) since we haven’t been paid, everything’s OK now,” Slagell said. “But it’s going to mean some delays. Delays in buying some new ambulances that we need to replace. It may have other impacts. If we never get paid, it’ll have impacts on other services that we’re able to upgrade or the increases in pay we need to give to our sta . Over $1 million owed our a liated companies, we can’t just eat that and not expect someone to cover those costs. We’ve already provided the service.”

STONERIDGE I

New food truck park in Dearborn hopes to become community hub

A Dearborn entrepreneur is hoping a new venue and eatery becomes the hot spot in the city.

Hassan Chami opened allhalal food truck park and food hall e Canteen at Midtown on Aug. 9.

e four-acre site at 720 Town Center Drive just on the other side of the Fairlane Town Center parking lot features six food trucks in a patio area with space for about 200 people.

Chami called e Canteen a place where everyone can come together to hang out. e name comes from the snack spot at Milford’s Camp Dearborn, he said.

“If you grew up in Dearborn from the 1950s on, you went to Camp Dearborn. e one thing that everybody remembers about Camp Dearborn is the canteen. It’s where we all hung out, got food, saw reworks,” Chami said. “I think the city needed something like this. It’s a new social hub.”

Cruise ship stops in Detroit are about to surge

Two of the grandest Great Lakes cruise ships are making a comeback in 2025 and will bring thousands of maritime tourists back to the Port of Detroit.

e Victory Cruise Lines vessels, Victory I and Victory II, will return to Detroit after a yearlong hiatus. e 190-passenger vessels were out of commission in 2024 after their previous owners went bankrupt and were forced to sell the ships at auction in April.

e ships, previously operated by American Queen Voyages under the names Ocean Voyager and Ocean Navigator, stopped in Detroit 24 times and accounted for roughly 40% of all dockings during their last active summer.

“When we lost them for this year, it was a big drop for us,” said Mark Schrupp, executive director of the Detroit/Wayne County Port Authority.

e vessels are now scheduled to dock in Detroit between 32 to 36 times next year.

“ at’s some 4,500 passengers who will get o and spend the day in Detroit,” Schrupp said.

He expects the port to see a record year with more than 75 dockings thanks to the Victory lines. Visit Detroit, the city’s visitors bureau, says that could total north of 12,000 cruise passengers.

ere’s also a 10,500-squarefoot indoor food hall with ve restaurant concepts and seating

Food truck vendors are e Chicken Coupe chicken and wa es, e Bistro Box, e Terry Melt — which Chami owns; e Munch Box street grille, Fratelli’s Eateries and Amo Sami’s Shawarma.

for another 200 guests. Food hall vendors are Nami sushi, Z’s Bubble Tea, JJ’s Custard Company, La Fork Creperie and Qahwah House co ee. No alcohol is served on site.

e indoor space also has a dozen TVs for viewing, and the Canteen Co ee Corner co ee

lounge. A banquet room on the south end of the building has space for about 100 guests, and a commissary area with 12 individual rooms for rent are onsite, too.

Chami has a lease for the land

Michigan marijuana prices hit a record low in July

Legal market marijuana prices in Michigan reached historic lows in July, propelling the secondlargest sales month since adultuse legalization in 2019.  e average price for an ounce of marijuana ower was $79.70, according to data from the Michigan Cannabis Regulatory Agency. Total adult-use sales totaled $286.4 million, trailing only the record sales month in March at $286.8 million.

Adult-use marijuana prices have fallen nearly 14.5% through-

out the year after a sharp increase throughout the summer and fall last year, likely due to increased enforcement to stamp out illicit product in the legal market. e previous basement for the average price for ower was $80.16 in January 2023.  e price decline this year could be caused by a variety of reasons, including product oversupply, pricing compression from “Croptober” preparations and a continued supply of illicit market product in the state’s regulated market.

More plants were being tend-

ed to throughout the year, leading up to the July sales gure, which could also impact pricing. In January, there were 1.3 million plants being grown in immature, vegetative or owering states. at gure climbed to 1.7 million in June, meaning more product was likely to hit the market in July.

Outdoor growers are also preparing for “Croptober” — the annual harvest in October of plants grown in outdoor farms. at product, which typically is used in vapes, gummies and edibles, oods the market by late

October through the end of the year, though some of the outdoor product is sold as ower.

Eric Klar, CEO of Birminghambased Quality Roots, which operates eight dispensaries in the state, said prices are dropping for ower because outdoor growers and processors are looking to get rid of the remaining supply from last year and o ering steep discounts.

“I have more and more indoor farms coming to me to try and get on our shelves and to do so

“ at’s a boat load of people who will get to experience Detroit,” said Jennifer Ollinger, manager of domestic and international tourism at Visit Detroit. “ ey’re going to really take passengers into the community. ey’ll be all over metro Detroit visiting our local attractions.”

Stops range from the Henry Ford Museum of American Innovation in Dearborn to the Ford House in Grosse Pointe Shores. e ships will stay all day in Detroit, meaning passengers will patronize local restaurants, too.

Patrons sit outside at the new food truck park at The Canteen at Midtown in Dearborn. The venue features six food trucks with ve restaurant concepts in an indoor food hall. NIC ANTAYA

Guests hang out and order food at The Canteen at Midtown in Dearborn on Aug. 24. NIC ANTAYA

Detroit will see record cruise activity thanks to the return of two popular vessels. VICTORY CRUISE LINES

By Jack Grieve

Jay Davis

Dustin Walsh

Historic building in downtown Detroit gets a new hotel concept

One of Sonder Holdings Inc.’s downtown Detroit locations has gone kaput.

Mike Ferlito, who owns the 10-story former Lawyers Building on Cadillac Square, e ectively booted Sonder from its master lease of the building and has brought in San Francisco-based hotel and shortterm rental concept Kasa Living Inc. as operating partner for its 45 units.

Ferlito, CEO of Detroit-based Ferlito Group, said his company was concerned about Sonder’s (Nasdaq: SOND) solvency amid news earlier this year that Sonder — also based in San Francisco — discovered that its scal 2022 and scal 2023 nancial reporting contained errors.

Oops.

Kasa, Ferlito said, brings “an elevated level of guest experience from what Sonder brought,” and there was a refresh of the units — studios, one- and two-bedrooms — to provide “pretty much like new accommodations” to guests.

Ferlito said the average unit will rent for about $180 per night, and stays can be one night to one year.

“We love Kasa because this type of historic, 50-key building is what they do all across the country,” Ferlito said. “ is is their bread and butter. ey focus on guest ex-

perience, safety and security. On our side, we are very excited to deliver or bring Kasa to the market to bring that kind of experience to downtown.”

e former Lawyers Building at

139 Cadillac Square is listed on the National Register of Historic Places. According to Historic Detroit, which tracks Detroit building and architecture history, the building was developed by John Barlum,

who also developed what are now known as Cadillac Tower and New Cadillac Square Apartments. It was designed by the Bonnah & Cha ee architecture rm and opened in 1923, the website says.

also said Kasa has become uent in taking over at properties with management issues, including former Sonder locations.

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A 7-Eleven convenience store opened in the ground oor of the building 2014.

Kasa has a deep Midwest presence, with properties in Milwaukee, Minneapolis, South Bend, Des Moines and elsewhere — not to mention on U.S. 31 in Traverse City — and Detroit has long been a market it was looking to tap into, Roman Pedan, founder and CEO of Kasa, said in an interview. Although Kasa has hotels with 10-20 units and up to 200, 50 is right around the company’s “sweet spot,” he said, making the Lawyers Building an ideal building.

“It’s been a miss that we didn’t have a property in Detroit,” Pedan said. “We heard from our guests that they sought locations from us in Detroit, and it’s been kind of a target city for some time.”

Revenue per available room, or RevPAR in industry jargon, has been increasing, up 6.3% in the downtown submarket and 3.2% in the broader region, and recent news of a new Edition Hotel at the Hudson’s Detroit development and a JW Marriott on the former Joe Louis Arena site have demonstrated Detroit’s hotel market durability, said Brian Ritter, senior director of real estate for Kasa.

“It’s a market we want to be in,” Ritter said.

Terms of the agreement between Ferlito Group and Kasa were not disclosed, but Pedan said his company tends to enter longterm agreements and take a percentage of unit rental revenue. He

“We’ve done more than 25 management takeovers in the last four or so years,” Pedan said. “We have kind of become known as the goto group to help solve management issues that plague properties.”

e nancial reporting problems are not good for Sonder, which has also had rounds of layo s in the short time since its 2022 IPO. It was founded in 2014 and has never turned a pro t, according to Skift, which covers the travel, hotel and airline industries.

Sonder, which announced it was coming to the market in October 2019, has said it will restate its nancials for FY 2022 and FY 2023, but its net losses and losses per share during those periods are expected to increase.

Last month, Sonder announced it entered into a long-term licensing agreement with Bethesda, Md.-based hotel giant Marriott International Inc. that will put more than 9,000 of its units into the Marriott portfolio by the end of the year, followed by another 1,500 or so at a later date, creating the Sonder by Marriott Bonvoy line.  at agreement also pumps $146 million of liquidity into the company.

Sonder still has a location at the Joe Barbat-owned Gabriel Richard Building on Michigan Avenue downtown, according to its website. It’s not known whether the 123 Sonder units in that building are entering the Marriott portfolio. An email was sent to a spokesperson inquiring.

Kirk Pinho

Humana taps former Wayne County leader to be Michigan CEO

Dustin Walsh

Two months after resigning as CEO from state’s largest mental health service provider, Eric Doeh has reemerged as the state’s top executive for insurance giant Humana Inc.

Doeh resigned in June from the Detroit Wayne Integrated Health Network, which provides services to more than 123,000 people in the county after seven years with the organization.

Doeh, a former assistant U.S. attorney for the Department of Justice, joined DWIHN in 2017 as its chief network and compliance ofcer before become deputy CEO and then CEO in 2021. He established a plan to subsidize health care coverage for DWIHN employees, saving sta from a 30% increase in health care

costs. He also led the initiative to provide retention payments to sta and providers and disburse an additional $4.7 million to providers as part of an overtime plan. Doeh was also a member of Michigan’s Mental Health Diversion Council, appointed by Gov. Gretchen Whitmer. Doeh o cially joined Humana as its Michigan market CEO and plan president on July 1, but the company has yet to o cially announce his arrival.

It’s likely Doeh will lead an increased push in the state to challenge market leader Blue Cross Blue Shield of Michigan, which holds a roughly 70% market share grip in the state.  e for-pro t Kentucky-based insurer is the fth-largest health insurer in the U.S. by revenue, generating $106.4 billion in revenue in 2023. Its shares (NYSE:

Bobcat Bonnie’s closes its Macomb location

Bobcat Bonnie’s has closed its restaurant at the Mall at Partridge Creek in Clinton Township.  e closure of the restaurant at 17330 Hall Road, Ste 195, was announced Aug. 25 on Facebook with a statement from the chain’s owner Matt Buskard.

“We could give a million negative reasons as to why we are here but there’s no point! Instead we want to focus on all the positives,” Buskard said in the statement.

Bobcat Bonnie’s was founded in 2015 in Detroit’s Corktown neighborhood and expanded with chain locations across the state. e restaurant features American fare and brunch, lunch and dinner service as well as full bar.

Bobcat Bonnie’s opened its Partridge Creek in February 2020 following the closure of Max and Erma’s on Dec. 31, 2019 — the restaurant that previously occupied the space. Buskard said the quick turnaround of Max and Erma’s departure to Bobcat Bonnie’s moving into the space allowed them to secure the space and take on the previous establishment’s sta .

HUM) traded at $352.54 as of midday Aug. 27.

But Humana is the second-largest insurer of Medicare Advantage plans, controlling 18% of the U.S. market, according to data from the Kaiser Family Foundation.

Under MA plans, insurers con-

“We got lucky — inheriting an amazing group of humans...,” he said in the Facebook statement.

“During this process of conversion we got tossed a bunch of challenges from the former company and it allowed us to prove to the sta and community that we would do right by them.”

Bobcat Bonnie’s will transfer some of the sta to other stores and while some employees may leave the company, Buskard said they will ensure Partridge Creek employees are taken care of.

Currently, Bobcat Bonnie’s has seven remaining Michigan locations in Corktown, Ferndale, Grand Rapids, Wyandotte, Ypsilanti, Kalamazoo and Lansing — which opened this year, Crain’s reported in February. e rst out-of-state location in Toledo is in progress.

Outstanding gift cards can be used at any location and any reservations for the Partridge Creek location will be contacted, the statement said.

Buskard expressed in the statement that he would love to bring Bobcat Bonnie’s back to Macomb County again — “just not on Hall Road.”

tract with the federal government to provide extra bene ts and services to seniors along with o ering vision, dental care and wellness programs. It’s among the fastest-growing segments in the health insurance market.

However, Humana has said publicly it plans to reduce its reliance on MA plans going forward. e insurer could, however, be seeking to receive one of the state’s treasured Medicaid contracts — though the state just issued new ve-year contracts in April.

Starter home market still tough in metro Detroit

By Nick Manes

ose shopping for “starter” homes around the U.S. are largely seeing improved conditions, but metro Detroit’s market continues to lag far behind, according to a new report.

All told, inventory of homes for rst-time buyers, pending sales and sale price all increased in July from one year earlier, according to the report released Aug. 26 by national online brokerage Red n. e market for such entry-level homes around the country is showing “signs of life” with pending sales at their highest point in almost two years, per the report.

While prices are lower in metro Detroit compared to the country as a whole, buyers in the region aren’t seeing quite the same conditions for that type of product, particularly when it comes to availability, according to the Redn data.

Nathan Boji, associate broker and vice president with Re/Max Classic based in Farmington Hills, said he’s seen more listings in the entry-level market but prices have remained elevated.

“We’re seeing more listings on the market in the last six months or so, but it’s not enough to ll the demand,” Boji said. “And not enough that ts with what people can afford with interest rates, property taxes and overall carrying costs.”

e entry-level market is particularly challenging, Boji added, just because of the larger pool of buyers, ranging from would-be rst-time owners, older people

looking to downsize to something smaller and the investor group all targeting that market.

For purposes of its report, Redn researchers split the U.S. housing market into four categories, with starter homes making up between 5% and 35% of the brokerage’s home value percentile.

Around the country, the median sales price for a starter home stood at $250,000 in July, up 4.2% from a year earlier, and the number of active listings and pending sales were both up by double digit percentage points. e growth in active listings for starter homes was more than double the category to see the next highest rate of growth, luxury homes, which saw active listings grow 9% year-overyear.

at situation is quite di erent in Detroit and its suburbs, per Red n. For its part, the brokerage splits the region into two, with Detroit and the Wayne County suburbs accounting for one area and suburban Oakland and Macomb counties being the other.

In Detroit and Wayne County, the median starter home price stands at $65,500, the lowest in the country, but up nearly 16% from a year earlier. e number of starter homes sold grew 4%, while pending sales and active listings grew 10% and 5%, respectively. New listings were up less than 1%.

In the Warren metro area, the median price for a starter home was $185,000, up 7% from a year ago. e number of new listings grew about 5.3%, but the number of homes sold and pending sales both declined, while active listings were up 6.6%.

