Crain's Detroit Business, November 25, 2024

Auto suppliers cut costs as vehicle output slows

By Kurt Nagl

Reduced vehicle output by the Detroit 3 automakers and a slowdown of requests for bids for new programs has caused widespread revenue decreases for suppliers and anxiety about the year ahead.

Many of North America’s largest suppliers of everything from seats and powertrains to electronics and software finished the last quarter with lower sales than anticipated and reduced full-year outlooks.

That has led companies to reduce manufacturing capacities, cut headcount, divert cash to

shareholders and implement various cost-cutting measures to protect profit margins.

While the automakers — Stellantis NV in particular — curtail production to align inventories to demand, there have also been fewer new programs out for bid than usual, according to supplier executives. That is likely because automakers are still undecided on their product pathways as they juggle demand for electric, gas and hybrid platforms. The recent presidential election also gummed up business decisions — and the outcome may have creat-

ed more questions than answers.

“I think they’re looking at all levers — cost control, SG&A (selling, general and administrative expenses) — and really trying to understand what’s driving their business and what has driven some of their costs in recent years,” Collin Shaw, president of the MEMA Original Equipment Suppliers group, told Crain’s on Nov. 12 at its annual conference in Novi.

“There’s some nervousness out there, especially in 2025. Some collective anxiety in the market.”

DIA passes its $400M goal, looks to double it

By Sherri Welch

The Detroit Institute of Arts has exceeded its original $400 million endowment goal and is expanding it to continue tri-county programs it launched a dozen years ago in exchange for its first operating millage.

The museum is working to raise $500 million in permanent endowment funds by 2027 and estimating it will need to double its original goal to raise $800 million by 2032, leaders said.

The museum's permanent, unrestricted operating endowment now stands at $433 million, Chairman Lane Coleman said, up from $89 million in 2011.

The DIA launched the endowment push in 2012 with an initial goal of reaching $350 million-$400 million to spin off in-

terest income that would support the museum’s operations in perpetuity because the base endowment, known as the corpus, would not be spent down.

The effort began after the museum secured its first operating millage from voters in Wayne, Oakland and Macomb counties and could focus more of its fundraising on endowment rather than operations.

The millages in the three counties provide about $30 million annually to the DIA to support its annual budget, which is about $41 million this year, said Coleman, founder, president and CEO of Strike Group LLC.

An $800 million endowment would produce $32 million per year at a 4% return or $40

See DIA on Page 21

Downtown Detroit Partnership has an alternative I-375 plan

By Anna Fifelski

The Downtown Detroit Partnership is putting forward an alternative plan to the Michigan Department of Transportation's designs for converting Interstate 375 into a street-level boulevard.

The DDP's I-375 Peer Review Report discusses potential uses for the nearly 30 acres of land that will be made available by

filling in the sunken interstate on the eastern edge of downtown Detroit. The vision laid out in the DDP's report calls for a narrowed street with fewer lanes of traffic, with the potential for new city blocks with new buildings that could include residential units, cultural heritage sites and sports and recreation space.

DOWNTOWN on Page 22

Companies reduce manufacturing capacity, headcount amid uncertainty

Slow sales of Stellantis’ Jeep Gladiator pickup prompted the automaker to cut a shift at its longtime operations in Toledo, Ohio. STELLANTIS

A conceptual rendering of the Downtown Detroit Partnership’s I-375 proposal, which would eliminate a grass median being proposed by MDOT in favor of larger sidewalks. | DOWNTOWN DETROIT PARTNERSHIP

May Mobility launches driverless minivans in Ann Arbor

By Pete Bigelow, Automotive News

Self-driving technology startup

May Mobility has launched driverless robotaxi operations in Ann Arbor, the rst step in a substantial expansion anticipated over the next year.

“ is will be a long-running project where we will grow incrementally over an extended period of time,” May Mobility CEO Ed Olson told Automotive News. “We want to identify the core, hot routes that we should start covering, and then start adding to it.”

It is using autonomous Toyota Sienna minivans on select roads around its corporate headquarters in Ann Arbor.

e company had previously deployed its minivans in Ann Arbor with human backup drivers aboard.

It’s the second U.S. market in which May Mobility will operate robotaxis on public roads with no human safety drivers. It follows Sun City, Ariz., where the company launched service in December 2023.

e company disclosed the start of driverless operations Nov. 13 during an investor day at its headquarters.

Starting driverless operations in Ann Arbor is the rst plank in the company’s aggressive expan-

sion plans. May Mobility, which counts Toyota Motor Group as a major backer, currently operates in nine markets, including locations that still utilize human safety drivers. at number will increase to 16

by the end of the rst quarter, Olson said, and include at least one more driverless launch.

“It’s a strap-yourself-in kind of year coming up for us,” he said. More locations are planned by the end of 2025.

Atlanta will be one. May Mobility inked a partnership with Lyft in early November, which will see robotaxis deployed on the ride-hailing network in that city starting next year. It is a multiyear partnership.

May Mobility is also making ad-

ditions to its eet. e company has partnered with Italian rm ICAP Group on an autonomous bus that’s expected to begin testing in 2025.

Some of May Mobility’s municipal customers sought a vehicle option tailored to moving larger numbers of passengers, and the ICAP Group’s Technobus will ll that role, Olson said. e vehicle can carry as many as 30 passengers for conventional transit service. Olson believes there actually may be higher demand for a bus con gured to carry 10 passengers at most.

“ ere’s a sweet spot that we’re optimizing for,” he said. He envisions “something that can carry 10 people who would otherwise be taking their personally owned vehicles. at’s a really game-changing new product that does not exist anywhere in the world.” e Technobus is larger than other toaster-shaped self-driving shuttles that have been piloted in public transit applications. It is similar to the Toyota e-Palette platform onto which May Mobility has integrated its autonomous driving technology.

Technobus is larger than the e-Palette, which is primarily intended for use in Japan, where May Mobility also intends to operate, Olson said.

A May Mobility autonomous vehicle shuttle in Ann Arbor last year MATTHEW HATCHER/BLOOMBERG

Detroit City FC stadium would open revenue streams

By Kirk Pinho

The planned new Detroit City Football Club soccer stadium in southwest Detroit presents revenue-generating opportunities not afforded the team at its current Keyworth Stadium home in Hamtramck.

That’s according to Sean Mann, the co-owner and co-founder of the popular men’s and women’s soccer club that is looking to play its first match in the proposed stadium in spring 2027. Mann said the decision to pursue a new stadium was made about four years ago with those missed revenue streams in mind, plus other contributing factors.

Those opportunities include things like naming and sponsorship opportunities, which would “drive revenue and make this a sustainable project,” Mann said Nov. 13 in a keynote presentation during the Urban Land Institute’s Michigan chapter’s Emerging Trends in Real Estate meeting in Corktown.

Those revenue-generating opportunities also include more food and beverage options, which are also limited at Keyworth, Mann said.

Among other things, the team gets revenue from single-game and season ticket sales, merchandise sales and corporate sponsorships,

Crain’s has previously reported. In May, the team and Sports Revenue Advisors announced they were working together on things like stadium naming rights — which can be worth tens of mil-

lions of dollars — and jersey sponsorships, among others. In announcing that they were teaming up, Detroit-based Sports Revenue Advisors Principal Clark Beacom said they aim to “secure partner-

A Duggan run for governor?

If he does, he’ll be a tough foe.

By David Eggert

LANSING — What will Mike Duggan do next?

Odds are he will run for governor in 2026, when Gretchen Whitmer’s second and final term will come to an end. When Duggan, mayor of Detroit since 2014, announced on Nov. 13 he would not run for reelection, he said he would discuss his future in the coming weeks or months.

Those who know Duggan hope he jumps into the Democratic primary.

“I would love to see him be a

candidate for governor because the reason why he’s been such an effective mayor is because he’s been singularly effective as a governing leader. And I, as someone who’s spent a lot of time in government and politics, really appreciate that and honor that,” said Sandy Baruah, president and CEO of the Detroit Regional Chamber. John Rakolta Jr., chairman of Detroit-based construction giant Walbridge Inc., is a Republican who was ambassador to the United Arab Emirates in President Donald Trump’s first term. But he said Michigan needs the best

candidates from both parties.

“We need to debate the policy issues going forward and get behind candidates like Mike Duggan. If he could do for the state what he did for the city of Detroit, he’d end up being an excellent governor. While we are in separate parties, I think he’s a formidable candidate, formidable foe that would cause the Republicans to put up somebody equally as good as he,” he said.

Duggan, as the leader of the state’s largest city for a decade

ships that will not only elevate the club’s profile but also contribute to the local economy and fan experience in the area we call home.”

Of course, naming rights deals and sponsorships abound in pro-

fessional sports. For example, in 2018, Comerica Bank exercised a five-year extension on its $66 million naming rights deal for

Leo Burnett to scrap Detroit unit after losing GM business

By Kurt Nagl

Advertising giant Publicis Groupe plans to shut down the Leo Burnett Detroit subsidiary and close its office in Troy after losing key business from General Motors Co.

The agency plans to lay off 79 employees and permanently close its office on Big Beaver Road by Dec. 31, according to a WARN notice filed with the state.

The layoffs are the consequence of GM taking long-running accounts away from metro Detroit businesses as the Detroit-based automaker shuffles its advertising agencies.

Publicis Groupe maintains other GM business and a significant presence in metro Detroit, though the company declined to provide headcount.

“Detroit remains an important city for us, and we will continue to invest in our capabilities and offerings there,” a Publicis Groupe

spokesperson said in a statement. Crain’s inquired with GM about why it changed agencies.

On Nov. 15, the automaker confirmed plans to lay off about 1,000 employees globally — most at the Global Technical Center in Warren — in its latest round of restructuring. The company also cut 1,000 white-collar software jobs in August.

Other Detroit ad agencies have made layoffs recently as a result of GM’s new media strategy. McCann Relationship Marketing LLC laid off 123 employees at its office in Birmingham last month, while Commonwealth/McCann eliminated 56 jobs in Detroit.

Chicago-based Leo Burnett Worldwide Inc. was acquired by Paris-based Publicis Groupe in 2002. Leo Burnett has dozens of offices globally, according to its website. The Chicago headquarters will be its only U.S. location after the Troy office closes.

Detroit City FC envisions a new soccer stadium surrounded by housing and retail at the old Southwest Detroit Hospital property. | DeTroIT CITY FC

Detroit Mayor Mike Duggan greets attendees at a 2022 press conference on plans to modify I-375. bLoomberG

Leo Burnett will shut down its Troy office when it lays off 79 employees there at the end of the year. Leo bUrNeTT

See STADIUM on Page 19

Detroit’s commercial real estate market outlook skyrockets

Detroit leapfrogged a lot of cities in a recent survey of real estate professionals nationwide on things like its investment potential and development opportunities.

Of course, it’s always important to take surveys with a healthy dose of skepticism. ey are snapshots, a cross-sample of a broader ecosystem and really subtle — and even not-so-subtle — market nuances can sometimes get lost in the mix.

But at the risk of burying the lead: Detroit was ranked No. 39 in the Emerging Trends in Real Estate report by the Urban Land Institute last time around, and this year it’s No. 17 out of 81 markets, earning it the distinction of the highest-ranked Midwestern city on the list. ose 81 markets represent some 196.3 million people, or 58.3% of the country’s 336.6 million population.

e report also named Detroit one of the “movers and shakers,” along with Dallas/Fort Worth; Miami; Houston; Tampa-St. Petersburg; Nashville; Manhattan; Columbus; Charleston; and New Orleans.

Anita Kramer, senior vice president for ULI and the senior director of the ULI Center for Real Estate Economics and Capital Markets, said in an email that the rankings are compiled by averaging survey respondents’ assessments of investment and development prospects in a given city for the upcoming year — in this case, 2025. “ … e ratings improved this year on fully half of the markets while falling on an equal number,” Kramer wrote. “ e ratings changes translate into a lot of movement in the market rankings this year, compared to relatively little change from the 2023-2024 reports. is volatility shows that industry participants are discerning in their assessments and are taking fresh perspectives as they perceive that market conditions or outlooks change.”

