BBJ August/September 2012

VO L 2 0 #4 A ugus t/ S e pte m be r 2 0 1 2

Published by the Green Bay Area Chamber of Commerce for Chamber members

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dreams take flight -

Entrepreneurs’ determination transforms passions into businesses

At home in the Advance Business & Manufacturing Center How the incubator helps women-owned businesses succeed

Minority entrepreneurs successfully please palates

GREEN BAY’S SUPERIOR BUSINESS MAGAZINE FOR MORE THAN A DECADE

Create your own moments of glory.

Make your event historical.

Memories.

Celebrations.

Connections.

Dreams.

weddings • trade shows • corporate luncheons

Lambeau Field is the ideal place to hold special events.

Accommodating and inviting, all guests will be assured a legendary experience. Includes exquisite catering and a championship staff. Group sizes available: 5 to 1500 © Green Bay Packers, Inc.

anniversary parties • cocktail receptions • meetings

Call the Lambeau Field Special Events Team today!

920.569.7515

Lambeaufield.com

Are you in the know?

Make sure you're in the loop.

Sign up to receive any/all of the Chamber's FREE e-newsletters at

titletown.org.

14 Global Locations

MEGTEC Systems, Inc.

…proud to be an employer in Brown County for over 40 years, providing innovative solutions for our customers involved in: Advanced Materials Processing

Environment, Climate & Energy

Printing & Packaging Applications

MEGTEC’s global headquarters is located in a 365,000 sq. ft. facility in De Pere, Wisconsin, and is a center for excellence in Engineering, Manufacturing and Service.

www.megtec.com • info@megtec.com

Every child. Every need. Every day.

130 Second St., Neenah (920) 969-7900

Make sure your insurance plan includes Children’s Hospital of Wisconsin Pediatric specialists and subspecialists from allergy to urology.

Fox Valley’s top-level intensive care nursery.

• The only hospital in the region that treats children exclusively and has pediatricians on site 24/7.

• Inpatient care, specialty care and neonatal intensive care in the Fox Valley.

• •

It’s easy to see why Children’s Hospital of Wisconsin means the best care for kids.

And just in case your child ever needs more, we’re your connection to Children’s in Milwaukee, rated one of the best in the nation.

chw.org/foxvalley

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Contents.

Volume 20, #3 | June/July 2012

FEATURES

08

At home in the Advance Business & Manufacturing Center -

How the incubator has helped women-owned businesses

succeed

12 Female CEOs focus on growth,

strategy and reality checks

08 12 14

14

Minority entrepreneurs successfully please palates

18

MetJet is taking off

Charter flight operator is the culmination of years of

painstaking planning

BBJ DEPARTMENTS

27 18

04 VIEW POINT 06 TECH WATCH 27 BUSINESS SPOTLIGHT 28 BOOK REVIEW 30 CHAMBER BRIEFS 32 CHAMBER NEWS ADVERTISERS

VISIT THE GREEN BAY AREA CHAMBER OF COMMERCE AT:

titletown.org

01 LAU N C H F I LM.com 02 M E GTE C 29 Green B ay Metro 02 Children’s Hospit al of Wisconsin 29 Keller Inc. 31 Express Convenience Centers 17 Network Health Plan 22 MetJet 23 Green B ay Press-Gazette 26 K I 31 Camera Corner Connecting Point B ack Cover Cellcom Inside B ack Cover TD S Inside Front Cover Lambeau Field

PRESIDENT Laurie Radke EDITOR Lori Kaye Lodes GRAPHIC DESIGNER Dana Jacobson

The BBJ is published bimonthly by the Green Bay Area Chamber of Commerce, PO Box 1660, Green Bay, WI 54305-1660. The BBJ is supported entirely by advertising revenue from member companies of the Green Bay Area Chamber of Commerce. For information about the advertising rates and deadlines, contact Sales at 920.593.3404. The BBJ (USPS 010-206) is published bimonthly for $18 a year by the Green Bay Area Chamber of Commerce, PO Box 1660, Green Bay, WI 54305-1660. Periodicals postage paid at Green Bay, WI. POSTMASTER: Send address changes to The BBJ, P.O. Box 1660, Green Bay, WI 54305-1660.

PH: 920.593.3423.

Copyright© 2008 Green Bay Area Chamber of Commerce

VIEW POINT TEXT Laurie radke

New mission and values better reflect that we are the voice of business For years, the Chamber has embraced a mission of being the focal point of economic and community development. And while that mission continues to ring true, it doesn’t paint the full picture of what the Chamber is all about.

To that end, we began a self-assessment process in fall that is now in its fourth phase. We conducted a survey online, met with focus groups, hosted community sessions and met one-on-one with different businesses to learn what the business community and community at large think about the Chamber, and how it assigns value to what we deliver.

What we quickly realized as an outgrowth of that feedback is that we have a huge opportunity to better tell our story. As part of that, we need to flesh out our mission and vision. We want our mission and vision to showcase the greater purpose all of our programs collectively serve in the name of economic development, community development and workforce development. We realize the need for something that concisely says, We are “the resource” in these areas. If we don’t have the program to fulfill your need, we will steer you to someone who does.

In other words, we connect people and resources for economic and community prosperity.

This need to communicate was reiterated when I attended the Brown County 20/20 Conference in February, at which I was astounded to hear people say things like,

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“We should really have a young professionals group in the area.”

(We do! It’s Current young professionals, a program of the Chamber that’s in its tenth year of existence.)

“We should think about creating a microloan program to assist small businesses.”

(We have one! Advance, the economic development arm of the Chamber, offers the Advance Brown County Microloan program, now funded by 12 banks and extending $520,000 in approved loans to 13 recipients.)

“Wouldn’t it be nice to be able to go to place for legislative updates?”

(You can! Every month, Nan Nelson, our executive vice president, gleans nuggets from a variety of sources and compiles these legislative updates into a news briefing that provides a concise overview of local, state and national legislation.)

89.3%

economic development

83.7% When it comes down to it, the Chamber – through examples and programs like these and many more – exists to bring people and resources together for economic prosperity. That’s a focus of the Chamber as a whole, and it’s rooted in the spirit of collaboration. To that end, we recrafted our mission and vision to these:

Vision.

The Green Bay Area Chamber of Commerce will be acclaimed as a leader in building prosperous businesses and a thriving community.

advocacy and representing business interest

80.6%

community development

Mission.

To strengthen member businesses, enhance economic and workforce development, and improve the quality of life in our community and region.

76.9%

workforce development An essential accompaniment to collaboration is communication. In the aforementioned survey, members revealed the following areas of priority. These are the first areas we as a Chamber are assessing and creating a gap analysis for to ensure we continue to meet our members’ needs. Survey results show the following rank as “very important” or “important:” • • • • •

89.3 percent rank economic development 83.7 percent rank advocacy and representing business interest 80.6 percent rank community development 76.9 percent rank workforce development 75.4 percent rank networking activities

Our next step in this process is to structure all the Chamber’s programming and activities under five strategic objectives. We will share these objectives in the next Viewpoint.

75.4%

networking activities

Members surveyed online rated the areas above as "very important" or "important."

BBJ August/september |

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TECH WATCH TEXT AL PAHL

Blackboard

ramps up

presentations and interactions online Did you ever have so much to cram into your presentation that you were breathless just thinking about it? You’ve got way more material than time. You know that the faster you go, the more your presentation suffers and the poorer your audience’s retention is. How will you fit in the expected question-and-answer session? Suppose you go so quickly, nobody follows you and they are so bewildered they have no questions?

What about the 27, eight-by-10 color glossy pictures with circles and arrows and a paragraph on the back of each one? You’ve got all this great collateral you want to leave with each person, but the boss sent you with half as many pieces as there are attendees.

It doesn’t help that you’re presenting on cross-country ski-waxing for high-humidity marine environments to a group of recreational planners from the Phoenix area.

It’s not that the group isn’t motivated or smart enough – but boy, it would sure be nice to have been able to send them some background material beforehand.

So far, we’ve been considering this presentation challenge from the individual speaker’s jammed-up point of view. What about the other side of the equation? Suppose you’re facilitating 40 high-energy and very, very busy professionals from 40 different employers? Sue Zittlow, manager of learning products, You get nine months to meet NWTC with them, but only one day each month. You have to communicate the meeting’s logistical information, then you get them in front of the presenter and it’s time (never enough) to cram material into their heads, moderate the Q&A; and then they’re gone again. You need them to complete an after-action survey, too. And not only are you communicating with the 40, but they need to communicate with each other.

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Relax. There’s an app for that. All of that.

These are definitely not the blackboards of childhood Generically, we’re talking about a “learning-management tool.” Several are on the market. If you have kids in college, they almost certainly use one. Increasingly, the K-12 environment is also coming online in these tools.

Specifically at Northeast Wisconsin Technical College (NWTC), the tool is Blackboard, which educators and students use every day, whether they are traditional students in NWTC classrooms, distance learners coming into a virtual NWTC, or employees of companies that have hired NWTC to educate and enhance their people. Anywhere in the world.

At no charge, NWTC shares Blackboard with Leadership Green Bay, the Chamber’s community development training program that shapes current and future business and civic leaders. Blackboard helps Leadership Green Bay meet every need described above. Blackboard “has taken our program up a notch – this is more like a master’s-level program,” says Leadership Green Bay program manager Jeanne Agneessens, who has been developing the Leadership Green Bay program for 20 years.

