February 2024 Issue of In Business Magazine

FEB. 2024

Phoenix’s Bold Leap into Sustainable Energy Innovation

S R E G N A H E-C M A G EA R C I A M N O A T N I O EC POL O R T E M FOR OUR

‘Influence’ Is the Word of the Year Successful Veteran This Month’s Guest Editor

Jerry Colangelo JDM Partners

THIS ISSUE National Association of Women Business Owners – Phoenix

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Join us for this important Celebration of Valley Business as we honor Jerry Colangelo and hear from our Guest Editor Experts on building Arizona’s Economy.

Jerry Colangelo

2024 Honoree

Guest Editor Panelists Include:

Hon. Doug Ducey

Sandra Watson

Lisa Urias

Mayor Kate Gallego

Annual

Guest Editors

Economic Symposium

CELEBRATING

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FEBRUARY 2024 COVER STORY

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GUEST COLUMNISTS

44 Building a Legacy: CHASSE’s Unique Approach to Corporate Citizenship This month spotlighting CHASSE Building Team, Tyler Butler’s series explores the myriad ways businesses give back and the positive ways their programs impact our community.

46 Cultivating a Sense of Purpose in Your Business for Sustainable Success Bruce Weber’s series examines developing and sustaining organizational capacity.

SEMI INSIGHTS

18 “ASM International: Investing to Elevate Arizona’s Semiconductor Landscape,” “The Chipmaker’s Visa: New Solution to Labor Shortage” and “Global Partnerships Fuel Arizona’s Semiconductor Success”

SPECIAL SECTION CELEBRATING OVER 30 YEARS OF SERVING THE WOMEN BUSINESS OWNERS OF PHOENIX

Winter 2024 • nawbophx.org

Celebrating 35 Years of Empowerment: The Legacy of HR5050 and the Future of Women in Business

In the heart of Austin, Texas, more than 600 National Association of Women Business Owners members gathered to celebrate women’s entrepreneurship — and we took a moment to recognize the upcoming 35th anniversary of HR5050. This gathering wasn’t just a celebration; it was a powerful convergence of history, achievement and aspiration.

The Birth of a Milestone: HR5050’s Legacy The energy in Austin was palpable as we raised our glasses to HR5050, a bill that NAWBO played a pivotal role in bringing to life. Passed in 1988, this landmark legislation transformed women’s business landscape. Before HR5050, women entrepreneurs faced significant legal barriers, including needing a male relative to co-sign business loans. This Act dismantled these barriers, paving the way for women to claim their rightful place in the business world.

The impact of HR5050 has been profound. It catalyzed the creation of support structures like the National Women’s Business Council and various women’s business centers, empowering a generation of women to turn their entrepreneurial dreams into reality.

Celebrating Progress Amidst Challenges As we reminisced and celebrated in Austin, it was clear that the legacy of HR5050 is still very much alive. The rise in women-owned businesses has been meteoric, bringing diversity and innovation to the forefront of the economy. However, the gathering also served as a reminder of the persistent challenges.

Access to capital, equitable opportunities and systemic biases remain significant hurdles for many women entrepreneurs, especially for women of color.

Suzi Freeman

NAWBO Phoenix President

The Future Path: Growth and Empowerment In Austin, the message was clear: While we’ve made remarkable strides, the journey toward true equality in entrepreneurship is ongoing. The focus now is on how we can continue to grow and support women in this field. It’s about creating environments where women’s businesses can start and thrive.

The future of women in entrepreneurship is bright, but it requires a concerted effort to ensure equal opportunities. This includes mentorship programs, improved access to funding, and a conscious effort to build inclusive and supportive networks. NAWBO’s role in this journey is more important than ever as it continues to advocate for and empower women in business.

Suzi Freeman, founder of Teen Warrior Academy, is an NLP Master Practitioner, Teen Mentor and Parenting Coach specializing in enhancing teens’ executive functions and emotional health. Her programs cultivate success and well-being for a fulfilling future for teens and parents.

ABOUT NAWBO

Conclusion: A Momentous Occasion and a Call to Action The celebration in Austin was not just a nod to the past but a rallying cry for the future. The 35th anniversary of HR5050 is a testament to what has been achieved and a reminder of the work that lies ahead. As one of the attendees aptly said, “We are here to celebrate but also to commit to the next steps in this journey.”

The legacy of HR5050, championed by NAWBO, is a story of resilience, empowerment and unyielding progress. It’s a narrative that continues to inspire and challenge us to push for a world where women’s entrepreneurial spirit is recognized and a fundamental pillar of the global business ecosystem.

NAWBO® prides itself on being a global beacon for influence, ingenuity and action and is uniquely positioned to provide incisive commentary on issues of importance to women business owners.

NAWBO Phoenix propels women entrepreneurs into economic, social and political spheres of power.

We provide opportunities to connect, collaborate, and cultivate through our events each month.

Events are open to both members and guests. Check out our calendar at nawbophx.org and join us!

Take advantage of this great opportunity to connect — we can’t wait to see you there!

For more infomation, visit www.nawbophx.org.

Phoenix Metropolitan Chapter of the National Association of Women Business Owners 7729 E Greenway Rd. #300, Scottsdale, AZ 85260 480-289-5768 • info@NAWBOphx.org

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NAWBO NEWS

59 National Association of Women Business Owners – Phoenix

FEATURES

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Why ‘Influence’ Is the 2023 Word of the Year for the Business Sector

Robert L. Dilenschneider makes the case that influence is what allows us to find the opportunity hidden in the uncertainty.

Build a Successful Veteran Transition Onboarding

48 Program

William Toti discusses the “impedance mismatch” as he points out veterans bring a great deal of talent to the company — if the transition goes well.

50

Collaborative Leadership: The CMO, HR and Chief DE&I Officer Triad

Kellie Walenciak examines values alignment and its statistically high impact on an organization.

54

The New and Necessary Competencies for Executive Leadership

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15

CRE

“Phoenix at the Crossroads: Embracing a Future as a Magnet for Visionary Architecture,” “Shops at 75th Is Part of $100 Million Investment in Glendale,” “Fountain Hills Homesites Offer 360-degree View of Valley,” “Better Efficiency with New Energy Star Requirements,” “Industrial Park303 Phase 2 Completes with Creative Amenities” and “Gila River’s New C-Store Is Life-Changing Development”

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From the Top

Lectric eBikes founder Levi Conlow leads the e-bike industry with a customer-centric approach.

24

Healthcare

“Using Technology to Take Bias Out of Clinical Practice” and “Educate Employees on Healthcare Benefits”

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Technology

Mary Sullivan, M.A., discusses how executives can navigate complexity and competition.

“Using Emerging Technology to Stay Competitive in the BlueCollar Sector” and “AI Tech Optimizes Supply Chain Processes in Moving Logistics”

DEPARTMENTS

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New releases give fresh insights on business thinking.

Guest Editor

Jerry Colangelo, partner at JDM Partners, introduces the “7 Wonders of Phoenix” issue.

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Feedback

Andrea Aker, Jacob Fann and Lindsay Moellenberndt respond to In Business Magazine’s burning business question of the month: What is an example of trust making a difference for your company, either internally or publicly?

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Briefs

“Turning Waste into Wealth: Phoenix’s Bold Leap into Sustainable Energy Innovation,” “Dailies Top Stories,” “Local Standouts Recognized for Achievements and Philanthropy,” “Expansion Validates Vet Clinic’s Focused Approach” and “Updating Physical Security Measures for 2024”

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By the Numbers

Year-end scorecard of B2B marketing effectiveness gives research results on finding, winning and growing key customer accounts.

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Startups

“The CRUSH Is On for Pickleball” and “Jordan’s Corner: Uniquely Inclusive Play Space”

FEB. 2024

The 7 Wonders of Greater Phoenix

Inspired by the Seven Wonders of the Ancient World, In Business Magazine has identified seven game-changing projects and events that add to the dynamic vitality of Greater Phoenix and contribute to the continued growth of this fifth-largest metropolitan area in the nation.

42

Books

Economy

Jordan Tate discusses founders’ need to start early to plan the why and when for exiting a business.

43

Legal

Attorney Terence W. Thompson examines the nuances of three types of LLC management.

56

Nonprofit

Integrity, authenticity, accountability and trust are the hallmarks of the relationships between nonprofit organizations and the donors who invest in them.

57

Assets

All-New 2024 Porsche Macan EV Plus: Bucket list adventure spotlights Arizona wonders.

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Power Lunch

Le Âme: Its Soul Is Comfort

66

Roundtable

Aligning volunteer initiatives with a company’s core values elevates its workplace culture.

Celebrate Valley Business: The Annual Guest Editors Economic Symposium is celebrating Jerry Colangelo along with a panel disccussion from top Phoenix leaders. Get more details at inbusinessevents.com

Local Business.

Global Opportunity.

Every business strives to grow revenue, diversify its buyer base, and create more jobs.

In Arizona, we help make those goals a reality. Through the Arizona State Trade Expansion Program (AZSTEP) and ExporTech, small business owners can collaborate with public and private sector partners to get assistance exporting their products and services around the world. Together, these programs will help you develop global strategies, implement go-to market initiatives, attend international trade shows and access resources to compete on a global scale. Visit our site to accelerate your expansion and grow your business.

azcommerce.com/programs

Feb. 2024

VOL. 15, NO. 2

In Business Magazine is a collaboration of many business organizations and entities throughout the metropolitan Phoenix area and Arizona. Our mission is to inform and energize business in this community by communicating content that will build business and enrich the economic picture for all of us vested in commerce.

PARTNER ORGANIZATIONS Debbie Hann, Chief Operating Officer Arizona Small Business Association Central Office (602) 306-4000 www.asba.com

Wherever you go, we’ll be there.

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Colin Diaz, President & CEO Tempe Chamber of Commerce (480) 967-7891 www.tempechamber.org Our Partner Organizations are vested business organizations focused on building and improving business in the Valley or throughout Arizona. As Partners, each will receive three insert publications each year to showcase all that they are doing for business and businesspeople within our community. We encourage you to join these and other organizations to better your business opportunities.

The members of these and other Associate Partner Organizations receive a subscription to In Business Magazine each month. For more information on becoming an Associate Partner, please contact our publisher at info@inbusinessphx.com.

ASSOCIATE PARTNERS Ahwatukee Foothills Chamber of Commerce ahwatukeechamber.com Arizona Chamber of Commerce & Industry azchamber.com Arizona Hispanic Chamber of Commerce azhcc.com The Black Chamber of Arizona phoenixblackchamber.com Economic Club of Phoenix econclubphx.org Glendale Chamber of Commerce glendaleazchamber.org Greater Phoenix Chamber of Commerce phoenixchamber.com Greater Phoenix Equality Chamber of Commerce gpglcc.org Mesa Chamber of Commerce mesachamber.org North Phoenix Chamber of Commerce northphoenixchamber.com Peoria Chamber of Commerce peoriachamber.com Phoenix Metro Chamber of Commerce phoenixmetrochamber.com Scottsdale Area Chamber of Commerce scottsdalechamber.com Scottsdale Coalition of Today and Tomorrow (SCOTT) scottnow.com Surprise Regional Chamber of Commerce surpriseregionalchamber.com WESTMARC westmarc.org

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Words

OUR CONTENT CREATORS

Feb. 2024

RaeAnne Marsh Editor, In Business Magazine RaeAnne Marsh became editorial director of Phoenix-based InMedia Company in 2010 and helped launch Valley-wide business resource In Business Magazine. Her journalism career began more than 20 years ago, when she left California and 12 years of teaching to transplant in Phoenix’s vibrant entrepreneurial environment, and includes incorporating her own business, Grammar & Glitz, Inc., to work with business and media clients nationwide.

Holding the magazine to strong editorial standards, she says, “New businesses are founded, out-of-staters bring new strengths, established businesses evolve and expand — all of which contributes to the dynamic vitality that I see as the mission of In Business Magazine to be the voice of and vehicle to nurture, in each monthly edition. It is my challenge to ensure each edition is packed with relevant information on a broad spectrum of issues, aimed at a readership that runs the gamut from entrepreneurial startup to major corporation.”

Publisher

Rick McCartney

Editor

RaeAnne Marsh

Web Editor Graphic Design

regular, ongoing series in In Business Magazine.

Tyler Butler Guest Columnist – Social Impact A long time corporate social responsibility practitioner, Tyler Butler is known for her expertise in creating, launching and developing successful social impact programs.

Her commitment to rallying people together to make a positive difference has created sustainable signature programs empowering people to give back in a myriad of ways globally. Butler operates under the ethos of “each one teach one,” and so her contributions to In Business Magazine provide her with an outlet to share the best of what companies are doing to aid humanity. Butler looks to shed light on good corporate citizens and share stories about the magic they are creating through their generous outreach efforts.

Bruce Weber Guest Columnist – Capacity Bruce Weber sees In Business Magazine as a valuable forum for topics relevant to our business and nonprofit community. “I am deeply interested in organizational capacity and what makes organizations successful and impactful in the work they do. In my work in

Benjamin Little

CONTRIBUTING WRITERS Don Alix Shannon Blood

Wyatt Poole Stephanie Quinn

Tyler Butler

Sal Sucato

Tim DeClaire

Mary Sullivan

Robert L. Dilenschneider

Guest columns are feature articles presented as a special, limited series as well as

Jake Kless

Jon Ellis

Jordan Tate Terence W. Thompson

Bill Herzog

Richard Tollefson

Mike Hunter

William Toti

JJ Joppru

Kellie Walenciak

Jason LaMonica

Bruce Weber

Lev Libeskind

Josh Weiss

Mary Little ADVERTISING Operations Louise Ferrari Business Development Louise Ferrari Cami Shore Events

Amy Corben

More: Visit your one-stop resource for everything business at inbusinessphx.com. For a full monthly calendar of business-related events, please visit our website.