Kramer also noted that the average market uctuation was 12 spots up or down between the 2024 and 2025 reports, and 20% of the markets moved by more than 20 spots. at’s in contrast to the report assessing 2024 market outlooks, when the average movement was only three spots and not one market moved by more than 20 positions, Kramer said. In its analysis of the city’s market, it pointed to the recent population growth; the rst time the city has seen that in more than six decades; the redevelopment of Michigan Central Station; and the opening of a Gucci luxury retail store downtown as among the

things it has going for it. It also says total investment returns averaged 8.9% annually the past decade, which is 2.8% percentage points higher than the National Council of Real Estate Investment Fiduciaries Property Index — a nearly half-century-old metric of property-level investment returns. However, it noted some of the headwinds, as well: employment growth lagging behind the national rate by 0.6%, a regional population stagnation since 1970, the di culty for investors to nd opportunities in downtown due to Dan Gilbert’s stranglehold on the central business district, and long-term project-

ed underperformance in growth and employment, per Moody’s.

Not mentioned in the report, but there are also still questions lingering about big commercial real estate projects, ranging from the future of the Renaissance Center and the revamped District Detroit effort).

One more upside? Comparatively low living and business costs, respectively at 91% and 96% of the national average, also per Moody’s.

“Investors looking to place bets can bene t from higher income yields with the hope for continued momentum from private investment downtown,” the report concludes.

$2M gift to College for Creative Studies memorializes late sunroof pioneer

By Sherri Welch

Waltraud “Wally” Prechter, a College for Creative Studies trustee, has made a $2 million gift commitment to the Detroit college.

e gift will permanently endow scholarships to support recruitment and retention of art and design students and provide dedicated support for promising automotive design students.

e scholarships will be named for Prechter’s husband, the late Heinz Prechter, founder of automotive sunroofs and convertible tops supplier ASC Inc. and a past CCS trustee, to memorialize his legacy of innovation. Prechter died in 2001.

“Heinz had a unique passion for customizing cars and a love for automotive design. It is my honor to support CCS students with this gift, which exempli es Heinz’s belief in education and access to opportunities,” Wally Prechter, president of WEP Holdings Inc. and Prechter Family Charitable Fund, said in a release.

“I think he would be thrilled to know that recipients will pursue studies in art and design, especially in areas close to his heart. His motto always emphasized the fact that “We are here to make a di erence in the world. I am grateful to

A $2 million gift from Waltraud “Wally” Prechter will create scholarships named for her husband, the late sunroof mogul Heinz Prechter, that will support, among others, automotive design students. | COLLEGE FOR CREATIVE STUDIES

see his legacy live on.”

Ninety-eight percent of CCS students receive nancial assistance, the school said.

Prechter’s gift “will be crucial in helping us attract and support talented students, ensuring they can obtain a degree regardless ofnancial circumstances and providing the stability they need to thrive throughout their time at college,” CCS President Donald Tuski said in the release.

“We are so thankful to Wally for

her dedication and leadership as a CCS board member and are grateful to be chosen to honor Heinz in this way.”

Heinz Prechter started ASC in California in a two-car garage and $764 and built the sunroof company into a global automotive supplier. He also during his lifetime acquired a newspaper chain and a real estate development company and was known for his civic and philanthropic interest in metro Detroit’s Downriver area.

Kirk Pinho

An Urban Land Institute report named Detroit among the “movers and shakers” for opportunities in real estate. | DEAN STORM/CRAIN COMMUNICATIONS

Bamboo coworking chain aims to buy building for expansion

By Kate Carlson, Crain’s Grand Rapids Business

Detroit-based coworking rm

Bamboo plans to purchase and redevelop the former Urban Institute for Contemporary Arts building in downtown Grand Rapids for its rst expansion outside Southeast Michigan.

Doing business as 2 Fulton Street W LLC, Bamboo co-founders Mike Ferlito and Amanda Lewan seek to convert the former gallery and movie theater space into a coworking building, with a phased opening in June 2025. Renovations would include creating 45 private o ces that seat one to 10 people, eight high-tech conference rooms, a 2,600-squarefoot mezzanine for event space and a 4,000-square-foot outdoor patio that could be rented out for events.

Plans also call for a 3,400-square-foot private suite for a permanent anchor tenant to manage a business incubator that supports entrepreneurs.

Bamboo started looking at expanding in Grand Rapids over a year ago, Lewan, Bamboo’s CEO, told Crain’s Grand Rapids Business.

“ is is a very important building in the community and has been sitting empty for several years,” Lewan said. “Every person I talk to in Grand Rapids knows this building and wants to see that corner activated again.”

e expansion would mark the company’s rst foray outside Southeast Michigan. It currently has locations in Detroit, Ann Arbor and Royal Oak.

“ is is exible o ces and coworking,” Lewan said. “It’s really ideal for companies that aren’t ready to sign ve-year leases yet. ere is a trend of shying away from traditional leases. is is a di erent product in the market.”

Grand Rapids had a 14.7% ofce vacancy rate in the third quarter of 2024, according to the most recent quarterly o ce report from JLL. Despite the Grand Rapids market softening this year with negative absorption rates, it still has one of the lowest vacancy rates among U.S. cities, according to the report.

Bamboo’s proposal was discussed this month by the Grand Rapids City Commission’s Community Development Committee. e full city commission is set to schedule two public hearings on Dec. 3 for the project. e public hearings are to consider establishing a commercial redevelopment district and 12-year commercial facilities exemption certi cate for the $3.1 million project.

“I met with the developers and viewed what their plans were for that building and think it’s a great use for that building,” ird Ward City Commissioner Bing Goei said during the committee meeting.

ere are no environmental concerns on the property, and city sta is recommending approval of a 12-year tax exemption based on a greater than 20%

commitment to using minority-, women-, or locally owned subcontractors for the construction project, said Sarah Latta Rainero, economic development director for the city of Grand Rapids.

“We don’t technically have a policy around this tool, so we’re trying to be creative and meet the needs of the applicant and the building,” Latta Rainero said during the committee meeting.

In the coming months city sta anticipates crafting a policy around awarding the commercial redevelopment district tool, Latta Rainero added.

e 39,418-square-foot, fourstory building at 2 W. Fulton St. was rst listed in 2020 for $8.7 million. e building is now listed for $5.4 million by Pure Real Estate Brokerage, and the sale is currently pending.

Parking would not be included in the sale, but Bamboo is working to acquire city-owned parking spots next to the building to support day-to-day o ce workers, Lewan said. ey have had high-level conversations with the city to acquire 50 spaces, but the number of spots has not been determined yet, she said.

Based on Bamboo’s other locations, they expect 400-500 people to be members of the coworking space, Lewan said.

Constructed in 2010, the building includes a 3,000-square-foot common space including a bar area, 1,000-square-foot art studio and 195-seat movie theater. e building was constructed to serve the unique purposes of the UICA.

Because the building was constructed for such a speci c use, Bamboo will need to invest in renovating it for a new use, Lewan said. If the project comes together, it will be Bamboo’s largest location, mostly because of the event space in the building that Bamboo is planning to activate, she said.

“We’re very open to community feedback,” Lewan said. “We want to make sure we’re opening in a way that would support the community long-term.”

Bamboo also is talking to a local nonpro t to ll the anchor o ce space proposed in the development but has yet to o cially sign an agreement, Lewan added.

Bamboo got its start more than a decade ago in Detroit, where it

opened a coworking space in 2013, followed by locations in Royal Oak in 2021 and Ann Arbor in 2023.

Lewan, who co-founded Bamboo with Ferlito, a Detroit-based developer, told Crain’s Detroit Business in October 2023 that the company was considering Grand Rapids for a possible expansion.

e company o ers monthly and annual memberships and says its locations typically serve 400-500

members annually, including 200300 businesses.

e Ferris State University board of trustees in June 2020 voted to move UICA operations to the Woodbridge N. Ferris building at 17 Pearl St. on the campus of Kendall College of Art and Design (KCAD). Ferris State ocials said in spring 2020 that relocating from the space was because of negative nancial e ects of COVID-19 and related shutdowns.

Detroit-based rm Bamboo is in the process of acquiring the former UICA building for coworking space. | ANDY BALASKOVITZ/CRAIN’S GRAND RAPIDS BUSINESS

Democrats shouldn’t overreach during lame-duck session

When state lawmakers return to Lansing after Thanksgiving, they will have three weeks to pass any final legislation before the term ends.

Democrats, who will lose control of the House when the next session begins in January as a result of this month’s election, will be tempted to take advantage of the waning days of their trifecta of control, which includes the Senate and the governor’s seat.

They would be wise not to overreach and instead focus on practical issues on which there is bipartisan support.

It is true that when one party loses its grip on power in an election, lame-duck sessions can be hyper-charged. In late 2018, in the waning days of former Republican Gov. Rick Snyder’s administration, he signed more than 340 bills after the election of Democrat Gretchen Whitmer but before she was sworn into office. He also vetoed a variety of bills as well. So fasten your seat belts because the action could come fast and furious. Indeed, lawmakers gave a glimpse of what’s to come by moving a flurry of legislation over a couple of days before the current break, which started with the opening of firearm deer-hunting season on Nov. 15.

Lawmakers voted to create a state tax credit for businesses’ research and devel-

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opment, capped at $100 million, a measure that received bipartisan support and Whitmer is expected to sign.

Also receiving bipartisan support were tax incentives to spur the construction of mega data centers.

Both of these were common sense measures that will support job growth in Michigan.

But on the flip side, the House voted to send Whitmer union-backed legislation that would establish a ratio of one journey or master plumber to up to two apprentice plumbers at construction sites. There is no such plumbing standard now and it would negatively impact the state’s economy by driving up costs and impede the hiring of skilled workers.

This is the kind of sop to special interests that Democrats will be pressured to ram through in the final days of the lame-duck session. We urge them to show caution and focus on more pressing concerns that, if left unaddressed, would have far-reaching negative consequences on Michigan’s economy.

Six leading business organizations, including the Michigan Chamber of Commerce and the Michigan Manufacturers Association, sent a letter to legislative leaders earlier this month urging action on two of them.

One is stopping the pending change to

the system that allows restaurants to pay tipped workers a lower hourly wage. Owners and tipped workers do not want the current system disrupted and lawmakers must fix it before February. Now is the time to get it done.

The business organizations also want changes to the Earned Sick Time Act before it takes effect Feb. 21. Their proposals are sensible and require lawmakers’ attention.

Whitmer, who has two years left in her final term and an uncertain political future after that, has a prime opportunity to demonstrate a practical, problem-solving approach even if more progressive ele-

ments of her party wish to pull her to the left. Certainly, she will be forced to govern more from the middle once Republicans take over the House in January and divided government returns to Lansing.

If Democrats overreach in the lameduck session and Whitmer goes along, it will break faith with Michigan voters who this month went for a Republican for president, a Democrat for U.S. Senate and divided the Legislature in Lansing between the parties.

Michigan is a purple state and Democrats in Lansing would be wise to keep that in mind when they return in December for the lame-duck legislative session.

To attain state and business goals, hire a new American

With talk of immigration all around us, I am sharing one immigrant’s business story: My own. Since I was a teenager, I have worked my way from refugee to U.S. citizen (over 20 years now!) to banking executive. I now oversee a large bank branch and have enjoyed a financial services career spanning two decades.

At age 16, my family and I arrived in metro Detroit, escaping war in Bosnia. We had just a couple of pieces of luggage, did not speak or understand English and had no familiarity with American culture. After getting crucial help from the nonprofit organization now known as Samaritas, we found a place to live and our basic needs fulfilled. My parents found jobs, and my sister and I enrolled in school. Thanks to the hard work of my parents, within a year

they purchased a home for our family.

My first job was at Pizza Hut and on my 18th birthday I became a store manager before starting college. I then earned a degree in less than four years. This is a relatively typical refugee story and that is why our business community should embrace new Americans as part of the workforce.

As businesspeople, we have heard from our colleagues who have the data about how important diversity can be to our companies. It can improve decision-making, productivity and profits. Everyone should be open-minded when it comes to welcoming refugees into their workforces.

The majority of the people who have come from across the world to Michigan to start a new life here did so because they

wanted a better life and a better opportunity for their children. They understand that the best way to achieve that is through hard work. These are prospective employees who are ready to fight for a better tomorrow with the highest level of commitment.