“It’s a perfect avenue for pre- and postpresentations. And the nice thing is, everyone comes prepared.” — Sue Zittlow, Leadership Green Bay graduate “Blackboard has certainly enhanced the program,” says Glen Tilot, a Leadership Green Bay graduate who has facilitated the program’s annual two-day opening retreat for 10 years. “I understood it was going to enhance it when (fellow program graduate) Mike Moore was describing it, but after I saw it in action for a couple of years, I was even more impressed.”

“Blackboard has taken our program up a notch – this is more like a master’s-level program.”­ — Jeanne Agneessens, program manager, Leadership Green Bay

“It’s a perfect avenue for pre- and post-presentations,” Zittlow says. “And the nice thing is, everyone comes prepared.”

Agneessens and the other Leadership Green Bay leaders are very big on feedback, which they regularly require of participants — and just as regularly plow back into the process, to improve efficiencies and programming.

Practical sharing For starters, all meeting, agenda and other logistical information, including details like suggestions on how to dress for a particular site visit, are shared through Blackboard. Five teams of eight Leadership Green Bay members work on projects and coordinate their logistics in the web-based software as well.

Presenters provide Leadership Green Bay with materials that preview and enhance their presentations. This provides all attendees with a baseline of information before any given meeting. Instead of trying to cram three hours’ worth of material into a two-hour presentation, the “extra” material is available in Blackboard. “In some cases, before Blackboard, the days were too full,” says Sue Zittlow, NWTC manager of learning products, who taught Blackboard to Leadership Green Bay. “Then, the committee decided what we could put on Blackboard, rather than using the face-to-face time for that.”

Sometimes there are discussions or reflections before an outing, followed by more of the same afterward. “You can read their feedback after the class and see if anybody changed their opinion,” Tilot says. “For example, we visited Downtown Green Bay. Well, so many people live on the (physical) fringes and didn’t realize what was going on. It was interesting to see if their perspective changed.”

Presenters provide enrichment by including even more material and Internet links in Blackboard. Because they are assured everybody knows a baseline of information, presenters can start at a higher level in person, and perhaps move faster.

Everyone Tech Watch interviewed liked the Blackboard feature that holds participant headshots, taken during the first meeting. “When you can’t remember who somebody is, it’s very nice to put a face with a name,” Agneessens says.

“We started putting supplemental reading in there,” Tilot says. “Or, when we had a somewhat more controversial session, about Environment Day, some people said we didn’t present both sides. So, we put the ‘other side’ in there. People found that very useful.”

It’s all in Blackboard – and to hear the self-deprecating Tilot tell it, it’s not that hard to get it there. “If I can use it, definitely anybody can use it. Nobody has ever accused me of being Mr. Technology,” Tilot says.

“Ease of use is certainly one of the attractive components.”

Knowing more upfront helps attendees ask more intelligent questions of the experts. Discussions among the Leadership Green Bay members can be virtually unlimited. Since Blackboard accommodates discussion forums as well, it can be much more enlightening for participants than trying to make key points in the 10 minutes remaining after Q&A. Those Q&A sessions can also be hosted in Blackboard.

Attraction, it turns out, is a two-way street. Zittlow (described by Agneessens as “extremely brilliant”) was so impressed with Leadership Green Bay that she applied for, and graduated from, the program. She is now on its curriculum committee.

Glen Tilot, social worker/volunteer coordinator, Child Protective Services Unit, Brown County Human Services Department

Beyond Leadership Green Bay The things Leadership Green Bay does with Blackboard are representative of how NWTC uses it with other audiences, including businesses that hire the technical college to improve their employees.

“You can enhance your classes like Leadership Green Bay does, or you can do it entirely online,” says Zittlow. “It is all customizable for your company. Your content guy comes to us; we help organize the material and get it up. Your presenters can work from Blackboard, or it can be more self-paced. It all depends on what employers need.

“We have a number of folks using this.

One of them is Taser International, one of our biggest clients. They use it for training,” she adds. “Veolia does their training through us, and we have a number of smaller contracts.”

“I understood it was going to enhance it [Leadership Green Bay], but after I saw it in action for a couple of years, I was even more impressed.” — Glen Tilot, Leadership Green Bay graduate

Blackboard is cool software, hosted right here in Green Bay, which might make sense in your training efforts. But that, dear readers, is a story for another day.

BBJ August/september 12 |

7

At home

in the incubator – (Advance Business & Manufacturing Center)

Whether women are searching for flexibility, satisfying a market need or have been bitten by the entrepreneurial bug, the number of womenowned businesses is on the rise.

The number of women-owned businesses nationally has increased 54 percent over the last 15 years with Wisconsin seeing a 33.5 percent growth in that same time, according to the State of Women-Owned Businesses Report, commissioned by American Express OPEN. Of the startups that have settled into the Advance Business & Manufacturing Center incubator, located at 2701 Larsen Rd., Green Bay, more than one-fourth are women-owned. The resources offered within the incubator walls are appealing; being surrounded by other business-oriented women pursuing their entrepreneurial dreams also has its perks. Four women share their stories as how they became their own bosses.

Working in a male-dominated industry When Kimberly Kronstedt was in college she discovered the field of engineering combined her favorite subjects of math and physics so she pursued a bachelor’s degree in civil engineering. In 2002, after gaining valuable work experience, she founded QUEST Civil Engineers. The company began in survey-type work and environmental engineering. It grew into construction project management and design and surveying properties. In 10 years Kronstedt went from having three employees to 35.

Area women-owned businesses chose the program when getting established Jennifer Hogeland TEXT SUBMITTED PHOTOGRAPHY

“The incubator was a nice fit for my small business.”

— Kimberly Kronstedt, QUEST Civil Engineers

While Kronstedt started her business in Wisconsin Rapids, an opportunity to work on projects in the Green Bay Are prompted her to find office space in the area four years ago. She says, “I didn’t want to invest a lot of money in real estate when trying to get started in the area.

The Advance Business & Manufacturing Center incubator was a nice fit for my small business,” she says.

Even after a decade in the field, Kronstedt says she still has to overcome the misconception that all engineers are male. “It depends who you are dealing with. Some people are easy to deal with; others aren’t,” she says. “You have to prove you are capable and knowledgeable in your field, and you can usually overcome those thoughts and preconceived notions.”

While confident in her engineering abilities, Kronstedt discovered taking care of all the new business functions was challenging. After doing 8

| BBJ August/september 12

a great deal of research and reading she’s been able to wear many hats – human resource manager, accountant and office manager.

As business grows, these roles are taken over by experienced employees.

Being a woman-owned business in a male-dominated engineering industry has some positives. Some projects, including those for the Department of Transportation, have a DBE (Disadvantaged Business Enterprises) percentage assigned to them. QUEST Civil Engineers has received work from those projects and in some cases, have been given opportunities to work with a larger firm and train in an area it might not have the expertise. Kronstedt adds, “Being a woman-owned business definitely helps from a training perspective, and we’ve been given a little bit of work, but it isn’t what keeps the doors open.”

Kronstedt explains the way QUEST Civil Engineers has experienced success and earned respect in the industry is by hiring a knowledgeable and capable crew. She adds, “They’ve done a good job on the projects we’ve been selected for. We’re seen as experts and have become highly regarded.”

Kimberly Kronstedt meets with QUEST Civil Engineer employees Kolby Schertz, registered land surveyor, (on her right) and Jon Seidl, construction project leader, (on her left) to review a set of plans for a construction project.

QUEST Civil Engineers provides construction management services to a highway construction project.

Many projects are earned through qualification-based requests for proposal (RFPs) or notice of interest. “For most projects we have to fill out information regarding what staff we are going to offer for the project and why we are the best qualified firm,” says Kronstedt.

Looking to the future, Kronstedt hopes to continue to grow, especially in the Green Bay area, and expand the company’s offerings. QUEST Civil Engineers is currently promoting green design and construction by offering engineering insight in the design of developments and roadways so they have less of an impact on the environment.

Like many small business owners, Kronstedt says she often feels the weight of the world on her shoulders. “I care about my employees, and one huge stressor for me is wondering if we’ll have enough work for everyone,” she says. With two young children she also struggles to find the ultimate balance between being a mom and being a businesswoman. But she has no regrets. “Every day is different. It’s challenging and rewarding. If I had to do it all over again, I would,” says Kronstedt.

Passionate about promoting women and minorities Anna Steinfest has made it her mission to promote women-, minorityand veteran-owned businesses. She says, “I’m trying to increase the opportunities for women-, minority- and veteran-owned businesses in our area by working with large clients and contractors who are trying to reach out to these types of businesses.”

Steinfest bought into a business seven years ago, and she continued the work already in progress, operating as AFF Research LLC. While Steinfest is a full-time banker, her passion is to level the playing field for all minorities. She says, “It doesn’t matter if you are women-owned or any other business, you should all have the same opportunities. You have to be invited to the table and have the chance to submit your bid.”

Born and raised in Bulgaria, Steinfest says she is aware of how obvious her own differences are when walking in a room. She’s made it her mission to learn about cultural differences as well as diversity and inclusion by becoming licensed in diversity.

AFF Research primarily works with the government and large organizations to define, develop and implement supplier and workforce diversity programs. “In some projects we have mandates, for which we have to have 20 percent minority and women-owned businesses, but we do stretch and surpass those goals,” says Steinfest. Clients include the Green Bay Packers, Green Bay Metropolitan Sewerage District, Wisconsin Public Service Resources Corporation and Turner Construction/Lambeau Field Redevelopment Project.

“I’m a firm believer that we have many talented women-, minorityand veteran-owned businesses, and if we don’t pay attention and start utilizing that talent we are going to fall behind the competition.”