Inform Us: Send press releases and your editorial ideas to editor@inbusinessphx.com

the community for more than 16 years, I have worked with all sizes of organizations and leaders in helping their businesses grow and expand their impact. My previous careers with Microsoft and Hewlett Packard involved working with business integration partners to design strategies to engage new markets. In today’s complex world, I enjoy exploring the possibilities and opportunities that change can bring.”

This month’s contributors Don Alix is a Phoenix-based district manager with Insperity, a leading provider of human resources for business from five to 5,000 employees.

Robert L. Dilenschneider is founder and principal of global business consulting firm The Dilenschneider Group and author of bestseller The Ultimate Guide to Power & Influence: Everything You Need to Know.

Mary Sullivan is an associate consultant at Vantage Leadership Consulting and Ph.D. candidate at The Chicago School of Professional Psychology.

Jordan Tate is managing partner of Montage Partners, and is involved in all aspects of the firm’s investments, including sourcing and execution, valuation and structuring and post-closing oversight.

Terry Thompson, a shareholder at Gallagher & Kennedy, advises businesses, governmental entities, nonprofits and civic and community organizations in all aspects of governance and operation, mergers and acquisitions, financings and public-private projects.

William Toti retired from the Navy in 2006 following 26 years on active duty. He then served 15 years in industry before serving as CEO of Sparton Corporation.

Kellie Walenciak is the head of marketing for Televerde, a purpose-built global revenue creation partner supporting marketing, sales and customer success for B2B businesses around the world.

Josh Weiss is president and founder of 10 to 1 Public Relations, a Scottsdale-based strategic communications firm focused on helping clients across North America grow positive brand awareness.

8 FEB. 2024

President & CEO Editorial Director Financial Manager Office Manager Accounting Manager

Rick McCartney RaeAnne Marsh Tom Beyer Allie Jones Todd Hagen

Corporate Office InMedia Company

45 W. Jefferson Street Phoenix, AZ 85003 T: (480) 588-9505

info@inmediacompany.com

www.inmediacompany.com Vol. 15, No. 2 In Business Magazine is published 12 times per year by InMedia Company. POSTMASTER: Send address changes to InMedia Company, 45 W. Jefferson Street, Phoenix, AZ 85003. To subscribe to In Business Magazine, please send check or money order for one-year subscription of $24.95 to InMedia Company, 45 W. Jefferson Street, Phoenix, AZ 85003 or visit inbusinessphx.com. We appreciate your editorial submissions, news and photos for review by our editorial staff. You may send to editor@ inbusinessmag.com or mail to the address above. All letters sent to In Business Magazine will be treated as unconditionally assigned for publication, copyright purposes and use in any publication, website or brochure. InMedia accepts no responsibility for unsolicited manuscripts, photographs or other artwork. Submissions will not be returned unless accompanied by a self-addressed, stamped envelope. InMedia Company, LLC reserves the right to refuse certain advertising and is not liable for advertisers’ claims and/or errors. The opinions expressed herein are exclusively those of the writers and do not necessarily reflect the position of InMedia. InMedia Company considers its sources reliable and verifies as much data as possible, although reporting inaccuracies can occur; consequently, readers using this information do so at their own risk. Each business opportunity and/or investment inherently contains certain risks, and it is suggested that the prospective investors consult their attorney and/or financial professional. ©2022 InMedia Company, LLC. All rights reserved. No part of this magazine may be reproduced or transmitted in any form or by any means without written permission by any means without written permission by the publisher.

INBUSINESSPHX.COM

JERRY COLANGELO, JDM PARTNERS

The Wonder of Phoenix

Jerry Colangelo moved from Chicago to Arizona in 1968 to assume management of the expansion NBA Phoenix Suns, which he molded into one of the most successful organizations in the NBA — on and off the court. He also brought Major League Baseball to the Valley in 1998 and served as managing general partner of the World Champion Arizona Diamondbacks.

Recognized as one of the most influential sports executives in the world, Colangelo has also become one of the most active and respected leaders in our community.

Phoenix is the fifth largest metropolitan area in the United States, and it boasts numerous gamechangers in its history. These range from the concept of food banks and the Make-A-Wish Foundation to the most popular tournament on the PGA tour — what’s now known as the Waste Management Phoenix Open — to the uniquely welcoming business environment driven by an unusual collaboration of business, municipal governments and regional economic development organizations.

When I came to Phoenix in 1968, I saw a land of incredible opportunity and, in fact, it appeared you would be able to paint your own portrait. With hard work and perseverance, the opportunities were endless and still are. I knew this was where I wanted to raise my family and immerse myself in the community.

I have had the opportunity to watch the landscape of Phoenix change drastically over the years to become one of the greatest cities to live, work and play. It is one of the fastest-growing economies and populations; Arizona is supportive of entrepreneurs; we have a strong, diversified economy, access to higher education; and the State has endless opportunities for entertainment.

Game-changers just keep on coming. And this month’s cover story takes a close look at a current slate of seven: The Seven Wonders of Greater Phoenix (as In Business Magazine puts a local spin on The Seven Wonders of the Ancient World). What are these developments and events, and how are they game-changers for our community? In Business Magazine editor RaeAnne Marsh worked with these businesses to bring you this story.

Turning over one year to the next elicits predictions for the coming year — and also reviews of the year past. In the spirit of the latter case, Robert L. Dilenschneider discusses “Why ‘Influence’ Is the 2023 Word of the Year for the Business Sector” as he points out that people can devote huge amounts of time, energy and resources to creating strategies and pursuing deals, but if they can’t influence others to execute on them, it’s all wasted.

In this February edition’s second feature, “Collaborative Leadership: The CMO, HR and Chief DE&I Officer Triad,” Kellie Walenciak explores why, in the quest for meaningful progress in corporate diversity, equity and inclusion, it has become increasingly clear that isolated efforts fall short and how those key roles intersect to champion DE&I initiatives.

Technology has opened up undreamed-of possibilities in its many advances, but we’re reminded in repeated news cycles of the proliferation of cybercrime and dangers of artificial intelligence. Josh Weiss offers another consideration to keep business leaders awake at night in “Companies Focused on AI are Missing the Real Business Threat.”

Among other articles that address thought-provoking topics is “Build a Successful Veteran Transition Onboarding Program” by William Toti, who notes that military veterans bring a great deal of talent to the company — if the transition goes well, and “Global Partnerships Fuel Arizona’s Semiconductor Success,” a Semi Insights article on trending economic opportunity.

In Business Magazine is always focused on advances in our vibrant business community, and I am pleased to help bring you this February edition. Enjoy the read.

Sincerely,

CONNECT WITH US:

Jerry Colangelo Partner • JDM Partners

Story Ideas/PR: editor@ inbusinessphx.com

The Main Attraction I have said many times that we are fortunate that people want

of 2010, Jerry has engaged with us

to be here. Greater Phoenix and Arizona as a whole are attracting

knowing that we were all about elevating

people for many reasons, including economic prosperity, sector

the business community and empowering

growth and land. In this issue, we showcase some of the biggest

business. We honor him this month with

and most important projects here. They are wonders because of

our Arizona Leader Award for a lifetime

the scope and economic impact they are sure to have in creating

of developing business here in our hometown. A true example

jobs, opportunity for residents and innovation.

of what goodness, hard work and success may bring!

We want to thank a long-time supporter of In Business

—Rick McCartney, Publisher

Business Events/ Connections: businessevents@ inbusinessphx.com Marketing/Exposure: advertise@ inbusinessphx.com Visit us online at www.inbusinessphx.com

Photo courtesy of

Magazine, Jerry Colangelo. Fron our very first issue in November

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Let us know what you think of this issue of In Business Magazine. Email our publisher at feedback@inbusinessphx.com.

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FEB. 2024

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SPEAKING OUT

Trust has emerged as a cornerstone of business success, but social media can make maintaining it a challenge. What is an example of trust making a difference for your company, either internally or publicly?

FEEDBACK QUESTION: Let us know what you want to know from the Valley’s top business leaders. editor@inbusinessphx.com

For all past Feedbacks go online to inbusinessphx.com and see what Valley executives think on various business topics.

FEB. 2024

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ANDREA AKER

JACOB FANN

CEO Aker Ink PR & Marketing Sector: Public Relations & Marketing

Founder Fanntastic Media Sector: Marketing

Trust is imperative to client acquisition and retention in any professional service. As a PR and marketing agency, we achieve trust in our people and strategic approach through a structured reporting process based on continual client education, as well as the timeless tenets of superior customer service, such as punctuality, responsiveness, accountability and budget savviness.

In a digital world where marketing “gurus” promise quick fixes without context or practicality, it’s especially important to explain the “why” behind our efforts — doing so contributes to a retainer-based client retention rate that’s greater than 90%. We ensure our clients know why they are engaged in a particular marketing strategy and which milestones are realistic.

Consistent quantitative and qualitative reporting based on greater business goals is critical. Simply emailing an auto-generated report doesn’t have the same impact as walking a business leader through a report, discussing insights and recommended steps, and giving them an opportunity to ask questions and collaborate. This transparent, personalized approach enhances their understanding, strengthens confidence in our services, and enables our relationship to grow alongside their businesses.

While trust might be emerging as a cornerstone of business success and retaining employees, it has always been an essential element. For me, it’s important when everyone on a team grows because the company naturally flourishes, which, in turn, gives everyone the chance to reinvest their energy into the company. I have realized that making team members part of our company’s growth and success aside from their own personal goals makes them part of something bigger than themselves. It builds that trust between team leaders and members.

Having my feet on the ground in the day-to-day business has earned me respect and trust among my team members because it shows that I am in the trenches relating to what they do instead of watching it happen from the sidelines. When issues arise, it encourages team members to speak out.

I have also found that transparency within leadership goes a long way; if team leaders are not being held accountable, who will be? This has created a safer environment in which to share, and team members build a stronger relationship with their leaders and/or teammates.

Problems will arise, but it’s all about a process to the solution that is key to keeping that trust within Fanntastic Media.

Aker Ink PR & Marketing akerink.com Andrea Aker is CEO of Aker Ink PR & Marketing, a full-service agency that helps companies increase awareness, thought leadership and leads. She is an expert communicator and business strategist with a reputation for tenacity, perseverance and honesty. Under her leadership, Aker Ink is consistently honored as a top agency statewide.

Fanntastic Media fanntasticmediallc.com Jacob Fann is the founder of Fanntastic Media, a full-service digital marketing agency in the heart of Phoenix, specializing in organic and paid media services.

Sign up for the monthly In Business Magazine eNewsletter at www.inbusinessphx.com. Look for survey questions and other research on our business community.

LINDSAY MOELLENBERNDT Chief Marketing Officer Fennemore Sector: Law Fennemore, founded in Phoenix in 1885, has mastered the art of building trust and camaraderie through its social channels. We use social media to connect on a personal level. We celebrate our wins as a team, showing that every member matters. This transparency creates trust internally and externally. We highlight efforts outside the office, emphasizing worklife balance and personal growth.

Our client wins are not just about us; they’re about the excellent service we provide. Sharing these victories builds credibility. Our blog posts spotlight our team’s passion projects, personal lives and professional development. This adds a human touch to our brand.

Our strategy is simple: Be genuine, celebrate the team, share success and give back. These trust-building efforts have contributed to a job satisfaction rating of 96.5%, a clear indicator that our team members feel valued, supported and motivated. Our attorney turnover rates are exceptionally low at 8.6% compared to an industry average of 17.5%. At Fennemore, building and maintaining trust within our team and for our clients is a fundamental part of our culture.

Fennemore fennemorelaw.com Lindsay Moellenberndt, chief marketing officer at Fennemore, drives corporate branding through social media. As the leader of the No. 1 fastest-growing business law firm, she expanded the firm to 10 California offices in three years, with 17 West Coast locations and more in the pipeline for 2024. Her 2020 corporate rebrand injected new life into the firm, making it relatable across the nation.

QUICK AND TO THE POINT

DAILIES TOP STORIES

‘In Business Dailies’ Most Views Last 30 Days Here are the stories with the most views over the past 30 days (prior to press time) that were features in our In Business Dailies. The In Business Dailies hit email inboxes twice each weekday — at 9:30 a.m. and updated at 4:30 p.m. Sign up today at www.inbusinessphx.com/dailies-signup.

Turning Waste into Wealth: Phoenix’s Bold Leap into Sustainable Energy Innovation In March 2023, I was honored to attend a ribbon-cutting ceremony for two renewable natural gas facilities in the Greater Phoenix area, marking the growth of sustainability in the Valley of the Sun. This milestone, achieved in collaboration with Avolta Development, a renewable natural gas developer, and the Butterfield and Milky Way dairies, is a testament to the power of private enterprises empowering communities to build a greener and economically vibrant future.

At the heart of these projects is anaerobic digestion technology — the extraction of energy from dairy manure and waste products in the form of biogas, predominantly composed of methane and carbon dioxide. According to the American Biogas Council and HomeBiogas, digesters like these produce a low-carbon energy source that offers numerous economic and environment benefits, including removing the harmful effects of land-applying manure and waste from landfills and open retention ponds, preserving waterways, and creating enriched organic fertilizer as a byproduct, which farmers can then use to enhance crop growth. These digester and gas treatment systems serve as an industrial power, energy and composting solution.

The pace of digester construction has taken a giant leap forward over the past year following the passage of the Inflation Reduction Act, which, for the first time, extended investment tax credits to projects that generate green gas (e.g., biogas). The biogas incentive is critical to meeting our nation’s goal of reducing carbon emission by 40% by 2030, according to the U.S. Department of Energy. This increase in renewable energy projects has allowed

Pathward®, N.A. to leverage its lending platform with support from the USDA Rural Energy for America Program and Business & Industry loan guarantee programs, including financing of the two Avolta renewable natural gas projects (including anaerobic digesters). Avolta is capturing 99% of the methane produced from the anaerobic digestion of more than 60,000 cows and is capable of delivering more than 675,000 MMBTUs per year of negative carbon fuel into the California transportation market. This equates to removing 8,000 cars from the road annually and producing enough renewable natural gas to power 6,500 homes annually, according to EPA’s greenhouse gas equivalencies calculator.