Metro Detroit home prices have been on the rise for several years, as they have in much of the country. e latest S&P CoreLogic Case-Shiller Indices, a monthly report tracking home prices around the country, showed that the 7% year-over-year increase for metro Detroit homes in June again outpaced the nation as a whole, which saw prices increase about 5.4%.

Eric Doeh, former DWIHN president and CEO, has been named the Michigan market CEO for insurance giant Humana. CITY OF DETROIT

Elizabeth Schanz

Bobcat Bonnie’s has closed its location at the Partridge Creek mall. BOBCAT BONNIE’S PARTRIDGE CREEK FACEBOOK

So-called “starter” homes remain hard to come by in metro Detroit. NICK MANES

FROM THE EDITOR

New Investments show path to Detroit’s future

Three miles east of downtown Detroit, on land vacant so long the earth has reclaimed the sidewalks, sits a sturdy wooden sign.

“Coming soon,” it reads, with the simple design of a house and its address, 1742 Fischer.

A stone’s throw away is a similar sign for 1738 Fischer. Across the street are three recently built houses, with new sidewalk stripped in front of them. e development of the single-family houses on the city’s east side, next to the historic Indian Village neighborhood, is a project of Greatwater Opportunity Capital. When announced earlier this year, the idea of the inll housing was so novel in the city of Detroit that it attracted widespread local news coverage.

One of the co-founders of Greatwater is Roger Ehrenberg, a University of Michigan graduate who after 17 years on Wall Street founded a highly successful seed-stage venture rm, IA Ventures, in 2009. He has since stepped back from IA and is now managing partner of Eberg Capital, investing in sports-related enterprises with his sons, Andrew and Ethan, fellow UM alums. Roger Ehrenberg has taken great interest in Southeast Michigan, his place of birth, and has an investment thesis

COMMENTARY

Iaround climate migration and what he considers to be the inevitable boom of the Great Lakes states.

Ehrenberg will share his thoughts at a special event Crain’s Detroit Business is hosting at Michigan Central Station on Sept. 20. e event is in partnership with Detroit Homecoming, the annual gathering that draws “expats” back to the city to network and encourage investment in Detroit.

I am looking forward to moderating a panel discussion with Ehrenberg, Lindsey Kilbride, who is a principal at Dan Gilbert’s Detroit Venture Partners, and Trevor Lauer, vice chairman and group

e Legislature can

have worked in Michigan bars and restaurants for more than three decades, dedicating my time and energy to an industry that o ers me the opportunity to earn a decent living far beyond the minimum wage, and enjoy a exible schedule while doing it.

I choose to be a tipped worker because I get paid well to help people have an enjoyable few hours and am able to pay my bills in the process.

However, a recent Michigan Supreme Court ruling eliminates the tip credit on the minimum wage, essentially turning all servers and bartenders like me into hourly minimum wage workers. After years of building my successful career, I may now be forced to leave the job I love — and need. By turning these unique jobs into just another minimum wage job, the custom of customers rewarding great service with tips will come to an end. Tipped workers like me will go from making $25 per hour or more to getting the basic minimum wage and not much else. Even if I still re-

KC Crain, president and CEO of Crain Communications, will interview Gilbert in a special one-on-one session. And offering a unique perspective from Chicago, John W. Rogers Jr., who is the founder and chairman of Ariel Investments, will talk with Crain City Brands Group Publisher Jim Kirk about the importance of civic engagement and how corporations can help foster vibrant, thriving cities.

A half-dozen Detroit startup companies will also give pitches in the hopes of attracting additional investors.

It will be a busy morning, but that’s reective of Detroit right now.

president at DTE Energy, where we will dig into what opportunities savvy investors are looking for in Detroit.

We will talk about the potential for climate migration, as well as Detroit’s unique advantages and challenges when it comes to investment opportunities, across a variety of sectors. I suspect talent attraction and retention, the need for affordable housing, and how well Detroit stacks up against other cities are all issues that will loom large over the conversation, which is being dubbed, “ e Investment Bet: Detroit.”

e panel is one of six pieces of programming that will be packed into the morning.

From the Hudson’s tower downtown to Michigan Central in Corktown to the Joe Louis site on the riverfront, there is no shortage of major projects in Detroit either recently completed, under construction or in active development. en, of course, there are the questions hanging over the future use of the Renaissance Center.

While those projects understandably command outsized attention, plenty of smaller developments and startup ventures show there is a range of investment opportunities in Detroit.

In late August, another developer announced plans to build the city’s rst waterfront houses in a generation just a few miles east of the Greatwater homes.

Investors are taking notice of Detroit. On Sept. 20, I’m looking forward to learning more about how some of the savviest among them approach these opportunities, even if it’s one sidewalk at a time.

save the restaurant industry, if it acts now

ceived a small acknowledgement of my hard work from our regulars, my income will be slashed, and I will have to look elsewhere to make up the di erence.

Bartenders and servers got this bad news on July 31, when the Michigan Supreme Court ruled unconstitutional the “Adopt and Amend” procedure used by the Legislature to protect the tip credit more than a half-decade ago. e ruling means the tipping system as we know it will start o cially disappearing in February 2025.

But the impact of this decision is already being felt. Once customers saw the headlines that we are now “hourly workers,” many customers are tipping less under the belief the change already happened. is is a frightening trend that will get worse as we advance to February.

at’s why we can’t wait until next year to change the law and save Michigan’s tipping culture, a way of life for thousands of hard-working people. Michigan’s legislature is empowered to reform the law and

should do so as soon as possible.

I am far from alone in this belief. In a survey of hundreds of Michigan tipped workers conducted in 2022, more than 80% wanted to keep the tip credit. at is because they all understand their income is on the line.

If tipped workers wanted a minimum wage job, they would have applied for one. But they need to earn much more than the minimum wage and are able to do that in today’s tipping system.

But now, because an out-of-state dark money group pushed its agenda on us, the damaging e ects of eliminating the tip credit on the minimum wage will be felt by us all.

First, labor costs for restaurants will massively and rapidly increase. For restaurants who try to survive the change, higher menu prices and new service charges on in ation-strapped customers will kill our tips and put these businesses in peril. For the bars and restaurants that can’t make the math work, full-service will be replaced by counter service or electronic ordering.

Worse yet, many restaurants will just

give up and close, leading to lost jobs for thousands of workers who dedicated years of their lives to this industry. It’s a mystery how they would replace their lost income.

Clearly, the elimination of the tip credit is not just a random policy change — it is a disaster for thousands of servers and bartenders who rely on this system to support their families and pay their bills, and for the businesses which employ us.

While Michigan today is one of more than 40 states with a similar tipping system, we have seen elsewhere what happens when the tip credit is eliminated. After wiping out the tip credit in Washington, D.C., a lot of full-service restaurant jobs disappeared. Michigan is 15 times larger than D.C. I’m scared of what this means for us here.

Now is the time for Michigan’s Legislature to act, before it’s too late for thousands of us. e legislature and governor have the power to protect our tipping system and, in doing so, preserve our income, jobs and the businesses that hire us. It’s their responsibility to act quickly, long before we reach that February date with economic disaster.

Tami Jo Schultz is a server at Hof Bar & Grill in Freesoil, Mich.

Mickey Ciokajlo is executive editor of Crain’s Detroit Business and Crain’s Grand Rapids Business.

Greatwater’s home development site on Detroit’s east side | MICKEY CIOKAJLO

NOTABLE BLACK BUSINESS LEADERS

Crain’s Notable Black Business Leaders are in uential, innovative, bold, and strategic. They are barrierbreaking executives, entrepreneurs and civic and corporate leaders in everything from nance, technology and health care to real estate, hospitality, law, the arts and community service.

METHODOLOGY: Crain’s

Notable Black Business Leaders were nominated by their peers, colleagues, friends and family and selected by a team of Crain’s Detroit Business editors based on their career accomplishments, track records of success and impact. Pro les are solely based on information in the nomination forms. Notables is managed by Leslie D. Green, assistant managing editor — special projects, and written by Ryan Kelly and Katie Merx. For questions about Notables, please email detroitrecognitions@crain. com.

Racheal Allen

CEO Operations School

Scope of work: Metro Detroit serial entrepreneur and nonpro t leader Racheal Allen founded Operations School to support Black-owned businesses in 2019. In 2022, she launched Centric Place, a hub for arts, culture and entrepreneurship in metro Detroit that annually supports more than 1,000 Black-owned businesses.

Biggest professional win: Allen’s founding of Operations School, which trains Black entrepreneurs in metro Detroit to manage and scale their business operations. The nonpro t lls a gap of service for historically excluded communities in the business ecosystem.

Other contributions: Allen serves on the boards and committees of several organizations, including Black Leaders Detroit, FORCE Detroit and Alpha Kappa Alpha Sorority Inc., Lambda Pi Omega chapter in Detroit.

Kaiwan Bowman

Chief strategy of cer Michigan Black Business Alliance

Scope of work: Kaiwan “Kai” Bowman leads a team that lobbies for and champions Black-owned businesses in Michigan. Its focus is on growth and securing capital and other opportunities and resources.

Biggest professional win: As a member of the NFL Draft planning committee, Bowman helped ensure Detroit businesses were represented, highlighted and showcased during the festivities. The Alliance, which has more than 1,500 members, has helped deliver $10 million to Blackowned businesses since its inception in 2021.

Other contributions: Bowman served in a leadership role on the 2024 Detroit NFL Draft Committee and is a member of the One Detroit Credit Union board.

Geaneen Arends

Director and vice president Butzel

Scope of work: Geaneen Arends is the rst person of color and the third woman to serve on the 170-year-old Butzel’s board. Arends joined the law rm in 2012, became a shareholder in 2014 and chair of the Corporate and Real Estate departments in 2020. She was elected to the board in 2021.

Biggest professional win: Arends helped a federally quali ed health center in Detroit acquire, nance and develop a comprehensive health clinic in one of Detroit’s poorest neighborhoods. The clinic opened in 2023.

Other contributions: Arends serves on the boards of the Karmanos Cancer Center, Detroit PBS and Detroit Legal News. She is a fellow of the Detroit Bar Foundation and the American Bar Foundation.

Deidre Boyd

Chief human resource of cer

DMC Sinai-Grace Hospital

Scope of work: Native Detroiter Deidre Boyd has built employment pipelines with local high schools and community colleges and implemented programs that help students advance in their careers through tuition reimbursement, competitive wages and bene ts.

Biggest professional win: Boyd implemented creative hiring initiatives and aggressive recruiting practices to provide career opportunities in the community while addressing health care staf ng challenges. Other contributions: Boyd is a member of the Friends of Sinai-Grace, a group of prominent pastors in the community that provide feedback and support for the hospital. She also leads the hospital’s employee engagement committee.

England Avi-Zuri Raphael

Director of Hearts & Heroes human resources

Huntington Place

Scope of work: England

Avi-Zuri Raphael manages a budget of $3.5 million at Huntington Place, serving a workforce of more than 100. She also leads strategic planning for diversity, equity, inclusion and belonging.

Biggest professional win: Avi-Zuri Raphael, who has established a reputation for exceptional negotiation and relationship-building skills, is credited with helping secure a new contract with a teachers’ union within the rst four months of her tenure. She settled her next contract in just four weeks. Other contributions: Avi-Zuri Raphael is on the board of Women in Leadership in Detroit and serves as chair of the Development and Education committee. She also volunteers with the Michigan Humane Society.

Larry

Brinker Jr. CEO and president Brinker Group

Scope of work: Larry Brinker Jr. oversees ve commercial construction companies with more than 500 employees and billions of dollars in projects.

Biggest professional win: Brinker’s role in the development of the Michigan Central Station, the Book Tower Detroit and the Detroit Pistons Performance Center — with a total value of more than $900 million — has been recognized as signi cantly boosting the city’s economic growth and resurgence.

Other contributions: Brinker is chair of the Construction Association of Michigan and serves on several boards, including the Community Foundation of Southeast Michigan, Invest Detroit and the University of Michigan Civil and Environmental Engineering Friends Association.

Jason Barnett

Senior vice president, lending Invest Detroit

Scope of work: Jason Barnett co-leads Invest Detroit’s small business lending program. So far, his team has deployed almost $30 million to more than 100 small businesses in the city.

Biggest professional win: Barnett co-created and launched the Motor City Contractor Fund with the Gilbert Family Foundation, Barton Malow and The Ownership Initiative. The program aims to raise $25 million for more than 350 contractors of color over the next ve years. The fund is the rst in the country.

Other contributions: Barnett serves on several boards, including the Michigan Certi ed Development Corp., the Detroit Community Loan Fund and Black Leaders Detroit.

Denise BrooksWilliams

Executive vice president and CEO, care delivery system operations

Henry Ford Health

Scope of work: Denise Brooks-Williams leads a team across ve hospitals and 250 care sites, generating more than $5 billion in revenue. She previously was president and CEO of Henry Ford Wyandotte Hospital.

Biggest professional win: Brooks-Williams played a key role in securing approval for the $3 billion “Future of Health: Detroit” project — with Michigan State University, the Detroit Pistons and the Gilbert Family Foundation — that includes construction of Henry Ford Health’s new hospital tower. Other contributions: BrooksWilliams is board chair of Authority Health and a member of the Detroit Institute of Arts, Teach for America and W.K. Kellogg Foundation boards.

Vikki Hardy Brown

Owner-operator

Chick- l-A Livonia

Scope of work: Vikki Hardy Brown employs a workforce of about 110 and has a stated goal of infusing joy into the community. She regularly hosts neighborhood events, family nights and fundraisers at her restaurant.

Biggest professional win: Brown counts being selected as a Chick- l-A owner-operator her greatest recent achievement. She was the rst Black female owner-operator of a Chick- l-A restaurant in Michigan. Prior to Chick- l-A, Brown had a long career in marketing and advertising.

Other contributions: Brown’s restaurant redirects unused food from the restaurant to local nonpro ts. She sponsored the Detroit Chapter of Jack & Jill of America Inc. for the Chick- l-A Leader Academy for high schoolers. She received the COTS Detroit Avery K. Williams Advocacy Award in 2023.

Larry Bryant

Senior vice president and retail regional director

Comerica Bank

Scope of work: Larry Bryant oversees 77 Comerica banking centers in Wayne, Macomb and Oakland counties, including most Detroit locations.

Biggest professional win: Bryant’s retail teams played a key role in the Michigan market processing 45% of Comerica’s Payback Protection Program loans in 2020 and 47% of the bank’s PPP loans in 2021, while maintaining a high level of customer service.

Other contributions: Bryant serves on the boards of directors of the Charles H. Wright Museum of African American History, the Luella Hannan Memorial Foundation and the Siena Heights University board of trustees. He is also board chair of the Urban League of Detroit and Southeast Michigan.

Aaron Burrell

Equity member and diversity, equity and inclusion committee co-chair

Dickinson Wright PLLC

Scope of work: Aaron Burrell practices complex commercial litigation, appellate law and labor and employment law and is a leader in the rm’s Minority Business Enterprises practice.

Biggest professional win: Burrell became the law rm’s only African American Equity Member in 2023. His election was due in part to his leadership, potential for future success and “signi cant and sustained” clientele, which includes Fortune 100 and major regional companies.

Other contributions: Burrell is a commissioner on the American Bar Association’s Commission on Racial and Ethnic Diversity, a commissioner of the State Bar of Michigan, a member of the Oakland County Bar Association board of directors, and co-chair of the Michigan Bar’s Equal Access Initiative.