— Anna Steinfest, AFF Research LLC BBJ August/september 12 |

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Services offered by AFF Research include diversity decision making, policy development, program development, implementation and public relations. Steinfest explains the women-owned consulting firm is run under her watchful eye, but her two employees handle the day-to-day operations from the Advance Business & Manufacturing Center incubator. She adds, “I make the strategic decisions, but I have talented and reliable people to assist me with the business.”

Steinfest is also the co-creator of the Green Bay Packer Mentor-Protégé program, an initiative designed to pair emerging women-owned and minority-owned businesses with larger, established companies that can provide exposure and resources to their promising protégés.

Creating opportunities for women Linda Kirchner, owner of KCC Fiscal Agent Services, was in information technology (IT) application development for 20 years before starting her own business in 1998. Being educated in information technology, which at the time was a male-dominated field, was a blessing for Kirchner as she sought the flexibility to be home and care for her family. She says, “I was in the programming field, and I could log in any time of the day. There were many nights I was programming at 3 a.m. when it was quiet. I was fortunate to have more time at home during the day. As a business owner I want to be able to offer that same flexibility to parents or retirees.”

Steinfest adds, “The mentor lends technical expertise and helps push the business to the next level – to the level where job creation and economic growth happens.” She explains the program is designed to be an economic growth engine in the community. The focus is on innovation.

Being from Europe, Steinfest reveals she is accustomed to thinking globally. She says, “I’m a firm believer that we have many talented women-, minority- and veteran-owned businesses, and if we don’t pay attention and start utilizing that talent we are going to fall behind the competition. We have to think bold and think about our future – not bury our heads in the sand and think everything is fantastic.”

Linda Kirchner, owner of KCC Fiscal Agent Services

“The [Advance Business & Manufacturing Center] incubator is the best kept secret in Green Bay.” ­­— Linda Kirchner, owner of KCC Fiscal Agent Services Kirchner operates three different divisions. For the first 10 years of owning KCC Fiscal Agent Services, Kirchner was an IT consultant.

In 2008, Kirchner was awarded the contract to act as the fiscal intermediary for the Brown County Human Services department, which brought her to the Advance Business & Manufacturing Center incubator. “I wasn’t a tenant at the time, but I had stopped by to get some advice from the UW Green Bay - Small Business Development Center,” says Kirchner. She set up her office and watched her business grow. She adds, “When I received the contract for a fiscal agent I went from being self-employed to becoming a business owner.” The third division allowed Kirchner to offer services for payees.

In March 2011, Kirchner applied for the Green Bay Packers MentorProtégé Program where she was paired with Schreiber Foods. “My mentors and I were going through how to expand the business, and we came up with the idea to offer a service for payees,” says Kirchner.

10 | BBJ August/september 12

“They helped me organize a plan and come up with a software product so we can have our payroll clerks and bill payers operate out of their homes.” Kirchner explains they’ve met the first four goals and are transitioning into this last step – setting up employees to work out of their homes.

“The idea is the more contracts we get, the more jobs we’ll be able to create,” says Kirchner. “I want the jobs to be flexible full-time positions.

Stay-at-home moms can make a full-time wage but still work around their schedule.”

Kirchner learned about running a business and growing each niche by using resources within the incubator and the community. She tapped a business plan writing class and a business development course through partners in the incubator. “The [Advance Business & Manufacturing Center] incubator is the best kept secret in Green Bay,” adds Kirchner.

Maribeth Conard, Conard Creative Group LLC

“I found being in an office gave me a few things I needed – a place to meet clients and positive energy.”­­ — Maribeth Conard, Conard Creative Group LLC

A born business owner Business ownership is in her blood. Maribeth Conard grew up in a family-owned business and knew early on she wanted to operate something all her own.

Conard graduated with a fine art and graphic communications degree and spent some time working for companies, learning about the marketing business, before starting Conard Creative Group LLC. In 2000, she began offering design services out of her home but three years ago chose to move her office to the Advance Business & Manufacturing Center incubator.

Many incubator tenants find sharing a fax machine and wireless service are the top benefits, but for Conard moving into the space brought a sense of excitement to establish and expand her business. Conard says starting your own business comes with plenty of alone time. She says, “Working at home has its advantages in terms of overhead and concentration, but I found being in an office gave me a few things I needed – a place to meet clients and positive energy.”

Conard Creative Group has been going through a metamorphosis.

“We are heading toward putting together and implementing plans to

market businesses through traditional and social media,” says Conard. As the world of communication evolves, Conard offers businesses tools to allow her clients to be noticed in new ways. “I specialize in creating overall identities for businesses that allow them to showcase their products, their services and their personalities,” she says.

While Conard’s strength is in design and creating a client’s overall vision, she contracts out to other professionals to help her function as a full-service marketing and consulting firm, supporting business-tobusiness and business-to-consumer companies.

Conard appreciates the flexibility of running her own business although admits it doesn’t mean she has a lot of free time on her hands.

“I have the flexibility in my schedule, but it doesn’t mean I work less. In many ways I work more hours, but it does allow me to get involved on boards or in organizations,” adds Conard.

She explains her clients are what motivate her to get up every morning and head to the incubator. She adds, “When I see my clients succeed I know my talents have been used for something good.”

Advance Business & Manufacturing Center incubator Offered by Advance, the economic development arm of the Green Bay Area Chamber of Commerce

2701 Larsen Rd., Green Bay | 920.496.9010 | www.advanceincubator.org

BBJ August/september 12 | 11

Female CEO focused on growth, strategy and execution Jennifer Hogeland TEXT SUBMITTED PHOTOGRAPHY

Today the personal care agency serves approximately 250 clients.

Caregivers go into a home on a daily basis, several times a day or a few times a week based on the client’s need. “I think we are serving a much bigger role than just tending to their basic needs,” adds Ying.

“We monitor for any changes and report those to the physician for immediate intervention.”

As a female and minority, Ying LaCourt, believes her strong leadership skills are what have allowed her to successfully serve as CEO for her two Green Bay businesses.

Ying’s husband, Jim LaCourt, Jr., founded NEW Consolidated Management Group 10 years ago; the couple started Helping Hands Caregivers together in 2010. They run the companies together, Ying as chief executive officer, John as the chief financial officer, although Ying has majority ownership in both organizations. “I took the role of CEO of Helping Hands Caregivers immediately upon establishing the business. When my leadership skills grew I began overseeing both organizations,” says Ying.

Ying was inspired to establish Helping Hands Caregivers when her father had a stroke and required personal care services. She believes her father could have received better care during his hospitalization and treatment. As a health care professional, Ying felt she found her calling. “I had the right skills, and there was definitely a population with the need,” says Ying.

NEW Consolidated Management Group is a workforce management group. “We offer human resources outsourcing,” says Ying. “We serve as the human resource department for small- to medium-sized businesses that don’t have their own in-house human resource function.”

A staffing company is also housed within the NEW Consolidated Management Group organization.

Ying doesn’t claim to be an expert in human resources and staffing.

Instead, she relies on her husband and employees for their expertise while she focuses on the company’s growth, strategies and execution.

She says, “I’ve had to learn the industry and still don’t know everything about it. But I believe using my leadership skills, setting goals and holding people accountable is what makes me valuable to the organization.”

There are 300 employees between the organizations, and Ying sees each on the verge of growth. Helping Hands Caregivers is in a rapidly growing industry with no signs of slowing down, and Ying sees additional opportunities for NEW Consolidated Management. The human resource and staffing company is going through a transition; Ying’s outlining goals and defining how they’ll accomplish those goals. “My job is to identify those markets and take aggressive initiatives to grow,” she says.

Helping Hands Caregivers is a free-standing personal care agency. It provides in-home assistance for the elderly or those with disabilities who need help with daily living skills such as bathHelping Hands Caregivers offers in-home assistance for individuals struggling with daily living skills. ing, grooming and hygiene. Ying and her husband didn’t finance Helping Hands Caregivers; the start-up costs came out of their own pockets. In the beginning Ying was able to handle the nursing needs on her own, but the organization’s Success in both organizations has been achieved by getting creative. growth eventually required her to step out of the caregiving role.

Ying explains they don’t spend time and energy doing things they “There was a great deal of learning involved in order to get the same aren’t experts in. They’ll seek training programs or outsource to those amount of respect a male would probably get in my role as CEO. But I most knowledgeable. “I try to get anything off my plate that isn’t key to think what helped me the most was separating business and personal making my business successful or generating income. I’ve done that relationships,” says Ying. “I am responsible for the organization, and I well with Helping Hands Caregivers, and it is something that is going realized I needed to make the best decisions for Helping Hands Care- to be key to growth and expansion in NEW Consolidated Managegivers as a whole.” ment as well,” concludes Ying.

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Established financial services firm offers advice to woman-owned startups Jennifer Hogeland TEXT

Obtaining a particular number of clients has never been Johnson & Wachholz Financial Services’ objective. “Many companies require individuals to have a set amount of dollars before they’ll talk to you. That has never been our goal. We like working with people who want to learn and who trust us,” says Johnson.

Johnson reveals she did encounter some roadblocks as a femaleowned business, but over time those obstacles became less apparent.

“I did initially have people say outright that they didn’t want to work with me because I was a woman. Now, I think it is to my advantage.”

Years ago, women didn’t make the financial decisions – if single, she’d turn to her father or brother for advice. Today women are more likely to take charge of their financial future, says Johnson.