Avolta shared that the projects have generated hundreds of construction jobs within the community and optimized waste management solutions by reducing the consumption of fresh water through water treatment systems and closed-loop recycling processes. These systems exemplify the potential for renewable technology to benefit both economic growth and environmental responsibility, especially in water-conscious states like Arizona.

As Greater Phoenix takes center stage in this pioneering initiative, this collaboration stands as a testament to what is possible when businesses, financial experts and rural communities unite for a common goal: a future where economic prosperity and environmental sustainability coexist seamlessly.

—Jon Ellis, vice president of Alternative Energy Finance within the Structured Finance team at Pathward (www.pathward.com)

Economy & Trends | Cover Story | January 2024

Chips, Climate, Culture, College, Construction: The New ‘5 C’s’ of Our Economy

by RaeAnne Marsh Arizona’s early economy was based on the strength of what it famously called the “5 C’s”: Climate, Cattle, Copper, Cotton and Citrus.

Some of those continue to infuse strength to the state’s economy, some have morphed into a broader category, and some have had their elite spot usurped by a newcomer.

Marketing | Feature | January 2024

5 B2B Marketing Trends for 2024

by Jordan Buning This time a year ago, marketers planning their 2023 budgets were bracing for a recession. A common motto might have been, “Fasten your seatbelts, folks, we’re going to be in for a bumpy ride.”

The same passengers now might be viewing blue skies ahead, or at least expecting some turbulence.

Either way, it’s time to get airborne. The industry motto for 2024 might be: “How do we take control of this plane and move more aggressively?”

Philanthropy | Nonprofit | January 2024

If You Build It, They Will Give

by Laura Kaiser An effective employee engagement program is a vital component of any company’s corporate social responsibility strategy. According to re:Charity, 71% of employees believe it’s important to work at companies that choose to give back to the community. With competitive advantage in the marketplace top of mind, now may be a good time for organizations to establish or evaluate their employee engagement plan.

Government & Compliance | inbusinessphx.com | January 2 2024

Governor Announces Plan for Arizona’s Controversial School Voucher Program inbusinessPHX.com

Governor Katie Hobbs announced her plan to increase accountability and transparency in the ESA voucher program that is projected to cost the state nearly $1 billion in the current fiscal year.

The pace of digester construction has taken a giant leap forward over the past year following the passage of the Inflation Reduction Act, which, for the first time, extended investment tax credits to projects that generate green gas (renewable natural gas; e.g., biogas).

FEB. 11 2024 INBUSINESSPHX.COM

QUICK AND TO THE POINT

LOOKING GOOD

Local Standouts Recognized for Achievements and Philanthropy ACHIEVEMENTS

Suntec Hits 40 Year Milestone as an Inc. ‘Best in Business’ Suntec Concrete enters its 40th year in business with yet another major national recognition, landing a spot on the 2023 Inc. Best in the Business list. The label Best in the Business was awarded to 215 companies nationwide, and Suntec was one of just seven construction firms on the list and one of four Arizona companies to be recognized. suntecconcrete.com

Meritage Homes Fights Homelessness The Arizona Housing Fund, a private-sector philanthropic initiative created to address Arizona’s growing homelessness epidemic, named Meritage Homes its 2023 partner of the year. Matching its homebuyers’ donations dollar for dollar, Scottsdale-based Meritage Homes, the fifth largest homebuilder in the United States, has donated a total of nearly $200,000 to the Arizona Housing Fund since it signed on as the pilot homebuilder in 2019. arizonahousingfund.org • meritagehomes.com

JE Dunn Celebrates Its Centennial JE Dunn Construction, the eighth-largest domestic general building contractor in the United States, is celebrating its 100th anniversary in its 26 offices nationwide throughout 2024. Local employees are engaging in a year-long campaign that recognizes its legacy and demonstrates gratitude for its employees, local and national clients, and partners while looking forward to its commitments for the next 100 years. jedunn.com PHILANTHROPY

First Grants Awarded by MJ Insurance’s Nonprofit Arm MJ Insurance Charitable Foundation has awarded three $10,000 grants to nonprofits in the Indianapolis, Phoenix and Denver communities, marking the first grant cycle for the foundation. The MJ Foundation is the nonprofit arm of leading commercial and personal insurance, risk management, retirement and employee benefits consulting agency MJ Insurance. mjfoundation.com

Intel Arizona Benefits Community The virtual holiday drive conducted by Intel Corporation, Arizona’s largest technology developer and manufacturer, concluded with donations contributed to five Valley nonprofits: About Care, Child Crisis Arizona, New Pathways for Youth, Justa Center, and Sunshine Acres. In alignment with Intel Arizona’s commitment to community, the virtual holiday drive centered on fostering a giving spirit to impact youth, families and older adults. Intel employees

Expansion Validates Vet Clinic’s Focused Approach Dr. Kelly’s Surgical Unit was founded in 2016 by Dr. Kelly Patriquin, DVM, and Douglas Patriquin, who sought to establish a veterinary clinic that could serve more pets in need of surgical care.

The recent opening of its fourth location in the Phoenix metropolitan area — and sixth in the state — validates the business model; since its inception, the clinic has performed more than 150,000 affordable pet surgeries, assisted more than 200,000 clients and served more than 100 different pet rescue organizations.

“We are able to provide such high-quality, affordable care by focusing on a narrow band of veterinary services — surgery — and work to get extremely efficient with the process,” says Dr. Kelly Patriquin. “We have created a workflow and client service model to give pets the proper supportive care while removing the typical inefficiencies.” Noting that when a traditional

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Dr. Kelly’s Surgical Unit drkellysvet.com

Updating Physical Security Measures for 2024 The importance of physical security remains crucial for businesses as we begin a new year. Businesses must be vigilant and, more importantly, proactive in safeguarding the most valuable assets they have: the people they employ. Here are three key areas businesses must consider when looking over their security areas to start the year: Access Control — Access control devices are the first line of defense against theft within a business. Jason Fischbeck, president of Automated Environments (www.aearizona. com) in Mesa, Arizona, says all businesses should invest in quality access control systems, especially for any areas that hold important documents or information. “The last thing you want as a business owner is for your client’s or employee’s personal information to be stolen,” he says. “Having quality access controls to critical areas of the business will deter potential thieves from accessing this information.”

Traditional locks and keys are some of the easiest security protocols to break through.

Better choices are key number pads or fingerprint access controls, which allow the owner or management to know who has availability within certain areas and keep track of who is entering any critical rooms.

collected 684 gifts for those in need. intel.com

FEB. 2024

full-service veterinary practice provides a service estimate, it needs to account for some very high operational costs and expensive equipment that is not used in the actual service a pet may be receiving, she explains, “As surgery is really the only service we provide, we limit the equipment and tools we need to those that support our work, and that savings is reflected on the invoice.” She emphasizes, “However, that being said, we spare no expense on the surgical equipment and tools we need, and have top-of-the-line brands in all our clinics to ensure the best outcome for each of the 150,000 pets we have helped over the last seven years.”

Services include spaying and neutering, dental cleaning, extractions, mass removals, and various other low-cost surgical procedures. —Mike Hunter

Traditional locks and keys are some of the easiest security protocols to break through.

On-Site Physical Presence — Having an onsite trained physical security team is important for most businesses. Having a visible security presence not only enhances the feeling of safety for employees and customers, but also serves as a deterrent against any unauthorized access to the property and any other criminal activities.

Emergency Preparedness — Businesses must always prioritize creating emergency plans to protect employees during dangerous situations.

Conducting regular drills helps employees become familiar with evacuation procedures and clearly identified emergency exits and assembly points enables the business to easily account for everyone. Additionally, businesses should invest in modern communication systems that enable quick communication amongst employees and management during emergency situations.

By creating an environment of preparedness, businesses can minimize any dangers to employees and help promote a safe work environment for all.

By reinforcing safety protocols such as access control and physical security and promoting emergency preparedness, businesses can be prepared for difficult situations if they arise.

—Bill Herzog, CEO of Tempe-based LionHeart Security Services (www.lionheartsecurityservices.com)

METRICS & MEASUREMENTS

Year-End Scorecard of B2B Marketing Effectiveness Research results on finding, winning and growing key customer accounts

by CMO Council “The rapid disruption of marketing technologies and strategies over the last few quarters have impacted every conversation about lead generation and a robust sales funnel.

The digitization of enterprises that followed the pandemic has completely changed the way that companies and markets work.

“This digital focus has been forcing us to adopt newer tools and tactics for an effective Lead Evaluation and Assurance Process (LEAP). It has changed how demand generation works; and marketers and sales leaders like us need to stay ahead of the curve to succeed in this quicksilver marketplace,” says Lee Salem, vice president of sales at WM America, which collaborated with CMO Council on “Fire Up Your Revenue Generation Engine.”

The report, released last month, covers models and metrics for tracking and measuring performance, best practice demand-gen execution, ways to score effectiveness, and more.

Seeding and harvesting the sales pipeline — the process of acquiring, capturing, qualifying and converting business opportunities — are essential to the growth and profitability of B2B marketers across every industry and geographic sector.

Marketing is largely responsible for driving this business process, yet nearly two-thirds of lead gen and engagement strategies are underperforming.

The latest CMO Council research finds scores of marketers falling behind in lead scoring, account-based marketing, accelerated pipeline, and intention-based marketing. Among the key findings from a Q4 survey of more than 170 B2B marketing, sales, revenue, growth, demand gen and campaign execution leaders is the fact that 64% say their lead gen and engagement strategy underperforms.

The CMO Council’s research revealed the top five skill sets contributing to improved ABM-driven business outcomes:

Ten Metrics that Matter Sales Conversion across Channels

18%

Traditional Metrics (e.g., Relevance, Volume, Cost,

12%

Reach, Response)

1. Better segmentation and precision targeting of buyers and influencers; 2. On-demand customer business intelligence and personal buyer insights; 3. Tighter integration of demand gen, channel, direct sales, and support teams; 4. Greater utilization of tools and data sources for richer prospect profiling; and 5. Proactive and timely pre-sales follow-up and cultivation strategies.

The CMO Council has uncovered widening gaps in performance between highly evolved marketers and lesser evolved marketers. Gaps are occurring in four core capabilities: lead scoring, account-based marketing, accelerated pipeline, and intention-based marketing.

This report tiers factors that make up a model for better identification, engagement and conversion. The model coincides with the CMO Council and WM America’s thought leadership initiative to advance lead revenue science practices through a certified Lead Evaluation and Assurance Process, or LEAP model. “Marketers will need to take a few LEAPs of faith in the coming months, because sticking to the status quo is just not practical or possible anymore. As data becomes more critical than ever before, CMOs need to extend their visions for innovation and forward-thinking strategies,” Salem says.

“Using AI-derived, intention-based buyer data and advanced sales intelligence are among the ways growth marketers bring more precision, predictability and performance to B2B account marketing investments,” says CMO Council executive director Donovan Neale-May.

Opportunity Quality, Conversation, Revenue Potential

10%

The Chief Marketing Officer (CMO) Council is dedicated to high-level knowledge exchange, thought leadership and personal relationship building among senior corporate marketing leaders and brand decision-makers across a wide range of global industries. The CMO Council’s 16,000+ members control more than $1 trillion in aggregated annual marketing expenditures and run complex, distributed marketing and sales operations worldwide.

Speed, Efficiency, Timeliness of Lead Qualification

10%

cmocouncil.org

13 Roadblocks to Identification, Engagement, Conversion

Deal Value, Timeliness, Actionability

10%

Rigor, Discipline, Process for Automation and Accountability

9%

Incidence and Deal Value – Internal and Partners

9%

Lead Nurturing Systems and Scoring Practices

9%

Selling Cycle Compression

8%

Moving Opportunities through Every Stage

9%

Customer Economics (e.g., Deal Value, Profitability)

8%

Pipeline Visibility and Funnel Effectiveness

8%

Contact, Conversational and Closure Success

8%

Customer Modeling, Targeting, Prioritization

8%

Website Visits and Content Consumption

7%

Volume and Caliber of Opportunities Delivered

7%

Brand Awareness, Recognition, Trust

7%

Cultivation, Conversion and Closure Disciplines

7%

Inquiries and E-Commerce Mementum

5%

Measurements of Lead Value

6%

Lead Obsolescence, Deliverability and Decay

6%

Predisposition and Actionability of Prospects

5%

Conversational Strategies and Consultative Approaches

5%

Source: cmocouncil.org/thought-leadership/reports/fire-up-your-b2brevenue-generation-engine

METHODOLOGY The report is based on a survey of over 170 heads of B2B marketing, sales, revenue, growth, demand gen and campaign execution in Q4 2023.

It also included content from in-depth interviews with executives from Netline, Autodesk, T-Mobile, NTT, ABM Consortium, TechTarget, IBM, B2B Marketing, Reachdesk, Momentum ITSMA and Xometry.

“The digitization of enterprises that followed the pandemic has completely changed the way that companies and markets work.”

—Lee Salem, vice president of sales at WM America

WM America is a leading B2B marketing company specializing in targeted in-market demand generation. The intent database at WMA tracks the intent behavior of more than 75 million business professionals globally, 24/7. wmamerica.com

FEB. 13 2024 INBUSINESSPHX.COM

ENTREPRENEURS & INNOVATORS

The CRUSH Is On for Pickleball CRUSH is a Scottsdale-based company that offers premium pickleball paddles, backpacks, men’s and women’s apparel, accessories and more, and plans to expand the brand through its coast-to-coast team-building strategies. “In addition, the brand strives to be more than a pickleball company; it’s aiming to create a movement to share joy intentionally through the game and works to express how the community of pickleball is healing on so many levels,” explain co-founders Richelle and Pete Nassos, who founded the company in August 2023.