Once you go through hardship and not having anything, you look at things differently in the workplace. You act differently in your company. You are more appreciative. You watch dollars more closely. You treat the business like it is your own. When refugees come into our community, they are hungry for work and they are loyal, which is especially significant now in this high-turnover environment. All they want and need is an opportunity. Their impact on your organization could be unmeasurable.

Here in Michigan, our state has identified a specific need. We all understand that we must grow our state’s population. At the same time, almost every business has a need to fill open positions. Both of

these essential goals can be filled by welcoming new Americans and providing them with chances to earn employment opportunities.

For businesses interested in making these connections, you can connect with organizations like Samaritas, which helps 75% of refugee families become self-sufficient within 180 days of resettlement.

Sometimes, as new Americans, we are being mentored by others, those more experienced and kind enough to help. At the beginning of my career, I was a mentee eager to learn, but today I want to give back to my community and I am mentoring others. When you help someone at the beginning of their career, they never forget it, especially those who could never learn important career and life lessons anywhere else.

Hiring new Americans will help these employees, their families, our community and, in ways you cannot even imagine, your business.

Anida Sabanovic is a vice president and senior bank manager at Comerica Bank, and a volunteer leader for Samaritas.

The Michigan Capitol in Lansing | CRAIN’S DETROIT BUSINESS

Value Partnerships: Making health care work better for 20 years

Every day we hear from customers and members who want safe, high-quality care that delivers good outcomes at a more manageable cost. That’s why for the past 20 years, Blue Cross Blue Shield of Michigan, together with 33 physician organizations, 100+ hospitals and 20,000 physicians across the state, have worked closely on a collection of programs that create a more efficient, affordable, highperforming health care system.

These programs are called Value Partnerships. The results are outstanding and have established Blue Cross Blue Shield of Michigan as nationally recognized leaders in value-based care.

Our groundbreaking work with doctors and hospitals across Michigan has improved care quality, reduced complications and errors, prevented unnecessary hospital stays and ER visits and as a result has prevented roughly $6.3 billion in health care costs.

This is a direct result of our collaborative work statewide to transform the health care delivery system and align payment with performance and outcomes. Physicians and health care providers earn value-based incentives that are tightly connected to their quality and outcome results.

And higher quality and better outcomes translates to fewer complications, less duplication and waste, better preventive care, shortened recovery times, fewer ER visits and inpatient hospital stays, because patients are getting the care they need in the most appropriate setting at the most appropriate time.

Disconnected care, volume-based payment

Twenty years ago, the Michigan health care system was fragmented. Health care was not well coordinated among different providers or different care settings. Data and information

sat in closed silos. Primary care was challenged, with insufficient infrastructure to support practice transformation. And in our fee-forservice environment, health care insurers paid for each service provided to a patient in a health care setting. The incentive was on volume rather than value.

Something had to change. So Blue Cross and a small group of physician leaders gathered to commit to building a better way – a highperforming system of care that focused on collaboration and coordination; with payment models that compensated providers for higher quality and better outcomes, and support to build enhanced provider capabilities.

Through the Blue Cross Value Partnerships program, we launched value-based payment models that assisted the provider community and aligned reimbursement more closely with quality, outcomes and patient experience.

Statewide impact, value-based leadership

Over the years, the Value Partnerships portfolio of programs continued to grow. What began with a small group of Michigan physician and hospital leaders is now a collection of robust, statewide programs where physicians, hospitals and other health care providers collaborate to improve the quality, safety and processes of health care.

Patients throughout Michigan receive safer, higher quality care because of the comprehensive progress being made through the Value Partnerships programs. In fact, Michiganders can find a Value Partnerships participating physician in all but three of Michigan’s 83 counties.

care systems are improving the way they deliver care for all patients, not just those who happen to be Blue Cross members.

Better care, better outcomes, better patient experience statewide

Through collaboration within Value Partnerships initiatives, Michigan physicians and hospitals have reshaped the way care is delivered, resulting in widespread change in care processes that improve the health care experience. For example,

• Primary care is now largely team-based. This enables patient-centered care that is coordinated throughout care settings and providers. Through Blue Cross’ nationally leading Patient-Centered Medical Home (PCMH) designation program, today 1,591 primary care practices across Michigan have earned the Blue Cross PCMH designation. PCMH practices provide teambased medical care focused around each patient’s unique health needs.

• Prescribing medications is now done electronically. E-prescribing improves prescription safety and accuracy. In 2015, the e-prescribing rate was just 6.5%, so Blue Cross launched an initiative to reward physicians for prescribing electronically. In 2022, the e-prescribing rate increased to 90% and we retired the initiative.

• Important patient data is connected through the Michigan Health Information Network (MiHIN). Multiple Value Partnerships initiatives spurred every hospital, physician organization and more than 60% of skilled nursing facilities in the state to connect to MiHIN. Now, they transmit 82 million messages per month via the network, notifying physicians when their patients have been seen in the ER, admitted, discharged or transferred from the hospital and what their lab results are. This enables physicians

to quickly follow up with their patients and ensure care is coordinated.

• Prescriptions for post-surgical opioid medication is greatly reduced. To reduce the risks of patients developing opioid dependency, surgeons now prescribe a very small amount of opioid medication, typically less than 10 pills, for 27 common surgeries. Thanks to Value Partnerships’ efforts, surgeons were able to compare data and develop appropriate prescribing guidelines.

• More than 20 BCBSM-sponsored statewide collaborative quality initiatives (CQIs) address many common and costly areas of surgical and medical care. Best practices coming from these initiatives have reduced or prevented complications, shortened recovery times, prevented re-admissions, improved outcomes and saved money.

Together with physicians, physician organizations and hospitals, Value Partnerships programs have prevented $6.3 billion in health expenses while making Michigan a safer, higher quality place to receive care. The Value Partnerships program has been a win for Blue Cross, its customers, its provider partners and most importantly, the Michigan patient population.

For more information about Value Partnerships, visit valuepartnerships.com.

By Blue Cross Blue Shield of Michigan

NOTABLE NONPROFIT BOARD LEADERS

Nonprofit board leaders are often titans of industry and community service. They are unsung heroes from diverse industries, bringing a wealth of experience and passion to their roles. They leverage their professional skills and extensive networks to provide strategic direction, secure crucial funding and recruit the right talent. As advocates for their nonprofits’ missions, they inspire, empower and uplift communities.

METHODOLOGY:

Crain’s Notable Board 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. Profiles are based on information in the nomination forms. Notables is managed by Leslie D. Green, assistant managing editor — special projects. For questions about Crain’s Notables program, please email detroitrecognitions@ crain.com.

Steven Ambrose

Board Member, Michigan Science Center

Nonprofit contribution: Ambrose leads Mi-Sci’s nominations and governance committee, providing strategic planning support to the nonprofit’s president and CEO. He oversaw the nonprofit’s redesign and restructuring of its board recruitment, nomination and selection process.

Biggest professional win: As vice president and chief information officer at DTE Energy, Ambrose has been critical to advancing the utility’s “ability technology” capabilities. Ambrose led implementation of the utility company’s new Electric System Operation Center and its advanced distribution management system, a crucial part of the smart grid work DTE is doing.

Other contributions: Ambrose also serves on the board of directors of FIRST in Michigan (FIRST Robotics).

David Basile

Member, Local and Regional Board of Directors, American Lung Association

Nonprofit contribution: Basile has helped increase the number of fire departments that participate in the stair climb challenge for the ALA Fight for Air Climb and has significantly increased funding contributions from the fire service. He is striving to expand awareness and support Michigan-based research through new fundraising campaigns.

Other contributions: Basile is a long-time volunteer firefighter who travels around the state educating fire departments on the importance of lung health and is helping develop a peer-to-peer crisis management team for first responders. He also organizes the Troy Rotary and the Troy Fire Department to deliver meals in need on Thanksgiving. Basile is strategic sales manager at Elektro Automatik.

Karisa Antonio

Board Member, COTS Detroit Senior Director of Social Innovation and Learning, Detroit Symphony Orchestra

Nonprofit Contribution: Antonio serves on COTS’ social enterprise committee, which helps plan for the temporary shelter’s long-term stability. Her role at the DSO allows her to support artistic and musical programming for the unhoused families that COTS serves. In addition to songwriting, drumming and music and movement, COTS students have received instruments and attended DSO concerts.

Biggest professional win: Antonio, who is senior director of Social Innovation and Learning for the Detroit Symphony Orchestra, has helped COTS create more than 300 local partnerships, engaging nearly 140,000 people, in four years.

Wendy BatisteJohnson

Chair, Governance, Executive and Strategic Planning committees, Community Foundation of Southeast Michigan

Nonprofit contribution: Batiste-Johnson uses her experience and professional skills to help the Community Foundation of Southeast Michigan drive positive change in the region.

Biggest professional win: Batiste-Johnson is president of United Black Mothers of America, a health education resource hub that she founded in 2020. The organization collaborates with Henry Ford Health System to deliver quarterly health programs. She’s particularly proud of launching UBMA Health Awareness Month, which presents a virtual series in partnership with local businesses.

David Barfield

Chair, Michigan Board of Trustees, The Nature Conservancy

Nonprofit contribution: Barfield mentors the state director and advises Conservancy leadership nationwide. He helped develop objectives for the nonprofit’s “2030 goals to slow … rapid climate change and biodiversity loss” globally. Barfield also hosted fundraising and outreach events, initiated matching challenge grants and lobbied on Capitol Hill. He is president and CEO of BarPellam Inc.

Other contributions: Barfield is vice chair of Cleary University’s board of trustees and a volunteer at Parkridge Community Center. He is also helping AAACF increase its African American Endowment Fund to improve quality of life for Black communities.

Chuck Binkowski

Board Chair, Life Remodeled

Nonprofit contribution: Binkowski has led capital campaigns yearly since the nonprofit launched in 2011. The nonprofit has “undertaken 11 large-scale construction projects” since its founding, and Binkowski is able to level support from Barton Malow and other local contractors to help Life Remodeled make wise construction decisions.

Biggest professional win: As COO, Binkowski has been crucial to Barton Malow’s consistent growth. He oversees the company’s delivery and operations teams with projects totaling more than $6.4 billion in domestic revenue and $130 million in international revenue. Barton Malow moved up 17 spots from 2022 on Engineering News-Record’s Top 400 contractors list to No. 19.

Other contributions: Binkowski actively participates in Vistage Michigan.

Michael Barry Board Chair, Volunteers of America Michigan

Nonprofit contribution: Barry uses his expertise in fixed income, equity and alternative investments to support endowments, foundations, universities, health care organizations, insurance companies and retirement plans at a variety of nonprofits.

Biggest professional win: He guided the board through the Volunteers of America Michigan’s CEO transition and spearheaded the development of a new strategic plan that enhanced its focus on community needs and asset optimization.

Other contributions: Barry, who is director of Asset Management at U.S. Bancorp, is also actively involved in the Council on Foundations, Council of Michigan Foundations and Leukemia & Lymphoma Society.

Christopher Blake

Board Chair, Corewell Health in Southeast Michigan

Nonprofit contribution: Blake cultivates donors and serves on committees. He led the board through the integration of Spectrum and Beaumont Health to create Corewell Health.

Biggest professional win: As founder and president of The Black Company, Blake has been designing and building homes since he founded his company in 1983. This work includes developing subdivisions in Grosse Pointe, condos in St. Clair Shores, and communities in Detroit and Clinton Township. He leads 12 employees, over 100 subcontractors and a more than $10 million budget.

Other contributions: Blake donates money, time and talent to other nonprofits as well, including Loyola, University of Detroit and Mercy high schools, Grosse Pointe Historical Society and Freedom House Detroit.

Rebecca Bray

First Vice Chair and Treasurer, Forgotten Harvest

Nonprofit contribution: Bray introduces business leaders and their teams to Forgotten Harvest through volunteer opportunities, leading to more business support.

Biggest professional win: Bray is president of Epitec, a women-owned staffing company with an annual budget over $125 million a year. During the pandemic, Bray led the transition from supporting customers with IT and engineering talent to providing them with front-line workers to ensure manufacturing facilities remained open and energy sector clients maintained their infrastructure.

Other contributions: Bray is also an advocate for Vista Maria and Cass Community Social Services and past president and an advisory board member of the Michigan Council of Women in Technology.