Judy Johnson founded her financial services firm in 1982. Now known as Johnson & Wachholz Financial Services, the business grew so much that Johnson took on partner Stephanie Wachholz, six and a half years ago.

Johnson originally started her business because she wanted the flexibility to become involved in her daughter’s extracurricular activities. “I wanted the flexibility to do some volunteer work, and I wasn’t adverse to working hard,” adds Johnson.

A former teacher, Johnson passed the designations required to educate clients on their financial situations. She says, “I help people examine what their financial goals are and define the steps needed to reach those goals. We discuss what they’ve done in the past, and I assist them in executing their plans.”

Johnson realizes the financial environment has changed in more ways than just how people make investment decisions. “Now you could never start a business the way I did,” she adds. “I would find a mentor and interview people who have successfully started a business. I’d find an organization that specialized in the area I wanted to start a business and get as much information as I could.” For women considering going out on their own, Johnson stresses the importance of having at least six months of personal expenses saved to avoid having to take money out of the business before it is financially strong.

“Weigh growth with reality,” adds Johnson. Understanding the ins and outs of business ownership could demand 12-hour days. Juggling home demands, and possible guilt from being away from family, is one consideration. The continual learning needed is just as challenging. “It is a constant learning environment for us. If you aren’t constantly and actively learning about not only the products but the tax law changes and everything else that goes into the planning process, then you aren’t doing a service to your clients,” says Johnson.

Johnson says that in the beginning, she made just enough to cover business expenses. She began her business by making cold calls; referrals contributed to business growth. “I’ve had a few clients for 30 years, many for 20 and 25 years,” says Johnson. “That has been one of the most amazing things – watching young clients and their families grow.”

It was the firm’s growth and a desire to maintain some flexibility that inspired Johnson to take on a partner. She adds, “People tend to rely on you, and while that is what gives me the satisfaction of doing what I do, one of the greatest challenges is finding the opportunity to occasionally take some time off.”

Johnson attributes her success to respecting her clients’ individual financial comfort level.

“We respect the client’s risk tolerance. Just because I believe something is a good idea doesn’t mean it’s a good thing for that particular client,” she adds.

Judy Johnson (right) pictured with Stephanie Wachholz, Johnson & Wachholz Financial Services

BBJ August/september 12 | 13

Minority entrepreneurs successfully please many palates Lee Marie Reinsch TEXT DANA JACOBSON PHOTOGRAPHY

For cynics everywhere who have concluded the American Dream is more pipe dream than possibility, see Exhibits A and B: Cat & Jim’s Art & Soul Café and Fajita Republic.

Both eateries were cooked up from scratch by their owners, with the key ingredients of cultural tradition and elbow grease. Both began in the midst of a worldwide economic meltdown. Both are headed by people of color who didn’t want to borrow loads of money to make their dreams reality.

And both had nothing handed to them on a silver platter.

“The thing I love about this country is they don’t care if you are from Africa, from Spain, from Russia or Mexico; if you are a good worker, they give you the opportunity to move up,” says Paulo Diez, owner of Fajita Republic, 850 Kepler Dr., Green Bay. Located in the I-43 business park, Fajita Republic marked its first birthday this summer.

“When you come from another country, it’s up to you to stay making $7.25 or $8 an hour forever or to learn the language, to learn the culture and decide to move up.” — Paulo Diez, owner of Fajita Republic

People of color owned some 5.8 million businesses as of 2007, the most recent results of the U.S. Census Bureau’s once-every-five-years Survey of Business Owners. That number grew 45 percent over the previous five-year period, and it’s equivalent to about one in every five businesses.

The survey defines minority as black, American Indian, Alaska native, Asian, native Hawaiian, Pacific Islander or Hispanic (www.census.gov/ econ/sbo/methodology).

Fajita Republic and Cat & Jim’s are just two of the more than 3,000 restaurants in the northeast quadrant of Wisconsin, according to the Wisconsin Restaurant Association, www.restaurant.org (which doesn’t keep stats on how many of those are owned by people of color).

From dishwasher to entrepreneur At 23, Paulo Diez left Vera Cruz, Mexico, to take a six-month course in English at Fox Valley Technical College. After six months, he took another six-month course. Eighteen years later, he’s still here.

“I came here 18 years ago with pretty much not much,” says Diez. He says that even when he had a grip on English, he would look up in the sky when someone asked him, “What’s up?”

14 | BBJ August/september 12

Paulo Diez, owner, Fajita Republic

“You come to this country thinking that you know some English, but you don’t,” he says. “The English you learn in Mexico – you learn the words but you don’t really learn how to use them. You need to really be here and practice and learn.”

Diez worked his first job here as a dishwasher at a Tex-Mex chain restaurant in Appleton, and within two years he moved to prep person, then cook, shift supervisor and kitchen manager. He wanted still more responsibility.

“I knew I was ready to be the manager of my own store, but there were no openings [where I was]. So I started applying around, and Wendy’s gave me my first opportunity,” Diez says.

After a year as general manager at a Wendy’s, he was promoted to district manager for the Fox Valley area. He stayed with Wendy’s four more years, then moved to KFC, where he underwent a similar upward progression over a six-year span.

But he wanted even more responsibility, in the form of his own place.

He had been envisioning opening his own eatery for at least five years.

But he and his wife, Katie, didn’t take the leap, so it remained a dream.

“This time my wife says, ‘Paulo, if this is your dream, go ahead and do it,’” Diez says.

It was, and he did. He opened Fajita Republic on July 18, 2011 with hand-picked recipes and home-cooked Mexican and American food, and business has been hopping like Mexican jumping beans ever since.

“My ingredients are fresh — nothing comes frozen,” he says. “We make our salsa fresh every day; we fry our chips every day.”

Servers make guacamole right at the table, so diners can watch it evolve from avocado to guacamole while they chitchat. “We don’t cut corners,” he says. “Our fish tacos are mahi-mahi, and we put real saffron in our paella. Our shrimp is jumbo shrimp.”

But it didn’t happen without some initial unease. He had a decent salary with benefits and 401(k) with KFC, and quitting meant an end to the security blanket of a regular paycheck. But Diez hasn’t looked back.

“When you come from another country, it’s up to you to stay making $7.25 or $8 an hour forever or to learn the language, to learn the culture and decide to move up,” Diez says. “The only way to do it is to start it, to learn, to stay in whatever you do and be the best or to be the best in what you are doing.”

No banks would lend them money because they considered the business to be high-risk. But a local credit union granted them a $25,000 unsecured loan, and that, along with their life savings and credit cards, enabled Fajita Republic to take its first steps.

Today, Fajita Republic employs 34 people and is open seven days a week for lunch and dinner. It gets steady foot traffic and room-delivery orders from Country Inn & Suites next door, and the nearby Aurora BayCare Medical Center provides a regular stream of hungry visitors.

“It’s a good community. We’ve gotten a lot of good feedback,” he says.

“Many restaurants fail in the first year. Many others fail in the second year, so for me to have gone through the first year and still be going strong makes me think we are going in right direction. You have to keep remaking yourself and doing things right every single day.”

He attributes the restaurant’s success in part to his staff. “When you surround yourself with great managers and a great team, then you can think,‘ I am in a secure place to give great food and great service.’”

See more of Fajita Republic at fajitarepublicrestaurant.com.

Cat & Jim’s Art and Soul Standing next to her mother in the kitchen, with her siblings all around and something aromatic bubbling on the stove — that’s how Cat Daniels remembers a big part of her childhood. And although her kitchen at Cat & Jim’s Art & Soul Café, 1425 Main St., Green Bay, might get hot sometimes, she’s proven she can stand the heat.

“Cooking’s in my blood; it’s just what I do,” says Cat Daniels.

Her mother cooked what Daniels calls “Southern-southern cooking,” and the first things she taught Cat to make were cornbread and dressing. Southern comfort food plays a role in Daniels’ brand of Chicago-style soul food, but other influences do as well.

BBJ August/september 12 | 15

“I believed in my wife’s cooking. I had no doubt about it. It’s something I felt we could do because it’s something we’ve been doing all our lives.”

— Jim, Cat & Jim’s Art & Soul Café

from her home, with homemade pizzas being among her specialties, and she worked in food service for Loyola University and Hazel Young Academy. She also headed the meal program for her church and its daycare and school.

Her cooking credentials come from Robert Morris University’s Institute of Culinary Arts in downtown Chicago. “I can cook anything, any style,” she says.

Daniels also graduated from the Urban Hope (now e-Hub) program.

But she has her own groove, and that’s based largely on what she calls Chicago-style soul food, which isn’t as spicy as that indigenous to places like New Orleans. “We do have Chicago meals, and we do have Deep South. We have a lot of chicken dishes, chopped steak, Maxwell Polish; we have candied yams, cabbage, macaroni.” And more – smothered potatoes, greens, okra, jerk chicken, jambalaya.

She laces her dishes with Asian, Italian and American influences and includes some Wisconsin staples on the menu -- like fried fish, tenderloin and barbecued ribs.

“You have to know flavors and which go together — how to combine things,” Daniels says.

The Mississippi native spent most of her life in Chicago, moving there at age 5. She, her photographer husband, Jim, and their two sons moved to Green Bay in 2005 because her brother loved living here.

Plus Cat and Jim felt they and their family needed a change from the rat race, according to Jim. First rule of entrepreneurship? Find a need and fill it. Cat and Jim found it right away. “We saw the need for a different type of food here in Green Bay — the selections you had here were very limited,” says Jim. Too many places seemed to be serving the frozen, pop-it-in-the-microwave type of entrees that food service peddle to many of the same eateries, according to Jim. “A lot of the foods we serve, Sysco had never heard of,” he says. “They didn’t know what a Maxwell Polish was.