Sonya Collins

Director of procurement

Great Lakes Water Authority

Scope of work: Sonya Collins leads a team of 50 and manages a budget of $1.9 million at the Great Lakes Water Authority, where she is responsible for developing the Authority’s strategic approach for procuring construction services, chemicals, goods and general services. In this capacity, she awarded nearly $600 million in contracts in the GLWA’s scal year 2024.

Biggest professional win: Collins created the GLWA’s Business Inclusion and Diversity Program, which requires vendors bidding on $1 million or more of work to submit plans outlining efforts to bring small, minority and disadvantaged businesses into GLWA’s procurement process.

Other contributions: Collins is a member of The National Institute for Public Procurement.

Michelle Crockett

Chief diversity of cer and deputy executive of cer Miller, Can eld, Paddock and Stone PLC

Scope of work: Michelle Crockett became Miller Caneld’s rst Black female partner in 2008. Crockett is also principal attorney of the rm’s Employment and Labor Group, which helps clients develop programs that comply with federal statutes and court rulings.

Biggest professional win: Crockett was the “driving force behind” Miller Can eld becoming one of the rst major law rms in the country to earn Diversity Lab’s Mans eld Certi cation Plus designation.

Other contributions: Crockett was appointed to the Michigan Supreme Court Commission on DEI in the Judiciary in 2022 and elected to the College of Labor and Employment Lawyers in 2020. She is also chair of the Michigan Community Resources board.

Angela Dean

Partner, president –employee bene ts

Kapnick Insurance

Scope of work: Angela Dean oversees bene t operations, sales and administration at Kapnick Insurance. She is responsible for nearly 100 employees and oversees a budget of $22 million.

Biggest professional win: In 2019, Dean was one of the rst people invited to become a partner at Kapnick. In 2022, she joined the executive team as president of employee bene ts. Her division has recorded a 32% increase in staff and a 12% rise in revenue in two years.

Other contributions: Dean mentors emerging leaders, particularly women, and drives DEI initiatives internally at Kapnick. She was a key player in the formation of the Assurex Global Women’s Network, which provides learning and networking opportunities for members.

Donna Doleman Dickerson

Chief marketing of cer University of Michigan Credit Union

Scope of work: Donna Doleman

Dickerson leads brand, marketing, communications, community development, nancial education and innovative product design at the University of Michigan Credit Union. She also manages a team of 12 and a budget of about $2 million.

Biggest professional win: As CMO at UMCU, Doleman Dickerson implemented customer-focused strategies.

Other contributions: Doleman

Dickerson is chair of the Trinity Health Michigan board, where she helps enhance governance and strategic direction throughout several Michigan hospitals. She also serves on the Make-aWish board of directors and is a member of the Forbes Communications Council and Harvard Business Review Advisory Council.

Archie Drake

CEO

Children’s Hospital of Michigan

Scope of work: Archie Drake joined Children’s Hospital of Michigan as CEO in December 2022. He is responsible for daily operations of the 266-bed facility and its more than 500 physicians.

Biggest professional win: In his previous role as chief operating of cer of Tenet’s Valley Baptist Medical Center in Texas, Drake launched a general surgical residency to serve patients near the Texas-Mexico border, an area with high poverty, health inequities and disparities.

Other contributions: Gov. Gretchen Whitmer appointed Drake to serve on the state’s Certi cate of Need Commission, which is responsible for setting standards, reviewing and approving applications from health organizations that want to start, replace, expand or close medical facilities and services.

Meagan Dunn

CEO

Covenant House Michigan

Scope of work: Meagan Dunn is developing the strategic direction that will help Covenant House with its goal to end youth homelessness across the state. Dunn leads a team of 70 people and oversees an annual budget of more than $6 million.

Biggest professional win: Dunn, who is the rst Black woman CEO of CHMI, drove the nonpro t’s decision to purchase property with three duplexes and a six-unit apartment building and rehabilitate them to create affordable housing.

Other contributions: She is a member of Inforum Michigan and serves on the boards of the Belle Isle Conservancy and the James H. Cole Legacy Foundation.

Ime Ekpenyong

CEO

SGRX Health

Scope of work: For the past eight years, Ime Ekpenyong has been overseeing a national pharmacy network with over 65,000 locations, clinical programs and services and discount cards for uninsured and underinsured groups.

Biggest professional win: Under Ekpenyong’s leadership, the pharmacy bene ts management company has reduced net program spending for new clients by 15% to 20%. He also expanded into seven new states, increasing the client retention rate to 93% and growing revenue from $74.2 million to $113.1 between 2018 and 2021. Other contributions: Ekpenyong has leadership positions in the Akwa Ibom State Association of Nigeria, Michigan Chapter, and the Nigerian American Political Action Committee. He is also a member of Phi Beta Sigma Fraternity Inc.

Community Health Network’s

Dwight Ferrell

General manager

Suburban Mobility Authority

for Regional Transportation

Scope of work: Dwight Ferrell oversees operations, government relations, public funding, transit solutions, marketing, ridership, and talent attraction and retention. He manages a $175 million budget and more than 1,000 employees. He has also introduced electric vehicles to SMART’s eet.

Biggest professional win: Ferrell introduced the SMARTer Mobility program to improve service. The program evaluates when and where micro-transit is an appropriate and feasible solution for extending the transit system’s reach beyond the xed-route bus system.

Other contributions: Ferrell is on the boards of CATCH and the Conference of Minority Transportation Of cials. He also serves as an at-large member of the American Public Transportation Association.

Cedric Flowers

Vice president of gas operations DTE Gas

Scope of work: Cedric Flowers, a U.S. Air Force veteran, is responsible for managing DTE’s natural gas system, which serves 1.3 million customers across Michigan.

Biggest professional win: Flowers has been recognized for using new technologies and management principles to drive ef ciencies in how DTE serves its customers.

One initiative Flowers led aimed to improve project estimating and execution and resulted in cost reductions of 10% or more per project.

Other contributions: Since joining DTE, Flowers has served on the Oakland University School of Engineering advisory board and The Heat and Warmth Fund board. He serves on the Leadership Council and other committees for the American Gas Association.

Donna Givens

Davidson

President and CEO

Eastside Community Network

Scope of work: Donna Givens Davidson has been leading a team of more than 30 who advocate for and execute programs that bene t the Eastside community since 2016. She manages an annual budget exceeding $2 million.

Biggest professional win: Givens Davidson was critical to the opening of the Stoudamire Wellness Hub, in honor of the late Marlowe Stoudamire. The hub provides health and wellness resources to more than 2,000 Eastside residents through a variety of classes and memberships.

Other contributions: Givens Davidson serves on the boards of Voters Not Politicians, the Urban Research Centers and the Detroit Residents First Fund. She is vice president of the board of trustees for Trinity Health – Detroit Health Ministry.

Anika Goss CEO

Detroit Future City

Scope of work: Anika Goss leads a team of experts focused on land use and sustainability, community and economic development, and economic equity in Detroit. She also launched the Center for Equity, Engagement and Research, which tracks economic equity indicators in Detroit and Southeast Michigan.

Biggest professional win: Goss sits on the boards of the Federal Reserve Bank of Chicago, Detroit Branch and the Federal Home Loan Bank of Indianapolis. The positions afford her a platform to in uence national policy that could bene t Detroiters.

Other contributions: In addition to her roles with the Federal Reserve Bank of Chicago, Detroit Branch and the FHLB, Goss served on Gov. Gretchen Whitmer’s Growing Michigan Together Council.

Christian Greer

President and CEO

Michigan Science Center

Scope of work: Christian Greer leads Michigan Science Center’s educational, operational, fundraising and marketing teams, who develop programs, exhibits and initiatives that reach nearly 250,000 people annually across Michigan’s 83 counties.

Biggest professional win: Greer transformed the center’s internal culture to be at, exible and agile with more accountability. He stabilized the organization’s nances by securing more diverse funding, including innovation grants. Under Greer’s leadership, the center became a Smithsonian af liate, which allows for reciprocal membership. He further increased awareness of the center’s brand by improving the guest experience through new exhibits. Other contributions: Greer serves on the board of the Association of Science and Technology Centers.

Lenora Hardy-Foster President and CEO

Senior Vice President

Senior Vice President Chief

Rainy Hamilton Jr.

President and CEO

Hamilton Anderson Associates

Scope of work: Rainy Hamilton Jr. founded and has led the architecture, landscape architecture and urban design rm for 30 years. He leads more than 500 design professionals and has achieved sales of nearly $300 million.

Biggest professional win: Hamilton considers the 30-year milestone of running the rm, with a bright future ahead, to be his greatest professional achievement. The rm boasts a legacy of projects throughout Detroit’s neighborhoods, contributing to the reimagining of Detroit, as well as projects in Michigan, Nevada and Maryland.

Other contributions: Hamilton’s board service includes Focus: Hope, Music Hall Detroit and Neighborhood Defender Services. He serves on the Detroit Historic District Commission and is a director for the Downtown Detroit Partnership.

Lenora Hardy-Foster

President and CEO Judson Center

Scope of work: Lenora Hardy-Foster manages an annual budget of $30 million and leads a workforce of nearly 400 people, serving more than 13,000 children annually. Hardy-Foster is currently directing the organization’s $8.3 million capital campaign.

Biggest professional win: Hardy-Foster secured millions in grants and funding to combine Judson Center’s behavioral and primary health services into a one-stop clinic in Warren.

Other contributions: HardyFoster is chair of the board of University of Detroit Mercy College of Business Administration, Michigan Federation for Children and Families and Incompass Michigan. She is board treasurer for Hannan Center and a JARC board member.

Jan Harrington Davis

Senior vice president talent attraction

Corewell Health

Scope of work: Jan Harrington Davis is responsible for developing and executing a strategy that attracts and retains a diverse and talented workforce with the ultimate goal of improving patient outcomes at Corewell. The health system has over 300 locations and 65,000 team members.

Biggest professional win: Harrington Davis counts inspiring and leading teams of HR professionals who help make life better as her greatest achievement.

Other contributions: Harrington Davis serves on the board of trustees for Michigan Health Council and is a Michigan Works! board member, a member of the Michigan Workforce Training & Education Collaborative and an Alpha Kappa Alpha sorority member.

Marilyn Horn

President and CFO 98Forward

Scope of work: Marilyn Horn oversees the public relations agency’s nancial operations, strategic direction and client relations. Horn, who acquired the company in 2016, has increased annual revenues from about $575,000 in 2015 to more than $2.4 million in 2021.

Biggest professional win: After acquiring the rm, formerly called Berg Muirhead, Horn rebranded it as 98Forward and used her banking and nancial background to propel the agency’s growth.

Other contributions: Horn co-founded the Berg Muirhead Scholarship for Public Relations Student Advancement at Wayne State University and provides mentorship on nancial literacy. She also participates in the National Association of Women Business Owners and the Michigan Minority Supplier Diversity Council.

Deatra Howard

Chief nursing of cer

DMC Sinai-Grace Hospital

Scope of work: Deatra Howard reports to the CEO and is responsible for maintaining best nursing practices across the 404-bed hospital’s general and specialty units. She’s also responsible for employee recruitment and retention, planning new patient services and other duties.

Biggest professional win: At a previous job, Howard helped a hospital regain its accreditation by helping create a patientcentered culture, installing quality metric measurement and retraining the hospital staff. The work resulted in the hospital rising from a Leapfrog grade of “F” to a top score of “A.”

Other contributions: Howard is a member of the American Organization for Nursing Leadership and the American Nursing Association.

Robyn Howell

Executive vice president and COO LAFCU

Scope of work: Robyn Howell oversees branch operations, human resources, professional services, collections and facilities for the $1 billion credit union that employs more than 100 people and serves more than 74,000 members.

Biggest professional win: In her prior role leading LAFCU’s HR department, Howell implemented comprehensive new standards across recruitment, onboarding, bene ts and retirement. She also ensured a seamless organizational expansion through attention to regulatory compliance and strategic hiring.

Other contributions: Howell serves on the boards of the Boys and Girls Club of Lansing and the Lansing Regional Chamber of Commerce. She also volunteers with Sleep in Heavenly Peace and Habitat for Humanity.

Dana Lasenby

Executive director and CEO Oakland Community Health Network

Scope of work: Dana Lasenby oversees the identi cation and delivery of services to over 29,000 Oakland County residents, including adults and children with intellectual and developmental disabilities, adults with serious mental illness, children with serious emotional disturbance and individuals with substance use disorders. Lasenby, who manages a budget of over $300 million, works closely with service providers, the board of directors, the residents receiving services, community partners and state legislators. Biggest professional win: She established staff-led workgroups like the Inclusion, Diversity, Equity and Accessibility committee that helped in uence the nonpro t’s policies and procedures.

Other contributions: Gov. Gretchen Whitmer appointed Lasenby to serve on the Michigan Autism Council. She also chairs the Tri-County Behavioral Health Task Force.

Calvin Johnson Jr.

Co-owner and chief executive strategist

Primitiv Holdings

Scope of work: Calvin Johnson Jr. manages a team of 70 people and is involved in every aspect of the company, from real estate acquisition to brand development. Johnson, a former wide receiver for the Detroit Lions, works toward destigmatizing cannabis.

Biggest professional win: Johnson helped create a partnership with Harvard University’s International Phytomedicines and Medical Cannabis Institute, which conducts research and clinical trials on chronic traumatic encephalopathy and chronic pain. The partnership led to the launch of Primitiv Performance, the preferred CBD partner of Ford Field and Comerica Park.

Other contributions: Johnson is founder and president of the Calvin Johnson Jr. Foundation, which holds leadership conferences, football camps, mentorship programs and a scholarship fund for youths in Detroit and Atlanta.

Jason Lee CEO

Junior Achievement of Southeastern Michigan

Scope of work: Jason Lee is responsible for organizational leadership, K-12 community partnerships, fundraising, volunteer engagement, a budget of $2 million and a staff of 12. He also teaches entrepreneurship, nancial literacy and work readiness to kids and young adults.

Biggest professional win: Lee changed the advocacy direction for the organization in state government and helped the nonpro t receive funding for nancial literacy resources that are now used at every Junior Achievement of Southeastern Michigan of ce. The resources also help JASEM’s partners meet the personal nance high school graduation requirements enacted by the state.

Other contributions: Lee has served on the boards of New Detroit Inc. and 100 Black Men of Greater Detroit, and the advisory board of the University of Michigan Center for Engineering, Diversity and Outreach.

Shanna Johnson

President Henry Ford West Bloom eld Hospital

Interim president Henry Ford Macomb Hospital, Henry Ford Health

Scope of work: Shanna Johnson leads a team of over 5,100 people and manages a budget of more than $1 billion. She collaborates with senior and executive leadership teams to oversee operations, campus strategy, planning, community relations and nancial performance.

Biggest professional win: Under Johnson’s leadership, Henry Ford West Bloom eld Hospital’s last employee engagement survey was three points higher than its other hospital scores and ve points above the national health care benchmark. It also achieved a Magnet Designation from the American Nursing Credentialing Center’s Magnet Program.

Other contributions: Johnson serves on the boards of Ronald McDonald House of Detroit, Farmington Family YMCA and Alternatives for Girls.

Mark Lee CEO

The Lee Group

Scope of work: Mark Lee’s independent marketing consulting rm provides training and development in branding, re-branding and communications and professional development training for individuals looking to improve their careers.