Their inspiration came from working with their son on his game after he was introduced to the game in his gym class at school — and became a devotee. While spending long hours on the court with him, the Nassoses say they observed many voids and improvements that could be made within the sport. “Not to mention this was a fresh, new opportunity that re-ignited our flame in business and a game we all enjoyed playing. We saw that the ‘cool factor’ was missing in the sport, too, and we wanted to change the way people looked at this game.”

They brought to this second venture experience of their first startup, from which they “learned from many of our own business challenges and failures.” And they’re working hard at being trend setters for a game they’ve become “wildly passionate about.” The CRUSH brand recently released a new pickleball paddle the Nassoses feel will revolutionize the sport:

RQT, USA Pickleball approved, is one of the first extendedhandle paddles in the world and gives tennis players the advantage of a two-handed backhand.

Observing that competition is inevitable, the Nassoses say they take to heart advice they were given early on as entrepreneurs that “the best compliment is when someone knocks you off. Don’t be offended, just work harder and know you are doing something right if people are duplicating you.”

—RaeAnne Marsh CRUSH Sports, LLC crushpickleball.com

Jordan’s Corner: Uniquely Inclusive Play Space Jordan’s Corner is a premier indoor play space located in North Scottsdale designed to create a community where childled play, inclusion and fun are encouraged, and differences are respected. “Our indoor play space allows young children — from infancy to six years of age — and their caregivers to engage in purposeful play where they can develop new skills, build community and make meaningful memories!” says Janell Panicko, RN, BSN, who founded her company in 2021.

Her impetus came from her own need to find a play space for her two toddlers who, also, were enrolled in speech, occupational and physical therapies at various times. “I knew I could not be the only mama wishing for an inclusive play space for my little ones to work on their therapy goals and make friends beyond our own living room.”

Applying her knowledge of child development from her nursing experience and her children’s therapy sessions, she researched and designed Jordan’s Corner as a sensory-rich, Montessori-inspired no-judgment-zone play space that welcomes typical children and children with physical and cognitive disabilities.

“The biggest challenge has been providing an inclusive space with little resources,” relates Panicko, who believes so strongly in the mission of Jordan’s Corner that she spent two consecutive months away from her family as a FEMA travel nurse to fund the venture.

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Pickleball, invented in 1965, grew in 2023 to 8.9 million players in the U.S., according to the 2023 Sports & Fitness Industry Association Single Sport Report on Pickleball.

Panicko credits Alexandra Maw, founder of Kaleidoscope, for valuable advice she applies whenever she considers new ideas for Jordan’s Corner: “She said, ‘Don’t over-complicate your business,’” Panicko relates. “So, every time I think about something, I always reflect back to that quote and decide if it’s really something we need to be doing.

“Jordans Corner is a special place and what we do is unique. We do not need to over-complicate what we do.”

—RaeAnne Marsh Jordan’s Corner jordanscorneraz.com

PROPERTY, GROWTH AND LOCATION

GET REAL

Shops at 75th Is Part of $100 Million Investment in Glendale Diversified Partners recently broke ground on its Shops at 75th development project, located at 7501 W Bethany Home Rd. in Glendale, Ariz. The four-pad, 3.71-acre development has already attracted a variety of tenants, including Dutch Bros. Coffee, Cali Tacos Restaurant and BeBa Nails & Spa. Located in the heart of the West Valley, the new

Phoenix at the Crossroads: Embracing a Future as a Magnet for Visionary Architecture In the heart of the American Southwest, Phoenix stands at a pivotal moment in its urban development. Unlike older cities whose downtowns are set in architectural stone, Phoenix’s relatively late development offers a unique opportunity. Here lies a blank canvas for creating not just a city, but a destination renowned for its iconic architecture. This potential, however, hinges on a crucial factor: the vision of its leaders, developers and architects.

Photos courtesy of Libeskind Studio Design (left), KLMR Homes (right)

BEYOND BRICKS AND MORTAR: REVOLUTIONIZING OUR URBAN LANDSCAPES Architecture is more than a merely functional backdrop to daily life; it’s a vibrant social force that weaves together heritage, community and a sense of place. Beyond their aesthetic appeal, uniquely crafted buildings become cornerstones of belonging, fostering city pride and a deeper connection to our surroundings. At the forefront of this architectural renaissance, Libeskind Studio Design champions the fusion of beauty with meaning, ensuring that each of their creations not only enhances a neighborhood’s cultural tapestry but also resonates deeply with those who inhabit these spaces. Our commitment lies in shaping neighborhoods that are not just places to live, but places to belong, thrive and cherish.

Rising in the Desert: Phoenix’s Architectural Bid to Rival America’s Iconic Skylines Consider the architectural legends of America — New York, San Francisco, Chicago — cities where buildings do more than reach skyward; they ignite a passionate, almost electric energy among both residents and visitors. This isn’t just architecture; it’s a spiritual voltage that defines a city’s very soul. In Phoenix, a unique

opportunity unfolds to not only compete with these urban giants but to carve out its own illustrious place in the architectural annals.

Here, architects and developers are poised to harness the rich tapestry of local culture and the breathtaking natural landscapes, aiming to spark a similar fervor for Phoenix’s urban landscape. It’s more than a challenge; it’s a chance to redefine what a city can be, turning Phoenix into a vibrant, architecturally revered metropolis that captivates the imagination and pride of its people.

project is part of a portfolio of $100 million investment in commercial real estate in Glendale by Diversified Partners, a leading Scottsdale real estate brokerage and development company. The ownership group comprises NRM Group LLC in conjunction with Diversified Partners. MCG Architecture will serve as the project’s architecture firm, Foursite Development will lead construction management and BPR Companies LLC will serve as the general contractor on the project. —Mike Hunter dpcre.com

ECHOING THE DESERT: ARIZONA’S ARCHITECTURE AS HOMAGE TO NATURE’S MASTERPIECE

In the vast expanse of Arizona, the Sonoran Desert’s beauty stands unmatched, a testament to nature’s artistry. Yet, for too long, the architecture in this region has played a secondary role, merely relying on the desert’s splendor as a backdrop. Arizona stands at a crossroads where architecture can evolve from mere structures to a deeper, more reflective dialogue with the natural landscape. This is a call for architects and urban planners to envision buildings that not only exist within this majestic desert but also resonate with its spirit, extending an homage to its unique beauty. The goal is to craft spaces that are not just in the desert, but of the desert — harnessing its colors, textures and ethos to create a built environment that truly echoes the desert’s timeless allure.

—Lev Libeskind, co-founder of Libeskind Studio Design (libeskind.com), which crafts unique and meaningful designs tailored to enhance the natural surroundings while contributing reimagined spaces to the current urban tableau

Arizona stands at a crossroads where architecture can evolve from mere structures to a deeper, more reflective dialogue with the natural landscape.

Fountain Hills Homesites Offer 360-degree View of Valley The first two homes at gated community Bellos at The Summit in Fountain Hills are now available for tours. The full project features 27 homesites with 360-degree views of the Valley. Prior to 2005, 41 existing homes were built, and the community remained unfinished until KLMR Homes acquired the lots in 2020. The community borders Scottsdale near Shea and Palisades Boulevards at the entrance of Fountain Hills.

“When this opportunity was presented to us, we had to jump on it,” says Alan Hall, co-founder and principal of KLMR Homes. “The views are breathtaking with one-of-a-kind vistas, and they have walk-out finished basements, which we don’t see often in Phoenix.”

The homes are designed to maintain the character of the natural landscape with an easement along the home’s backyard protecting the views. —Mike Hunter klmrhomes.com

FEB. 15 2024 INBUSINESSPHX.COM

PROPERTY, GROWTH AND LOCATION

Better Efficiency with New Energy Star Requirements

GET REAL

Industrial Park303 Phase 2 Completes with Creative Amenities Full-service commercial real estate firm Lincoln Property Company recently completed Park303 Phase 2, a Class A industrial development in Glendale, Arizona that is leading the market in creative industrial amenities. Among these: a high-end speculative office suite, leading-edge features for modern manufacturing and distribution, and a premier outdoor area with a pickleball and basketball court, barbeques and entertainment area with shaded outdoor seating designed for employee comfort.

“Park303 represents the future of industrial, which in Phoenix involves some of the sector’s most forwardthinking users, from semiconductors and energy to manufacturing and e-commerce,” says Lincoln Property Company Senior Executive Vice President David Krumwiede.

Park303 Phase 2 sits on 71.5 acres fronting the Loop 303 freeway, one of the nation’s hottest new industrial corridors. It completes Park303, developed by LPC Desert West, the Southwest arm of Dallas-based Lincoln Property Company, which now at completion spans 210 acres able to accommodate more than 3.7 million square feet of Class A

The timing is right to upgrade windows and doors for energy efficiency, especially since the new Energy Star 7.0 requirements went into effect last October. The goal of Energy Star, as a government-backed symbol for energy efficiency, is to foster the use of more energy-efficient products, while diminishing greenhouse gas emissions and other pollutants. This is the first change to Energy Star requirements since 2006, and a significant stride toward a greener future.

When we opened DunRite Windows & Doors in 2001, many people were not thinking about energy efficiency. In fact, it was only in 1998 that the Environmental Protection Agency had added windows and doors as Energy Star product categories. In the early 2000s, fiberglass-composite windows became popular with small businesses and homeowners. While vinyl windows require less maintenance and are less costly, they can occasionally warp, leading to poor air seal.

Fiberglass windows are impervious to rot and termites and have a longer lifespan than vinyl windows. They are slightly more energy efficient than vinyl, depending on the specific window and energy efficiency features or upgrades chosen, and can mimic the look of wood — a design feature that is attractive to small businesses and homeowners alike.

Those replacing windows and doors for a home or business need to keep in mind that Arizona includes four different Energy Star zones; for structures here in Phoenix, this rating needs to be specific to the Southern Zone.

In contrast to the old requirements, the new Energy Star standards are more stringent, and they emphasize reducing U-factor and Solar Heat Gain Coefficient (SHGC). The lower the number, the better. Without getting too technical, these indicators measure heat transfer and how much solar radiation is penetrating the glass. The goal is to provide better insulation and to minimize heat coming through the glass.

Aesthetics matter, of course, but it’s important owners do their due diligence in researching products. Sleek, minimalistic designs are popular with small businesses, and the good news is that there are many options to install glass that maximizes security and minimizes sound, such as loud traffic.

For small businesses like restaurants, bars or any business that wants a design element to enhance layout or function, an option is to look for unique features in windows, such as the Pella windows in some Oregano’s restaurants or the bi-fold Arcadia windows at many restaurants and bars that open to the exterior.

Bi-fold windows consist of several hinged framed window panels that fold into each other simply and elegantly, to open any space.

Energy efficiency is something we should all strive for, and there’s no better place to start than buildings’ windows and doors.

—Sal Sucato, founder of DunRite Windows & Doors (www.azwindowreplacement.com), which opened in Scottsdale in 2001 and opened a new Phoenix warehouse and showroom last month

industrial development. —Mike Hunter lpc.com • lpcdesertwest.com

Last month, the Wild Horse Development Authority and the Gila River Indian Community broke ground on Sacaton Market, which will be a convenience store and fuel station on the southeast corner of South Ocotillo Dr. and Bluebird Rd. This is a life-changing development in the area because it will bring fresh produce and groceries to what has been a food desert; members of the Gila River Indian Community have had to drive outside of their community to get fresh ingredients. In addition to the fueling station, it will also feature a laundromat and seating. —Mike Hunter

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Homeowners wanting to take advantage of the federal tax credit programs to claim new energy efficient windows on their taxes must purchase replacement windows and patio doors that have the “Most Efficient” certification; comparing that savings to the extra cost will help them determine if it’s worth taking advantage of. The home must be the primary residence of the homeowner to qualify.

Photos courtesy of LPC Desert West (left), DunRite Windows & Doors (right)

Gila River’s New C-Store Is Life-Changing Development

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ARIZONA’S SEMICONDUCTOR EPICENTER

ASM International: Investing to Elevate Arizona’s Semiconductor Landscape Expansion of one of the pioneering semiconductor equipment companies in Arizona

IN A NUTSHELL: • ASM supplies wafer processing equipment for leading semiconductor manufacturers, mostly for the deposition of thin films. The company designs, manufactures, sells and services deposition tools to supply customers with advanced technologies to produce semiconductor devices, or integrated circuits (ICs).

• ASM’s new facility will be located on a 24-acre parcel of land near the southeast corner of Scottsdale Road and Loop 101.

• The company employs more than 4,200 people worldwide.

• ASM has more than 54 years of research, innovation and breakthrough technologies.

• Established in 1968, ASM originated in the Netherlands and now operates in 15 different countries.

• With more than 2,600 patents in force, the company continues to innovate with more than 965 employees working in its seven R&D centers.

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by Shannon Blood Arizona’s booming semiconductor industry shows no signs of slowing down. ASM International, a Dutch semiconductor equipment company with a 40-year presence in Phoenix, has revealed plans to invest more than $320 million in a new Scottsdale campus. Slated for completion by 2026, the move to the new 20-acre site will create more than 500 jobs and allow the company to better serve both local and global customers, including Taiwan Semiconductor Manufacturing Co. and Intel Corp.

This significant investment will contribute significantly to ASM’s growth, doubling the company’s footprint in Arizona while further advancing the state’s “Silicon Desert,” or “Semiconductor Desert,” status. Moreover, it will set a notable benchmark for those eyeing their own investment in the region.