The food we serve here is all home cooked.”

A Maxwell Street Polish, by the way, is a type of sausage sandwich.

The oldest of nine kids, Daniels by default ended up as mother’s helper, and it paid off later in life. In Chicago, she ran a catering business

16 | BBJ August/september 12

But the common element is home cooking. Cat is cooking all day long, starting four hours before the diner opens for lunch, and she’s there preparing for the next day’s specials till hours after the dinner rush.

The grill outside is fired up all day, manned by the “grill guy” almost from dawn ’til dusk.

The restaurant opened its doors in November 2009, but it had a name five years before it was born, Jim says. “In (Cat’s) mind, she knew at some point she was going to do a restaurant. So before this place was ever born physically, this place was named Cat and Jim’s,” he says.

And even if he didn’t realize they’d end up as restaurateurs, he never once questioned his wife’s abilities. “I believed in my wife’s cooking,” he says. “I had no doubt about it. It’s something I felt we could do because it’s something we’ve been doing all our lives. She’s always fed people.”

Cat & Jim’s next steppingstone is to buy their own building (they lease now) and move to a bigger space. Cat envisions jazz and blues music and the total soul-food experience. She didn’t want to jinx something that might be in the works, so she declined to give more detail – only that a change is on the horizon. Check out artsoulcafe.com.

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BBJ August/september 12 | 17

COVER STORY

M etJ et is

taking off NANCY BARTHEL TEXT SUBMITTED PHOTOGRAPHY

So can you remember the last time you flew out of Austin Straubel in Green Bay to a prime destination — direct mind you — and your flight included not only free luggage but also an actual meal prepared by Great Harvest Bread Company in De Pere?

“We’re ready, and this is exciting.” — Mike Heisman, CEO and founder, MetJet 18 | BBJ August/september 12

Well, your wait is almost over when tour operator MetJet (see metjet.net) takes to the sky in October to offer weekend flights direct to Orlando and midweek flights direct to Fort Myers, Fla. MetJet is the creation of the dedicated aviation enthusiast and entrepreneur Mike Heisman.

At 35 years old, MetJet’s CEO and founder is only a couple months away from seeing his first customers step aboard its Sun Country charter flights to the Sunshine State.

“It’s an area I absolutely love,” says Heisman of aviation, and his business is a dream come true for this man who has spent much of his adult life working to create MetJet. His goal is MetJet staff includes (from left) Anne Basten, Mike Heisman, Kim Boone and Nikki Zerjav. to offer an underserved market like Green Bay the opportunity for direct service to a highly desired market like Florida. And what this means for Northeast Wis- Through no fault of his own, his credit card processor notified him in consin is big, and Sun Country, well-known as a charter flight operator, late April that it would stop servicing MetJet. has recognized this. It has redesigned its schedule of charter flights to service the Green Bay market.

A business similar to MetJet called DirectAir shut down operations on March 12, with passengers being left stranded. That company Heisman has based MetJet in De Pere and the very visible location of ultimately went into bankruptcy. As a result, DirectAir’s credit card 400 Reid St. processor became liable for millions of dollars. MetJet was among similar businesses to feel the ripple effect of the DirectAir situation, He already knew during college that he wanted to get into the field of says Heisman. aviation tour operations and decided when he graduated from Southern Georgia University in Statesboro, Ga., that he would give himself With no way to process credit cards, Heisman and his board of difive years, working as hard as he could in his chosen field of logistics, rectors – all of whom he says he specifically selected because of before beginning his venture. their unique expertise in various fields — decided to proactively cancel flights until Oct. 1. MetJet was able to smoothly refund all reservations, This community deserves MetJet, says Heisman, and his goal is to says Heisman, with its money in an escrow account until each pasprovide the highest level of customer service. Plus, he adds, “We’re do- senger actually takes his or her flight. ing everything we can to keep our ticket prices low.” And it will be less than traveling to Milwaukee and flying to Florida from there, he says.

It was a tough and embarrassing time Heisman readily admits. But, he says, “That thing that shut us down really made us stronger in the Heisman caught the aviation bug early in his life. Numerous fam- long run.” ily members work in aviation, and though he is not a pilot, Heisman comes to his business with some heavy-duty credentials. A Georgia During the interim he not only brought on a new credit card procesnative, he fell in love with Wisconsin when he moved to Green Bay sor, but also redid his reservation system and added the destination with Schneider National. of Fort Myers to his business plan. The Wednesday departure means travelers can enjoy a week in the Fort Myers area or if they’d like, creKnown for his logistics savvy, he kept to his goal of creating Met- ate a 10-day Florida vacation by flying back home from Orlando on a Jet, and for three years (from 2007 to 2010) he traveled every seven weekend. weeks from Green Bay to London, England, to study at Cranfield University where he earned an executive master’s degree in supply chain/ “We’re ready, and this is exciting,” says Heisman. “Since we started, transportation. During his studies he had access to some of the best Fort Myers has been the number one requested destination particuaviation minds in Europe as he prepared his thesis – and his business larly during the winter, and we’re very happy to add this to our list of plan – for MetJet. It was a big decision to pursue this education, he services.” says, using every credit card he had to finance his education there.

Billboards for MetJet originally went up earlier this year. But that’s Plus today he has more than 200 other individuals with skin in the when his well-prepared business plan hit a very unexpected snag – all game – together they own $500,000 in MetJet stock, and Heisman due to an event beyond Heisman’s control – within weeks before his plans to announce a second stock offering soon. For each 1000, first departure was set to take off in late May. shares an individual purchased at two dollars each, they receive two BBJ August/september 12 | 19

“He’s overcome every hardship. To me, that’s really the quintessential entrepreneur.”

— Fred Monique, vice president of Advance

by the Wisconsin Department of Financial Institutions,” says Heisman.

Interested parties can add their name to the contact list by going to www.metjet.net/secondoffering.asp.

MetJet round-trip flights per year until they sell their shares. The firstclass section of the plane will be reserved to serve shareholders. In fact, Fred Monique, vice president of Advance, the economic development arm of the Green Bay Area Chamber of Commerce, notes there are businesses that have purchased shares and will be using the tickets as incentives for their company wellness programs. “It’s been very interesting to watch this development unfold in the community,” says Monique.

In June, Heisman made a presentation to the Advance board of directors. Monique says what Heisman has put together with MetJet is “impressive.” Heisman first came to Monique nearly three years ago with his idea for MetJet, looking for a way to acquire capital.

One of MetJet’s investors is Larry Chaplin, president of Master Fleet in Green Bay. “I’m a serial entrepreneur, having directly or indirectly started or helped start some 10 businesses in the Green Bay area. I love business like some people love golf,” says Chaplin. “One day while on LinkedIn, I happened to see a comment posted by Mike offering 1,000 shares of MetJet. I was fascinated by both the concept of raising funds from the general public that you would serve and also with the idea of offering flights from the Frozen Tundra direct to the Sunshine State.”

“He’s overcome every hardship,” says Monique, and he emphasizes, “To me, that’s really the quintessential entrepreneur.” He had no capital and no collateral – but he had a good idea, says Monique, adding that Heisman knew the business and he had the passion it takes to make it.

He made a call to Heisman, and they met over lunch. “I was impressed with his business plan but even more impressed with Mike as an entrepreneur,” says Chaplin. “I immediately became one of the first MetJet investors, volunteered to serve on the board and set up meetings for potential investors to hear Mike speak about his dream. I invited nearly 100 folks I have met over the years who I thought might be interested in this opportunity. I am proud that many of them are investors and/or board members.”

With a business plan that was “excruciatingly detailed,” Monique says, he took Heisman to a couple of local banks. The problem wasn’t that they didn’t like the idea: the problem was the same Advance had – Heisman had no upfront capital or collateral.

Heisman started his business to benefit Green Bay and Northeastern Wisconsin. And Chaplin couldn’t agree more. “I’m always looking for ideas that bring good things to life for Green Bay, and I believe this offers Northeast Wisconsin residents a wonderful

But he didn’t take no for an answer, and ultimately came up with the idea of a stock offering.

So how did he do it?

At first Heisman says he spent $7,000 of his own money on radio advertising, but heard no response.

So he turned to LinkedIn and let the professional social media giant help get his MetJet message out.

Every weekend from April to October 2011 he held gatherings at the Graystone Ale House in De Pere to talk about his business. Today he has 204 investors, and he plans to offer a second stock offering in the near future. The new shares will once again be two dollars per share and will be sold in 1,000-share increments. “We hope to have the next stock offering available by mid-August once they are approved

20 | BBJ August/september 12

opportunity to headquarter a business that benefits family vacationers, business convention travelers and snowbirds with great direct service to highly desirable locations,” he says.

To assist MetJet earlier this year, Advance was able to arrange funding through the Brown County Revolving Loan Fund it manages, as well as the City of De Pere Revolving Loan Fund. According to Monique, both lent MetJet $100,000 in low-interest loans in May. The purpose was for working capital to assist in the marketing and startup costs.

Jerry W. Wilson, Ph.D., an associate dean of the College of Business Administration at Georgia Southern University, has known Heisman since he was a student in the logistics and intermodal transportation program there. Heisman also has a minor in corporate law.

“He was also an officer in our student chapter of Delta Nu Alpha (logistics and transportation professional organization),” says Wilson.