Biggest professional win: The Lee Group has experienced annual revenue growth year after year and added several new clients in 2024. Its Small Business Workshops annual event has been attended by over 1,000 people.

Other contributions: Lee is an adjunct professor of marketing at Eastern Michigan, Madonna and Northwood universities. He is also a frequent public speaker, panel moderator and business coach and has contributed several columns, radio and television programs around the topics of business, marketing and branding.

Andrea Jones

Owner, president and CEO

Nothing Bundt Cakes

Scope of work: Andrea Jones employs over 60 people who handle baking, customer service and community outreach — a large part of her business —at bakeries in Sterling Heights, Grosse Pointe and Ann Arbor.

Biggest professional win: Jones opened three bakeries in ve years and has a new location set to open in Allen Park later this year. The Sterling Heights bakery, Nothing Bundt Cakes’ rst location, earned $1.7 million and the bakeries collectively earned $2.3 million in 2023. She also started a national branding committee to help grow and diversify the company.

Other contributions: Jones serves on the executive committee for Connect Macomb and is on Henry Ford Macomb Hospital’s board of trustees.

Owner-Operator

Chick- l-A South eld

Scope of work: Matthew Leverett is responsible for the day-to-day activities and about 130 employees at his Chickl-A franchise in South eld. He focuses on teaching his employees leadership methods and building relationships with customers, local organizations and businesses.

Biggest professional win: Leverett was the rst person to join Chick- l-A’s leadership development program before becoming an owner-operator. His accomplishment led the way for several other nonowner-operators in the U.S. and internationally to participate in the program.

Other contributions: Leverett’s restaurant participates in Chick- l-A’s Shared Table Program, which donates surplus foods to Metro Food Rescue. He also serves on the board of The Potential Foundation and the Michigan Roundtable for Diversity and Inclusion.

Kiemba Knowlin

Director

U.S. Army Tank-automotive and Armaments Command

Scope of work: Kiemba Knowlin leads eight U.S. Army directorates within the Materiel Systems Organization and almost 200 employees. He oversees $43.6 billion in programs in 92 countries.

Biggest professional win: The Employee Engagement Advisory Council that Knowlin established at two program executive of ces helped change organizational discussions around diversity, equity and inclusion. It also led to better policies and processes for DEI hiring, mentorships and professional coaching opportunities, recruitment at Historically Black Colleges and Universities, diversity roundtable sessions for employees and leaders, and quarterly updates for the leadership team.

Other contributions: Knowlin is a pastor at the Jackson Memorial Temple Church of God in Christ and vice chair of the General Council of Pastors and Elders for the Church of God in Christ.

President and

CEO

Global Strategic Supply Solutions

Scope of work: Lisa Lunsford is responsible for planning, communicating and ensuring GS3 reaches its goals. She oversees 50 employees and about $20 million in annual revenue.

Biggest professional win: Under Lunsford’s leadership, GS3 led its rst industry-related patent for a component that improves product-to-system functionality and enhances user safety. Lunsford has rebuilt GS3, which provides a platform for people to pursue sustainable careers in the skilled trades and STEM elds, from a component provider into an in uencer of transportation innovation.

Other contributions: Lunsford is chair of the MICHauto board of directors. She is also a board member of the Detroit Regional Chamber. She was the keynote speaker at last year’s Center for Automotive Diversity, Inclusion and Advancement Impact Awards ceremony.

Matthew Leverett

Lisa Lunsford

Christianne Malone

Assistant VP of economic development and chief program of cer Wayne State University and TechTown Detroit

Scope of work: Christianne Malone manages a team of 25 people and a $5 million budget for a portfolio that includes Goldman Sachs 10,000 Small Businesses Detroit, Detroit Revitalization Fellows, Hatch Detroit and several TechTown departments.

Biggest professional win: She grew the TechTown and Wayne State entrepreneurship programs to reach more than 1,000 entrepreneurs last year, with 84% being people of color, 65% identifying as female and 11% being immigrants.

Other contributions: She led a partnership of organizations for a summit that drew 900 entrepreneurs, investors, athletes, visionaries, innovators and brands.

Elizabeth Mays

President and CEO

Mays Multimedia and Valley Publishing

Scope of work: Elizabeth Mays leads her family’s printing company, which specializes in multimedia graphics for products such as signage, promotional items and books.

Biggest professional win: In 2019, as several printing companies continued to close due to a migration online, she rebranded the company from Mays Printing to Mays Multimedia and changed its focus to encompass the necessity of a multimedia approach for businesses. Sales have increased every year as a result.

Other contributions: Mays serves on the committees for the National Black MBA Association, the American Institute of Graphic Arts Detroit, the Detroit Symphony Orchestra and the Girls Destined for Greater Mentoring Group.

Ferris State University is proud to congratulate Dr. David Pilgrim for being recognized as a Notable Black Leader.

NOTE WORTHY

While the number of Black people in leadership positions has been growing, progress has been slow.

13.6%

Percentage of Black people in the U.S.

8

Number of Black CEOs leading Fortune 500 companies in 2023

<2%

Percentage of Black CEOs at S&P 500 companies (Investopedia)

Brian McKinney

CEO Gayanga Co.

Scope of work: Brian McKinney is responsible for making sure the construction and infrastructure improvement rm achieves its goals. He oversees the CFO and vice president of engineering and estimating, 60 engineers and construction professionals and union eld staff.

Biggest professional win: Detroit Mayor Mike Duggan credited McKinney for getting city council to approve a $250 million blight bond. McKinney also helped ensure that Detroitbased small businesses received 30% of the blight bond contracts. His company has demolished over 1,000 blighted structures and secured contracts with Marathon Oil, DTE Energy and Bridging North America.

Other contributions: McKinney is the only minority on the board of the National Demolition Association.

Christine Moore Executive vice president — general auditor Comerica Bank

Scope of work: Christine Moore is responsible for the strategy, direction and management of Comerica’s audit division, which audits and evaluates the bank’s risk management practices and regulatory compliance. She also establishes and maintains relationships with external auditors, regulatory examiners and senior and executive management.

Biggest professional win: Following the pandemic and the failures of Silicon Valley Bank, Signature Bank and First Republic, Moore and her audit division evaluated how prospective changes would affect Comerica.

Other contributions: Moore serves on the boards of Alternatives for Girls and Cooper-Standard Holdings Inc. She is also a member of several industry organizations.

Ferris State is a unique place that brings people together from all walks of life in the pursuit of an exceptional education for all.

Mario Morrow

President and CEO

Mario Morrow & Associates

Scope of work: Mario Morrow oversees campaigns in public relations, media relations, community outreach and event planning.

Biggest professional win: His company’s media strategy helped The District Detroit win overwhelming support from stakeholders and an incentive package from the Michigan Economic Development Corp. He did this by building support through the community and media ahead of several critical votes in local and state governments, with a strategy focused on securing interviews for mainstream and Black radio outlets, editorial board meetings with newspapers and television and podcasts.

Other contributions: Morrow is on the boards of the Wayne County Zoological Authority and the Detroit Zoological Society.

Nike Otuyelu

Chief compliance of cer Health Alliance Plan

Scope of work: Nike Otuyelu uses her $2 million budget and operational knowledge in commercial, Medicare, Medicaid and Affordable Care Act health care plans to ensure that Health Alliance Plan complies with state and federal laws, regulatory requirements, policies and procedures.

Biggest professional win: Under Otuyelu’s regulatory guidance, HAP and its joint venture partner CareSource won a contract from the Michigan Department of Health and Human Services to expand services to over a million Medicaid-eligible people in Michigan.

Other contributions: Otuyelu lends her time to Habitat for Humanity in Flint and the Michigan Department of Transportation’s Adopt-A-Highway program in Detroit.

David Pilgrim

Vice president of diversity, inclusion and strategic initiatives and founder and director of the Jim Crow Museum Ferris State University

Scope of work: David Pilgrim directs the Jim Crow Museum, where he leads tours, gives public lectures, promotes museum activities, writes grants and trains others to serve as museum facilitators. He is also the university’s vice president for diversity, inclusion and strategic initiatives.

Biggest professional win: Pilgrim founded the museum, a 30,000-piece collection of racist artifacts located at Ferris State. It continues to attract international attention to America’s civil rights struggle.

Other contributions: An expert on diversity, equity and race relations, Pilgrim was named a Michigan Sociologist of the year and an Ohio State University Outstanding Alumnus of the year.

Donald Rencher

President and CEO

The Hudson-Webber Foundation

Scope of work: Donald Rencher leads all aspects of the Hudson-Webber Foundation, including an endowment of about $210 million and grant investment strategies.

Biggest professional win: While at the city of Detroit, Rencher spearheaded the preservation of 10,000 affordable housing units and the creation of 2,000 new ones. Rencher led a fundraising effort that raised more than $56 million for the Detroit Housing for the Future Fund and led successful lobbying efforts for $150 million for affordable housing from the state of Michigan. He also oversaw a down payment assistance program.

Other contributions: Rencher serves on nine boards including the Michigan Black Business Alliance, the Eastern Market Corp. and Detroit Future City.

Kelli Sadler

Senior vice president and chief nursing executive — East Region

Corewell Health

Scope of work: Kelli Sadler ensures nursing operations, practices, policies and procedures comply with regulations.

Biggest professional win: She led efforts to regionalize eight hospitals and establish consistent care across all of them. Her team identi ed common problems at hospitals and created a process for patients moving from admission to treatment to discharge.

Other contributions: She is an advisory board member of Queens University and member of several industry organizations, including the American Organization of Nurse Leaders, Michigan Organization of Nurse Leaders and the Midwest Chapter of the American College of Healthcare Executives’ diversity, equity and inclusion committee.

Chanell Scott Contreras

President and CEO

Michigan Saves

Scope of work: Chanell Scott Contreras leads the nation’s rst nonpro t green bank, Michigan Saves, which has nanced over $600 million in clean energy projects statewide.

Biggest professional win: Under her leadership, Michigan Saves has secured funding from the U.S. Environmental Protection Agency’s Greenhouse Gas Reduction Fund, relaunched the Lead Poisoning Prevention Fund and partnered with Michigan’s environmental protection agency to start the Septic Replacement Loan Program. Prior to joining Michigan Saves, Scott Contreras was executive director of ProsperUs Detroit. She led the organization’s separation from its parent agency.

Other contributions: She serves as the board chair for Build from Within Alliance.

Rob Sims

Co-founder and chief operations strategist

Primitiv Holdings

Scope of work: Rob Sims manages the daily operations of Primitiv Holdings and its 70 employees. His focus is on leadership development, operational strategy and negotiations. He also works to destigmatize cannabis as a brand ambassador and helps ensure that the company’s core mission and values guide everything from real estate acquisition to processing.

Biggest professional win: Sims helped align the Primitiv brand with professional sports teams. He co-led the launch of Primitiv Performance, a product line focused on sports-related injuries and chronic pain.

Other contributions: Sims helps support minority entrepreneurs through the Michigan Homegrown Fund and advocates for incarcerated individuals through the Last Prisoner Project.

As general manager of the Suburban Mobility Authority for Regional Transportation (SMART) since 2021, Dwight A. Ferrell oversees the public transit system that covers more than 2,000 square miles throughout Southeast Michigan, serving more than 11 million riders annually.

With a career that spans more than four decades in transportation, Ferrell has led some of the nation’s largest public transit systems — from Atlanta to Dallas, Austin to New Orleans, and Philadelphia to Cincinnati. Along the way, he has secured millions of dollars in competitive grants, implemented transformative sustainability initiatives, and in uenced transit policy and legislation while serving on multiple boards — including the Conference of Minority Transportation Of cials, where he’s been a member since 1997.

Sati Smith

CEO

Diversi ed Members Credit Union

Scope of work: Sati Smith oversees operations, develops strategies and goals and ensures Diversi ed Members Credit Union’s policies are properly implemented. DMCU serves nearly 30,000 members, has $500 million in assets and employs almost 100 people.

Biggest professional win: Last year, Smith became the rst African American female CEO in the credit union’s 95-year history. She is one of only a few Black female credit union CEOs in the U.S. She uses her rise through the ranks as a story to inspire the people around her to chase their highest aspirations and overcome limiting beliefs.

Other contributions: Smith is a board member of the Detroit Public Safety Foundation and serves as an Ambassador for Voices of Black Women for the American Cancer Society.

Sponsored Content

Khalilah Spencer

Partner

Honigman

Scope of work: Khalilah Spencer leads Honigman’s diversity, equity and inclusion efforts as an Equity & Social Responsibility partner, D&I committee chair and ex of cio board member.

Biggest professional win: Spencer was granted the NAACP Detroit Branch’s 2024 Ida B. Wells Freedom & Justice Award and has driven initiatives in women and minority recruitment that resulted in over 50% of the 2021 and 2023 partner classes being women. She also conceptualized Honigman Academy, the rm’s pro bono and social responsibility program.

Other contributions: She serves on the State Bar of Michigan’s Judicial Quali cations, Justice Initiatives and Diversity Initiatives advisory committees and its ATJ Statewide Steering Committee, and the Lawyers Committee for Michigan’s ACLU.

NOTABLE SPOTLIGHT with Dwight

Driving innovation to transform public transit in Southeast Michigan

Interviewed

by

Brooke Bilyj for Crain’s Content Studio

What has been your proudest accomplishment in your career?

My proudest moments stem from helping launch the careers of many individuals, especially women, by providing them with their rst opportunities in management and supervisory roles. On a personal achievement level, my work on Cincinnati’s Reinventing Metro plan stands out. This initiative successfully changed the funding model to enhance transit services across Cincinnati, marking a signi cant milestone in my career.

After leading some of the nation’s most prominent public transit agencies, what unique opportunities do you see for Southeast Michigan’s transit system?

There’s a unique opportunity to transform mass transit in Southeast Michigan. This potential is largely due to the willingness of business and civic leaders to acknowledge the necessity for improved transit, coupled with existing infrastructure primarily designed for automobiles that could be innovatively repurposed.

What were the most important insights you took away from the SMARTer Mobility Study? How will you leverage those insights to improve the transit system?

The insights from the SMARTer Mobility Study and public engagement sessions highlighted a shift in travel patterns and a growing interest in using transit, not just out of necessity, but as a lifestyle choice. Notably, the economic impact of transit emerged as a crucial factor, with many expressing a preference to allocate their nances towards alternatives to owning multiple cars.

This presents an opportunity to cater to this demand, showing businesses and stakeholders the value of expanding transit services. By addressing these needs, we can enhance the system’s environmental impact and overall service offerings without solely focusing on the need for increased funding.

What are the most exciting innovations and new initiatives you’re leading at SMART?

The development of an application that allows users to plan and pay for their trips with real-time information is one of our most exciting initiatives.

Khali Sweeney

Founder and CEO

Downtown Boxing Gym

Scope of work: Khali Sweeney built Downtown Boxing Gym to create a safe and inspiring place for students to attend outside of school. He oversees 55 full- and part-time employees, a 27,500-square-foot facility, a eet of eight vans and a school bus and an annual operating budget of $5 million.

Biggest professional win: He developed an apprenticeship program to pass down his mentorship methodology to younger generations and codi ed it so it could be duplicated outside of Detroit. He also developed a sustainability initiative that transformed DBG into a more energy-ef cient facility, reducing its costs from $10,000 per month to $200 per month.