Jackie Buchanan

Board Chair, Lighthouse MI

Nonprofit contribution: Buchanan has helped the organization thrive through a merger and the pandemic. She led her team at Genisys Credit Union, where she is president and CEO, to assist with the Lighthouse’s Runaway and Homeless Youth Shelter. Now, she’s guiding Lighthouse as it begins its campaign and campus redevelopment project.

Biggest professional win: Under Buchanan’s leadership, Genisys has been named a Best in State Credit Union by Forbes five years running and has been named a Top 50 Credit Union Nationwide by S&P Global for 10 years. Genisys works with 36 nonprofits and 56 community organizations, supports 1,200 events, and volunteers more than 5,000 hours annually.

Other contributions: Buchanan also serves on the board of Leader Dogs for the Blind.

Ian Burnstein

Board Co-Chair, Gary Burnstein Community Health Clinic

Nonprofit contribution: Since Burnstein became co-chair of the Gary Burnstein Community Health Clinic board in 2015, the clinic has grown from 400 patients annually to around 5,000 a year. Burnstein, who is the clinic’s primary fundraiser, has forged key partnerships with local hospitals, foundations and donors to ensure it can thrive.

Biggest professional win: Burnstein is the principal investor and an adviser at SPM Advisors LLC. His “greatest accomplishment is the lasting impact he’s had on his employees.” He shared “more than 20% of the sales proceeds with the team that helped him achieve success.”

Other contributions: Burnstein serves on the foundation board of directors at Henry Ford Hospital and on the transplant institute.

Robert Casalou

Board member, Immediate Past Chair, Make-A-Wish Michigan

Nonprofit contribution: Casalou provides strategic guidance and donates monetarily to the nonprofit. He also leads a Trinity Health team during the annual Make-A-Wish 300-mile bicycle tour across Michigan. His commitment has helped him raise more than $100,000.

Biggest professional win: Casalou is president and CEO of Trinity Health Michigan & Southeast Regions, leading operations in Michigan, Georgia and Florida. He is most proud of serving alongside front-line physicians, nurses and other hospital staff during the pandemic.

Other contributions: He is former board chair of the Michigan Health and Hospital Association. He is a member of the American College of Healthcare Executives.

66% of board members are white

Source: The state of diversity in the U.S. nonprofit sector, 2024, Candid

Robert Chang

Strategic Planning Committee Chair, United Way of Washtenaw County

Nonpro t contributions: Chang is on the board of directors for several nonpro ts, including the Ann Arbor Area Transportation Authority, Ann Arbor Hands on Museum, Ann Arbor YMCA, Do Good Work, Michigan League of Policy, Michigan Works Southeast, and United Way for Southeast Michigan. He co-chaired United Way’s 2024 $45 million annual campaign and will do so again for the 2025 campaign. He is also vice chair for the Michigan League of Public Policy and for Michigan Works Southeast.

Biggest professional win: One big win for Chang, who is CEO of Clean Fun LLC, is chairing the strategic planning committee for United Way of Washtenaw County in advance of its merger with United Way for Southeast Michigan.

Ahmad Chebbani

Board Chair, American Arab Chamber of Commerce

Nonpro t contribution: Chebbani expanded the nonpro t’s in uence and support of more than 1,800 businesses by leveraging his extensive network. He also provides essential nancial education and support through Omnex.

Biggest professional win: One of Chebbani’s most signi cant achievements as CEO of Omnex Accounting & Tax Services has been launching Tejara, an innovation hub and incubator for new American businesses. The organization targets economic opportunities for rst- and second-generation immigrants.

Other contributions: Chebbani actively participates on the community Foundation and the City of Dearborn’s Warren Avenue Corridor board.

Lane Coleman

Board Chair, Detroit Institute of Arts

Nonpro t contribution: Coleman’s responsibilities include oversight of its budget, growing the DIA’s endowment to $500 million and alignment of programs, exhibits and events with the strategic plan. He engages with business, donors and community leaders to ensure the museum operates at the highest level.

Biggest professional win: Reinvigorating the DIA’s annual gala and working to uplift the museum’s Center for African American Art, which will undergo a major reinstallation in 2025.

Other contributions: Coleman, who is president and CEO of Strike Group LLC, also serves on the boards of the City of Detroit Water Commission, Henry Ford Hospital Health Network and the Detroit Regional Chamber.

Dennis Cowan

Board Chair, Oakland Community Health Network

Nonpro t contribution: Cowan supports Oakland Community Health Network’s work with nearly 30,000 people with intellectual or developmental disabilities, mental health challenges and substance use disorders.

Biggest professional win: He is particularly proud of the OCHN team and provider network as they address public crises and the Crisis Intervention Training with law enforcement partners to address behavioral health concerns in the community.

Other contributions: Cowan, who is co-leader of the Business Transactions & Planning Practice Group at Plunkett Cooney Law Firm, focuses his legal practice on obtaining governmental approvals for clients, particularly those seeking zoning and site plans.

THANKS FOR THE RIDE

Rob Casalou’s leadership at Trinity Health extends beyond health care. As a dedicated board member of the Make-A-Wish Foundation of Michigan, Rob’s commitment shines through his leadership in the Wish-A-Mile Bike Tour, uniting ‘Team Trinity’ to raise over $1 Million over the last 10 years to grant wishes for Michigan’s bravest children.

Congratulations, Rob, on being recognized as a Notable Nonprofit Board Leader! Thank you for inspiring us to push the limit and transform lives through your service.

Rob Casalou President & CEO, Trinity HealthSoutheast Region

James Curenton

Board President, MOSES (Metropolitan Organizing Strategy Enabling Strength) Nonpro t contribution: Curenton provides strategic direction and helps manage a $1 million budget used to develop grassroots leaders and launch campaigns addressing social justice issues. He is also treasurer of the sister organization MOSES Action, where he manages a $700,000 budget.

Biggest professional win: As pastor of May ower Congregational Church, Curenton recently gathered more than 300 clergy — with diverse racial, generational and denominational backgrounds — to address water access and affordability in Detroit.

Other contributions: He serves on the board of Detroit Area Pre-College Engineering Program and is board president and acting CEO of EHM Senior Solutions.

Anthony Earley Board Chair, Detroit Zoological Society

Nonprofit contribution: Since becoming chair in 2019, Earley has provided substantial financial gifts, strategic leadership, advocacy and oversight of its $50 million annual budget. The society operates the Detroit Zoo and Belle Isle Nature Center, which together host more than 1.3 million people each year.

Other contributions: A veteran U.S. Navy officer and executive chairman of PG&E Corp., Earley is also a current and former board member of United Way Worldwide, Cornerstone Schools, Henry Ford Health System, San Francisco’s The Exploratorium, Ford Motor Co. and Southern Co. He is also involved in developing national policies on energy, the environment and climate change as chair of Edison Electric Institute. He also serves on the nVision Energy advisory board.

Eva Garza Dewaelsche

Board Secretary, Detroit Wayne Integrated Health Network

Nonprofit contribution: Garza Dewaelsche is also a member of DWIHN’s executive, finance and building committees. In these roles, she supports the nonprofit’s Mental Health Youth Council and the Mental Health Youth Ambassador scholarship program.

Biggest professional win: Under her leadership as president and CEO for SER Metro-Detroit, Jobs for Progress Inc., SER secured more than $3 million in appropriations. The organization also became the owner of the Samaritan Center, a community resource center. Other contributions: Garza Dewaelsche sits on numerous boards, including Detroit Economic Growth Corp., New Detroit Inc. and LA SED.

Julie Fream

Board Member, Corewell Health

Nonprofit contribution: Fream was the legacy board chair for Beaumont Health and founding chair of the Corewell Health board. In this role, Fream was instrumental in the integration of Beaumont Health and Spectrum Health following their merger.

Biggest professional win: As the former president and CEO of MEMA Original Equipment Suppliers, a trade association with 500 member companies, Fream increased association membership by 25%, united the auto supplier industry and led them through the semiconductor shortage, the UAW strike, labor shortages, the pandemic and more.

Other contributions: Fream also sits on the boards of the Blue Bird and Shape corporations. She is a past president of the Michigan Technological University board.

James Giszczak

Board Member, Susan G. Komen Michigan

Nonprofit contribution: Giszczak has used his professional networks to raise nearly $33,000 for Race for the Cure Detroit and enhanced the nonprofit’s visibility in Detroit through community engagement.

Biggest professional win: As co-president of McDonald Hopkins, Giszczak has helped shape its growth since 2022. The firm has more than 270 attorneys and other professionals in six offices. He also co-founded the Data Privacy and Cybersecurity Practice Group, growing it to 50 attorneys from just a handful.

Other contributions: Giszczak is co-chair of the International Lawyers Network Cybersecurity and Data Privacy Group. He also supports the New Day Foundation, which helps provide financial assistance to Michigan families fighting cancer.

Michael French

Executive Committee First Vice President, Mariners Inn

Nonprofit contribution: French champions Mariners Inn whenever and wherever he can. Mariners provides transitional housing, food, clothing and outpatient substance use treatment for homeless men. He built a relationship with Ilitch Sports and Entertainment Charities that has resulted in funding and promotion. French, who is chief development officer of Priority Waste, helped Mariners Inn get promoted on the jumbotron at Detroit Tigers games during Priority Waste’s Clean Up Batter initiative.

Biggest professional win: Securing the funding and approval Mariners needed for its new facility coming to Cass and Ledyard. The Anchor project will provide long-term housing for the homeless in Wayne County.

Board Secretary, COTS Detroit

Nonprofit contribution: Goss founded COTS Detroit’s partner organization Warrior Women Against Poverty, a support system of volunteers. WWAP helps women with children stabilize their families and get out of poverty by helping them with soft-skill development, financial literacy, legal knowledge and other key areas.

Biggest professional win: Goss, retired former president of the Skillman Foundation, rose to the role after beginning her career as a welfare and social worker. In retirement, she serves several nonprofits and continues her advocacy work for vulnerable women and their children.

Other contributions: Goss also serves on the boards of Planned Parenthood Michigan and the GreenLight Fund.

Jared Gajos

Board Vice Chair, Alliance of Coalitions for Health Communities

Nonprofit contribution: Gajos is an ambassador for the organization, securing funding and finding new data-driven methods that allow the nonprofit to expand its reach and share its message about overdose prevention.

Biggest professional win: Using his experience as director of Human Resources for Hazel Park City Hall, Gajos helped streamline the Alliance staff.

“Jared is an energetic, innovative and well-skilled leader with strong organizational and interpersonal skills. His ability to build strong relationships, solve problems and effectively work with teams is invaluable. He has been instrumental in the development of our strategic plan,” said Alliance Chair Angela Delpup.

Co-Chair, MiSide Community Impact Network

Nonprofit contribution: Hawkins helps lead MiSide’s 24-person board of directors, ensuring the board adheres to bylaws and best practices. She also uses her expertise in governance to help guide the nonprofit’s accreditation process.

Biggest professional win: Hawkins participated in the due diligence that brought Development Centers Inc. and Southwest Solutions together to form MiSide. By facilitating conversations with board members about the state of mental health in metro Detroit, she helped the organizations understand the benefits of working together to reduce costs and reach more individuals.

Other contributions: Hawkins was recently nominated to the Dearborn Library Commission.

NOTE WORTHY Average number of board members, based on nonprofit expenses Less than $50,000 5.5 $50,000$100,000 7.2 $100,000$500,000 8.6 $500,000$1 million 10.6 $1 million$10 million 13.7 $10 million$25 million 17.4 More than $25 million 19

Source: Based on 36,734 respondents. The state of diversity in the U.S. nonprofit sector, 2024, Candid

Carol Goss

Cheryl Hawkins

Eric Huffman

Chair and Board President, YMCA of Metropolitan Detroit

Nonprofit contribution:

Huffman builds connections with local community stakeholders to increase awareness of the YMCA’s impact. His leadership was instrumental in navigating the YMCA to financial sufficiency after closing for six months during the pandemic. He also helped raise the nonprofit’s profile among national YMCAs. He was the first African American YMCA board chair in its 172-year history.

Biggest professional win: Huffman was a State Farm Insurance agent and used his business to train urban youth in professional work practices during his former tenure as chair of the Metro Youth YMCA.

Other contributions: Huffman is an adviser for Oakland University. He also chairs the voter registration initiative of Alpha Phi Alpha fraternity.