“He was not only an outstanding student, very intelligent and selfmotivated, but he was also entrepreneurial by nature. He was constantly thinking of business ideas and sharing them with any of us that would listen.”

He recalls Heisman first approaching him with the MetJet concept in either 1999 or early 2000, and helped talk him through numerous versions of his business plan through the years. “We would see each other at various professional meetings in different cities, and we would always discuss the latest changes in the business plan,” says Wilson.

“Mike is not single minded,” he continues. “He was and is convinced that the MetJet model is needed in many potential markets, and that his business plan for serving those markets is sound. There is certainly evidence to support his convictions. The airline industry as a whole in this country has had more downs than ups in the last 20 years. Investing in the industry is considered high risk by many. Yet Mike and his team were able to raise enough capital to start MetJet.” “I have no doubt that MetJet will be profitable,” says Wilson. “I believe in the concept, always have, and I have always believed in Mike Heisman.”

Austin Straubel Airport Director Tom Miller is excited about having MetJet offer its nonstop travel twice a week to Florida out of the Green Bay market. With MetJet using Sun Country’s newer 737-800 aircraft, the plane accommodates a total of 162 passengers – 150 in coach and 12 first-class seats reserved for shareholders.

The impact of the additional passengers traveling in and out of Austin Straubel will be positive, says Miller, as it will be for the Green Bay area as well, including area hotels for those traveling from outlying areas, restaurants and other businesses. Austin Straubel has been working with Heisman for several years. “He has studied the industry very carefully,” says Miller.

A check-in desk dedicated to MetJet will greet passengers. Miller noted that Sun Country is an experienced charter carrier and has flown into Austin Straubel many times in the past.

The cancellation of MetJet’s original start date back in May is now old news as the first October departure dates near. And with the cooler autumn temperatures, “It’s probably a better time of year to launch the service,” says Miller, adding, “We’re really looking forward to him getting this off the ground, no pun intended.”

MetJet flights begin Oct. 7 Tour operator MetJet will begin offering weekend flights between Green Bay’s Austin Straubel International Airport (GRB) and Orlando International Airport (MCO) starting Sunday, Oct. 7, 2012.

An additional weekly round trip will be added in March 2013 to accommodate spring break and summer travelers.

To thank passengers for their support, every group that purchases tickets to/from Orlando in October, November and December will receive one free round trip voucher for every four people in the reservation. Free tickets will be for future travel on MetJet, and will be issued after travel is completed.

MetJet is also offering midweek round trip service between Green Bay and Fort Myer’s Southwest Florida International Airport (RSW), which will operate from October through April 15. Service begins Wednesday, Oct. 7.

A full schedule of MetJet’s flights to Orlando and Fort Myers can be found at www.metjet.net/ wherewefly.asp. For ticket information or to book a flight to Orlando or Fort Myers, call 1-855-5METJET (1-855-563-8538) or visit www.metjet.net.

BBJ August/september 12 | 21

When Heisman moved to Green Bay to work with Schneider in 2005 he had lived in 11 cities in five years. It is the people in the area that make all the difference, he says. “I’ve lived in big cities, I’ve lived in small cities … this is really what I was looking for.”

“I have no doubt that MetJet will be profitable. I believe in the concept, always have, and I have always believed in Mike Heisman.” — Jerry W. Wilson, Ph.D., College of Business Administration at Georgia Southern University

He wants everyone to realize that MetJet was specifically designed as it is now for the people of Northeast Wisconsin. Advertising is one thing, but, he says “we need word of mouth” to make MetJet successful.

He says he routinely has other communities contacting him about expanding into their markets as well.

“I have spent my entire adult life building this,” says Heisman. And as he built the business model he not only looked to his education, work experience and pure desire, but he never forgot what he learned during an internship at Walt Disney World where he had the opportunity to learn from Disney Masters at their on-site school. “The thing that I learned is that it doesn’t take a lot of money to create a positive experience,” he says. Plus, “If you’re going to do it, do it right, and if not, don’t do it.”

That’s one of the reasons he decided to offer meals on all departures from Green Bay. He thought about who his customer is going to be, and that will include children. A selection of sandwiches from Great Harvest Bread Company in De Pere will also include one of their famous cookies. The children’s meals will include fruit. The goal is to make for a happier flight for everyone and help fill the time while in flight. Passengers will grab their meals as they board their flight.

22 | BBJ August/september 12

And working with a local provider like Great Harvest Bread Company, “It tells the story of how we’re trying to do things in Green Bay,” says Heisman.

“He embodies all the positive attributes of an entrepreneur,” says Monique, adding that the support he has from local business and the community will be part of what makes MetJet successful.

“Many times you see a great business plan, fewer times you meet a great entrepreneur. This time I saw both together,” adds Chaplin. “He also has an unshakeable belief that all successful entrepreneurs possess.”

“It takes a commitment over nearly everything else in the short run to get it off the ground and keep it alive in infancy,” says Chaplin. “Mike has that plus great knowledge and experience in the logistics, transportation and airline business. He has withstood criticism and setbacks that were not even remotely related or knowable that threatened to kill his business — and he has prevailed.”

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BBJ August/september 12 | 23

iSupply co-founder

beats the

odds

Pictured left: Tom Mittelsteadt and Sam Warpinski, co-founders, iSupply, located in Bay Park Square.

Driver talks openly today about the time he spent on the streets, the homelessness his family endured, but also the crimes he committed as a young man.

Warpinski may not be as immediately open about his past, but get him talking and he’ll tell you the surprising story. At age 28, he speaks with great love for his family. His father is the well-known pediatric allergist James Warpinski, M.D. But even with the love and support of his father and mother, Diane, (he is one of five children) he got in “with the wrong crowd” at an early age.

“When I was younger I wasn’t the greatest of kids. I made some stupid mistakes,” he says.

Nancy Barthel TEXT Dana jacobson PHOTOGRAPHY

The road traveled by an entrepreneur is rarely straight, but for one young Green Bay man the path to success in business was born out of great personal tragedy.

He is not your typical young professional, and just as we look to Green Bay Packers Donald Driver as a hero whose success today was born from a very difficult past, so too you must look through that same lens of opportunity as you meet Sam Warpinski.

24 | BBJ August/september 12

He says he was expelled from Lombardi Middle School because he and some buddies brought liquor to school. He later saw a criminal psychologist to help him deal with his problems, only to go home at night to try to figure out just why the man was asking him all those questions. “I was trying to figure out what his goal was,” he says. It was all just a game to Warpinski back then.

After being expelled from two local high schools (he would eventually graduate), he was sent to Utah for “boot camp.”

And then came the day at age 19 when he made a very big mistake. He shot someone during a drug-related encounter. It “shattered” his family, he says, and he spent a year in the county jail. It also changed him forever and put him on the right track. Warpinski got a job working for a company out of Madison that did business-to-business sales. There he learned not only about sales, but eventually oversaw a team of 19 people. This young man who had developed a passion for psychology and history (“It’s so fascinating to me to see where we are and how we got there”) had finally found a way to use the intelligence he knew he had in a productive way.

“If you’re a victim of any crime, I see a lot of people that hang onto that, and it’s something they focus on in their life … make a decision to stop being a victim.” ­— Sam Warpinski, co-owner, iSupply

And what was his goal as he developed his business career and worked with customers? During each encounter it was to “make it the best minute of their workday.”

Warpinski made his way back to Green Bay and was working two jobs, at Mobile Solutions and at Ziggy’s supper club, when the unthinkable happened.

Warpinski, then 21, and his friend Dave LaCount, 21, were sharing a duplex. Warpinski says LaCount had befriended a man who he thought needed help, Cody Skinkis, but that good deed would go terribly wrong. It was May 21, 2005 — Warpinski’s mother’s birthday — when Skinkis came back to the duplex looking for money, jewelry, anything of value.

Warpinski testified he was lying in his bed when Skinkis confronted him, sticking a gun in his face and telling him that he was taking his car. Warpinski says he asked Skinkis where LaCount was and was told, “Dave's gone.” Warpinski says Skinkis told him, “Say goodbye to your face,” then shot him. The gun was perhaps just an arm’s length away and the bullet hit him under the chin, only a centimeter or two away, from death.

“There’s nobody doing what we do north of Milwaukee on a professional level,” says Warpinski. They have five employees, all of whom are stringently certified. It’s their own system of certification, and before working with a customer, an employee needs to be able to completely tear apart and put a device back together three times.

They have five employees in Green Bay. Business is “booming,” he says, explaining, “We really kicked it to the next level when we started advertising with Cumulus.” Their clever identifiable advertisements have been heard on five Cumulus’ radio stations for about six months. Unlike some businesses, “There is no slow season,” he says.

Quality control is at the heart of iSupply’s success; they contact each customer three to seven days after a repair to make sure everything is working properly. That kind of determination results in a high percentage of repeat business and referrals. “Our goal is to earn your trust and deliver the best service in the industry,” says their website. 

Skinkis was found guilty of first-degree intentional homicide, attempted first-degree intentional homicide and auto theft. He received an automatic life prison term and is in the Green Bay Correctional Institution.

The shooting left Warpinski with permanent paralysis from his shoulders down, and unlike some people living with paralysis, he has learned to live and cope with pain that, he says, “didn’t know existed in the world.”

It took two years and a dozen surgeries (he has had 16 surgical procedures to date) to put his life back together. But from what could have been a life left in ruins, Warpinski set his eyes to the future and with his friend Tom Mittelsteadt became founders of iSupply (www. theisupply.org), one of the up-and-coming members of the Green Bay Area Chamber of Commerce. Located at Bay Park Square, they are set to launch their second location at the Fox River Mall in Appleton and if Gurnee Mills in Gurnee, Ill., would have its way, will one day open a location there.