On Tuesday, December 5, ASM held a landmark event at WestWorld of Scottsdale to celebrate its expansion plans, cementing itself as an integral part of the local and global semiconductor industry. Dignitaries on hand to offer remarks included Arizona Governor Katie Hobbs, Netherlands Prime Minister Mark Rutte, Scottsdale Mayor David Ortega and ASM CEO Benjamin Loh. Arizona senators Kyrsten Sinema and Mark Kelly, though unable to attend, conveyed their enthusiasm for the expansion via video statements.

“The impact and relevance of what we do has never been greater,” Loh said at the event. Stating his pride in leading a Dutch company, Loh shared that the new facility is a cornerstone of success for future semiconductor industry advancement.

Micky Adriaansens, minister of Economic Affairs and Climate Policy for the Netherlands, spoke to the “boundless, enterprising spirit and innovation ASM exhibits through this expansion,” and her pride in supporting a Dutch company in the U.S. Noting that the company is catalyzing innovation with high-paying technology jobs, Governor Hobbs stated, “Few companies have been as important to our long history in semiconductor innovation as ASM.” She also cited the surge in technology companies either establishing new operations or expanding existing ones in Arizona, with 32 semiconductor expansions occurring in the last two years.

Arizona’s semiconductor industry directly employs more than 21,700 workers; it’s an industry that has grown by more than 25% since 2017 and is listed by Lightcast as the fourth largest employer of semiconductor and other electronic component manufacturing positions in the U.S. Rapid population growth and collaborative training programs have turbo-boosted these ever-increasing numbers, creating more opportunities for Arizonans in this high-wage field.

Situated across the 101 from Grayhawk and the thriving Scottsdale One development, ASM’s forthcoming headquarters will be strategically positioned amidst the planned Banner Health, Axon and Parque campuses. The 250,000-square-

foot facility will adhere to a stringent commitment to environmental stewardship, ethical labor practices and thorough safety standards. Loh announced that ASM will focus on limiting water and energy use as much as possible and will pursue LEED certification.

The new headquarters will also house ASM’s research and development efforts along with engineering, training and a laboratory and cleanroom. The site will also house ASM’s Global Training Center and Global Software team. Planned employee amenities include a state-of-the-art gym, yoga studio, basketball court, tennis court and cafeteria, to name a few.

“Arizona and the U.S. are valuable partners in the Netherlands’ mission to co-create solutions that promote innovation and partnerships in the global semiconductor value chain,” said Prime Minister Rutte. “It is through these types of cross-border collaborations that we are shaping the future of advancements in this growing industry.”

He went on to comment on how this expansion heralds a new chapter of success for climate and sustainability efforts and helps geopolitical tensions. Rutte believes more Dutch companies will be ready to bolster development further in Arizona.

ASM initially set up its North American headquarters in Phoenix in 1976, making it one of the pioneering semiconductor equipment companies in the state. Globally, ASM boasts seven R&D centers and multiple manufacturing facilities.

“ASM’s expansion further positions Arizona as the nation’s leading center for semiconductor innovation and manufacturing,” said Sandra Watson, president and CEO of the Arizona Commerce Authority. “ASM has been a longtime industry partner in Arizona, and we look forward to supporting their continued success.”

As part of its forward-looking focus, ASM rolled out a refreshed look and feel this year, as well as a distinctive new tagline, “Ahead of what’s next.” The phrase is intended to encapsulate the company’s dynamic, idea-driven approach to making a meaningful impact on people’s lives and its commitment to the ongoing pursuit of innovation.

ASM International asminternational.org

ASM International initially set up its North American headquarters in Phoenix in 1976, making it one of the pioneering semiconductor equipment companies in the state.

Photo courtesy of ASM International

If you have news to share about the semiconductor industry in Arizona, email us at semiinsights@ inbusinessphx.com.

The future.

Pioneered in Arizona.

The Arizona Commerce Authority is helping our state’s manufacturers grow and prosper through meaningful programs like the Arizona Manufacturing Extension Partnership (Arizona MEP). Using a proven approach that combines decades of leadership, manufacturing, operational and business expertise, Arizona MEP offers custom, hands-on solutions to help clients achieve their goals. Whether you’re looking for minor improvements or a major transformation, we provide the right knowledge, skill set and flexibility to support your team. Join the more than 375 manufacturers in Arizona who have chosen Arizona MEP to help enhance their business.

Learn more at azmep.com

Semi Insights

ARIZONA’S SEMICONDUCTOR EPICENTER

Global Partnerships Fuel Arizona’s Semiconductor Success

CHIPS & FABS

The Chipmaker’s Visa: New Solution to Labor Shortage Industry leaders and the Economic Innovation Group have put forward the Chipmaker’s Visa initiative, aimed at addressing the limitations of the current U.S. H-1B Visa system in meeting the semiconductor sector’s specific requirements.

The Chipmaker’s Visa is designed to streamline the process of bringing skilled labor from overseas to supplement the U.S. workforce in this vital industry. The proposal allows for an auction of 2,500 specialized visas each quarter, totaling 10,000 annually. This auction is restricted to companies categorized under relevant North American Industry Classification System codes, ensuring the visas are allocated to the semiconductor sector. Additionally, these visas would be renewable once, offering a maximum tenure of 10 years.

The program is expected to offer multiple benefits. It aims to provide a more efficient pathway for hiring skilled international workers, potentially reducing the semiconductor industry’s dependence on the H-1B visa system, known for its restrictive lottery system and country caps.

The extended duration of the Chipmaker’s Visa is designed to offer a temporary but critical solution while there are ongoing efforts to build a stronger domestic workforce.

According to a report by Deloitte, the U.S. needs to add one million additional skilled workers in the semiconductor industry by 2030 to avoid a crisis — equating to about 100,000 annually. The necessity of such an initiative has been illustrated in Arizona, where Taiwan Semiconductor Manufacturing Company has experienced delays due to a shortage of skilled workers. Mark Liu, TSMC’s chairman, highlighted the challenge of insufficient skilled labor for equipment installation in semiconductorgrade facilities. The Chipmaker’s Visa, therefore, stands as a strategic measure to address the immediate labor needs in the U.S. semiconductor industry, providing a critical window for Arizona and the nation to develop long-term solutions to bolster the domestic talent pool in this technologically crucial sector. —Stephanie Quinn

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Arizona is no stranger to fostering international relations. Still, within the last year, its active recruitment of foreign partnerships is just one reason Arizona is now number two in semiconductor supercenters in the United States.

An example of this proactive relationship building can be seen in the Arizona House Committee’s International Trade visit to Canada, Romania and the United Kingdom earlier this year or in the opening of Arizona’s trade and investment office in Taipei, Taiwan, which serves as a platform to increase economic collaboration and foreign direct investment opportunities. And also through the recent hosting of the Netherlands-Flanders Economic Mission to the U.S., December 3–5, sponsored by the Consulate General of the Kingdom of the Netherlands.

The Arizona Commerce Authority is essential in cultivating robust and mutually advantageous connections between Arizona and nations around the globe, serving as an invaluable conduit for international trade activities and foreign direct investment projects. Through its International Trade Program, the ACA extends essential export services to companies based in Arizona, enhancing their trade prospects on the global stage. These services encompass comprehensive support and trade counseling, assistance in initiating international ventures, facilitating crucial contacts, providing insights into company backgrounds, furnishing export leads, offering educational programs, and more.

In the 2024 State of the State Address, Governor Katie Hobbs stated, “Our state has attracted 32 billion dollars in foreign investment — more than California, Texas or any other state in the nation.

That 32 billion dollars means jobs, jobs and more jobs for working people in Arizona.”

Fruits of this relationship-building labor are seen in the rise of the economy in Arizona. Trade between Arizona and Taiwan has increased rapidly, growing by nearly 220% since 2017 and totaling more than $3.27 billion in 2021 — and that is before TSMC started building the $40-billion semiconductor fab in Arizona. Yet, the impact of these relationships goes further than dollar signs and helps shape Arizona’s global perception.

Prime Minister Rutte shared his positive impressions of Arizona during the NetherlandsFlanders Economic Mission. His remarks extended beyond the significance of major corporations, acknowledging the indispensable contributions of smaller businesses, particularly within the advanced packaging sector of the semiconductor industry.

“Our state has attracted 32 billion dollars in foreign investment — more than California, Texas or any other state in the nation.” —Governor Katie Hobbs

Arizona’s semiconductor boom is due in large part to international companies looking for the synergy that comes with becoming part of a semiconductor supercenter. TSMC is not a solo act. Other global players like NXP are no strangers to the scene, having opened additional fabs around 2020, while ST Microelectronics has had a more fluctuating presence. Infineon, although not manufacturing directly, maintains a strategic office here, and let’s not overlook SUMCO, a manufacturer of silicon wafers — essential slices of material for semiconductor production. And it’s a growing trend, with equipment suppliers planting their flags in Arizona soil to support giants like TSMC and Intel. All this growth has led to Arizona achieving a milestone where “today, more Arizonans are employed than at any point in our state’s history,” according to Governor Katie Hobbs in her State of the State address.

Arizona stands as a testament to the power of international collaboration in fostering technological advancement and economic growth.

“Arizona leads the way in attracting the high-tech and advanced manufacturing businesses that are building our nation’s future,” continued Governor Hobbs. The state’s thriving semiconductor sector is not just a local success story but a reflection of the broader trend where shared goals and crossborder partnerships drive innovation. The journey of Arizona’s semiconductor industry underscores a critical lesson: Global collaboration is not just beneficial, but essential in shaping the future of technology. As the industry continues to evolve, the lessons learned in Arizona will likely serve as a blueprint for success in the interconnected world of global business.

—Stephanie Quinn

MINDING THEIR BUSINESS

Levi Conlow: Leading the E-Bike Industry Lectric eBikes’ success driven by founders’ customer-centric approach

by Tim DeClaire

While Lectric eBikes continues to set the standard for riders and lead the industry with its best-selling e-bikes, the initial idea originated from CEO Levi Conlow’s father’s search for an affordable e-bike. He turned to Levi and his childhood friend, Robby Deziel, for help, and the duo made it their mission to create a high-quality e-bike at an accessible price. After initial challenges with their first model, they designed their Lectric XP series, which were named after “experience points” as homage to their videogame-rooted friendship, and the eBikes were an instant hit with customers and industry experts due to the bike’s authentic combination of affordability, foldability and comfort.

Behind all the success of Lectric is the heart and soul of an enviable brand that thrives on customer satisfaction. Anyone stopping by its showroom in northern Phoenix will experience it first-hand. Lectric employees are there to help potential customers through the consideration process, walk them through the benefits of riding an electric bike, and set up test rides. And beyond the showroom floor is a friendly customer service team available throughout the week to help with everything from purchasing decisions to technical advice. Says Conlow, “You can’t be the best without having the best people to represent your brand, whether it’s face-to-face, on the phone, over chat, or through email.” Lectric has grown from a few people in a garage to more than 120 employees and counting.

While Lectric has worked hard to develop high-quality e-bikes, Conlow and Deziel are well aware of how fortunate they are to have hundreds of thousands of loyal customers.

With that achievement comes a responsibility, according to Conlow, which he believes is a secret to success that all companies should embed in their DNA. “If you’re lucky enough to be this successful, we know it’s absolutely necessary to give back to communities and help as many people as possible.” Although less than five years old, Lectric’s philanthropic efforts are head and shoulders above the competition. In 2023, Lectric donated more than $2.5 million to support a variety of charities in Arizona and around the world, including $1.5 million in cash and $1 million in e-bikes.

Those efforts included an ongoing partnership with MrBeast Philanthropy, who, together with Lectric, has powered the Zambian village of Mapapa, rebuilt an orphanage in Africa and supplied clothing and food to the Hopi tribe here in Arizona.

“But leading the industry in giving is not enough,” says Conlow. “Winning for us would be to inspire our competition to give back as much as we do. Studies have shown that if you tell people about your giving, it encourages others to give, and your donation can start a chain reaction. And we’re hoping that the rest of the EV industry will continue to do more for communities around the world.”

Lectric eBikes lectricebikes.com

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The bicycle is the most efficient form of transportation, and electric bicycles are more than 30 times cleaner than electric automobiles and more than 100 times cleaner than gas-powered vehicles.

Photos courtesy of Lectric eBikes

SETTING STANDARDS

The Lectric eBikes XP 3.0 is the most popular e-bike in America. Based in Phoenix, the company has sold more than 400,000 e-bikes in less than five years, and sells the most popular cargo e-bike and the most popular adult electric trike.

Lectric eBikes CEO Levi Conlow co-founded the company with his childhood friend and mechanical engineer, Robby Deziel, in 2019. At the time, Conlow was only 22 years old.

But that wasn’t his first attempt at industry domination. While he was working on his master’s degree in business leadership at Grand Canyon University, Conlow started an electric skateboard company. “The experience of having that initial success with electric skateboards — and then total failure — was invaluable,” Conlow relates. “Those learnings were crucial to our future success in creating e-bikes that people wanted.”

After their first e-bike sold poorly, one of the most important things they did was listen to customers. “We attribute much of our success to the age-old concept of listening to customers and then giving them what they want,” says Conlow. “They wanted a bike that worked well, was easy to ride, had technology that gave them a better experience, and provided them with a hassle-free process.” Conlow and Deziel’s second e-bike was foldable, made well, affordable, shipped for free, and arrived fully assembled.

“The price point was also very important,” says Conlow.

“We were determined to make a better e-bike that cost less, and when we brought that to customers, they responded immediately.” The early success catapulted Lectric into the mainstream and allowed the co-founders to turn those sales into additional models, including a lighter, foldable model beloved by RV enthusiasts and college students (XP Lite); a cargo e-bike that can carry 450 pounds (XPedition); an adult electric trike (XP Trike); and a fat-tire, off-road e-bike (XPeak) that began shipping in January. All their e-bike models are competitive across the industry while maintaining the most aggressive and affordable prices.