Sheri

Mark

Board Member, Ronald McDonald House Charities

Detroit

Nonprofit contribution: During Mark’s tenure as past president, she helped launch a $2.5 million capital campaign, assisted staff in the expansion of services to other hospitals and helped increase the budget from $1 million to $1.3 million. She is also instrumental in securing new major donors and gifts for the organization.

Biggest professional win: Mark worked with staff to expand services to three major hospitals in southeast Michigan, which included launching a shuttle to transport families to and from the hospitals. Mark also secured funding for the van.

Other contributions: She is also president of Northstar Reach and the ALS Center of Excellence, and a task force member of Camp Tamarack and Farber Farm.

Al Kammerer

Executive Committee and Fundraising Co-Chair, Friends for Animals of Metro Detroit

Nonprofit contribution: Kammerer helped the nonprofit complete a $12.3 million, 20,000-square-foot facility plan that will house all of its operations and animals. He also developed new business processes for the nonprofit and helped it achieve a 4-star Charity Navigator rating.

Biggest professional win: As a former senior leader at Ford Motor Co., Kammerer helped the automaker get the world’s first hybrid SUV to market after the project was behind schedule. The result, called the Escape Hybrid, was awarded the 2005 North American International Auto Show “truck of the year.”

Other contributions: Kammerer also serves on the Industry Advisory Board of Northeastern University Gordon Institute of Engineering Leadership.

Mary Pat Meyers

Co-President, Shades of Pink Foundation

Nonprofit contribution: Meyers has led SOPF’s growth in fundraising, active board participation, sponsorships, partnerships and outreach. More than 40% of the organization’s $2.9 million in funding has been granted in the last five years.

Biggest professional win: In 2023, SOPF provided temporary financial assistance to 178 households and distributed $385,000 to individuals, both of which were more than 30% increases from the previous year. Meyers helped the organization grow its A Walk at the Zoo event and add two golf outings and an annual comedy show to its calendar.

Other contributions: She is a founding board member of Impact100 Oakland County and a Master of the Bench for the Inns of Court at University of Detroit Law School.

William Kinley

Board Chair, Riverside Arts Center

Nonprofit contribution: Kinley’s board leadership has helped shape its direction and growth as a vital resource for the community.

Biggest professional win: In 2022, he played a central role in overseeing Riverside’s purchase of a former Masonic Temple, which became the nonprofit’s permanent home and allowed it to expand its space and programming. Kinley is the founder and owner of Ann Arbor-based real estate development firm Praxis Properties, which owns and manages properties “committed to conscious community improvement.”

Other contributions: Kinley also serves on the board of The Ark and has led fundraising initiatives for several nonprofits, including SOS Community Services and the Huron River Watershed Council.

Stephanie

Miller

Co-Chair, MiSide Community Impact Network

Nonprofit contribution: Miller helps ensure that the 24-person board and the organization stay focused on the mission of providing programs and social services to metro Detroit residents. She is also supporting the organization during the first year of its merger between Southwest Solutions and Development Centers.

Biggest professional win: Before the merger, Miller was board chair for Southwest Solutions where she successfully advocated for the hire of new CEO Sean de Four, after she and the board worked with a recruitment firm to search for the best candidates. Other contributions: Miller serves as chair of the zoning committee for Arden Park East Boston Historic District, and she is a City of Detroit Community Ambassador.

Catharine LaMont

Board President, Detroit Horse Power

Nonprofit contribution: LaMont has used her leadership skills, professional network and real estate expertise to help the nonprofit develop a scalable model. Detroit Horse Power teaches youth horseback riding and care.

Biggest professional win: LaMont was instrumental in Detroit Horse Power’s $12 million capital plan to build the largest urban equestrian center in the nation. She helped negotiate the purchase of the property from Detroit Public Schools Community District and used her philanthropic relationships and tax credit knowledge to help the center break ground in October and prepare for its opening in 2026.

Other contributions: LaMont was president of Michigan Land Title Standards and president of Commercial Real Estate Women – Detroit.

Board Chair, Six Rivers Land Conservancy

Nonprofit contribution: O’Leary has used her position to protect water quality and address flooding, which have led to improvements in green infrastructure, tree canopy, wetlands and land conservation and recreation access.

Biggest professional win: As executive director of Southeast Michigan Council of Governments, she has secured joint projects and grown connections to public officials and business leaders. Under her leadership, SEMCOG took over as lead partner for the SEMI Wild initiative, a collaboration of organizations focused on natural resource conservation and increased public recreation access in the region.

Other contributions: O’Leary also serves on the board of Detroit Area Agency on Aging and is president of the Metropolitan Affairs Coalition.

Wendy Lewis Jackson

Chair, Detroit Future City

Nonprofit contribution: Lewis Jackson has helped Detroit Future City grow into an internationally recognized think tank and worked closely with its leadership team to launch the Center for Equity, Engagement and Research, which has produced white papers, a web-based dashboard and engagement strategies to track economic equity in the region.

Biggest professional win: As managing director of Detroit programs at The Kresge Foundation, Lewis Jackson helped transform the former Marygrove College site into a “cradle-to-career” campus with public-private partnerships and a $50 million investment from Kresge.

Other contributions: Lewis Jackson received the Dr. Gerald K. Smith Award for philanthropy from the Michigan Forum for African Americans in Philanthropy.

Board Chair, Forgotten Harvest

Nonprofit contribution: Ottaway was unanimously selected to lead the board after he served as treasurer. In that role, he used his leadership and financial expertise to help the nonprofit grow into one of the largest food rescue organizations in the nation.

Biggest professional win: Ottaway played a critical role in the planning process for the opening of a 78,000-squarefoot facility for Forgotten Harvest that is double the size of its previous location. The new facility has increased the efficiency of its operations and enabled the organization to serve more people.

Other contributions: Ottaway, who is a senior managing director for Finnea Group, serves on multiple nonprofit boards focused on food insecurity and community well-being.

Amy O’Leary

Andrew Ottaway

Kathie Patterson

Governance Committee

Chair, Big Brothers Big Sisters of Southeast Michigan

Nonpro t contribution: Patterson has served on the BBBS board for six years, including two as board chair. She guided the organization through a merger of BBBS Detroit and BBBS Washtenaw after the pandemic, when the organization was marked by multiple CEO transitions and nancial pressures. The merger created a more sustainable operating model and increased the number of youths served.

Biggest professional win: As chief human resource of cer at Ally Financial, Patterson has helped the company build a workplace culture that consistently ranks among the top 10% globally for employee engagement. She has also expanded mental health services, fertility assistance, student loan paydown support and nancial planning at Ally.

Brian Pilarski

Board Chair, Advancing Macomb

Nonpro t contribution: Pilarski’s responsibilities include planning, stakeholder engagement and fundraising initiatives. He led the organization in its search for a new executive director and he also lobbied to secure funding with the Ralph C. Wilson, Jr. Foundation and Macomb County to increase nonpro t support and resources in the county.

Biggest professional win: Last year, Pilarski secured an RCW Foundation grant for Advancing Macomb that increased stability during a leadership transition. The grant also helped the nonpro t build its relationship with the RCW Foundation and set the stage for a 2024 grant to build a nonpro t incubator program. Under his leadership, Advancing Macomb has also diversi ed its revenue streams and initiated new service areas.

Anup Popat

Board Member, United Way for Southeastern Michigan

Nonpro t contribution: Popat is a founding member of United Way’s Tech United initiative, which aims to bridge the digital divide for underserved students. Under his leadership, the program has provided technology, internet access and digital literacy training to thousands of students.

Biggest professional win: He said the “project … brought together an incredible group of chief information of cers and technology leaders…we’ve transformed how United Way leverages technology to drive community support.”

Other contributions: Popat who is CEO of Systems Technology Group, also serves on the boards of the Detroit Children’s Fund and Young Presidents Organization.

Louis Prues

Board Chair, Presbyterian Villages of Michigan

Nonpro t contribution: Prues expanded the board’s discussions and helped usher in special guests who shared their expertise and experiences with the group. He has also been an active PVM representative at community events and uses his networking skills to enhance connections with the nonpro t, including the PVM Foundation.

Biggest professional win: Prues’ election and re-election to board chair have been the high point of his career, he said. Last year, he initiated the successful nomination of PVM’s CEO Roger Myers to receive a national “Award of Honor” from LeadingAge for Prues’ service to older adults.

Other contributions: Prues also serves as the public member and secretary of the Michigan Attorney Disciplinary Board.

Kellie Ray Board Chair, Covenant House Michigan

Nonpro t contribution: Ray helped steer the nonpro t through the pandemic and led the search for its new CEO, Meagan Dunn. She worked with Dunn to advance the strategic direction of the organization by acquiring long-term housing properties for CHM graduates.

Biggest professional win: As a partner and not-for-pro t industry leader at Plante Moran, Ray helped the division grow by over 25%. The team consists of over 20 partners and 200 staff and generates more than $40 million in annual revenue. The geographical footprint of the team’s client base, which Ray has also helped to grow, reaches more than 900 clients.

Other contributions: She is also a member of the CHM nance and governance committees.

Mariyah Saifuddin

Board Member, CARES in Farmington Hills

Nonpro t contribution:

Saifuddin has brought several new opportunities for funding and partnerships to the nonpro t. As an active member since 2017, she has also ushered several faith groups into the organization.

Biggest professional win: As CEO and co-founder of Innovative Solution Partners, Saifuddin navigated the company through the pandemic and helped it emerge with a 50% increase in revenue, along with new business opportunities. She also oversaw directional changes at the company to adapt to new AI and cloud-based solutions for data.

Other contributions: Saifuddin is the president of the National Association of Women Business Owners Greater Detroit Chapter. She is also part of the leadership team of Youth United.

Selam Sanders

Board Chair, Beyond Basics

Nonpro t contribution: Sanders has guided Beyond Basics’ fundraising campaigns and helped it expand into new markets. During her board service, the nonpro t has grown 170% in the last year and helped expand its budget to over $15 million.

Biggest professional win: As co-founder and president of SG Real Estate, Sanders deployed a real estate investment fund focused on affordable housing to meet the demand for families being priced out of the housing market. She acquires properties and ensures that at least 50% of the apartments are within 80% of the county average median-income level. The fund helped SG Real Estate increase its assets under management by 50% in three years.

Other contributions: Sanders also serves on the Children’s Heart Foundation fundraising board.

Sylvester

Sandiha Chair, Chaldean Community Foundation

Nonpro t contribution: Sandiha works to raise awareness of CCF’s impact on the community by bringing together community, faith and political leaders. His efforts have enabled strong support from donors, speci cally in support of a new Oakland County campus.

Biggest professional win: Sandiha has played an integral role in the development of CCF’s new campus, which is set to open in 2025. It will feature a business incubator, gymnasium, auditorium and broadcast facilities and will house the Bishop Ibrahim Library and the storage of manuscripts and historical documents from Iraq. The new center will also support CCF’s programs for citizenship support, language training, job placement and health services at its Sterling Heights location.

Dolores Sturdivant

Board Chair, Detroit Development Fund

Nonpro t contribution: Sturdivant has advanced the goals of the nonpro t with fundraising expertise and leadership abilities. She has also helped the organization secure funding and build relationships, and the organization has attracted new supporters and served more businesses as a result.

Biggest professional win: During her role as a banking executive at Fifth Third Bank, Sturdivant helped secure funding to support minority and women-owned businesses through the creation of the Entrepreneurs of Color Fund. Other contributions: Sturdivant also serves on The Children’s Center executive board and the Great Lakes Women’s Business Enterprise Center certi cation review board.

Nutrena Tate

Board Chair, Teen Hype

Nonpro t contribution: Tate is the board chair of Teen Hype, an organization that has reached more than 35,000 Detroit-area youth.

Biggest professional win: As system director of nursing research at Henry Ford Health, Tate increased nursing research project development and productivity, speci cally with bedside nurses, by 50%. She also created the rst nursing research plan and integrated a system registry to ensure annual reporting of nursing research. As the president and CEO of Brand Nu Consulting, Tate designed national antiracism and implicit bias training curriculums for nursing schools and health care systems that have reached about 5,000 professionals. Other contributions: She was the inaugural DEI chairperson for the National Association of Pediatric Nurse Practitioners.

Iris Taylor Chair, Detroit Public Schools Community Foundation

Nonpro t contribution: Taylor has used her role to grow educational equity within the Detroit Public Schools Community District. She also secured funding from the Ballmer Foundation for a Health Hub model of coordinated health services and social health determinants in 12 DPSCD high schools.