They say their iSupply is the first iPod and iPhone repair business in the Green Bay-Appleton area. It’s located at a busy kiosk in the Shopko corridor of Bay Park Square. They know just how attached people are to their mobile devices – for some, it defines who they are, Warpinski says – and as a result, iSupply’s goal is same-day service.

They hope to begin servicing iPads in the near future as well.

Example of customized clear iPhone by iSupply.

BBJ August/september 12 | 25

Posted inside the iSupply kiosk is the very first dollar bill the pair ever made in the business, and the all-important photo of the first day they opened for business on July 17, 2009.

And, he continues, he loves to help other people succeed. Warpinski will begin studies this fall for a small business bookkeeping certificate through the Northeast Wisconsin Technical College.

And near their membership plaque for the Green Bay Area Chamber of Commerce is posted the credo Warpinski and Mittelsteadt live by day-in and day-out in their work:

Business and helping the community go hand-in-hand for Warpinski. It is the core of his “philosophy in business.” There is no doubt for him, he says, that when the community supports your business, the business needs to do the same for the community.

“You, the customer, are the most important visitor in our store.

“You are not dependent on us. We are dependent on you.

“You are not an interruption to our work. You are the purpose of it.

“You are not an outsider on our business. You are a part of it.

“We are not doing you a favor by serving you.

“You are doing us a favor by giving us the opportunity to do so.”

Heaven’s Touch Ministries is the way iSupply does that (see www. heavenstouchministries.org). The ministry became associated with iSupply after it made a call at the store. Heaven’s Touch is an outreach program serving women in Green Bay who need to help rebuild and restore hope and direction for themselves and their children. In accomplishing this goal, they focus on housing, parenting, education and employment. ISupply in April helped the ministry hold its first “Victims of Violence” benefit where they worked with local businesses and the Green Bay Police Department to raise more than $1,200.

“To me, being paralyzed, I got over that quickly,” says Warpinski. But it is the ever-enduring pain he now lives with that is his greatest challenge.

But, describing himself as “always kind of strong-willed,” it’s his work and the success he and co-founder Mittelsteadt are having that keeps him motivated to persevere – as well as the love he has for his family and for doing good in the community.

It is his family he thinks of often as he pushes iSupply into the future along with Mittelsteadt. “I’m going to create something that I’m going to pass along to my family,” he says. “I love business. I love sales. I love the psychology of sales. I love training people,” he says.

On the iSupply website, the business invites other charitable organizations to contact it to see if it can be of help as well.

When asked, Warpinski offers up this advice to victims of crime – look to your future.

“If you’re a victim of any crime, I see a lot of people that hang onto that, and it’s something they focus on in their life … make a decision to stop being a victim,” he says.

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BUSINESS SPOTLIGHT TEXT Carol Jamrosz, Vice president of risk management, RGL Holdings

Creating a world-class safety program Every day in America, 13 people go to work and never come home, and every year, nearly four million people suffer a workplace injury from which they may never recover, according to the latest available statistics from the U.S. Department of Labor. Workplace fatalities, injuries and illnesses take a profound toll on work environments, friends and families, and the national economy, costing society more than $155 billion annually. Most upsetting is that nearly all workplace incidents can be prevented simply through better practice of safety standards and procedures.

A single approach for creating a safer workplace does not exist, but a great way for any organization to start is by performing a close analysis of current safety practices. From there, identify and mend insufficiencies, and if it has not been done already, establish a safety program that improves and encourages workplace safety for all employees. By making safety a shared value, and holding individuals accountable for their actions, organizations can make certain employees arrive and leave the workplace feeling safe and healthy.

As a general rule of thumb to achieve excellent workplace safety, consider these five basic areas as the basis for continuous safety improvement: 1. Keep everyone accountable.

Organizations should have a set of consistent safety standards to which all associates must adhere. For instance, require that employees immediately report and, if possible remediate, identifiable hazards and unsafe work manners, and hold the leadership team responsible for performing regular workplace inspections and safety discussions.

When everyone operates under a similar safety-first mindset, the chance of straying from that standard decreases significantly.

2. Use regulations as a baseline.

Regulation compliance is important, but it is just the beginning. Nothing hinders an organization from holding itself accountable to stricter standards than required by governance. Organizations should first identify internal strengths and weaknesses, and then determine the best control measures to mitigate the risks most inherent to operations and benefit the organization’s bottom line. Put these measures in place and continue to improve upon them, keeping in mind that maintaining an efficient safety program is an ongoing effort.

3. Implement continuous training.

Training is key to safer workplace methods. Use peer-to-peer observation and employee involvement in facility risk assessments to allow-

less-experienced employees to learn directly from leadership. Educate employees on safety-related practices and requirements, as well as changes to organizational operations and regulations, and challenge them to perform better. Clearly defining and explaining the organization’s safety vision sets an explicit level of expectation, and lays the foundation for continuous development.

4. Make safety part of the top metrics.

For continuous improvement, commitment to a safe and healthy work environment must be measured and challenged. Create meaningful metrics that not only reflect outcomes, called lagging indicators, such as the absence of safety during an accident, but also the trends driving those outcomes, leading indicators, such as the presence of safety leading up to an accident. Metrics should also vary based on an employee’s position and duties. A safety manager should be held to different standards than an operation manager, for example. Share results often to keep employees aware of where the organization is headed, and what it will take to reach success.

5. Celebrate success.

Use individualized and organizationwide incentives as motivation for employees to practice safety on a daily basis, and recognize achievements. Everyone likes to know when they have done a good job, and recognition – even if it’s a simple “great work” and pat on the back – can help to boost employee retention and organization morale. Added rewards like bonus compensation, prizes or organizationwide celebratory events, are just icing on the cake.

It takes time and effort for an organization to develop and implement a world-class safety and wellness program, and improvements can always be made to ensure a safer tomorrow. Regardless, this is not time and effort wasted. Once the initial legwork is complete, maintenance and improvement of safety in the workplace become easier with time.

In fact, most organizations will find enjoyment in setting and beating safety goals, and employees will thank supervisors and employers for paying such close attention to their well-being. Ask any employer, a happy and healthy workforce is the key to an organization’s ongoing success.

Carol Jamrosz is vice president of risk management for RGL, a Northeast Wisconsin-based supplier of integrated material management services with expert capabilities in product handling, storage and transportation. RGL was recently recognized with a 2012 Corporate Safety Award by the Wisconsin Safety Council, and earlier this year, RGL Specialty, a division of RGL, surpassed one million work hours without an OSHA recordable injury, representing more than four years of continued commitment to workplace safety.

RGL Holdings Inc.,1401 State St., Green Bay, WI 54304, (920) 432-8632, www.rglholdings.com BBJ August/september 12 | 27

BOOK REVIEW REVIEWED BY Otnie Dechert, BROWN COUNTY LIBRARY

The Dressmaker

of

Khair Khana:

Five Sisters, One Remarkable Family and the Woman Who Risked Everything to Keep Them Safe AUTHOR Gayle Tzemach Lemmon PUBLISHER Harper in 2011. (958.1 SIDIQI)

Imagine your world changed completely in a few days. Kamila Sidiqi grew up expecting to become a teacher. At 19 years old she had just completed her studies at the Sayed Jamaluddid Teacher Training Institute. Her world was that of Afghanistan in the late 1990s. Shortly after graduating the Taliban started to take over. Very quickly her friends and neighbors became afraid to leave their houses — especially women and those men who had supported the former regime. Laws were quickly enforced forcing women to be completely covered when outside the home. When one of her relatives became sick she went to visit a local doctor and witnessed the brutal beating of a woman in the street who was wearing a scarf instead of the full chadri that was required wear.

Her father — a supporter of the former regime — is forced to leave and go to a safer area. Once he is safe he sends for his wife. Her other brother is also forced to leave or be taken by the Taliban. Now Kamila is in charge of the household of her sisters (four) and younger brother.

She realizes she needs to make money to support her family. After visiting her older sister she decides to start a business making clothes for the local women. Her brother escorts her to the local business so she can offer her services.

Very quickly she establishes her business and is able to help support the community by hiring other women — young and old — to sew. They need to keep quiet and not draw the attention of the Taliban. Soon she employs more than 100 persons in her sewing business. Some work from their own homes, and most come to her place to sew either by hand or on the electric sewing machines that worked when the electricity worked.

By following the rules as much as possible, Kamila keeps herself and her employees out of the watchful eye of the Taliban most of the time.

A wedding party demanding dresses for the bride and all the attendants within a few days proves to include a groom who is a Taliban soldier about to be shipped out. The Taliban knows about them but doesn’t stop the needed product they supply.

28 | BBJ August/september 12

Kamila’s ability to take a bad and harsh situation and survive is inspiring. Her work becomes known to others, and eventually she is approached by the United Nations to help in its efforts to improve their community.

Gayle Tzemach Lennon, through many interviews, tells Kamila’s inspiring story and shows us that we can not only keep a family together, but a community too. .

Other recent books at the Brown County Library about women in business:

n Scrappy Startups: How 15 Ordinary Women Turned Their Unique Ideas Into Profitable Businesses Keveles, Melanie R. (658.11 KEVELES) n Berried in Chocolate: How I Built a Multimillion-Dollar Business

by Doing What I Love to Do and How You Can Too Fitzpatrick, Shari.