And they’ve established a formidable sales record: Lectric eBikes sells more electric vehicles than Ford and GM combined, and is third in EV sales in America, behind only two Tesla models.

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YOUR BENEFIT IN BUSINESS

WELL WELL WELL

Using Technology to Take Bias Out of Clinical Practice In a transformative move to address pervasive issues of clinical bias in healthcare, TruLite Health entered a strategic collaboration with Mayo Clinic.

The collaboration implements TruLite’s cuttingedge software, Truity™, which drives patientspecific clinical, social and behavioral interventions to improve patient outcomes and healthcare costs for diverse populations.

Designed for seamless integration into electronic health records, Truity analyzes patient data, such as medical history, demographics and social determinants of health. Data is run through its extensive health equity knowledge base that contains a wealth of resources and clinical guidelines for diverse patient populations.

Advanced algorithms generate personalized insights based on the patient’s unique profile, including clinical recommendations, social support and behavioral changes. These recommendations result in enhanced healthcare outcomes and cost savings integral to an organization’s health equity strategy.

As Truity is put into practice, Mayo Clinic’s physicians will actively contribute feedback aimed at refining user experience, streamlining workflows and enhancing the overall platform.

A persistent and costly issue, clinical bias has far-reaching consequences on patient outcomes to the tune of $320 billion annually. A recent TruLite Health actuarial study revealed individuals from Black or Latinx communities with one of seven chronic illnesses incur an additional $5,300 annually compared to white counterparts facing the same conditions.

Truity empowers providers to address disparities at the point of service, ensuring equitable treatment for all patients. Additionally, it aligns with essential regulatory guidelines, including those from the Joint Commission, Centers for Medicare and Medicaid, and the Food and Drug Administration.

Mayo Clinic, globally recognized for healthcare excellence, plays a vital role in this initiative. Its physicians will provide insights and feedback and health equity expertise.

TruLite Health’s commitment to equitable healthcare extends beyond software integration and also offers virtual health equity coaching that emphasizes patient advocacy. Its partnership with the esteemed Morehouse School of Medicine underscores dedication to driving meaningful change. —Mary Little TruLite Health trulitehealth.com Mayo Clinic mayoclinic.org

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Educate Employees on Healthcare Benefits In today’s fiercely competitive job market, employers are faced with needing to retain highly skilled employees and attract top-tier talent.

Increasingly, employee benefits packages are becoming a lynchpin in ensuring job satisfaction, loyalty and a competitive edge in recruiting and retaining the best talent.

Attracting and retaining valuable employees is a two-part strategy: Not only do employers need to provide these exceptional benefits, but they must also take an active role in educating and empowering their workforce with the knowledge to fully leverage them.

Three practical strategies can help employers achieve this greater level of healthcare literacy.

TAILORING COMMUNICATION FOR LIFE STAGES

When creating benefits packages, employers go to great lengths to ensure the offerings line up with their workforces’ needs. A similar approach should be adopted when it comes to sharing details of that plan — for example, emphasizing maternity and childcare benefits to young families and focusing on long-term healthcare for employees approaching retirement are pivotal to encouraging participation.

Using clear communication to detail what’s important to a specific audience, and why, is critical.

In addition, providing regular updates through a range of channels like newsletters, emails and both video and in-person seminars, as well as recruitment and on-boarding materials, ensures continuous engagement and understanding throughout the year.

DEPLOYING CUSTOMIZED VIDEO RESOURCES

The traditional approach of disseminating information through extensive paperwork is becoming less and less effective. Statistics show that employees, on average, spend a mere 18 minutes selecting insurance plans during enrollment, often skimming over critical details.

This calls for a more engaging and efficient way to communicate benefits information.

Customized videos can enhance health literacy if they have the following key elements: • Clear Narration: Add a human touch with narration, effectively simplifying complex healthcare benefit explanations.

• Consistent Messaging: Keep video content concise and jargon-free. Ensure information is easily digestible and memorable.

• Bilingual Support: Recognize workforce language diversity by providing videos in both English and Spanish, and possibly other languages determined by the workforce.

EMPOWERING EMPLOYEES WITH ALTERNATIVE HEALTHCARE CHOICES

Rising costs. Complex choices. In a world where healthcare expenses soar and options overwhelm, employers have a unique opportunity to introduce emerging, lesser-known strategies — such as value-based healthcare plans and network steerage — that can enable employees to make informed, cost-effective healthcare decisions.

• Value-Based Healthcare Plans Value-based healthcare plans aim for the most beneficial, cost-effective care, leading to improved health management and reduced costs for employees. Employers should underscore the advantages of these plans, such as enhanced preventive care and effective chronic condition management, leading to better health outcomes and decreased out-of-pocket expenses.

• Network Steerage Network steerage encourages employees to use in-network healthcare providers, often resulting in lower costs and better access to quality care. Educating employees on the advantages of in-network options enables them to make more informed healthcare decisions and can reduce their own costs. Employers can support this by simplifying in-network provider searches, offering incentives for in-network use and conducting educational sessions to empower their workforce.

• Additional Lower-Cost Options As the 0healthcare landscape becomes more complex and costs become potentially overwhelming, employers can proactively help their teams find alternative and often-overlooked options that can lead to substantial savings. One such avenue for achieving considerable savings is through membership-warehouse retailers’ pharmacies. These pharmacies can offer substantial discounts on prescription medications without membership as a prerequisite to access.

Effective communication about benefit plans is paramount — it shows an employer is doing more than offering a plan, they’re helping an employee make informed decisions and maximize the value of their benefits, ultimately promoting financial security and well-being.

By tailoring resources to meet employees at different life stages, offering clear and consistent guidance and promoting cost-effective strategies, employers can empower their workforce to fully understand and utilize their benefits, creating a win-win situation for both themselves and their workforce. —JJ Joppru, an employee health and benefits advisor with Marsh McLennan Agency (marshmma.com)

A persistent and costly issue, clinical bias has far-reaching consequences on patient outcomes to the tune of $320 billion annually. A recent TruLite Health actuarial study revealed individuals from Black or Latinx communities with one of seven chronic illnesses incur an additional $5,300 annually compared to white counterparts facing the same conditions.

HONOR IS WHAT GIVES US PURPOSE

Honor is what motivates our team of dedicated healthcare professionals.

Through passion and purpose, we come together to ensure every patient is provided with the best possible care. honorhealth.com

INNOVATIONS FOR BUSINESS

TECH NOTES

Using Emerging Technology to Stay Competitive in the BlueCollar Sector Though blue-collar workers are a huge portion of the workforce, they are notoriously difficult to find and even more challenging to retain. That’s why this hands-on industry is turning to advances in technology to stay competitive and attract top talent.

Data and Analytics in BlueCollar Recruitment Drive Effective Decision Making Employers relying on blue-collar jobs need a ready supply of workers with specialized skills, but these skills take time and money to train. Emerging technologies make it easier for companies to hire people looking for work and easier for workers to find the jobs best suited to their interests and skill sets.

Online job portals have revolutionized the way blue-collar workers find work but, today, artificial intelligence and machine learning bring never-before-seen efficiency to the way these job portals function. In a nutshell, intelligent systems jumpstart the process with skill-based blue-collar job matching.

Sophisticated algorithms use a blue-collar job seeker’s skills, preferences and experience to deliver a short list of the jobs each worker would be best suited for and enjoy most. AI uses the data on job portals to scan thousands of job postings, allowing blue-collar job seekers to discover opportunities perfectly aligned with their abilities and interests in seconds.

Successful Blue-Collar Recruitment Balances Technology with a Human Touch Business owners know technology is not a solution to every problem — it’s a tool. While it can be used to make better decisions and improve efficiency, it can’t entirely replace the human element of recruiting talent for a business.

Emerging technology has the potential to revolutionize the blue-collar sector, but capitalizing on these trends is not just about using technology in blue-collar recruiting — it’s about using it intelligently.

When employers combine the power of artificial intelligence with the human touch, their company can stay competitive by hiring the ideal staff to take care of their customers’ needs. —Jason LaMonica, COO of Spec On The Job (speconthejob.com)

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AI Tech Optimizes Supply Chain Processes in Moving Logistics Dircks’ adoption of computer vision technology at their loading docks marks a significant leap toward operational excellence. The system, seamlessly integrated into the logistics workflow, scans every pallet as it traverses the loading dock. It uses computer vision algorithms to capture information from labels, barcodes and markings, providing a meticulous verification process for outbound and inbound shipments. What sets this technology apart is its real-time feedback mechanism. When discrepancies are identified, such as an incorrect number of pallets or physical damage, the system promptly flags these issues to the Dircks team.

This proactive intervention allows the logistics company to address and rectify potential errors before the shipment leaves the facility, showcasing a commitment to quality control. Furthermore, the technology provides visual proof of pallets and loading activities through the Kargo Platform, facilitating efficient issue resolution and maintaining positive customer relationships.

AI plays a pivotal role in predictive analytics for demand forecasting. By analyzing historical data and patterns, AI algorithms provide logistics companies with insights to anticipate future demand accurately. This capability enables optimized inventory management, efficient route planning and effective resource allocation, leading to cost savings and streamlined operations.

AI’s influence extends to route optimization and traffic prediction. Algorithms leverage real-time data on traffic conditions, weather and other variables to optimize delivery routes, reducing delays, fuel consumption and environmental impact. Warehouse operations are also undergoing a revolution with the introduction of AI-driven robotics and automation. These systems autonomously handle tasks like picking, packing and sorting, significantly improving warehouse management speed, accuracy and overall efficiency.

In fleet management, AI offers intelligent solutions by providing insights into vehicle health, driver behavior and route efficiency. Predictive

maintenance algorithms help prevent breakdowns, ensuring the smooth operation of the logistics fleet. Additionally, AI-powered tools such as chatbots and virtual assistants enhance customer service in logistics, providing real-time updates, addressing inquiries and delivering a personalized experience to customers.

As AI technologies advance, their integration into the logistics world is poised to bring further innovations, optimize supply chain processes and foster a new era of intelligent, data-driven logistics management.

The cutting-edge technology making waves in logistics, particularly integrating artificial intelligence (AI) and computer vision, represents a revolutionary leap towards a more efficient and accurate operational paradigm. What distinguishes this technology is its transformative impact on established logistics processes, introducing a new era of seamless integration and heightened capabilities. Implementing real-time features, such as immediate issue flagging during shipment verification, showcases a proactive and responsive approach that prevents errors before propagating through the supply chain.

Looking forward, the future of the logistics industry hinges on the continued adoption and evolution of these technologies. The strategic incorporation of AI not only streamlines operational processes, exemplified by the substantial reduction in inventory logging time but also augments decision-making capabilities. The ongoing commitment to innovation, exemplified by companies like Dircks Logistics, positions the logistics sector as a trailblazer in embracing cutting-edge solutions. As the industry collectively integrates these advancements, the logistics landscape is poised for a profound transformation characterized by precision, efficiency, and an enhanced ability to navigate the intricacies of modern supply chains with unparalleled foresight and agility.

—Wyatt Poole, with Dircks’ Moving & Logistics (dircks.com)

A study by Casinos.us determined that larger cities are more resistant than small cities to job losses due to AI – and Phoenix holds the top spot as the No. 1 Least Susceptible to AI Job Losses This Decade. casinos.us/blog/ai-proof-cities

S R E G N A H C E M A A G E R C I A M ECONO METROPOLITAN FOR OUR

ers n Wond e v e S e ss d by th Busine n I , Inspire d l r Wo n ncient ed seve i f i of the A t n e id nd ine has jects a Magaz o r p g n mic changi e dyna h gamet o t d nd that ad oenix a h events P r e t of Grea ed vitality ontinu c e h t ute to gest contrib fth-lar i f s i h n. t of e natio h t growth n i a re olitan a metrop

Seven Wonders: Mayo’s Discovery Oasis In late 2021, Mayo Clinic announced it would develop a biotechnology innovation hub called Discovery Oasis on 120 acres of newly acquired land south of Loop 101 between 56th and 64th Streets. This announcement came amid a $748-million capital expansion initiative that effectively doubled the size of Mayo’s North Phoenix hospital campus, adjacent to the land earmarked for Discovery Oasis.

Central to the vision of Discovery Oasis is a commitment to advancing pioneering medical breakthroughs, strengthening Arizona’s reputation as a medical and biosciences destination.

In fact, Mayo is seeking leading collaborators in areas such as biotherapeutics, next-generation diagnostics, medical devices, pharmaceuticals and digital health.

“We are at a tipping point of discovery in so many areas of medical science. Such as advanced diagnostics that anticipate diseases before they manifest, treatments that are precisely tailored to individual genetics and interventions informed by data analysis that is only possible through artificial

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intelligence,” says Steven Lester, M.D., medical director for Discovery Oasis. “What we need now is seamless collaboration and convergence by the world’s top medical innovators, researchers, engineers and data scientists.”

Mayo Clinic and the Phoenix Metro area are uniquely positioned to convene the right mix of medical disruptors.

“Phoenix is known to be a business-friendly environment with a strong employment base and a talent pipeline driven by the nation’s most innovative university, Arizona State University,” observes Aric Bopp, CEcD, executive director for Discovery Oasis. “It is quickly becoming a new center for West Coast technology development due, in large part, to our convenient location, affordability and talented workforce.”

In just the first five months of formal operations for Discovery Oasis, 38 organizations approached Mayo Clinic with interest in locating there. Early participants in Discovery Oasis are expected to be shared this year.

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“Phoenix is known to be a business-friendly environment with a strong employment base and a talent pipeline driven by the nation’s most innovative university, Arizona State University.”

—Aric Bopp, CEcD, executive director for Discovery Oasis

Mayo Clinic brings deep medical and research expertise, commercialization infrastructure and enormous data sets to the equation. The healthcare giant also recognizes the valuable perspective and agility of established and earlystage biotech companies in creating new solutions that will transform healthcare.