Other contributions: He regularly speaks to students across the country about pursuing their dreams.

A. Ferrell

This app will also integrate last-mile connectivity options like Uber and Lyft, making it a comprehensive tool for seamless travel. Emphasizing the importance of accessible technology in transit, this app is a key innovation at SMART.

What are you doing to recruit and develop more quali ed drivers and other employees?

We’re revitalizing our recruitment efforts to create an environment that appeals to younger generations, like millennials and Gen Z, by emphasizing quality of life factors. These include tuition reimbursement programs, a student loan repayment program, exible working hours and updated health insurance processes. Additionally, we’re enhancing our outreach and leveraging social media to showcase the rewarding and enjoyable nature of transit careers.

E’Lois Thomas

President SEEL

Scope of work: E’Lois Thomas leads 150 employees who execute services like energy audits, weatherization, appliance recycling and electric vehicle educational programs to help consumers reach their clean energy goals.

Biggest professional win: Under her leadership, SEEL generated $143 million in revenue last year and is expected to continue growing in 2024. Her academic interests and research about the sustainability of small and medium enterprises with DEI elements also helped lead to the creation of a department for Justice, Equity, Diversity, and Inclusion. Other contributions: Thomas serves on the boards of Results Mentoring, Advancing Women in Energy, Franklin Wright Settlements and Building Performance Institute. She is also vice chair of the Detroit Police Athletic League.

Wendy Thomas Southeast regional director Michigan Small Business Development Center

Scope of work: Wendy Thomas leads an 11-person team of business consultants, intake specialists and contractors, and serves as a liaison to MSBDC’s host institution Eastern Michigan University. In 2023, the center helped generate $91 million in capital formation, supported 9,000 jobs, served 1,700 clients, created 596 jobs and 27 businesses, and supported 974 Black, Indigenous, and people of color-owned businesses and 844 women-owned businesses.

Biggest professional win: The U.S. Small Business Administration awarded Thomas’ team the 2022 Center of Excellence and Innovation Award.

Other contributions: Thomas, who is on several boards and committees, was previously named Outstanding Volunteer for the CEED Detroit Loan Program.

Carla Walker-Miller

Founder and CEO

Walker-Miller Energy Services

Scope of work: As CEO of one of the largest Black womanowned energy ef ciency companies in the U.S., Carla Walker-Miller oversees nearly 200 employees and a projected $68 million in gross revenue. The rm designs programs, sources products, trains inclusive workforces, develops outreach strategies and provides research and development.

Biggest professional win: Walker-Miller Energy Services became the rst Black-owned company in Michigan to earn a Certi ed B Corp. status, a designation given to businesses that meet high standards of performance, accountability and transparency.

Other contributions: She is a sought-after speaker on energy ef ciency as an equitable economic developer and serves on several boards.

Shameeka Ward

Director of economic development and regulatory compliance Magna International Scope of work: Shameeka Ward is responsible for negotiating economic development incentives and ensuring accurate compliance reporting for incentive agreements for each of the Magna divisions in 28 countries. She is also responsible for local incentives and property tax appeals, working with municipalities and other local partners to secure savings for the rm.

Biggest professional win: Ward has negotiated over $400 million in incentives for expansions and new facilities since joining Magna. She has been promoted three times in the last six years.

Other contributions: Ward serves on the boards of the Automotive Women’s Alliance Foundation and Wayne State University Alumni Association.

Glenn Wilson

President and CEO

Communities First Inc.

Scope of work: Under Glenn Wilson’s guidance, Communities First, Inc. has secured more than $90 million for real estate development and provided more than 500 jobs. It has also developed or maintained more than 600 housing units and has a portfolio of more than 3 million square feet of commercial space.

Biggest professional win: Wilson is leading the transformation of a 39-acre campus formerly used by Baker College into a community health campus in Genesee County. CFI acquired the property this year and is repurposing it into a hub that will include mental health service providers, substance use disorder programs, housing, child care and workforce training.

Other contributions: Wilson, a member of the Private Directors Association, holds a certi cate in private company governance.

HIGHEST-PAID NONPROFIT LEADERS IN MICHIGAN CRAIN’S LIST

ResearchedbySonyaD.Hill:shill@crain.com|ThislistofcompensationdataonMichigannonpro ts(excludinghospitals,foundationsthatfundraiseforhospitals,collegesanduniversities)containsdata from2022IRS990forms,or scal2023990s(containing2022calendaryearcompensationdata)whereavailable.Itisnotacompletelisting,butthemostcomprehensiveavailable.NA=notavailable. 1. LawlorretiredinFebruary2022andwassuccededbyPedroSancha. 2. Not-for-pro tdivision. 3. For2022,was$2,901,226reportedasdeferredcompensationonprioryearForm990. 4. For2021, $797,075wasreportedasdeferredcompensationonprioryearForm990. 5. SucceededKevanLawloraspresidentandCEOinMarch2022. 6. Compensationfromnonpro t. 7. Michaels'consulting rmMichaelsGroupalsohasmanagementcontractwithWoodwardDreamCruiseInc. 8. WilligsucceededSandraBouckleyasCEOandexecutivedirectorinJanuary2021. 9. Compensationfromthe organizationandrelatedorganizations. 10. ParsonssteppeddownaspresidentandCEOinDecember2021duringabattlewithcancer.ShediedinMarch2022. 11. PowersucceededTonyaAllenas president and CEO in September 2021. Want the full Excel version of this list — and every list? Become a Data Member: CrainsDetroit.com/data

PRIVATE SCHOOL PLANNER

YOUR GUIDE TO SOUTHEAST MICHIGAN SCHOOLS

PARTICIPATING SCHOOLS: Detroit Catholic Central High School • Detroit Country Day School • Mercy High School • Notre Dame Preparatory School • The Roeper School

Detroit Catholic Central High School

27225 Wixom Road, Novi • catholiccentral.net • 248-596-3810

Mission Statement: Detroit Catholic Central High School (Catholic Central) recognizes parents to be the primary educators of their children and collaborates with them in helping their children to learn and grow in the Catholic faith. We provide a safe and challenging environment where mutual respect and high expectations are maintained through the active engagement of students in the learning process. The young men of Catholic Central learn holistically the ideals of the Basilian Fathers—goodness, discipline and knowledge—so that they may become productive members of the Church and society.

CAMPUS AND FACILITIES: Catholic Central’s primary campus is located on 118 acres in Novi, Mich. The School is blessed with outstanding facilities, including a brand-new, 57,000-square-foot Hall of Science that features eight science laboratory classrooms, an engineering lab and a 5,300-square-foot FIRST Robotics competition eld. In addition, the Hall of Science has a machinery room, a greenhouse, an immersion theater, a telescope and a ight simulator.

Meanwhile, Catholic Central’s athletics programs utilize two gymnasiums, a weight room and a wrestling gym. Moreover, it has a turf stadium with a track, two turf baseball elds, a throwing area for track and eld, and multiple grass elds.

The School also has a 155-acre secondary campus that’s located in Lyon Township, two miles from the main campus. It’s currently awaiting future development.

ACCREDITATION: Catholic Central is fully accredited by the North Central Association and is under the Basilian Fathers’ guidance.

EXTRACURRICULAR PROGRAMS: Due to Catholic Central’s athletic programs (roughly 20 in all) and clubs (30 overall), more than 95% of its students can be active outside of the classroom. Students are also encouraged to start new clubs.

UNIQUE STUDY OPTIONS/PROGRAMS: Unique programs include STEM options, such as a new aerospace program, a ight program and CNC machine certi cation. Furthermore, Catholic Central has an expansive business department that includes dual enrollment with Northwood University, data science, DECA and a nance club, which manages an active stock portfolio that is worth more than $250,000.

GRADES SERVED: 9-12

TOTAL ENROLLMENT: 1,011 (All Boys)

ANNUAL TUITION: $15,975

AVERAGE CLASS SIZE: 22

YEAR ESTABLISHED: 1928

TOP SCHOOL LEADERSHIP:

• Ed Turek, president

• Fr. Patrick Fulton, CSB, principal

• David Lewis, assistant principal

• Mitch Hancock, dean of students

• Aaron Babicz, athletic director

TOP BOARD LEADERSHIP:

• Carmine Polombo, chair of Board

In addition, an OTIC program guides students that are interested in joining the Catholic Church through the process. More than 20 students participated in it last year.

ALUMNI:

• Myles Amine, Olympic bronze medalist for wrestling

• Archbishop Michael J. Byrnes

• Mike Cox, Michigan attorney general

• Sean Cox, United States district judge for the Eastern District of Michigan

• Mike Duggan, mayor of Detroit

• Stan Heath, head coach, Eastern Michigan University

• Robert Isom, CEO, American Airlines

• Thaddeus McCotter, United States congressman

• James Piot, 2021 U.S. Amateur champion; professional golfer

• James Ryan, circuit judge, United States Court of Appeals for the Sixth Circuit

• Eric Sabree, treasurer, Wayne County

• Anthony and Michael Tomey, co-owners, Tomey Group

FINANCIAL AID: Financial aid is available to all families, based on their needs and applications. Merit scholarships are limited and based on each family’s application.

FALL OPEN HOUSE: 10 a.m. to Noon. Nov. 3

Online Admissions 101, Sept. 23

Detroit Country Day School

Lower School: 3003 West Maple Road, Bloom eld Hills • Middle School: 22400 Hillview Lane, Beverly Hills • Upper School: 22305 West 13 Mile Road, Beverly Hills • dcds.edu • 248-430-2301

Mission Statement: Detroit Country Day School (DCDS) develops citizens and leaders of the world in a culturally diverse environment of academic rigor, competitive athletics and artistic expression, built on a foundation of service and character.

CAMPUS AND FACILITIES: Three vibrant campuses are woven among nature and outdoor learning, featuring engaging classrooms, cutting-edge labs, premier athletic facilities, and unsurpassed arts and performance spaces. Highlights include a genetic science lab with CRISPR technology, a professional lmmaking center, a 90,950-square-foot athletic eldhouse, 10 arts-based studios, two theatres and an AI-powered innovation lab. At every level, space is designed to invite curiosity and a love for learning.

ACCREDITATION: DCDS is accredited by the Independent School Association of the Central States (ISACS).

EXTRACURRICULAR PROGRAMS: With 57 Upper School and 30 Middle School athletic teams and 100-plus clubs, every student can nd their passion at DCDS. Student athletes excel in rich tradition, as they’ve earned 119 state championships to date.

A deep history in the arts also provides multiple productions and visual arts opportunities to nurture creativity. In addition, a wide variety of other clubs offer the chance to build an electric car, cultivate botany in the school greenhouse or discover careers in medicine.

UNIQUE STUDY OPTIONS/PROGRAMS: DCDS is a leader in innovative, STEM- and arts-based learning that prepares students for top-tier universities and beyond. With more than 75 Honors, Advanced and AP courses, along with 90-plus Electives, students can challenge themselves, develop strong skills and explore their interests.

Two new initiatives will offer unparalleled real-world experiences, too. First, DCDS is the only Michigan school to partner with Stanford University on Stan-X, allowing students to perform original

GRADES SERVED: PK3-12

TOTAL ENROLLMENT: 1,500

ANNUAL TUITION: $26,300-$39,300

AVERAGE CLASS SIZE: 15

YEAR ESTABLISHED: 1914

TOP SCHOOL LEADERSHIP:

• Rich Dempsey, head of school

• Teneka Singleton, assistant head of school

• Imad Zahr, director of enrollment management and nancial aid

• John Corrigan, Upper School director

• Peter Gordon, Middle School director

• Jennifer Pitcher, Lower School director

TOP BOARD LEADERSHIP:

• Steven Kalkanis, MD ’89, chair

research mapping and editing genomes, while striving to cure disease. Second, The Studios enables students to create content with the same tools that Hollywood uses—an immersive 3D LED volume wall for lmmaking, a state-of-the-art podcast studio and a high-tech innovation lab.

FACULTY: The strength of our faculty—and the relationships they form with students—is a hallmark of a DCDS education, in which every student is surrounded by caring adults. Seventy-eight percent of our faculty have advanced degrees, including eleven Ph.D.s.

ALUMNI: Graduates go on to achieve at the highest levels in science, industry, arts, athletics and law. A small sample of our notable alumni include:

• Steve Ballmer ’73, former Microsoft Chairman and current owner of the LA Clippers

• Courtney B. Vance ’78, Tony and Emmy award-winning actor

• Kate Markgraf ’94, professional soccer player; NCAA, Olympic and World Cup champion

• Shane Battier ’97, NCAA national basketball champion, MVP and two-time NBA champion

FALL OPEN HOUSE: Join us for Discover DCDS— meet faculty and students, tour facilities and see why DCDS is the best place for your student.

Nov. 10. Learn more at dcds.edu/discover-dcds

Mercy High School

29300 West 11 Mile Road, Farmington Hills • mhsmi.org • 248-476-2484

Mission Statement: Compelled by our Catholic faith and the spirit of the Sisters of Mercy, Mercy High School is a premier college preparatory school that educates and nurtures young women of diverse backgrounds to excel academically, serve compassionately and lead courageously.

GRADES SERVED: 9-12 (All Girls)

TOTAL ENROLLMENT: 520

ANNUAL TUITION: $16,425

AVERAGE CLASS SIZE: 22

YEAR ESTABLISHED: 1945

TOP SCHOOL LEADERSHIP:

• Dr. Cheryl Delaney Kreger ’66, president

• Patricia Sattler, principal

TOP BOARD LEADERSHIP:

• Sharad P. Jain, Board of Trustees chair

• Brigid Johnson, RSM ‘53, Board of Trustees secretary

• Nancy Auffenberg, Board of Trustees treasurer

CAMPUS AND FACILITIES: Mercy High School is a sponsored ministry of the Institute of the Sisters of Mercy of the Americas and a member of Mercy Education. Rooted in faith, tradition, academic excellence and sisterhood, Mercy is an innovative learning community with committed educators and engaged students who live out the Core Values of Compelled by Mercy; Educational Courage; Inspired by Faith; Principled Leadership; and A Voice for Dignity and Respect.

As a shining lamp of Catholic education for 79 years, Mercy inspires young women of diverse backgrounds to lead faithlled lives, use their voices and achieve their goals. Our 17,000 alumnae exemplify unity, empathy, knowledge and leadership to make a difference in the world.

Campus amenities include a 1,200-seat auditorium; a chapel; three computer labs; specialty labs for science, language, digital design and robotics; and a center for creation and collaboration. In addition, we have ne arts studios; a pool; a gym; an indoor athletic training facility; a track; tennis courts; a golf simulator and sports elds.

ACCREDITATION: Mercy is an Apple Distinguished School and a Founding Member of the International Coalition of Girls’ Schools (ICGS). ICGS is a powerful global network that is united in elevating women’s leadership worldwide by educating and empowering our students to be ethical, globally minded changemakers.

EXTRACURRICULAR PROGRAMS: Mercy offers many opportunities for involvement and participation with 50 activities and clubs, spiritual exploration, visual and performing arts, and STEM. Mercy upholds a strong tradition of competitive athletics in 22 sports.

UNIQUE STUDY OPTIONS/PROGRAMS: Mercy offers a comprehensive college preparatory curriculum with 24 AP and 14 Honors courses and college dual enrollment opportunities.

Students powerfully take ownership of their learning through an iPad and innovative technology tools, which enable collaboration.