(338.7 FITZPATRICK) n Business Leaders: The Faces Behind Beauty Langley, Wanda.

(338.4 L266F) n Break Your Own Rules : How to Change the Patterns of Thinking That Block Women’s Paths to Power Flynn, Jill, 1945 (658.409019 FLYNN) n The Entrepreneurial Mom’s Guide to Running Your Own Business Bechthold, Kathryn.

(658.041 BECHTHOLD) n Damned If She Does, Damned If She Doesn't: Rethinking the Rules of the Game That Keep Women From Succeeding in Business Cronin, Lynn, 1951 (650.1082 C881D) n The Women’s Small Business Start-up Kit: A Step-by-Step Legal Guide Pakroo, Peri.

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Let the Name Calling Begin!

Call Me “Control Freak”

I’ve been called a “Control Freak” all my life.

Mark, AKA “Control Freak” Regional Manager Co-Owner See Mark’s work at the following local businesses: Gustman Motors, Women’s Specialty Care, Bay Industries, Lamers Bus Lines, Faith United Church, Simon Creek Vineyards, Tadych’s Econo Foods, Wolf River Community Bank and WireTech Fabricators to name a few.

A

FACE of Keller

Although my family may hate it, my customers love the fact that I’m a “freak” for the details. As a Project Manager, my perfectionist personality helps me keep my projects in control and my customers happy. My compulsive need to keep the details in check and my concern for my customers are two attributes I possess that help make my projects run smoothly.

I am a face of Keller, and you can call me “Control Freak” if you like, just trust that when I control the details, your project will be completed on time and within your budget. I am an Employee Owner, Project Manager, and Design/Build Expert. But don’t just take me at face value, call today and experience for yourself the difference that is Keller, Inc.

Construction Excellence Since 1960

1.800.236.2534 l www.kellerbuilds.com Offices in the Fox Cities, Madison, Milwaukee & Wausau BBJ August/september 12 | 29

Chamber briefs

ADVANCE

The Advance Brown County MicroLoan Program approved and closed a loan to Bluesky Fly Fishers which is owned by Nathan and Rebecca Register. The proceeds of the loan were used to purchase this business…

The microloan program has been approved by the Small Business Administration (SBA) to become an SBA Intermediary Lender and for a loan in the amount of $500,000. Proceeds will be used to expand the loan program that we have and allows us to be funded beyond the 12 Brown County banks that originally lent us funds to start the program…The Advance Business & Manufacturing Center incubator in June reaching a new occupancy high of 68 percent. This figure represents 39 physical tenant companies and 11 virtual tenants. It is the highest occupancy level attained since Advance moved into its new building in November of 2005…July 12 and 13, the Advance Business & Manufacturing Center incubator hosted the quarterly meeting of the Wisconsin Business Incubation Association.

positions and endorsements. The Council reviewed candidates registered for various state and national races, the new voting district maps, criteria to be used in targeting specific races for endorsements, and voting scorecards on incumbents. In July the Council began interviewing candidates for state Senate and Assembly, but will not recommend any candidates for endorsement before the Aug. 14 primary. Interviews for those candidates as well as US Senate should be completed in late August and recommendations for endorsement sent to the Chamber board for ratification at its late August board meeting…The Northeast Wisconsin Chambers Coalition, a group of six allied chambers in the area, did not meet in in June or July, but staff work continued on a Legislative Agenda for 2013 and its accompanying background information piece to be approved by the Chamber boards and released in January for the next state legislative session…Municipal administrators and fire chiefs from the four communities pursuing metro fire service under the Ritter Forum on Public Policy's report A Shared Vision: Metro Fire Department met in June to interview three top national consultants competing to develop a consolidation implementation plan. The selected consultant and a proposed plan to share cost and apply for grant funding was prepared in July for presentation

GOVERNMENT AFFAIRS

The Public Policy Council spent time at its June meeting developing ideas for ways the Chamber can bring more benefit of its government affairs programming to small and medium size members. In July they heard Advance Municipal Issues chair Andrew Vickers review issues of particular concern to municipalities, especially those related to conversion of Hwy 41 to I-55 interstate status. A variety of other local and federal issues of interest to business are also being tracked. You can follow their progress in our monthly Public Policy News digest. Sign up at: http://www.titletown.org/ communications/chamber-newsletter-signup...The Good Government Council in June recommended a procedure for Chamber board ratification of Council

Business Recognition Luncheon held on June 7, 2012

to the four chief elected officials and our sponsors at a Ritter Forum held Aug. 8…

The Bay Area Community Council presented a five-part Green Bay PressGazette series in June and July on the results of the Brown County 20/20: Envisioning the Future conference held earlier this year. The articles and the conference report can be found at www.bayareacommunitycouncil.org. The conference debated and prioritized strategies in response to the findings of the LIFE Study (www.lifestudy.info) about local quality of life issues. The BACC is organizing working groups to pursue some of the most promising ideas developed at the conference.

Twenty-seven attendees from incubators and economic development organizations met at the Advance Business & Manufacturing Center for the Wisconsin Incubators Association quarterly meeting.

30 | BBJ August/september 12

MEMBER SERVICES

Four hundred attendees were on hand to help recognize the 14 businesses nominated in six categories for the Business Recognition Awards program in June. Award recipients were: Entrepreneurial Award, Wyss Chiropractic & Family Wellness; Environmental Stewardship Award, Eland Electric Corp.; Growth Award, Energis High Voltage Resources, Inc.; Special Accomplishment Award, Green Bay Gamblers/PMI Entertainment Group; and Business Person of the Year Award, Dr. Patrick Warpinski, Animal House Pet Clinic, S.C.…It was an absolutely beautiful day for our 31st Annual Golf Outing Classic on Monday, June 25, at Royal Scot Golf Course and Supper Club. One-hundred forty golfers, 18 hole sponsors and many ambassador volunteers enjoyed a full day of networking opportunities. A great time was had by all…The Chamber ambassadors celebrated six ribbon cuttings in June and two in July. Many, many thanks to all the ambassadors – you are an amazing group!

The All-In-One Business Phone SOLUTION! Integrating voice, video, IM and voicemail in one easy to use system with no single point of failure. It’s easy to see why 75% of people who try ShoreTel VoIP, buy a ShoreTel System.

Contact Michael: (920) 438-0507 Corner of Main and Monroe • Downtown Green Bay (920) 435-5353 • www.cccp.com

BBJ August/september 12 | 31

CHAMBER NEWS

Hagemeister Park celebrated its grand opening and ribbon cutting on its deck on June 12 with (from left) Betty Kittell, Denmark State Bank; Lisa Zeise, Cineviz; Ryan Chernick, Camera Corner/Connecting Point; Mayor Jim Schmitt; Jess Miller, The Bar, Hagemeister Park & Graystone Ale House; Dan Timmers, Hagemeister Park; Carol Lagerquist, University of Wisconsin-Stevens Point; Amy Hobbins, Journeys Unlimited Travel; and Dr. R. Susan Hensley, ProCare Chiropractic.

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GO TO www.titletown.org FOR THE LATEST UPDATES IN CHAMBER NEWS AND EVENTS

32 | BBJ August/september 12

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➜ Life Highlights hosted its ribbon cutting for its facility on Lineville Road with (front, left to right) Dan Terrien, Woodward Radio Group; Nancy Steffel, The School That Comes To You; Corinne Lundquist, Brenda Broberg, Kevin Broberg (with scissors), Jackie Smith, Airport Settle Inn, Inc. and Dr. R. Susan Hensley, ProCare Chiropractic. (Back, left to right) Amy Johnson, Stephanie Johnson (partially pictured), Austin Arbour, Zach Broberg, Brian Murray, Brock Broberg, Lori Hanus (partially pictured), Amy Eliason, Carolynn Bartoletti and Rick Rodriguez, Infinity Technology, Inc.

Pedal n’ Paddle hosted its ribbon cutting on June 1. Pictured (left to right): Nancy Steffel, The School That Comes To You; Carrie, Twila, Cherie and Toby Curtis; Dan Terrien, Woodward Communications Group; and Jacqueline Smith, Airport Settle Inn, Inc.

The Children’s Museum of Green Bay held its much-anticipated ribbon cutting on June 12 with (in front, left to right): Jacque Kress (with small scissors), Mayor Jim Schmitt (with large scissors) and Toni Burnett of The Children’s Museum. Behind Mayor Schmitt are (left) Assistant Fire Chief Mike Nieft and (right) Fire Chief Rob Goplin. In the back, far right, are Tammy Olujic and Mike Tennity. Chamber ambassadors (back row, from left) Ahn Tran, PROPHIT Marketing, Deanna Novak, National Railroad Museum, Amy Hobbins, Journeys Unlimited Travel, Jacque Wilson, A Better You, Sue May, Heartland Business Systems/Avastone Technologies; Dr. R. Susan Hensley, ProCare Chiropractic, and Rick Rodriguez, Infinity Technology, Inc.

The Grand Central Station on Lineville Road celebrated its ribbon cutting on May 25 with (from left) Nancy Steffel, The School That Comes to You, Jeff Lauser, Dan Pamperin, Ashley PamperinSexauer, Jake Anderson, Dave Ludwig and Lynn Schad, Wisconsin Public Service Corp.

In back are (from left) Laura Ghihhia, Ryan Jenquin, Nick Tshoeke and Mike Schilawski.

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7/18/2012 1:11:48 PM

Green Bay Area Chamber of Commerce P.O. Box 1660 300 N. Broadway, Ste. 3A Green Bay, WI 54305-1660

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