Discovery Oasis, envisioned nearly a decade ago by Mayo Clinic, Arizona State University, the City of Phoenix and the State of Arizona, is now in active development. The first structures in this biotech innovation hub are expected in 2025.

SPECIAL ATTRIBUTES OF THE PROJECT

The design for Discovery Oasis supports a unique ecosystem that invites innovation and incorporates research facilities, biomanufacturing, digital and AI-based health innovation infrastructure, office space and work-friendly amenities.

Participants can maintain connection with physicians and scientists at Mayo Clinic. In addition, Arizona State University’s Health Futures Center is situated immediately next to the biotech hub, with a focus on nursing, health innovation and bioengineering. The Mayo Clinic and ASU Alliance for

Health Care was created in 2016, formalizing a long-standing relationship between the two organizations, and, more recently, the Mayo Clinic and ASU MedTech Accelerator has attracted biotech companies globally.

REVENUE AND EMPLOYMENT IMPACT

Mayo Clinic is a destination for patients seeking new hope for serious or complex medical conditions. Patients come to Mayo Clinic in Arizona from all 50 states and more than 50 countries each year to find answers. (Mayo’s other sites for destination care are in Rochester, Minn., and Jacksonville, Fla.) While the revenue and employment impact of this burgeoning Discover Oasis initiative is yet to be determined, leading economic research and economy firm TEConomy Partners provides a look at the existing Mayo Clinic’s economic impact in Arizona: The impact was estimated at $4.7 billion with nearly 23,900 in total employment in 2021. Every dollar of Mayo Clinic expenditure generates an additional $1.14 in economic activity in the Greater Phoenix area, and every Mayo Clinic job helps support an additional 2.6 jobs.

Photos courtesy of Mayo Clinic

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Seven Wonders: Novus Innovation Corridor “In the burgeoning desert Southwest, where rows of new houses, high-tech office parks, inviting planned communities and the next great shopping destinations abound, one development is distinctly different,” says Charley Freericks, describing Novus Innovation Corridor.

Freericks is a senior vice president of Catellus Development Corporation, the master developer of Novus, and leads Catellus’ development activities in Arizona. He sees Novus, which spans 355 acres located on Arizona State University’s Tempe campus, as a model for modern urban cities. It is also, as one of seven Arizona State University Innovation Zones, a pioneering collaboration between ASU and Catellus. Their goal is to provide access to knowledge, people and ideas while empowering businesses of all sizes — from startups to global enterprises — to grow and scale at an impeccable speed.

“Ultimately,” Freericks says, “the idea is to attract companies to Novus, create high-wage jobs and world-class athletic and entertainment venues, increase local sales tax revenues and attract new private investment to the area while creating a robust, diverse and walkable community.”

Novus will comprise 10 million square feet of mixed-use space.

“Novus Place — nestled in the community’s urban core — will be a must-stop destination, with more than 275,000 square feet of shopping, dining, entertainment and peoplewatching,” Freericks says. “This Main Street entertainment district is cooking up great things, with three Fox Restaurant Concepts positioned in an urban park as its new anchor tenants, along with additional shops and eateries – several of which are first to the Arizona market.”

Among the projects helping fill a need for housing in Tempe is The Piedmont, a 318-unit luxury apartment community. Vero, a second residential community developed

by Transwestern Development Company, will feature

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approximately 200 micro-units and has an expected completion date of early this year. Total housing will accommodate 4,100 residents. There will also be more than 1,000 hotel rooms. Describing one of the more recent developments, Freericks says, “Novus caters to visitors at Hyatt Place/Hyatt House, the community’s first dual-branded hotel, with a rooftop bar and pool, a top-floor state-of-the-art fitness center, and more.”

He also believes Novus will become Arizona’s premier corporate address, with its 6.5 million square feet of Class A high-rise, mid-rise and creative office space. This includes the six-story 777 Tower, home to Infosys, a global digital service and consulting firm, and MSC Mediterranean Shipping Company, a global leader in transportation and logistics. “MSC’s 28,302-square-foot space on the sixth floor of the tower will welcome 170 MSC employees, where, given the vast Phoenixmetro talent pool, most positions will be filled locally.”

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“Ultimately, the growth, jobs and commerce associated with Novus will enable ASU to operate from a more economically enviable position and create a sustainable financial model for ASU Athletics well into the future.”

—Charley Freericks, describing Novus Innovation Corridor

SPECIAL ATTRIBUTES OF THE PROJECT

Novus’s big vision is just beginning to unfold. In addition to contributing to the economy, Novus will drive a significant influx of employment in cutting-edge industries while bringing lifelong learning, urban living, entertainment and research together in one location to develop the 21st-century university community.

Additionally, Novus will fill a need for housing in Tempe with a variety of residential communities, including attainable housing for ASU employees who meet the income requirements; provide residents, employees and visitors access to state-of-the-art venues for sports and entertainment; accommodate both leisure and business travelers with multiple hospitality options; and cater to locals and visitors looking to dine or shop at Novus’s Main Street entertainment and retail district, Novus Place.

“Ultimately, the growth, jobs and commerce associated with Novus will enable ASU to operate from a more economically enviable position and create a sustainable financial model for ASU Athletics well into the future,” Freericks notes. In fact, ASU’s renovated and reimagined athletic venues were designed with the community in mind. He points to Mullet Arena as a case in point — home to ASU men’s and women’s hockey and temporary home to the NHL’s Arizona Coyotes, the arena also boasts an adjoining community ice rink for community and youth hockey programs and serves as a venue for concerts and other events.

Recent developments include announcements that FRC’s Flower Child, Blanco Taco Cocina + Cantina, and North Italia will join Blue Sushi Sake Grill, the largest sushi group running a sustainably sourced seafood program and with one of the broadest menus of vegan sushi in the country; Eureka! featuring a scratch kitchen and serving gourmet burgers, great food and creative drinks, including local craft beers, smallbatch whiskeys and craft cocktails; Over Easy, the uber-popular local restaurant known for creating energized takes on classic

breakfast staples; tea purveyor The Alley, with its signature milk teas and fruit-infused drinks; and Nautical Bowls, offering delicious and nutritious acai and superfood bowls.

Projects on tap for Phases IV and V include mixed-use buildings with ground-floor retail, medical office buildings and senior living, plus room for future office campus-style developments similar to Marina Heights, which was built as a regional headquarters for State Farm.

REVENUE AND EMPLOYMENT IMPACT

Novus’s unique innovation ecosystem that will align education with employment will have a profound impact on Arizona’s economy. The university’s Seidman Research Institute projects Novus will contribute approximately $1.86 billion to the local economy based on its current and past development. In addition, Novus’s commercial core is poised to drive a significant influx of employment, with 4 million square feet of flexible space in Tempe’s hub of innovation.

With LEED-focused buildings to accommodate businesses of all sizes near ASU and key transit routes, Novus is on a path to adding 40,000 jobs by 2035 through office, hotel, multifamily and retail operations, generating $2 billion in annual wages for a total annual economic impact of $4.6 billion. The economy will also benefit from Novus’s more than 20,000 temporary construction jobs.

Photos courtesy of Catellus Development Corporation

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Seven Wonders: SEMICON West The industry association SEMI, which represents more than 3,000 companies in the global semiconductor and electronics supply chain, selected Phoenix as the host city in 2025 for SEMICON® West — North America’s premier semiconductor and microelectronics exhibition and conference. Beginning its rotation with San Francisco, SEMICON West is scheduled for October 7–9, 2025, followed by returns to Phoenix in 2027 and 2029, all taking place at the Phoenix Convention Center. “The decision to bring this influential event to Phoenix promises a host of benefits, amplifying the city’s reputation as a thriving hub for innovation and economic growth,” says Joe Stockunas, president of SEMI Americas.

SEMI, established in 1970 to advance the industry through events, thought leadership and standards, started in the Bay Area of California, and added regional offices in Asia and Europe to promote cross-border cooperation. San Francisco has, historically, been the host city for the premier industry event SEMICON West.

Describing the event, Stockunas notes SEMICON West brings a wealth of expertise together all under one roof: phenomenal CEO Summit keynotes; executive panels; toplevel thought leader presentations; market and investment analysis; pavilions in Smart Mobility, Smart Manufacturing, Green and Sustainable Technology; and presentations on workforce development and emerging technology trends.

In addition to the interactive exhibits, hands-on activities, live demonstrations, virtual reality experiences, automotive displays, gamification and personalized interactions featured on the show floor are opportunities for companies to take advantage of corporate suites, private meeting rooms, a VIP Lounge, networking receptions, a media hub, and much more.

“With the semiconductor industry serving as the backbone of modern innovation, the convergence of industry leaders, startups and researchers within Phoenix’s borders is expected to put the city in the spotlight of one of the world’s most dynamic industries and ignite unprecedented collaboration, knowledge exchange, workforce development and long-term investment,” Stockunas says, noting that SEMICON West is attended by leading companies from across the $3.3 trillion global electronics design and manufacturing supply chain – from chipmaking giants such as Intel and TSMC to high-tech innovators such as Amazon, Google and Meta.

SPECIAL IMPACTS OF THE EVENT

SEMICON West draws worldwide industry leaders, with 70% of scanned attendees holding executive management positions from around the globe with 41 countries represented. Observes Stockunas, “With exposure to all that Phoenix has to offer during their participation in SEMICON West, the city’s profile on the global stage will undoubtedly rise, providing an opportunity to attract international investors, startups and talent from across the nation and around the world who are eager to be part of this hightech community.” In addition, he notes, “SEMICON West will provide Phoenix’s homegrown technology leaders with the opportunity to showcase their products and services to this audience. The influx of diverse perspectives and expertise will contribute to a vibrant and dynamic innovation ecosystem, fostering growth and breakthroughs with applications across various industries.

“As 2025 approaches, anticipation and excitement reverberate at SEMI for hosting SEMICON West in Phoenix,” Stockunas continues. “With its vast potential to stimulate economic growth, drive innovation, and foster global collaboration, SEMICON West’s move to Phoenix represents far more than a relocation — it marks the beginning of a new chapter in the city’s journey towards becoming a leading global tech hub.”

REVENUE AND EMPLOYMENT IMPACT

With an expected 500 exhibitors and 30,000 attendees over the three-day run of SEMICON West 2025, a significant economic impact of visitor spending is anticipated, spanning from lodging and food to retail, services and transportation.

Visit Phoenix’s Event Impact Calculation forecast — which is based on lodging, transportation, food and beverage, retail, recreation, space rental and business services garnered from SEMICON West attendees, exhibitors, and SEMI — projects the total direct impact of the 2025 event to be more than $9 million.

And spending within the Phoenix economy by SEMICON exhibitors and attendees is also expected to generate substantial new business receipts, tax revenues and airport passenger facility fees to benefit the local economy, with ripple effects from the economic stimulus extending through nearly all sectors and inducing new local employment.

Photos courtesy of SEMI Americas

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Seven Wonders: Teravalis “It is no secret that Arizona — and specifically Maricopa County — is experiencing massive growth and, with that, a housing shortage which is expected to continue into the future,” says Heath Melton, Phoenix region president for Howard Hughes Holdings. Teravalis, the newest master-planned community from Howard Hughes, will encompass 100,000 homes when fully built out over the next several decades.

In developing 37,000 acres nestled between the White Tank and Belmont Mountains in Buckeye, Howard Hughes plans that Teravalis will not only provide much needed housing to a highly strained market but, with 55 million square feet of commercial development projected to accompany those residences, will become a thriving city aimed to generate an estimated 1.5 jobs per rooftop and be a dynamic community where residents can live and business can thrive. Melton notes that, with accessibility to the surrounding desert terrain top of mind, Howard Hughes will devote approximately 20% of Teravalis — more than 7,000 acres — to open spaces, including walking and biking trails, community parks, preserves and other natural areas. Already underway, Teravalis’s first village of Floreo will be home to 1,100 rooftops over the next decade, with the grand opening projected for spring of 2025.

Howard Hughes has a long-established track record as a leader in the responsible development and stewardship of master planned communities — with projects of similar large-scale size and scope across the country, including Summerlin in Las Vegas and Bridgeland in Texas, two Howard Hughes communities that were just ranked the No. 4 and No. 5 top-selling master planned communities in the country,

respectively, on RCLCO’s 2023 national list. In addition, The Woodlands, Texas, is consistently ranked one of the best places to live in America and is currently celebrating its 50th anniversary — a testament to Howard Hughes’s commitment to its vision for long-term sustainable growth.

“As the West Valley continues to attract top national and global companies to open, or relocate, operations to the region, Teravalis will be an integral piece to the responsible growth of the region providing for sale and for rent residential options to meet the demand,” Melton says.

SPECIAL ATTRIBUTES OF THE PROJECT

Melton notes that the integration of smart infrastructure throughout the master planning process — encompassing advanced mobility options, resilient and renewable energy use, intelligent water management strategies and cuttingedge design — “will ensure that Teravalis can nimbly respond to evolving demands and expectations.” In fact, Teravalis has developed strategies to reach a goal of a 35% reduction per capita in water use by partnering with the U.S. Environmental Protection Agency’s WaterSense program and water-focused architects, homebuilders and urban planners to focus on water use reductions inside and outside of the home.

REVENUE AND EMPLOYMENT IMPACT

Melton reports that initial development of the community has already supported more than 200 jobs. And, he says, “We can add that, at 100,000 homes, we anticipate creating over 150,000 jobs to align with our 1.5 jobs per rooftop.”

Photos courtesy of Howard Hughes Holdings

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Seven Wonders: Taiwan Semiconductor Manufacturing Company “The rising demand for chips worldwide has created an opportunity for the State of Arizona to become both a global and U.S. hub for semiconductor manufacturing. This is leading to incredible economic growth throughout the region, and also raising the Greater Phoenix area’s innovation prominence,” says Brian Harrison, president of TSMC Arizona, noting that, when complete, TSMC Arizona will be the most leading-edge semiconductor manufacturing technology operating in the United States.