Furthermore, our Academic Mentoring & Educational Support Program professionals are committed to creating an inclusive academic learning environment.

The four-year curriculum in Religious Studies provides a solid Catholic foundation with an emphasis on morality, theology and Scripture. Beyond the classroom, Mercy also offers students opportunities to deepen their faith and align their experiences to our Core Values.

Additionally, the Of ce of Mission & Ministry strengthens the student body’s spirituality through daily prayer, Mass, retreats, a Youth Mercy Associate program and organizational outreach. The average total community service hours, per graduating class, exceeds 14,000.

FINANCIAL AID: A Mercy Education may be more affordable than you think. Mercy is proud to award approximately $1 million in nancial aid and scholarships annually.

FALL OPEN HOUSE: Discover the Mercy girl experience at our Open House, which will be held from 1 p.m. to 3 p.m. on Oct. 27. Enjoy a studentled tour, meet our dedicated staff and explore our curriculum, activities and rich traditions.

Notre Dame Preparatory School

1300 Giddings Road, Pontiac • ndprep.org • 248-373-1061

Notre Dame Preparator y School

A Catholic and Marist Community

Mission Statement: Notre Dame Preparatory School works with God to form Christian people, upright citizens and academic scholars.

CAMPUS AND FACILITIES: Notre Dame Preparatory School (Notre Dame Prep) is a private, Catholic, independent and co-educational day school located in Oakland County. Nestled on 100 acres in an outlying area of the City of Pontiac, it has two beautiful classroom facilities. One facility, which houses the Upper (9-12) and Middle (6-8) Schools, is located at 1300 Giddings Road; while the other, which houses the Lower School (Pre-K-5), is located at 1425 Giddings Road.

ACCREDITATION: Notre Dame Prep is accredited by the Independent Schools Association of the Central States and the National Association of Independent Schools. It is conducted by the Society of Mary: Marists in the U.S., Washington, DC.

EXTRACURRICULAR PROGRAMS: Throughout the school year, Notre Dame Prep provides a wide range of activities for students through the support of its teachers, coaches, staff and parent volunteers. Extracurriculars include athletics, robotics, Math Club, peer ministry, Model U.N., Environmental Club, Art Club and Student Council.

UNIQUE STUDY OPTIONS/PROGRAMS: Notre Dame Prep was the rst Catholic high school to be authorized as an International Baccalaureate (IB) World School in Michigan. Furthermore, it was the United States’ rst Catholic school to offer the IB curriculum (IBDP, IB-MYP and IB-PYP) at all grade levels. Beginning in 10th grade, students may also choose from 16 AP courses within an array of disciplines.

FACULTY: One hundred and twelve faculty members educate 1,020 students across three distinct, yet coordinated, academic divisions. Three out of four faculty members hold a post-graduate degree.

ALUMNI: The Notre Dame Alumni Association carries on a proud legacy of Catholic education with 12,000 members from Notre Dame Prep and its ve heritage schools: Notre Dame High School

GRADES SERVED: Pre-K-12

TOTAL ENROLLMENT: 1,020

ANNUAL TUITION: $14,700-$20,700

AVERAGE CLASS SIZE: 19

YEAR ESTABLISHED: 1994

TOP SCHOOL LEADERSHIP:

• Andrew J. Guest, head of school

• Kimberly R. Anderson, principal, Upper School

• Brandon Jezdimir, principal, Middle School

• Diana L. Atkins, principal, Lower School

TOP BOARD LEADERSHIP:

• Steven Pangori, board chair

• Ann Stone, vice chair

• Rev. Leon Olszamowski, s.m., ex-of cio trustee

FINANCIAL AID: One of Notre Dame Prep’s priorities is to provide students access to a world-class educational experience, regardless of their nancial means—no matter the circumstances. It seeks to attract students from a variety of cultural, economic and geographic backgrounds. Gateway scholarships are available to qualifying families.

(in Harper Woods), Oakland Catholic, Pontiac Catholic, St. Frederick and St. Michael.

The Roeper School

41190 Woodward Ave., Bloom eld Hills • roeper.org • 248-203-7300

Mission Statement: Educating and inspiring gifted students to think as individuals and to engage as a community with compassion for each other and this world.

CAMPUS AND FACILITIES: An internationally recognized leader in gifted education, Roeper is located on two campuses in Bloom eld Hills (Pre-K-5) and Birmingham (Grades 6-12).

ACCREDITATION: Roeper is accredited by the Independent Schools Association of the Central States (ISACS). It is also a member of the National Association of Independent Schools (NAIS) and the National Association of Gifted Schools (NAGC).

EXTRACURRICULAR PROGRAMS: Roeper provides a diverse array of student-led extracurricular opportunities, including Robotics, Model United Nations, Forensics, Chess and various Af nity Groups. The school competes in 11 interscholastic sports and boasts a vibrant performing arts program. With a no-cut policy in both athletics and theater, Roeper encourages students to explore new activities with minimal risk within a supportive environment.

UNIQUE STUDY OPTIONS/PROGRAMS: Voted Best Private School and Best Preschool by the Detroit Free Press Community Choice Awards, Roeper offers an individualized, inquiry-based program that caters to the whole child, while addressing gifted students’ unique needs. To do so, the curriculum provides the intellectual challenges that gifted children crave. At the same time, it offers them a wealth of hands-on experiences, too.

In addition, Roeper’s independent study opportunities span all divisions, allowing students to delve into their interests at their own pace. For instance, Lower School students engage in passion projects and project-based learning activities. Meanwhile, Middle and Upper School students can create independent studies and participate in interdisciplinary weeks. Furthermore, seniors may participate in capstone projects to showcase their learning and expertise through self-directed work.

REMOTE/HYBRID LEARNING OPPORTUNITIES: Roeper is one of 50 U.S. member schools within the Malone Schools Online Network (MSON), providing Upper School students a variety of academically challenging online courses—beyond what is normally offered at their school.

FACULTY: Roeper faculty are known for their strong connections with students, which are characterized by mutual respect; they’re

GRADES SERVED: Pre-K-12

TOTAL ENROLLMENT: 500

ANNUAL TUITION (2024-2025):

Ranges from $24,200 (Pre-K fulltime) to $36,050 (Grade 9-12)

AVERAGE CLASS SIZE: 12:1 Lower School student–teacher ratio; 15:1 Middle/Upper School student–teacher ratio

YEAR ESTABLISHED: 1941

TOP SCHOOL LEADERSHIP:

• Christopher Federico, head of school

• Meghan Stott, Lower School director

• Susannah Nichols, Middle and Upper Schools director

• Sarah Hermann, director of enrollment management and nancial aid

TOP BOARD LEADERSHIP:

Board of Trustees and Of cers, 2024-2025:

• Alana Glass, chair of the board

• Kenny Miller, secretary

• Amy-Beth Fleischer, vice chair, nance; treasurer

• Jameel Smith, vice chair, administration

• Kevin Carlson, trustee at large

also on a rst-name basis. This unique educational environment is supported by a highly quali ed staff: 71% of teachers hold advanced degrees and an impressive average of 17 years of experience, while 8% of teachers are alumni, further enriching the school’s community with their personal connection to Roeper’s values.

Recent accolades highlight Roeper faculty’s excellence, including Dan Jacobs, Michigan Speech Coaches, Inc. 2024 Coach of the Year, and Sarah Smith, Michigan Association for Gifted Children 2024 Teacher of the Year.

ALUMNI: Roeper alumni are distinguished by their innovative thinking, commitment to social justice and lifelong passion for learning. They excel in diverse elds, leading with ethical responsibility.

Here are a few accomplished Roeper alumni:

• Tiffany P. Cunningham, U.S. circuit judge, U.S. Court of Appeals, Federal Circuit

• Michael Dinwiddie, playwright, professor and president, August Wilson Society

• David Alan Grier, actor

• Alfred Jean III, screenwriter and producer

• Sharon LaFraniere, journalist

• Qiana Lillard, judge, Michigan 3rd Circuit Court

• Ann Marsh-Senic, Olympic fencer

• John Marshall Jones, actor

• Dwayne McDuf e, comic book and animation writer

• Charlie White, Olympic gold medalist gure skater

• Mark Zbikowski, Microsoft programmer and DOS designer

FINANCIAL AID: Roeper offers a comprehensive, need-based nancial aid program, covering up to 50% of tuition, in which an independent third party assesses a family’s nancial situation. Additional, need-based scholarships are available for newly enrolled students at certain grade levels.

FALL OPEN HOUSE: Oct. 19

Register for our fall open house and view dates for monthly information sessions at info.roeper.org

EDUCATION

Investing in college degrees transforms communities

How Wayne State University elevates lives and strengthens Michigan’s workforce

DR. KIMBERLY ANDREWS ESPY

President Wayne State University

Dr. Kimberly Andrews Espy is in her second year as Wayne State’s president. She has launched the WSU Prosperity Agenda to advance student mobility, urban health, and innovation.

Despite the eye-catching headlines, there remains no better investment than a college degree for a brighter future. It’s a life-changer for our students, their families and our region.

A degree opens greater opportunities for a meaningful life and nancial success. Economically, the impact is undeniable: College graduates are likely to earn higher salaries than those without a degree. A 2021 Georgetown University study found that, in aggregate, individuals with an undergraduate degree earn 75% more over their lifetime than individuals without a college degree. In Michigan, those with a bachelor’s earn $33,000 more on average ve years a er graduation than those with only a high school diploma. is di erence is the cost of a new car!

e impact of a college degree, though, is about more than nances or career advancement. College graduates report better health and more satisfying relationships. eir children are more school ready, and our neighborhoods bene t from a civically involved workforce. Experts estimate that 70% of Michigan jobs will require a college degree by 2027; for our region to thrive

and communities to prosper, all of us must do more to promote college going.

Ensuring access

e bene ts of college for our region cannot be fully realized without ensuring that all talented students have access to a high-quality education. e academic preparation in high school for many rst-generation students and individuals from underserved communities is uneven; these students require additional support to thrive in college. Wayne State University serves more families with fewer economic resources than any other public institution in Michigan. rough nancial aid programs like the Heart of Detroit Tuition Pledge and the Wayne State Guarantee, we’ve opened our doors even wider. As a result, last fall, 60% of our incoming rst-year students attended Wayne State tuition free.

We do so much to prepare, serve and support our rst-generation and other underserved students. Our nationally recognized Warrior 360 program provides vital support tools, including peer mentors, supplemental instruction and more. As a result, our six-year graduation rate is now on par with

national benchmarks.

Students do not need to choose between work or school. For many, pursuing higher education while working is the best option. Wayne State is known for course formats that serve working adults, including several degree options intended to expand opportunities for those in the skilled trades. And the Warrior Way Back program provides a nancial path to complete college a er stopping out.

College preparation

Our students’ journeys don’t end at Commencement. A Wayne State education prepares students for meaningful careers and productive lives. Our College to Career initiative bridges in-classroom academics with applied “learning by doing” experiences — including internships, hands-on research and service learning — with community partners that build realworld competencies, vital professional networks and important leadership skills.

Wayne State is a critical talent pipeline for our state; eight out of 10 of our graduates remain in Michigan to raise

At Wayne State University, student success means more than earning a degree: It means a commitment to making sure our graduates are prepared for a lifetime of success, beginning with their first job and through a long, prosperous career. With every degree, we focus on learning that goes beyond the classroom, from internships to hands-on projects, community service to global experiences, clinical work to impactful research and local volunteer opportunities. We do this better than other universities because of our outstanding faculty, top-tier research status, and close connections to neighboring businesses and industry titans. And it’s just one reason why, for 156 years, we’ve turned our students into graduates — and our graduates into leaders.

their families and take jobs with local businesses. Our top undergraduate majors — including public health, psychology, global supply chain management, computer science and accounting — align with Michigan’s core industries, ensuring graduates are ready to meet market needs. Wayne State Warriors are transforming Michigan’s economy, and our partners in Detroit’s hospitals, o ces, theatres, plants and clinics know rsthand the knowledge and competencies our alumni bring.

At Wayne State, we work for our community, in our community and with our community. Our partners make our students stronger; our faculty and sta do outstanding work that produces alumni who are second to none. Together, we ensure that our students succeed, our families thrive and we all prosper.

EDUCATION

There is no better time for Michigan students planning their educational future

FAFSA completion opens doors to nancial aid programs and opportunities

DR. BEVERLY WALKER-GRIFFEA

Director Michigan Department of Lifelong Education, Advancement, and Potential (MiLEAP)

Dr. Beverly Walker-Gri ea was recently appointed by Gov. Whitmer to head MiLEAP. Dr. Beverly, a national leader in education policy, served as president of Mott Community College in Flint since 2014.

ere’s one question I want every person to ask recent high school graduates and college students: Have you completed your FAFSA?

e FAFSA, or Free Application for Federal Student Aid, is the key that unlocks thousands of dollars in nancial aid for Michigan students, including the Michigan Achievement Scholarship and the Community College Guarantee.

ese e orts are some of the ways we are working toward Gov. Whitmer’s Sixty by 30 goal to have at least 60% of Michiganders earn a degree or skill certi cate by 2030. By connecting students with nancial aid to help them complete their postsecondary education, we are lowering costs for Michigan families and helping more Michiganders pursue their dreams.

Those opportunities begin with completing the FAFSA.

e FAFSA is the rst step for students to receive the Michigan Achievement Scholarship, which lowers the cost of earning a bachelor’s degree by up to $27,500 over ve years for recent high school graduates.

Likewise, the Michigan Achievement

to pursue — vocational training, skill certi cates, associate degrees or bachelor’s degrees — there are more nancial aid opportunities than ever before to help cover the costs. More information is available at Michigan. gov/MiStudentAid.

Michigan is building a brighter future for everyone by removing barriers and increasing access to education. More

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attorney fees was also granted. A sum has not been determined.

e MMSDC said it will consider appealing the ruling.

“We are quite disappointed with the ruling and strongly disagree with the language and rationale set forth in the court’s opinion,” the council said in a statement to Crain’s.

Piston said it plans to keep building its business after the favorable ruling.

“We are extremely pleased with the opinion which is total vindication of our position,” the company said in a statement to Crain’s. “We look forward to continuing to build the Piston companies. e judge’s statement quoting Robert Kennedy ‘Each time a man stands up for an ideal, or acts to improve the lot of others, or strikes against injustice, he sends forth a tiny ripple of hope...’ when speaking about how Mr. Johnson has lived his life, was particularly important to Vinnie.” e verdict ends a legal feud that’s been stewing since early 2021. At stake was a lucrative minority certi cation that helped the auto supplier win business from automakers. e fast growing supplier has topped $3 billion in revenue and employs 12,000, about half of which are minorities, Johnson testi ed during trial.

Robinson claimed that although the Piston portfolio of companies was owned by Johnson, they were run by white men and therefore ineligible for certi cation.

Judge Berry rejected that argument.

“What is clear from the record and testimony presented on behalf of the parties is that Johnson should be commended for his ability to lead one of the most successful minority-owned businesses in the world,” the decision said. “He earned success by hard work, perseverance and a drive to succeed against all odds…

“Equally clear is the fact that Johnson, in running his companies, faithfully honored the spirit of the mission of both the (National Minority Supplier Development Council) and MMSDC.”

e MMSDC said in an Aug. 28 statement that the decision to decertify Piston was made by a “corporate-led certi cation committee and rati ed by the MMSDC board of directors, following longestablished guidelines” and that the NMSDC — the parent organization overseeing MMSDC and other regional a liates — agreed with the ndings.