Biggest professional win: Taylor helped secure state funding for Davis Aerospace Technical High School’s relocation to the City Airport, a project still in development.

Other contributions: Taylor also serves on the boards of Detroit Central City Community Mental Health, the Detroit Wayne Mental Health Association, Detroit Promise Zone, the Merrill-Palmer Institute and the Southeast Michigan Perinatal Quality Improvement Coalition.

Jamila Thompson Executive Committee Chair, TechTown Detroit

Nonpro t contribution: Thompson provides guidance on TechTown’s strategy and program delivery. A former participant of TechTown’s Catalyst Angels investortraining program for women and people of color, she also advocates for inclusive, entrepreneur-driven economic development.

Biggest professional win: As partner and principal of EY, Thompson helped the company’s teams match technology solutions with client needs. This drove the expansion of technologyrelated services and led to a 300% increase in “account tech revenue” for the rm.

Other contributions: She serves as a relationship adviser in the EY Entrepreneur Access Network which supports Black and Latino founders through a business accelerator program.

Michael Tyson

Financial Secretary, Industrial Sewing and Innovation Center

Nonpro t contribution: Tyson uses his nancial skills and extensive network to help ISAIC, a nonpro t fashion and apparel manufacturer. He facilitated discussions that helped secure support for ISAIC, and his expertise in nonpro t governance and nancial management have helped stabilize the organization’s operations.

Biggest professional win: As the founder of Michael R. Tyson & Associates, a nonpro t consultancy, Tyson transitioned the nonpro t Live Six Alliance to self-suf ciency away from the duciary control of University of Detroit Mercy. He also guided the organization to hire a CEO, hire new staff and double its revenue to $2 million.

Other contributions: Tyson also serves on the boards of the Detroit Economic Growth Corp. and Brilliant Detroit.

Mark Wilson

Immediate Past Chair, National Kidney Foundation of Michigan

Nonpro t contribution: During Wilson’s leadership the organization’s budget doubled from $6.7 million to $14 million. He also led the effort to build a collaborative relationship with the national of ce to expand programs and services.

Biggest professional win: In his role as a member and health care practice group chair at Dickinson Wright, Wilson was a three-time lawyer of the year in Michigan. He said that the “greatest wins occur every day that the medical practices, health systems, and charitable foundations…have their doors open and the talented health care practitioners are in position with the resources, tools, and facilities they need.”

Other contributions: He is a medical main street ambassador for Oakland County, a lecturer and instructor at Oakland University.

Three types of nonpro t boards:

Board of directors:

The governing body supervising nances, long-term strategy, adherence to mission and legal compliance

Board of advisers or board of trustees: Nongoverning body that provides strategic guidance and advice within each member’s specialization

Board of auditors: Nongoverning body responsible for nancial reporting, compliance and transparency

7 Michigan charitable causes to support on Giving Tuesday—and beyond

Giving Tuesday is a global day of generosity transforming communities and the world. With so much attention given to what divides us, generosity brings people together. Generosity can be as simple as helping a neighbor or advocating for a cause. It is also a great time to get involved with a local charitable organization.

Crain’s Content Studio is proud to showcase the nonprofit organizations serving communities in Detroit you see here. Please consider supporting them with your money, time or other resources on this Giving Tuesday and beyond.

Choosing to become an organ donor can make an impact on many lives. Check Your Heart. Sign up to save a life someday at golm.org/register.

giftoflifemichigan.org

For 45 years, Paws with a Cause has been providing support for individuals with disabilities and facilities in-need through custom-trained Assistance and Facility Dogs.

pawswithacause.org

Every day at Henry Ford Health, we make a bold commitment to be relentless advocates for those we serve—making the impossible possible.

henryford.com

Founded in 1945 by the Presbytery of Detroit, Presbyterian Villages of Michigan (PVM) is a faith-based, multi-site, 501(c)(3) organization that serves seniors of all faiths.

pvmfoundation.org

In partnership with the Detroit Police Department and community volunteers, we help youth find their greatness through athletic, academic, and leadership development programs.

detroitpal.org

Founded and governed by people living with dementia, National Council of Dementia Minds offers innovative, hope-filled strategies and resources to support living well with dementia.

dementiaminds.org

The Society of St. Vincent de Paul Detroit is committed to preventing homelessness, fighting hunger, and changing lives.

svdpdetroit.org

1.2

CEO out at Ann Arbor-based automotive think tank

By Kurt Nagl

The Center for Automotive Research has parted ways with its CEO as the Ann Arbor-based nonprofit think tank faces operational sustainability concerns and questions about strategy going forward.

Alan Amici, who took on the president and CEO role in September 2022, left the organization last month.

“I’ve stepped down into other things,” Amici told Crain’s. “I’m down at Wayne State working on a Ph.D. in industrial and systems engineering, and then I’ll be doing some consulting work as well in the auto industry.”

An interim CEO, David Leckey, has been brought on to fill the role,

CAR confirmed. Leckey brings a strong background in managing nonprofits, working most recently as interim CEO at Pinckney-based nonprofit North Star Reach.

“The change in CAR’s leadership will allow us to address our challenges and plan for the future with the necessary skills for an evolving industry,” Andrew Brown, board chair at the nonprofit, said in a statement to Crain’s. “CAR remains unwavering in addressing its mission, vision, and objectives. We thank our industry stakeholders for their continued support of our initiatives.”

CAR spokesman Mark Garrison told Crain’s at the MEMA Original Equipment Suppliers annual conference in Novi this month that the

PEOPLE ON THE MOVE

ACCOUNTING

Doeren Mayhew

Doeren Mayhew is pleased to announce the appointment of Alex DeRoche, CPA to Principal of Doeren Mayhew Assurance and Doeren Mayhew Advisors, LLC. With 15 years of public accounting experience, Alex serves as a trusted advisor to middle market companies in the health care, manufacturing and technology sectors. His focus is on providing audit, assurance, acquisition accounting and consulting services.

ACCOUNTING

Doeren Mayhew

leadership change is part of a new direction for the organization and more big changes are to come.

CAR announced on Nov. 12 half

ACCOUNTING

Doeren Mayhew

Doeren Mayhew is pleased to announce the appointment of John Hock, CPA, CISA, CITP, CISM to Principal in the Cybersecurity and IT Advisory Group at Doeren Mayhew Assurance and Doeren Mayhew Advisors, LLC. Bringing 10 years of experience to his role, he specializes in providing IT advisory, cybersecurity and SOC compliance services to help translate complex concepts into actionable insights for clients to mitigate risks. He has extensive experience serving the technology and financial institutions sectors.

a dozen new board members: Bill Long, president and CEO of MEMA Vehicle Suppliers Association; Dan Nicholson, vice president of strate-

GNS North America

gic technology initiatives at General Motors Co.; Julia Rege, general manager of regulatory affairs at Mercedes-Benz NA; John Robb, president of Hyundai Kia America Technical Center; Kristen Tabar, group vice president of advanced mobility research and development at Toyota Motor NA; and Eric Wilds, chief strategy and commercial officer at Magna International.

FINANCIAL SERVICES

Zeal CU

TRANSPORTATION

Suburban Mobility Authority for Regional Transportation (SMART)

Zeal Credit Union proudly welcomes Srinivasa “Sastri” Siravuri as the new Chief Experience Officer. In his role, Sastri will spearhead the Credit Union’s efforts to elevate and enhance the member experience journey across all touchpoints. Sastri brings a wealth of experience and industry insight to Zeal Credit Union. At Zeal, Sastri will focus on optimizing the member journey, enhancing member satisfaction, and driving member engagement of cutting-edge solutions.

Kesha McKinney has been named SMART’s first-ever Vice President of Diversity, Equity, and Inclusion. In her new role, she will lead initiatives to update policies for better visibility and accessibility for over 1,000 employees, implement unconscious bias and belonging trainings, and ensure small businesses and vendors have equitable access. A Detroit native, Kesha’s past roles include Project Equity Coordinator at HNTB and senior positions at Black Family Development Inc. and City of Detroit.

Doeren Mayhew announces the appointment of Andrew Kasischke, CPA to Principal of Doeren Mayhew Assurance and Doeren Mayhew Advisors, LLC. With 15 years’ experience and strong technical proficiency, Andrew plays an integral role in the quality control process to ensure clients receive sound accounting advice and high-quality risk assurance services. His background is in financial reporting, auditing and advisory services, focused on the manufacturing, construction and professional services sectors.

Mike Alcala has transitioned from CEO to the role of Vice Chairman/Board of Directors and Chief Executive Officer Emeritus at GNS North America. In his new role at the Tier 1 supplier, Alcala will oversee the C-suite leadership team; business planning processes; market and customer strategy; and leadership development.

GNS NA also announced that Chris Eisenhart has been promoted from Chief Operating Officer to Chief Executive Officer.

The nonprofit’s flagship event, the Management Briefing Seminars held annually in Traverse City, has struggled with attendance in recent years. Once an industry staple, the conference lost its luster when participation from automaker executives fell off — although a keynote from GM President Mark Reuss last year helped sell more tickets and increase media registrations.

Eisenhart, who joined the company in 2021, will continue to report to Alcala. He has played an instrumental leadership role in operations and in the development and enhancement of business processes. The moves complete a planned leadership transition.

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The Washington, D.C.-based trade and lobby group Alliance for Automotive Innovation played a big role last year in steering content for the conference and attracting speakers.

Garrison said CAR is pursuing other partnerships for the conference and focused on increasing automaker participation, as well as leaning into the economic development aspect of the industry. Several Midwest economic development agencies, including the Michigan Economic Development Corp., are sponsors and participants of the conference.

Amici took a tech-driven approach to the conference, but the event has shifted more to policy-centered topics.

The conference is important not just for the industry, but also for the nonprofit’s bottom line. It is CAR’s largest event and its most significant revenue generator alongside commissioned research and affiliate memberships.

The nonprofit took a loss of $437,856 in 2022, according to its most recent tax filing on record. Its revenue totaled $2.69 million.

“The Center for Automotive Research continues to focus on enhancing and developing our competencies to better serve the automotive industry,” Brown said.

Eisenhart

Alcala

Alan Amici speaks at the annual Center for Automotive Research Management Briefing Seminars in Traverse City in August 2023. | CENTER FOR AUTOmOTIvE RESEARCH vIA FACEBOOK

Comerica Park, home of the Detroit Tigers. The Little Caesars Arena naming rights deal for the home of the Detroit Red Wings and Detroit Pistons is a $120 million, 20year deal announced in 2016. Ford Motor Co. paid the Detroit Lions $50 million for the naming rights to Ford Field in a 25-year pact.

The ULI meeting took place just a mile east of the former Southwest Detroit Hospital property at 2401 20th St. at Michigan Avenue where DCFC plans to tear down the blighted building and use its 5.67 acres as the new home of a 14,000-or-so-seat stadium.

Mann’s remarks, which ran about a half-hour, touched on the team’s upstart history after it was founded in 2012, two years after Mann started the Detroit City Futbol League — a co-ed recreational league — that began playing on Belle Isle in 2010. Mann then recruited four friends as co-founders of the team.

He also addressed one of the driving forces of the envisioned design: the team’s rabid fan base.

The Northern Guard group of DCFC supporters chant, scream obscenities at opposing teams and dance during matches — sometimes all at once. Their presence is a dominating factor at Keyworth Stadium, which DCFC leases from the Hamtramck school dis-

trict. “It’s not lost on us that Keyworth has its charms in a very particular way,” Mann said. “We’re the only team in America who has our supporters standing front and center … they’re the ones creating the atmosphere in the stadium. We are the host of the party and they are the life of the party. That’s something we are keeping in place at the new venue.”

Staff in the Detroit office of Grand Rapids-based Progressive Companies is working on predevelopment schematics. The Detroit-based architecture and engineering firm SmithGroup is

working on the site plan while Detroit-based Ideal Group is performing construction.

Crain’s has also previously reported that Detroit-based Method Development is working on a mixed-use development vision that could include housing and retail for the broader DCFC-controlled properties, which the team has been assembling over the last several months starting in March with the hospital purchase from controversial real estate investor Dennis Kefallinos.

It appears the team’s holdings have grown recently.