“ e ruling sets a concerning precedent, which, if left standing, could introduce ambiguity into the certi cation process, potentially impacting minority businesses’ ability to compete on a level playing eld,” the MMSDC statement said.

Crain’s reached out to the MMSDC for comment.

e judge also gave weight to the most stunning testimony of the trial, given by Joe Laymon, former head of human resources for Ford and a Piston board member who has a minority stake in Piston portfolio company Detroit ermal Systems.

Laymon claimed Robinson was part of a group trying to buy Johnson’s companies and that in order to conceal her intentions, she used her husband as an interested party in a newly formed company, Atlantic Coastal Acquisition Corp.

Atlantic Coastal is a special purpose acquisition company “focused on the future of mobility” that launched an IPO on the Nasdaq in March 2021, according to a news release at the time.

Atlantic Coastal is headed up by Chairman and CEO Shahraab Ahmad and President and Director Burt Jordan, a 20year veteran of Ford inducted into the MMSDC Hall of Fame in 2019.

this case that Robinson and others from the MMSDC sought to target Johnson and the Piston Group by inserting themselves in the business operations of the Piston Group,” the decision said.

“Plainti s have successfully established that Robinson’s goal was to diminish the value of Johnson’s companies by de-certifying them. e reasons pro ered by Robinson and MMSDC for decertifying the Piston Group were merely pretextual.”

Despite the judge’s scathing critique, the MMSDC stood by its CEO.

“Furthermore, we would like to express our strong support for Michelle Robinson, who has led our organization with integrity, courage and dedication,” the Aug. 28 statement said. “ e MMSDC will take necessary steps to address

“We are extremely pleased with the opinion which is a total vindication of our position.”

Piston Group said in a statement

According to Laymon, Robinson decerti ed Piston in an attempt to diminish its value as part of a plan to take it over. Robinson and the MMSDC have denied the claim. Judge Berry called the testimony “chilling.”

“It is clear from the evidence in

misinformation and reinforce our credibility as a champion for minority-owned businesses.”

A pivotal moment in the trial occurred when Piston attorneys accused Robinson and the MMSDC of “moving the goalposts” for certi cation, or more specically, changing the language of the handbook. A key criterion for

certi cation was that a minority must “guide” and “oversee” business units. Robinson was accused of changing the operative phrase to “actively involved.”

Robinson denied altering the language, but the judge said her statement was “not credible.”

“When questioned on this issue at trial, Robinson’s demeanor was defensive and argumentative,” the judge said in her decision. “ e evidence is uncontroverted that both MMSDC and Robinson manipulated the rules to obtain a desired result by arbitrarily changing the rules…”

Another eyebrow raising claim was that Robinson stripped Piston of its certi cation after Johnson declined to provide a nancial contribution to the council.

“In the court’s view, there is su cient evidence that Robinson intentionally interfered with the certi cation process in retaliation against Johnson declining her request for a $300,000 contribution, whereby Johnson transferred his nancial support to the NMSDC,” the decision said.

e judge characterized the actions of Robinson and MMSDC as “wrongful and vindictive” conduct that “undermines the core values of the organization.”

“…In the end, Johnson can take solace in knowing that he will undoubtedly bring hope to those who follow him and believe in the American dream to build a company,” the ruling said.

before its spin-o in the 1960s, NSF develops national and international health safety standards and testing for food, water, vitamins, related equipment and consumer goods (like water bottles). During the pandemic it helped the Detroit Institute of Arts and Michigan Science Center develop COVID-prevention protocols to reopen.

Lawlor, who retired in February 2022 after leading NSF for 18 years, was succeeded by Pedro Sancha, the fourth highest-paid exec on this year’s list.

Lawlor was paid just shy of $4.7 million in total compensation in 2022, (the most recent year data is available) including $2.9 million in deferred compensation. He also earned more than $1.6 million in bonus compensation that year.

Incentive pay began taking a prominent role in Southeast Michigan nonpro t executive compensation packages about 20 years ago, when Crain’s rst began ranking the salaries and bene ts of the sector’s top leaders. It rst showed up in the compensation packages of health care leaders before moving through the sector into the pay of social services leaders around 2017.

Deferred compensation plans, something included in the pay of many executives on Crain’s list this year, are becoming more prevalent in top nonpro t compensation packages, BDO USA PC said in a recent post.

“ ese plans not only serve as a tool for retirement planning but also as a mechanism for retaining top talent by providing long-term incentives,” the rm said.

Backing out the deferred pay, Lawlor’s nearly $1.8 million in total compensation for the year far outpaced the second highest-paid executive on the list, LaJune Montgomery Tabron, the head of the Battle Creek-based W.K. Kellogg

Foundation. Like other private foundation leaders, she did not receive incentive pay.

Montgomery Tabron led grantmaking foundation leaders in the state with $1.17 million in total compensation for overseeing its strategy and grantmaking in Michigan and across the U.S., especially in Mississippi, New Mexico and New Orleans and in Mexico and Haiti.

Beginning with this year’s list, Crain’s is breaking o health care and health care foundation leaders to run on a separate list in October. is year’s top-paid nonpro t leaders list broadened to include nonpro t leaders from around the state.

e top leaders by nonpro t category were:

◗ In arts and culture, Patricia Mooradian, president and CEO of e Henry Ford ( e Edison Institute Inc.). e Dearbornbased nonpro t includes the Henry Ford Museum of American Innovation, Green eld Village, the Giant Screen Experience, Ford Rouge Factory Tour and Benson Ford Research Center. Mooradian earned $818,022 in 2022, including $227,914 in incentive pay after forgoing a bonus the year before.

Robert Willig, CEO and executive director of SME (formerly Society of Manufacturing Engineers), who topped the list of business organization leaders, earning $709,466 in total compensation, including $244,234 in incentive pay.

◗ Shawn H. Wilson, the top executive of Boys & Girls Clubs of Southeast Michigan led among social services CEOs with $555,900 in total compensation, including a $195,000 bonus.

◗ William Shepard, vice president for advancement and executive director of the Eastern Michigan University Foundation, who was the highest-paid, non-health care fundraising foundation executive on this year’s list. He earned $366,477 in total compensation, including $261,769 in bene ts, but no incentive pay.

Masco to sell lighting unit for fraction of what it paid in 2018

Livonia-based home products manufacturer Masco Corp. will sell its Kichler Lighting business to a private equity rm for a fraction of the price it paid for the company in 2018.

Los Angeles-based Kingswood Capital Management agreed to buy Kichler for $125 million, according to a Sept. 3 news release. e Ohio-based manufacturer supplies decorative residential and commercial lighting, as well as LED lighting and ceiling fans. e deal, which is subject to customary closing conditions and regulatory approvals, is expected to close by the end of the year.

Masco bought Kichler for $550 million six years ago when the lighting company had annual revenues of approximately $450 million and employed 700 people

PEOPLE ON THE MOVE

ACCOUNTING

Plante Moran

Kimber Smail assumed the role of Plante Moran’s South eld of ce managing partner on July 1, 2024, where she’ll focus on leading the rm’s South eld staff. She’ll also continue to serve as an assurance partner in the rm’s manufacturing and distribution and employee bene t plan practices. Smail assumes this role from Plante Moran Partner Sue Novak, who’s retiring in November. Prior to this position, Smail served as the rm’s Flint of ce managing partner.

98Forward

Ernest Wilkins, Senior Director at 98Forward, will lead client accounts and internal marketing. With 14+ years of experience, he’s crafted content strategies for top brands like Nike, X (Twitter), and New Balance. A Florida State alum, Ernest is a thought leader and mentor, blending creativity with business acumen. He’s the author of the forthcoming The Shop (Simon & Schuster), with a foreword by LeBron James, a native Chicagoan thriving in Detroit.

FINANCIAL SERVICES

Clearstead

globally, according to a news release at the time.

Masco spokeswoman Sue Sabo said the purchase and sale prices do not provide a full picture of the transaction.

“ e economic loss is signicantly less than what is implied by the purchase and sale prices as the purchase price includes a tax bene t that we have or expect to largely realize and a signi cant amount of capital has been returned from the business during our ownership, driven by cash generated by the business,” Sabo said in an email.

Masco, whose portfolio includes Behr paint and plumbing products, has seen sales dip recently due in part to waning DIY demand, which boomed during the COVID-19 pandemic. Overall revenue declined 2% year over year in the second quarter to about

$2 billion, while sales in its decorative architectural products segment decreased 7%, according to its earnings report.

e company has done M&A business with private equity rms in the past. In 2019, Masco announced it would sell its cabinetry unit to New York City-based American Industrial Partners for $1 billion.

“Under Masco’s ownership, Kichler has undergone a series of transformations which have generated e ciencies within its business, improved customer service, and enabled greater product innovation,” Keith Allman, president and CEO of Masco, said in the release. “Going forward, we believe this business has greater potential to realize future growth as part of an organization with a more concerted focus on lighting.”

FINANCIAL SERVICES

Zeal CU

Honigman

Clearstead is pleased to announce that Mario Mastroianni, CEPA, has joined the rm as Managing Director, Enterprise Business Development. In this role, Mario will be part of the rm’s Sales and Marketing Team, developing opportunities and supporting the rm’s organic growth. He brings over 20 years of experience in business development and sales in Financial Services. He earned a B.A. in Business Administration from Juniata College and holds the Certi ed Exit Planning Advisor designation.

Zeal Credit Union proudly welcomes Jill Johnson as Vice President of Lending. Johnson brings 27 years of experience in the nancial services industry, with extensive knowledge in product development and providing digital- rst member experiences. She has a passion for leadership with impact and enhancing member service. In her new role, Johnson will oversee lending strategies and operations.

Honigman LLP welcomes Tom Healy to its Regulatory Department as senior counsel in the rm’s Government Relations and Regulatory Practice Group. Healy specializes in federal motor vehicle safety law and advises clients on a wide range of Department of Transportation and National Highway Traf c Safety Administration regulatory issues, including safety-related and noncompliance recalls, investigations and enforcement proceedings, and compliance with federal motor vehicle safety standards.

Kurt Nagl

Masco Corp. purchased Kichler Lighting for $550 million in 2018. | KICHLER LIGHTING

CREDIT UNIONS

Credit Union on the top of the list with three out-of-state acquisitions each.

“We feel that our regional positioning within the Midwest, and especially within the states of Michigan, Illinois and Wisconsin, serve our communities and team well,” Advia president and CEO, Je Fielder, told Crain’s in an email. “Our team has grown very procient with emerging technology to stay connected virtually. However, we are also within comfortable distance when we want to visit our team in person. at level of connection has served to solidify a strong team culture. Having said that, we will continue to grow where it makes sense and aligns with our goals and commitment to member service and nancial strength.”

In 2017, Advia acquired Peoples Bank in Elkhorn, Wis., and the next year, acquired Golden Eagle Community Bank in Woodstock, Ill., according to lings from the Michigan Department of Insurance and Financial Services. e credit union is currently nalizing plans to acquire Northside Community Bank in Gurnee, Ill., in October, Fielder said.

Advia currently has 190,000 members — 60,000 of which reside outside Michigan — as a result of the Illinois and Wisconsin bank acquisitions and the relocation of members who were previously living in Michigan. e October acquisition will increase the credit union’s branches to 32 national locations. As of 2023, Advia had $3 billion in assets, the seventh-largest in the state of Michigan. It was founded in 2014 as a merger between First Community Federal Credit Union and E & A Credit Union.

Allure of a cash buyer

ere are multiple factors that could lead to a bank selling to a credit union, said Mike Bell, a partner for Detroit-based Honigman Law Firm, who specializes in deals like Advia’s.

e consolidation of the banking industry in some locations leads to a decrease in natural buyers, which is countered by interested credit unions, Bell said. And, maybe most signi cantly, credit unions are required to purchase banks in cash.

“We happen to be in a moment where it has and it continues to be, that sellers tend to prefer cash. So when a credit union buys the bank, all they can do is use cash, that’s their only currency. When a bank buys a bank, they can use cash for sure, but they often use bank stock for some portion of the deal,” Bell said.

Because credit unions aren’t allowed to buy banks outright, due to a di erence in legal makeup of the for-pro t and nonpro t institutions, credit unions are required to pay a premium for the bank’s assets.

Fielder said the consolidation within the banking community in Michigan has limited Advia’s opportunities to grow through bank acquisitions in the state, though

the credit union is still looking at, “a combined approach of continued mergers as well as organic branch growth within nearby communities to where the credit union already has branch locations.”

Following snowbirds

Patty Corkery, president and CEO of the Michigan Credit Union League, sees credit unions’ bank acquisitions as a positive.

When a credit union acquires a bank, its customers morph into members and expand the credit union’s network. But because credit unions are required to have a eld of membership, which ties its members together, credit unions must be strategic where they grow.

Some Michigan credit unions, like LMCU and MSUFCU, Corkery said, are expanding out of state to meet their members where they are located.

LMCU has acquired the assets of two banks in Florida since 2017 — Pilot Bank in Tampa and Encore Bank in Naples — likely to accommodate “snowbirds” who travel back and forth between the two states. LMCU acquired Pilot Bank in a $96.6 million deal in 2021.

LMCU is the largest credit union in the state of Michigan, with $14 billion in assets and more than 600,000 members in the U.S. It was founded in 1933 by a Grand Rapids school teacher as the Grand Rapids Teachers Credit Union.

LMCU did not respond to requests for comment on the Florida bank acquisitions.

MSUFCU, on the other hand, acquired two Chicago-area banks — McHenry Savings Bank and Algonquin State Bank — in 2023, as part of a strategy to locate where its members have moved to, president and CEO April Clobes previously told Crain’s.

MSUFCU is Michigan’s secondlargest credit union, with more than $7.7 billion in assets and more than 360,000 members, according to the credit union’s website. It was founded in 1937 as Michigan State College Employees Credit Union.

“As credit unions, their mission is to serve their members, and they need to have the ability to have the tools to do that,” Corkery

said. “And I think we need to let the markets show what they’re going to show, instead of any sort of restrictions or regulation on these transactions. If somebody wants to sell, they should be able to do that with whoever makes sense, and it not be restricted in any way.”

Pushback from banks

Credit unions, as non-for-pro t cooperatives, are exempt from all taxes, except for local real property and personal property taxes.

“Credit unions were granted a tax exemption when they were rst formed, because they were chartered to serve people of modest means,” said Mike Tierney, president and CEO of Community Bankers of Michigan. “ ey’ve been around a long time, and they were very small neighborhood organizations that served churches, or might serve a union hall. Nobody cared that they were tax exempt when they were that small … that tax-free status was not meant to be used to buy tax-paying organizations.”

Tierney said the banking industry generally perceives credit union acquisitions of banks to be an “inappropriate use of their tax exemption.”

“Credit unions are not inherently bad. ey do good things for communities, and they provide a valuable service, but the advantage they were given because they were supposed to be small community organizations helping one church or one neighborhood, they don’t apply anymore in today’s world,” Tierney said. “ e largest entity in the state of Michigan right now is a credit union. Lake Michigan Credit Union is at $14 billion (in assets). Our biggest banks are right around $6 billion (in assets). It was never intended for a $14 billion organization to be tax exempt.”

Tierney said the Community Bankers of Michigan have been working to educate banks in Michigan on risks that come with selling to credit unions, including the extended regulatory approval process and a di erence in stock liquidity than bank-to-bank mergers and acquisitions.

Bank acquisitions by credit unions expand nontaxable assets

Bankers of America have proposed an “exit fee” for transactions between banks and credit unions, to capture the value of the tax revenue lost once the acquired bank’s business activity becomes tax-exempt.

The transactions have faced pushback across the country. Colorado, Iowa, Minnesota and Nebraska have all passed state laws barring credit unions from acquiring banks, according to the Colorado Bankers Association. In April, Tennessee passed a new state law clarifying that only FDIC-insured entities may acquire state-chartered banks. Regardless of the bank’s primary federal regulator, any acquisition of a bank by a credit union will require FDIC approval.

in the U.S. and may limit the amount of commercial lending available in an area, due to the restrictions credit unions face. Additionally, credit unions must limit commercial lending to less than 15% of their total net worth, which can have negative impacts on communities, Tierney said.

e cash premium a credit union must pay for the acquisition leads to a double taxation on the bank: rst at the corporation level, then the shareholders will be taxed on the remaining proceeds they receive from the sale.

According to data from Qwick Analytics, four Michigan banks have been acquired by credit unions since 2019. Last year, Traverse City-headquartered 4Front Credit Union acquired Old Mission Bank in Sault Ste Marie. Founded as Governmental Employees Credit Union in 1954 in Traverse City, 4Front Credit Union had $1.2 billion in assets and 20 branches with nearly 90,000 members as of 2023.

Debate over new regulations

e Independent Community

Tierney said he’s hopeful that the next Congress will take up legislation that is being pushed by the Independent Community Bankers of America and the Community Bankers of Michigan to “put an end to credit unions using their taxfree status as an advantage when bidding for banks to acquire.”

Despite the recent surge of credit unions acquiring banks across the country, the numbers still pale in comparison to the bank acquisitions by other banks. And, while the acquisitions may continue to sow discourse between credit unions and bankers, the consumer impact from the transactions is minimal, Bell said. “ ere’s an idea, certain people will say, ‘Hey, this is dangerous. is is bad, lending is going to be a ected.’ And I can’t nd one example in the last 14 years where we’ve had that occur. In fact, the opposite is true,” Bell said. “So the credit unions are buying banks for certain reasons. ey’re keeping the branches open. ey hire all the folks. ey want these customers, they get them, they keep doing business with them, and then they do more business with them. So I just kind of refute the idea that there’s this idea that certain things could stop or be lost for communities. I think it gets enhanced. I think the opposite occurs.”

Michigan State University Federal Credit Union is based in East Lansing. | DANIELS AND ZERMACK ARCHITECTS

with multi-year options. He said he’s invested close to seven gures into the concept, and projects about $2 million a year for revenue.

Chami said several of the vendors are friends of his. Each vendor pays an undisclosed base lease and a light commission, Chami said. Food hall vendors have ve-year leases.

Food truck park vendors have short- and long-term leases, Chami said, adding that there is a waitlist of 32 food trucks interested in getting a space at the new Dearborn food truck park. He plans to hold holiday events in the space, and would like to add temperature-control equipment to keep the food truck park open year-round.

“ e terms give the vendors the exibility to branch out,” Chami said. “We’re trying to make this the hottest thing in metro Detroit. It’s in a great spot: near Michigan Avenue, close to Ford Road, close to South eld Freeway. It’s a very family-friendly environment. ere’s a reason we don’t have alcohol.”

e Bistro Box owner Moe Taha brought his halal Italian food truck to e Canteen from the parking lot of HealthPro Pharmacy on Ford Road. He called e Canteen a great concept.

“We have a bunch of food trucks around the city. is is just a di erent concept,” Taha said.

MICHIGAN

are o ering a low price point,” Klar said. “ ey are still selling last year’s crop and they are selling it at $250 to $300 a pound, leading to that price compression we’re seeing. ey have to clear their pipe before another 50,000 pounds (of outdoor product) hit their facility.”  Illicit market product is also likely pushing prices lower as the legal market competes with o -the-books product.

e state has been working overtime to rid the market of imported and illegally grown product.

Late last month, the CRA issued a formal complaint against West Michigan grower HiCloud LLC after its owner was arrested on I-96 near Lansing by the Michigan State Police with 43.5 pounds of marijuana in a rented truck. at product was not tagged in the state’s tracking system, potentially meaning it was grown illegally. Investigators also found large batches of marijuana at its facility not cataloged in the system.

Also in August, the state cited Chesaning-based processor One Love Labs for allegedly importing more than 110 pounds of concentrated THC from Oregon.

It is against federal law to ship hemp product containing more than 0.3% THC across state lines and against Michigan regulations to process or sell product containing more than 0.3% THC that is derived from another state. e prod-

“( e Canteen) is like a one-stop shop. We can cover everybody’s cravings. Every truck o ers something di erent. It’s also helping us thrive o each other’s customer base.”

e establishment of the food truck park concept in Dearborn comes at an interesting time.

An ordinance proposed late last year by Dearborn City Council would halt trucks like Taha’s from operating in the parking lots of other businesses. e ordinance

would put noise regulations on generators, change hours food trucks can operate, and regulate trash and garbage disposal. e ordinance would add additional inspections and allow for outdoor seating areas, like what’s o ered at e Canteen. No formal action has been taken.

“We kind of took (the proposed ordinance) into consideration,” Chami said. “We wanted a space where the food truck operators could work that’s safe for them and

uct tested for having 86.49% THC.

A month earlier, the CRA alleged Mount Morris processor Sky Labs purchased 130,000 grams — nearly 287 pounds — of THCa isolate, which is a heavily concentrated powder derived from hemp that when heated can be converted into a form of THC comparable to the psychoactive ingredient found in marijuana, from out of state.

Illicit product is likely contributing to a product oversupply and reducing prices. But it’s not impacting every operator.

Andrew Sereno, president of Manchester-based grower Glacial Farms, told Crain’s it has been seeing price increases for its product.

Sereno believes the low number from the CRA is being in uenced by struggling growers and proces-

sors looking to o oad product quickly.

“I think it’s a skewed average from failed operators selling at extremely low, re-sale prices for any cash ow they can get,” Sereno said.

Michigan operators, particularly those near the Ohio border, are under threat from the Buckeye state, which began legal adult-use sales last month.

Sales in Ohio totaled nearly $33 million after three weeks, averaging about $10.49 million per week. For context, Michigan’s market averaged $71.6 million in weekly sales in July.

It’s unclear what material impact Ohio’s legalization will have on the Michigan market sales or pricing.

their customers, and where they could just kind of handle their business.”

Nami sushi co-owner Abraham Obeid said the company shut down its food truck to focus on business at the food hall. In just a few weeks, sales have increased by 40% to 50%, according to Obeid.

“We ran our food truck for about a year and a half. It just made sense for us to focus on this,” Obeid said. “Business has been crazy. e opportunity to be here

CRUISE

From Page 3

Entering Detroit via cruise ship is a spectacle on its own, Ollinger said. “While it does have a tremendous economic impact for Detroit, for us it also has that intangible impact of changing perceptions of Detroit.”

e ships are returning after John Waggoner, who founded American Queen in 2011 but left the company a few years ago, came out of retirement to repurchase the vessels for a relatively cheap $1.9 million. He has since refurbished the ships and established the Victory brand.

“As long-time enthusiasts of maritime adventures, my wife Claudette and I are thrilled for the team to open reservations of the inaugural season and we prepare to sail these magni cent waters,” Waggoner said in a statement announcing their return. “Our cruise experience will o er many special touches, including being the only cruise line to dock at Chicago’s Navy Pier, and most of all, our ships will be a home away from home exploring all ve Great Lakes.”

Most other Great Lakes cruises originate or end in Milwaukee, but the Victory line is unique in that it bookends in Chicago and Toronto. Itineraries vary by voyage, but the vessels touch all ve Great Lakes and make stops not just in Detroit but also Mackinac Island, Sault Ste. Marie, Cleveland, Niagara Falls and more.

was too good to pass up. is allows us to be open all year.” Chami sees great potential for the venture. He said social media and word of mouth has brought in most of the business in the early stages of the concept.

“We really haven’t started marketing yet,” Chami said. “ e city has just come out to support us. People want to come hang out. It’s a good space to chill. People want options and we think we’ve got the best brands in the city in one spot.”

Cruises are an increasingly popular way to explore the Great Lakes for those seeking an elevated experience and willing to pay for it. ere’s the inherent beauty of the lakes and the surrounding nature, of course, but sailing back and forth between two countries is also a big selling point. Another driver is that vacationers are seeking “experience” travel. People also increasingly want to explore destinations closer to home. Companies therefore are signi cantly increasing their investments in the region with new and larger ships, longer routes and more frequent service.

e Victory boats were built in 2001. ey span 286 feet in length, which is small for cruise ships but necessary to navigate the Great Lakes waters.

“None of the cruise lines on the Great Lakes are big because they can’t be,” a spokesperson for Great Lakes Cruises said. “If they’re too big, they can’t t through the canals and the locks that they have to go through.”

Victory says the boats are “purpose-built to cruise on all ve Great Lakes, the St. Lawrence Seaway, and the FrenchCanadian Maritimes, o ering a refreshing alternative to river and ocean cruises.”

e ships are currently registered in Nassau, Bahamas.

A nine-night cruise from Chicago to Toronto starts at $5,799 per guest, an 11-night cruise from Chicago to Montreal runs $6,999 and a 14-night roundtrip from Chicago costs $8,699.

Adult-use marijuana prices have fallen nearly 14.5% throughout the year. NIC ANTAYA

Jehan Saleh of Dearborn Heights (left) and Summer Zayed of Dearborn talk on Aug. 24 at The Canteen at Midtown in Dearborn. | NIC ANTAYA

BAMF Health CEO sees expansion into Detroit as a catalyst for research growth

Detroit is going radioactive. Grand Rapids-based BAMF Health plans to bring its emerging medicine to the state’s largest city next year after receiving more funding from the state of Michigan — $25 million in total. The organization specializes in theranostics — a new wave of radiopharmaceuticals that are drawing the eyes of scientists and investors around the country. Led by former Van Andel Institute scientist Dr. Anthony Chang, now founder and CEO, BAMF is injecting Stage 4 prostate cancer patients with radioactive drugs that are designed to detect and destroy cancer cells with minimal side effects. The company already has a partnership with General Electric and Grand Rapids’ Corewell Health and is seeking a new partner in the Detroit area. It’s also strongly speculated that it will nd that Motor City home in a new building on a Dan Gilbert development on Gratiot Avenue. Dr. Chang discussed BAMF's mission and the future Detroit venture in a recent conversation with Crain's.  By |

What is theranostics?  e technology is not that hard. We’re just using radioactive drugs to catch the diseases no one can detect and and no one can treat right now. at includes Alzheimer’s, cancers, endometriosis and others.

Prostate cancer is what we’re treating right now. Often we don’t know where the tumors are and we can’t catch it early enough. We can only tell a person their PSA (prostatespeci c antigen) numbers are high. at could be just in ammation, not cancer. But we know we miss the window to treat it e ectively if it’s not caught early. So our pharmaceutical is e ectively a drone. We inject those drones into the body and they circulate over the body looking for prostate cancer. When they nd the cancer, they attach and send out a signal. is allows us to catch the cancer in the early stages; tumors as small as two millimeters. We can then stage the cancer more correctly, because it’s very sensitive technology, and provide patients a more e ective treatment. When we don’t know if there are one or two or 50 or 200 tumors, we can’t cure it. We throw everything at the patient and it eventually guarantees they become resistant to the traditional treatments, and with nothing left to do, we send them o to hospice care. Because this pharmaceutical is also radioactive, it can eliminate the tumor. It circulates the body nonstop for 60 days without hurting the surrounding tissue and can eliminate metastatic cancer without any signi cant side e ect.

How effective is this?  e patients we are treating are patients with no other options. We’ve found about 80% of patients respond to this treatment and 10%-20% will go into complete remission. at’s why we’re so passionate about this and so determined to make this technology accessible and available to every single patient. Radiopharmaceutical is the hottest and largest eld for investment right now. ere’s been $15 billion invested in the last 12 months to design a wide variety of these drugs. But that

Dustin Walsh

means we have an infrastructure problem — where to do the research and to conduct the clinical trials and treat patients. We have spent the last nine years designing and building these facilities (in Grand Rapids). We believe in this work.

You’re a scientist. How have has the transition gone to becoming a business leader and CEO?

It’s not been a hard transition, but it is quite a transition. e issue is, especially in scienti c technology elds, we always encounter this type of problem.

A scienti c leader doesn’t have a business background. But then a business leader doesn’t have a scienti c background. We need people with expertise on both sides. e only solution was to learn as much as I could in the business eld as fast as possible and rely on my team, build the culture of the team. We’re in a multidisciplinary eld and the essence of this eld is collaboration. It’s team rst and everyone works with each other. is is how we close the gap and how we’ve moved so fast in such a short period of time. But it’s all problem-solving skills and that’s a good skill set scientists have. We identify the problem, gure out a solution and execute that solution. And we do so without putting too much emotion into it.

Forgive me, but you selected BAMF (bad ass motherf$%er) as the name before creating the acronym, right?  (Laughs) We have a higher meaning than that. We are fully aware there is an urban dictionary de nition. But it’s bigger. It stands for Bold Advanced Medical Future. Our job is to try and realize that future and make it happen. We also wanted the acronym to have a sound e ect. Injecting a radioactive drug. Bam. We don’t want to limit ourselves to just radiopharmaceuticals, but this name shows we’re bold and determined. True precision medicine.

Given the popularity of this rising science, why choose Detroit as your next location?   e big picture is we want BAMF to be the most advanced theranostics company in the world. And we really want Michigan, our home, to become the epicenter of these technologies. If we get a site in Detroit, Michigan will become the go-to place for pharmaceutical companies to come for clinical trials. at’s the high-level strategy. But, more importantly and practically, we want to serve patients. ere is a large population that needs this technology in Detroit. More than 50,000 people in Michigan are diagnosed with cancer annually

and more than half of that is in (metro) Detroit. It’s near the top in cancer deaths and has a way higher rate of incidences in breast, prostate and other cancers. We want to bring this advanced technology to Detroit and serve those patients.

Are you worried about the competitive market here? Metro Detroit has more health systems per capita than almost anywhere in the country. We have never seen ourselves as a competitor. We’re a partner and an add-on. We’re are trying to bring this technology to anyone who needs it. e biggest problem for health systems is how to scale and bring this technology to patients and do it right and do it safely. We can facilitate that process. at’s our mentality. Literally, the goal of BAMF was not to become just another company. We’re just using the company to conquer a mission. Accessible, a ordable and as soon as possible. We’re not here to compete with health care organizations, but partner with them to best serve their patients. We’re willing to tackle the very hard problems and solve the hard problems instead of just trying to gure out the business and look only at the PNL (pro ts and loss nancial report). at’s the di erentiator. at’s the part that makes me proud.

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Dr. Anthony Chang is the founder and CEO of BAMF Health, a precision medicine provider that started in Grand Rapids. The company uses radioactive pharmaceuticals to treat advanced cancers. BAMF HEALTH