A slideshow during Mann’s presentation identified a parcel totaling 0.39 acres at 3052 W. Fisher Freeway; a parcel totaling 0.265 acres at 2663 Michigan Ave.; and a parcel totaling 0.167 acres at 2647 Michigan Ave. as part of its footprint that hadn’t previously been reported. Those sales are not yet reflected in public records. They bring DCFC’s holdings in the area to just shy of 16.1 acres, having spent more than $15.25 million on land and buildings for the project.

Mann also said the vision the team has is achievable.

“We’re driven by practicalities,” Mann said. “This is not a $1 billion or $2 billion project. We’re looking to build something that is of scale, makes sense, that complements all positivity and development that’s taking place already.”

To accomplish it, it’s expected that some level of public financing will be requested, although the contours of any sort of public funding are not known. Sources have said the project is expected to go through the city’s Community Benefits Ordinance progress, which is required when a development costs more than $75 million and either involves city land valued at $1 million or more, or receives $1 million or more in property tax abatements.

In a May 20 owners meeting at the Supergeil restaurant on Michigan Avenue, Mann said regarding in-

centives: “I can’t promise we’ll satisfy 100% of certain folks’ libertarian fantasies but we’ll be more in line with them than most stadiums.”

Le Rouge — DCFC’s nickname — began playing at the 7,933-seat Keyworth Stadium in 2016 under a 10year lease with Hamtramck Public Schools that expires Sept. 30, 2025. The lease is for $1 per year. In 2016, DCFC raised more than $700,000 to invest in improvements to Keyworth, including lighting, bleachers, locker rooms and restrooms.

A team spokesperson said in midMay that a lease extension is in place that allows DCFC to continue using Keyworth until the new stadium is built.

Keyworth was opened by Franklin D. Roosevelt in 1936 as the state’s first Works Progress Administration project during the Great Depression, Crain’s reported in 2015 when the lease received approval from the Hamtramck school board.

Prior to the 2016 season, DCFC played at Cass Technical High School’s 2,500-seat stadium for four seasons, Crain’s reported in 2015.

DCFC plays in the Tampa, Fla.based USL Championship league, the professional soccer league ranked under Major League Soccer by the United States Soccer Federation, the sport’s governing body in the U.S. The team began playing in that league in 2022.

and a former Detroit Medical Center CEO, Wayne County prosecutor and deputy county executive, would have some advantages.  He is well-known and well-connected in metro Detroit, where the three main counties accounted for nearly half of the votes in the 2018 Democratic gubernatorial primary. He could point to turning around the once-bankrupt city and the hospital system and note his results-oriented approach — restoring streetlights, reducing blight, cutting ambulance response times and eventually growing the population for the first time in 60-plus years.

Adrian Hemond, a Democratic consultant who is CEO of Lansing-based Grassroots Midwest, said Duggan was a “big winner” in this month’s election despite not having been on the ballot. Too many Democratic elected officials talk about their values but not how they translate into solutions for working-class people, he said.

“Mayor Duggan has a story to sell to voters about Democratic governance,” Hemond said during a postelection forum hosted by Michigan State University’s Institute for Public Policy and Social Research. “Everything’s not perfect in Detroit. But there are things that he can point to in terms of development and jobs. Detroit is much safer than it was when he took over as mayor. That’s a success story that you can talk to people about and show them that your values can actually lead to good outcomes for them.”

People familiar with Duggan’s thinking say he has been seriously contemplating a gubernatorial campaign for a few years, long before his announcement Nov. 13 that he will not seek a fourth mayoral term. They expect him to run and do not think his age — he is 66 — to be a factor. His father, the late federal judge Patrick Duggan, semi-retired around that age but heard cases into his 80s.

If Duggan jumps in, he would navigate a potentially crowded field given the Democratic side’s “deep bench,” including statewide elected officials who will be term-limited from their current jobs.

Those expected to run or to take a serious look include Secretary of State Jocelyn Benson, Lt. Gov. Garlin Gilchrist II, state Sen. Mallory McMorrow and Genesee County Sheriff Chris Swanson. Benson and Gilchrist, Michigan’s first Black lieutenant governor, live in Detroit, too. Another big name is U.S. Transportation Secretary Pete Buttigieg, a northern Michigan resident nearing the end of his time in outgoing President Joe Biden’s administration.

There are signs Duggan will launch a campaign.

A nonprofit established in 2023, Put Progress First, has a website touting Duggan’s leadership. Its spokesperson is political strategist Mark Fisk, who was a spokesperson for Whitmer’s reelection campaign.

“Our goal is to highlight some of the tangible results of the Detroit turnaround and the leadership of people like Mayor Duggan as an example of how individuals and groups can work together to find

creative solutions to challenging problems,” he said. “In the days ahead, we plan to lift up leaders and initiatives across Michigan that align with Put Progress First’s goals and our mission of solving problems through creative measures and rising above the political rancor that is all too common today and holds our state back.” Whitmer announced her first campaign for governor in early January, 19 months before the primary.

The list of Republicans considering a bid or being floated is long. It includes, but is not limited to, former state Attorney General Mike Cox, Michigan Republican Party Chairman Pete Hoekstra, U.S. Rep. John James, former state House Speaker Tom Leonard, state Senate Minority Leader Aric Nesbitt, U.S. Senate candidate Mike Rogers and several 2022 gubernatorial candidates: the nominee, Tudor Dixon, along with businessmen Perry Johnson and Kevin Rinke.

David Dulio, an Oakland University political science professor who directs the school’s Center for Civic Engagement, said of Duggan running: “Why not? He’s got I think a lot going for him to make him a strong candidate and chief among them is a long track record of success in Detroit.”

Other possible candidates have records as well, he said, but Duggan “can point to things that have impacted Detroiters’ lives on a very proximate level. The others have things that are more removed from what voters encounter on a daily basis. … He’s got as good a record as anybody to point to in trying to earn those votes.”

Sean Mann, co-owner and co-founder of Detroit City Football Club, speaks at an event Nov. 13 by the Urban Land Institute Michigan chapter in Detroit. | KIrK PINHo

LARGEST COMMERCIAL PROPERTY MANAGERS CRAIN’S LIST

SteveGordon, President; JohnHamburger, SVP; MarkWoods, COO; TomGiguere, Director of

ResearchedbySonyaD.Hill:shill@crain.com|Apropertymanageroverseesallfinancial,administrative,contractual,maintenanceanddailyoperationsfortheinteriorandexteriorofproperties.Thislist isanapproximatecompilationofthelargestsuchcompaniesinWayne,Oakland,Macomb,WashtenawandLivingstoncounties.CompanieswithheadquartersintheDetroitareaarelistedwiththeirtotal propertyundermanagement.CompaniesoutsidetheareaarerankedbypropertymanagedbytheirDetroitofficesonly.Thisisnotacompletelistbutthemostcomprehensiveavailable.Newmark,which wasNo.4onlastyear'slistdidnotsubmitbeforepublication.Unlessotherwisenoted,informationwasprovidedbythecompanies.N/A=notavailable. 1. ThepropertymanagementarmofL.Mason Capitani Corfac International. 2. Dominion Realty Services acquired Core Partners LLC in August 2018.

million at a 5% return, replacing the millage dollars when they end in 2032, he said.

“People have to remember we’re no longer under the city,” Coleman said. “We’re our own entity and basically have to raise money to keep the institution going. So we’re constantly out developing di erent ways, di erent assets, because for us to continue to do the programming at the level that we’re doing it at, we just have to have funding.”

Coleman said he can’t say whether the museum would seek a third operating millage. “I’ll be long gone as the chair, so … I don’t want to say what we’re going to do in 2032. But the museum will be in a good position at that point… we should be able to function great.”

An $800 million endowment would enable the DIA to institutionalize the programs and services it continues to o er for the counties after the millage renewal expires in 2032, DIA Chief Development O cer Nina Sapp said. ose services and programs include free general admission for residents of the three counties, free school eld trips with bus transportation, free group visits and transportation for seniors, expanded teacher professional development with school systems, among other programs and services.

“ e reason that we now are kind of institutionalizing the level of programming and services is because we’ve gotten such positive feedback from our partners in the counties and from the voters,” Sapp said. “ at’s why the second millage passed with so many more votes than the rst millage … we have become truly a part of the fabric of the tri-county communities, not just the surrounding area, but ... the far reaches of Macomb County and Oakland County.”

Peer museums like the Cleveland Museum of Art and the Art Institute of Chicago have endowments approaching $1 billion, Sapp said. “So even though we’ve made great progress and we have great momentum, we still have a long way to go,” she said.

Gargaro endowment

Within the larger endowment push, the DIA has raised a nearly $15 million endowment in honor of Chairman Emeritus Eugene Gargaro Jr. and his wife Mary Anne. It will fund the Mary Anne and Eugene A. Gargaro Jr. Director, President and CEO position at the DIA, the top executive role currently held by Salvador Salort-Pons.

During his 20 years as chairman of the DIA, Gene Gargaro led the museum through a six-year, $158 million renovation that included asbestos remediation and reinstallation of its artwork; two mill-

age e orts; and threats to its collection during Detroit’s bankruptcy and its eventual spino from the city of Detroit as part of the “grand bargain” that shored up Detroit pension funds and enabled the city to emerge from bankruptcy.

Gargaro stepped down as board chair last year, but remains involved as co-chair of the board’s development committee, helping lead the endowment campaign.

Mary Anne Gargaro, an honorary member of the DIA board, has been an active supporter of the museum for more than 40 years, playing key roles in its annual gala fundraiser, women’s committee and other e orts.

Together, the couple have supported the DIA’s major fundraising campaigns, with gifts including $1 million to the endowment campaign in 2019 and an additional gift to the Gargaro Director

Endowment, Sapp said.

“Mary Anne and I are very proud to share this special director naming recognition with all those who have joined with us to bene t Detroit, our county partners, and citizens of our region and to enhance the standing and reputation of our great museum,”

Gene Gargaro said in an emailed statement. “We have been privileged to serve in key leadership roles at our DIA and we thank you for this singular honor which we will always cherish.”

e Gargaro Director Endowment e ort garnered gifts from New York and California from people with roots in Detroit who have fond recollections of the museum or worked with Gargaro, Sapp said. e Ford Foundation and other foundations have also contributed to the DIA’s endowment campaign.

The Detroit Institute of Arts provides free eld trips to students in Wayne, Oakland and Macomb counties, along with many other programs and services, in exchange for its operating millages in the counties. An $800 million endowment would enable the DIA to institutionalize those and other programs and services.

In all, the e ort secured nearly 100 gifts, including eight of $1 million or more. Lead donors include:

◗ Terence and Jennifer Adderley Foundation. Terence Adderley, who died in 2018, was former chairman and CEO of Kelly Services Inc.

◗ Mary Kay and Keith Crain, chairman, Crain Communications Inc.

◗ Jennifer and David Fischer, chairman of e Suburban Collection Holdings and a former ambassador to Morocco

◗ Bonnie Ann Larson, wife of the late Larson Realty Group Chairman Robert Larson

◗ Ann and James B. Nicholson, chairman, PVS Chemicals

◗ Anne and John Hull Roberts

◗ Anthony Soave, president and CEO, Soave Enterprises

◗ Wayne and Joan Webber Foundation

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The $300 million I-375 project, spurred by a $104 million federal grant, includes the stretch of the interstate from Mack Avenue to East Jefferson Avenue. The most controversial aspect of the project, as it has been introduced so far by MDOT, is the plan to raise the lanes of traffic to street-level; as critics have said it would disconnect — not better connect — the area.

In May, nearly 500 people sent a letter to Gov. Gretchen Whitmer and Detroit Mayor Mike Duggan expressing “grave concern” for the proposed project and recommended halting MDOT’s redesign approach.

The ReThink I-375, a coalition of community voices challenging the I-375 Reconnecting Communities Project, has advocated for a compelling project vision, pedestrian-friendly design changes, meaningful community engagement, significant construction mitigation and impactful community enhancements for the I-375 project.

A representative for coalition told Crain’s that the DDP peer review reflects these concerns and offers important alternatives and perspectives that MDOT should consider as it moves forward.

In June, attendees at an MDOT community meeting at The Eastern in Eastern Market expressed worries over lost business during multiple years of construction and a lack of a framework over how 30plus acres in excess land created by the smaller footprint will be used. Concerns also included increased traffic in neighborhoods when the one mile of sunken freeway is gone.

The Kresge Foundation made a $1.85 million planning grant in late 2023 to the DDP to support further engagement of residents and businesses and create a holistic vision for the project. The DDP’s peer review report was intended to take into consideration the expressed concerns over the project.

Alternative visions

The DDP report moves the vision for I-375 from a wide, vehicle-focused boulevard to a plan to reclaim the eastern edge of downtown with pedestrian-focused infrastructure and large-scale development opportunities.

The report includes significant adjustments to the original design, said Eric Larson, CEO of the DDP, to take advantage of the available space.

“These diagrams really reflect a pedestrian-oriented, human scale design concept … and if you’re going to create additional land that now has a value to be redeveloped, you should have it so that it has a front door and the parcel configuration should be designed in a way that it actually will be most advantageous,” Larson said.

Differences between the MDOT and DDP proposals include how many traffic lanes will be on the new boulevard, and what spaces will be available for development and reserved for community space.

In the DDP peer report, an up-

dated proposal includes five or six lanes of traffic along the boulevard instead of the nine lanes proposed by MDOT.

“The idea there is to do a couple things: to really focus on making sure that we’re restoring the walkable street grid … so that it is really, truly for people and vibrant street life,” Larson said. “Density, activity and quality of space drives for a much more, not only safe but inviting environment, both economically as well as socially.”

Traffic demand has decreased post-pandemic, Larson said, and it’s important that plans for the new boulevard take into account not only pedestrian and cyclist traffic, but also the different ways transportation will be utilized in the future.

“The ability to create better connections for Ford Field, for instance, to Eastern Market, where the Lions fans love to tailgate, is something that this project allows us to rethink,” Larson told Crain’s.

The report was led by the DDP, which received consultation from Urban American City, a New York

City-based design firm, Toole Design, a Boston-headquartered transportation research firm, and HR&A Advisors, an economic impact advisory firm headquartered in New York.

Creating opportunities

Once construction begins, the state of Michigan maintains ownership of the land and will determine how it is sold and distributed, but the DDP is in conversation regarding whether any of the land will transfer to the city of Detroit; with the intention of creating opportunities for building Black generational wealth or developing low-income housing.

The Black Bottom neighborhood and the Paradise Valley business and entertainment district, both predominantly Black areas, were demolished to make way for the freeway when it was constructed in the 1950s and 1960s.

Early construction work is slated to start in late 2025, with major construction beginning in 2026 and lasting through 2028, accord-

ing to the MDOT website. A design has not been finalized for the project, which also will feature a new interchange at I-75.

“A project of this magnitude that impacts as many different individuals and organizations as it does isn’t going to be exactly perfect in everyone’s eyes, but we have an opportunity, and we have an obligation, to try and make it as close to perfect as we can,” Larson said.

Collecting more feedback

For the next six months, DDP will be collecting community feedback about what residents would like to see with the available land, Larson said. The report is available on the DDP website.

Ultimately, the decision on what to do with the I-375 is led by MDOT, though the DDP’s report offers a chance for the community to consider different options of what it would like to see from the space.

Based on feedback from past community meetings, MDOT has already committed to several updates of its I-375 plan, including changes of intersection configurations, bumped-out street parking on Gratiot Avenue, restoring the Eastern Market street grid and more.

“Overall, this was a very positive process that yielded tangible improvements to the conceptual design and we’re continuing to review those recommendations,” Jocelyn Garza, a representative for MDOT, told Crain’s in an email. “We appreciate the efforts DDP and all our partners put forth on this endeavor. We are aligned in our goal for a project that prioritizes pedestrian safety and connectivity while providing equitable access to neighborhoods and downtown destinations.”

The first MDOT neighborhood framework meeting regarding the I-375 Reconnecting Communities project will take place from 5:30 p.m. to 7:30 p.m. Dec. 3 at The Eastern at 3434 Russell St., Suite 501.

Aptiv plc, which has a base in Troy, was among the hardest hit by volume declines, particularly from Stellantis, whose North American output has fallen dramatically. The software supplier, which cut employee count significantly last year, signaled that another big headcount reduction could be on the way.

“The challenge in terms of the cost associated with supporting their volatility, it’s just too expensive,” Aptiv CEO Kevin Clark said on a call with investment analysts. “… The team decided, we’re taking the labor out now. We’re going to start rotating footprint and consolidating facilities, and we’ll manage to the extent there’s upside. It’ll be less efficient, but we won’t be left holding the bag on the downside.”

Aptiv did not respond to an inquiry about headcount reductions.

Aptiv is far from alone. Suppliers of all sizes, especially those who

were left holding the bag on EV programs that haven’t panned out, have grown ever more skeptical about volume projections by automakers. While they cannot control vehicle output, suppliers do have some flexibility when it comes to managing certain programs.

“Capacity has become the new battleground,” said attorney Andrew Fromm with Birmingham-based Brooks Wilkins Sharkey & Turco PLLC, whose supplier practice has boomed. “Suppliers have become less focused on volume and more focused on making sure they don’t have idle factories. That’s what kills them.”

Flexing manufacturing capacity has become a core strategy for Southfield-based seating and electronics supplier Lear Corp., which saw sales fall 3.4% in the third quarter to $5.6 billion. So, too, has automation. Lear has gone all in on robotics and AI to reduce headcount while moving production to lower-cost regions such as North Africa and Central America.

Investment in manufacturing

innovation “is about survival,” Lear CEO Ray Scott told Crain’s in September.

The company repurchased $209 million of its shares in the third quarter to pad its earnings per share and offset lower industry volumes.

Lear competitor Adient, whose North American headquarters is in Plymouth, is taking a similar approach to the same headwinds. The seating supplier is looking to automation in its factories around the globe to cut labor costs.

“Automation continues to transform our operations by reducing costs where we see an opportunity in both direct and indirect labor savings …” CEO Jerome Dorlack said on a recent call with investment analysts.

Adient has funneled nearly all of its free cash flow in 2024 to shareholders, executing $275 million of share repurchases, or 10% of outstanding shares, this year.

Some suppliers are being forced to lay off workers in response to lower volumes. Webasto, a privately-held key supplier to the

Ford Bronco, gave notice to the state this month that it will lay off 218 employees at a pair of plants in metro Detroit in December as a result of reduced production.

Ford Motor Co. would not confirm plans for reducing production beyond the F-150 Lightning, whose lines were to be idled for seven weeks starting at close of business Nov. 15.

Here’s how other suppliers faired in the most recent quarter: Sales at Magna International fell 3.8% year over year to $10.28 billion as the company continues to “mitigate industry headwinds including lower production volumes in each of our core regions,” Magna CEO Swamy Kotagiri said in a statement. The company plans to launch “meaningful” share repurchasing in the fourth quarter after a couple of years of diverting cash to its manufacturing footprint.

BorgWarner recorded $3.4 billion in sales, a 5% year-over-year decline. Restructuring actions, supply chain savings, better productivity and share repurchasing enabled the powertrain supplier to

hedge against market volatility. The company completed the repurchase of $300 million of outstanding shares during the third quarter.

Visteon sales hit $980 million in the quarter, down 3.3% from the same period last year, though CEO Sachin Lawande expressed optimism that its EV business would grow.

American Axle & Manufacturing Holdings Inc. had sales of $1.5 billion, down 3% year over year, though it boosted its margin performance on improved efficiency and better plant utilization.

MEMA’s Shaw said that despite the down year and worries about the same in 2025, there are reasons for optimism. Lower interest rates and the increased average age of cars in the market are potential indicators of an increase in demand. Plus, suppliers have built resiliency into their business to withstand the volatility.

“I think they’ve done a lot of building flexibility into their operations so they can flex when things are up or down,” he said.

Renderings show the proposed redesign of Interstate 375 in Detroit. At left is MDOT’s proposal for part of the boulevard. At right is the DDP’s proposal for the same area. | DOWNTOWN DETROIT PARTNERSHIP

Pam Good on taking Beyond Basics’ literacy program statewide and beyond

Since its 2002 founding, Beyond Basics has predominantly offered its literacy program for students in Detroit and Wayne County and more recently, Oakland County. The program has gained attention for being able to lift literacy rates by a grade level in just six weeks, on average. It does that by using a phonics-based approach taught by paid tutors working one-on-one with students several times each week. Last year, under the direction of co-founder and CEO Pamela Good, Beyond Basics began taking the program to other parts of Michigan through a state-funded pilot aimed at serving 3,000 students in those areas. It’s about halfway to that goal. Operating on a $12 million budget, the nonprofit is also expanding into private-pay tutoring and working with youth in juvenile justice and other programs, among other efforts, to reach more children and sustain its operations. Crain’s spoke with Good about the new places the literacy program is going and exciting news in her personal life. Her comments have been edited for length and clarity. By |

Sherri Welch

We’re hearing Beyond Basics is expanding into other parts of the state.

There was a lot of COVID (pandemic) money that was available for projects around education. And we had an opportunity to receive a $12 million grant to take our work into three geographically unique areas around the state to service about 3,000 children over a three-year period. Through word of mouth, we connected to school districts to see if they would be open to be part the state pilot project to increase literacy scores. And so where we ended up is in intermediate school districts between Ann Arbor and Jackson in Ingham County, in Oceana County and then Charlevoix and Emmet counties.

We’re in over 40 locations in 10 counties around the state now. This fall, we’ve added a few locations to help us meet our goal before the project’s over. We put a stake in the ground in certain counties and then (are adding) schools to fulfill the level of need.

Did the state choose the areas you went to outside of Southeast Michigan on the west side of the state because there were extremely high rates of illiteracy among students?

Nope. They let us select the geographic areas. We went to people that we knew who were connected with education and business (like) Keith Pretty, who is a past president of Northwood University. I know him. He lives now up in northern Michigan, and so I reached out to Keith and he connected me to somebody on the school board at Harbor Springs. And then the community there knew other school districts that were in need.

And there was high illiteracy in all of the areas you targeted?

Yes. All across the state, we have low literacy, even in some of our best schools. You know, one of our highest performing schools in Oakland County is Rochester community, and they have 30%

of the kids that need it. There’s 63,000 kids in Oakland County that need this. It’s an epidemic, really.

We’re in Harbor Spring schools, and there’s a lower number of kids that need help there, but still some kids. But (in) some of the vulnerable communities that are not on the waterfront, there’s like 50% kids in the gap, a lot of students that really need to be given this opportunity to learn to read.

We were also philanthropically funded by Whirlpool and the Benton Harbor Education Foundation to go to Marion County ... the last two school years. They have a really huge absentee problem. So we’re strategizing right now whether or not we partner through the Boys and Girls Clubs to access those kids.

We don’t have all of our eggs in one basket. The state (pilot) is a blessing. It helped us to see that we are able to scale this model, to expand it in the same way that we roll it out in Detroit, in person. But the virtual space has also proven to be a really good.

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Michigan’s new required reading curriculum stresses a similar approach to Beyond Basics, right?

Like other state leaders, our governor has mandated that educators will use the science of reading curriculum, which is proven with data that this works, (using) phonics and the decoding method, some people call it, versus the whole language approach where students would be looking at the pictures, at other keywords they know in the paragraph and trying to guess what maybe the word is. So there’s more of an interest from schools all over to bring us in. I’m hoping that our growth around the state, in a variety of different districts, is going to really galvanize like a gold star standard that curriculum is important, but also the starting point of that assessment and definitely one-on-one tutoring, and with that, we get grade-level movement in an average of six weeks.

We’ve added into charter schools, many private and public schools and have a new pilot with Children’s Village, a

juvenile program in Oakland County. And we received a $1 million appropriation from the state to focus on workforce development with those students that want to be college-bound but they don’t have the literacy and the academics to support it. We’re also making our services available virtually. We’ve worked with kids out of state already and are targeting to have 1,000 private-pay students this year, most in the summer to keep our tutors employed. Our reach is expanded in other ways, besides the state project and I’m thrilled to see that we have the consistency of results, regardless of the lane that we’re in.

I understand you had some excitement in your personal life this year, too?

I married Jack Krasula in August. He’s a has a radio show on WJR. Almost 20 years ago, somebody had him come to an event that we held in the city, and that’s how I met him. We’ve been friends for many years. It was very much a surprise for me, but a pleasant one.

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