That the project is high-profile — even credited with impacting the United States’s national defense — was underscored by President Biden’s participation at the facility’s “First Tool-In” event in January 2022. As one of TSMC’s leading fabs, TSMC Arizona will play a vital role in onshoring semiconductor manufacturing, strengthening national economic competitiveness. When complete, TSMC Arizona’s first fab (N4 process) will be the most advanced semiconductor process technology in the U.S., which will enable U.S. leadership in the 5G and artificial intelligence era for decades.

SPECIAL ATTRIBUTES OF THE PROJECT

TSMC Arizona plans to build an industrial waste reclamation plant by which the fab would have the capability of using nearly every drop of water back into the facility.

The facility will also incorporate a sulfuric acid reclamation system, which will allow it to reuse sulfuric acid from the production line — saving 921,300 gallons per year of sulfuric acid from disposal.

Installation of approximately 15 megawatts of solar panels in the TSMC Arizona parking lot will not only provide shade for employee vehicles but generate enough electricity to power 2,727 houses for an entire year.

REVENUE AND EMPLOYMENT IMPACT

Semiconductor manufacturing is also critical to the state as a job creator, Harrison points out. “At TSMC Arizona, our $40-billion investment in these two fabs will create 4,500 high-tech, high-wage jobs, and we expect our suppliers will bring thousands more employment opportunities.” He notes that several of TSMC’s manufacturing suppliers have already established their first U.S. operations in Arizona or have expanded their operations in the state. “Additionally, our industry is a boon to the construction trade. On our Arizona project, we have a construction workforce of nearly 12,000 on this project daily.” And TSMC recently entered into an agreement with the Arizona Building and Construction Trades Council focused on building a construction workforce that can support TSMC Arizona in the near and long term with employment opportunities.

According to the Greater Phoenix Economic Council, there are more than 140,000 jobs in occupations relevant to semiconductors in the metropolitan area and it is growing rapidly. An analysis by GPEC on the impact of TSMC notes that, over an 11-year period, TSMC’s investment in Phoenix will create $21.7 billion in economic output. “Creating a semiconductor supply chain cluster in this region provides a range of other benefits to the industry and the broader economy,” Harrison says. “By bringing together semiconductor manufacturers, suppliers, research institutions, universities and other stakeholders, these regional clusters create a hub of expertise and resources that can be leveraged to broadly promote innovation and long-term growth.”

Photos courtesy of Taiwan Semiconductor Manufacturing Company

36 FEB. 2024

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Seven Wonders: Rio Salado and Beach Park The Rio Salado and Beach Park area includes both sides of Tempe Town Lake between Priest Drive and Rural Road. The master plan, which focuses on programming, infrastructure, access, use of space and land/water activities, is a comprehensive planning document that provides improvement recommendations that will shape the area over the next 20 to 30 years.

“Tempe Town Lake has been a transformative force for the Greater Phoenix Metropolitan Area,” says Mike DiDomenico, economic development director for the City of Tempe. “Braving the desert, the lake has emerged as a symbol of Tempe’s spirit of innovation and resilience, proving that anything is possible.”

Completed in 1999, the Lake has provided a scenic and vibrant recreational space and catalyzed economic growth and community development. Today, Tempe Town Lake remains a recreational haven, economic powerhouse and cultural hub.

The lake’s two miles of shoreline, five miles of pathways, and various activities from boating to fishing have turned it into a focal point for residents and visitors, promoting connectivity to neighboring Phoenix and Mesa. And DiDomenico notes that, beyond its aesthetic appeal, the lake is a business nucleus, hosting major companies and fostering substantial commercial and residential development, all of which contributes significantly to the region’s economic vitality.

SPECIAL ATTRIBUTES OF THE PROJECT

Describing Tempe Town Lake as a versatile amenity, DiDomenico says, “It has earned the reputation as the Central Park of the Valley because it offers a peaceful retreat from the city’s hustle and bustle. It is not uncommon to witness office professionals taking a lunchtime jog along its shores or paddling a kayak in the afternoons.”

DiDomenico notes also that Tempe Town Lake has become a catalyst for business and residential development. “It’s a space where the community, commerce, and culture converge, creating a unique blend that distinguishes it as more than just

a body of water but a central feature of the region’s identity,” he says.

With the whole much greater than the sum of its parts, we’ll mention a few of those parts: Tempe’s IDEA campus connects to Tempe Center for the Arts. The two-and-a-halfacre multiuse development of 100 Mill is across the street from Tempe Beach Park and its many special events. Town Lake Marina is adjacent to several multifamily developments.

Mill Avenue spans the lake. Marquee Theater sits at the top of the bridge, with a beach directly below for launching standup paddleboards, rowing shells and kayaks.

REVENUE AND EMPLOYMENT IMPACT

Observing, “The economic impact of Tempe Town Lake is staggering,” DiDomenico says a conservative estimate of its current value is more than $2 billion. “The value breaks down into various components, showcasing the Lake’s multifaceted contributions. The completed developments themselves, valued at $1.5 billion, underscore the significance of the lake as a commercial and residential magnet.”

As a regional attraction, the lake hosts more than 40 special events annually. DiDomenico reports these special events are valued at approximately $500 million in tourism revenue, with sales tax revenue, contributions from community facilities and the Tempe Center for the Arts responsible for an additional $65.5 million. And he notes that these numbers are predicted to increase significantly as new developments come to Town Lake soon. For instance, the future South Pier alone is projected to be valued at $1 billion.

“Tempe Town Lake’s role in hosting major companies further cements its position as an employment hub,” DiDomenico says. “As an economic driver, the lake’s impact goes beyond its immediate surroundings, radiating throughout the Greater Phoenix Metropolitan Area, influencing regional prosperity, and setting a precedent for how urban planning can shape a thriving community.”

Photos courtesy of City of Tempe

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Seven Wonders: VAI Resort VAI Resort, set against the desert backdrop of Glendale, Ariz., will soon become a game-changing, entertainment-based hospitality destination. With a colossal 60-acre footprint and a $1 billion investment, this groundbreaking project features not only 1,100 luxury rooms — making it the biggest resort in the entire state of Arizona and one of the largest hotel developments in the U.S. — but also boasts four towers, a $50 million VAI Amphitheater, Konos Island, the world’s first Mattel Adventure Park, 12 culinary destinations, world-class spa and 80,000 square feet of approximately 40 luxury retail destinations, curated art galleries and one-of-kind experiential activations.

The project broke ground in 2021, and its first phase — with the amphitheater, Amphitheater Tower and Mattel Adventure Park — is on track to open late this year. Next year will see the full resort open.

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SPECIAL ATTRIBUTES OF THE PROJECT

The VAI Amphitheater introduces a revolutionary concept in live music venues. Nestled within the breathtaking property, this $50 million, unmatched venue offers diverse viewing options for all guests. From hotel-room balconies to VIP booths to restaurant-level sky boxes and more than 3,500 stadium-style seats, the VAI Amphitheater, with a capacity exceeding 8,000, will provide an unparalleled, immersive music experience.

The design of the property is, itself, special, as the philosophy of its development revolves around creating a unique and experiential environment. As guests step foot into the hotel, VAI Resort seeks to leave a lasting first impression of awe and appreciation. The brand’s vision is to envelop guests in an environment that demonstrates unparalleled attention to detail, with every design element carefully crafted no matter which tower or room is selected. The design of all hotel accommodations draws inspiration from the overall music concept of the hotel and showcases an array of unusual techniques and technologies, pushing the boundaries of traditional hotel settings. The intent is to create a harmonious blend of luxurious finishes, dimensional textures, and a palette of materials that include crocodile skin leather, cowhide, metal, stone, and soft wood tones typically associated with highend residential settings. These carefully selected elements, complemented by pops of bold colors, allow guests to feel immersed and become part of the curated space, much like different types and layers of music invite guests to become part of a captivating story.

Each of the resort’s four towers will be a masterpiece of design with its own distinct theme. The Amphitheater Tower offers integrated hotel rooms that provide an unparalleled

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viewing experience of the VAI Amphitheater. This tower epitomizes luxury and entertainment. The Cadence Tower will be a tranquil retreat featuring music-inspired elements that stimulate creativity and relaxation. The Rhythm Tower is conceived as an escape to a desert oasis, where song lyrics are artistically inscribed, inviting guests to immerse themselves in a world of luxury. And the spacious accommodations of VAI Villas pay tribute to entertainment venues worldwide, celebrating the unifying power of music.

A crown jewel of the resort, Konos Island is a 52,000-square-foot island oasis that captures the essence of Mykonos, Greece, and Tulum, Mexico, with its white sand beaches, luxurious appointments, unique culinary offerings, and entertainment experiences. Konos Island will serve as the center point of the entire resort, providing an unparalleled destination within a destination.

Other first-to-Arizona attractions are a tethered hot air balloon that can transport up to 30 guests, a 130-foot-high Konos Sky Bar, and the world’s first Mattel Adventure Park.

REVENUE AND EMPLOYMENT IMPACT

An updated Economic Impact Analysis conducted by Applied Economics for VAI Resort and released last November underscores the substantial economic benefits that VAI Resort is expected to bring to the City of Glendale.

In 2020, the initial economic analysis estimated the total revenue impact to be $700.8 million over the next 25 years, including $9.6 million annually to the city. With the growth of the project, the return has more than tripled, with an estimated revenue impact now of more than $2.2 billion over 25 years, including $32.4 million annually to the city.

Unchanged from the initial report, VAI Resort is seen as potentially generating an annual increase in property tax

revenues to schools of $6.2 million, and $7.9 million to all jurisdictions combined.

Phase I will create approximately 700 permanent jobs, with 2,000 jobs created when the resort is fully open.

Discovery Oasis discoveryoasis.com Novus Innovation Corridor novusasu.com Rio Salado tempe.gov/government/community-services/parks/riosalado-and-beach-park-master-plan SEMI semi.org Taiwan Semiconductor Manufacturing Company tsmc.com/english Teravalis teravalis.com VAI Resort vairesort.com

Photos courtesy of VAI Global Development

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A PATH TO FOLLOW

Robert L. Dilenschneider, author of Wall Street Journal and USA TODAY bestseller The Ultimate Guide to Power & Influence: Everything You Need to Know, formed The Dilenschneider Group in October 1991.

Headquartered in New York, Miami and Chicago, the firm provides strategic advice and counsel to Fortune 500 companies and leading families and individuals around the world, with experience in fields that range from mergers and acquisitions and crisis communications to marketing, government affairs and international media.

The Ultimate Guide to Power & Influence: Everything You Need to Know (Matt Holt Books, July 2023) is available at bookstores nationwide and from major online booksellers. robertldilenschneider.com

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Why ‘Influence’ Is the 2023 Word of the Year for the Business Sector Influence is what allows us to find the opportunity hidden in the uncertainty

by Robert L. Dilenschneider As 2023 drew to a close, everyone was releasing their word of the year. The Associated Press chose “AI.” Oxford chose “rizz” (short for “charisma”). Merriam-Webster chose “authentic.”

Now, I’ve put my own twist on the annual tradition: I’ve zeroed in on a word that captures the zeitgeist of today’s business world — and not just for 2023, but for the foreseeable future.

Influence.

The ability to influence is the No. 1 skill in business. It’s the piece that makes the rest possible.

People can devote huge amounts of time, energy and resources to creating strategies and pursuing deals, but if they can’t influence others to execute on them, it’s all wasted. This has always been true, but in times of chaos and uncertainty, the stakes are too high to fail.

There are lots of misconceptions about influence. It’s not about being pushy or manipulative or convincing resisters to change their minds. And the rise of social media “influencers” (with their short-term focus on getting “likes” and orchestrating superficial trends) hasn’t helped.

The good news is, the less-than-influential can grow their skill set. A few tips for getting started: Ask yourself: How can I help others? Counterintuitive as it may sound, real influence comes from the ability to help the people around you and shape the world into a better place.

This is what makes others want to follow you and what will ultimately drive your success.

People can devote huge amounts of time, energy and resources to creating strategies and pursuing deals, but if they can’t influence others to execute on them, it’s all wasted.

The more helpful you can be to co-workers, clients and employers or colleagues, the more they will like you and the more they will come to count on you. When you use your skills and talents to help others succeed, not only will you draw others to you, you’ll become a better person and experience a real sense of fulfillment.

Prioritize real-world relationships. They still mean something. A client was fixated on leveraging social media for a significant project. I told him, “You have seven key people you need to influence. Forget the hashtags; have real conversations with them.” He did, and it worked.

The point? Take some time to identify the real decisionmakers in your network, the people who actually move the needle, and connect with them genuinely.

Look at networking as an ongoing process, not a “one-and-done” activity. You may think the purpose of your network is to grow your business, make sales, recruit or be recruited. But the truth is that it’s about building relationships.

You are not there, hat in hand, seeking a job. That may come eventually, but don’t be so desperate to make it happen. Life unfolds in its own time.

Keep your name in front of people you want to connect with. Make a list of people you would like to know in your field, the media, politics or other realms. Then narrow that list to a manageable number. Research their backgrounds, such as where they went to school, what boards they serve on,

BETTERING YOUR BUSINESS their charitable causes. Then, find ways to regularly connect with them.

I know a fellow who wanted to reach three key people. He put their names in his electronic Rolodex, and when something would come up in the news related to their interests, he would contact them with the information. It was an enormous help in making connections. Don’t overdo it, of course. You want to be helpful, not pesky.

Authenticity matters even more in the Algorithmic Age. Look for ways to provide the personal touch. Amid the deluge of impersonal pixels and machine-generated content, a genuine human interaction is like a breath of fresh air.

Think about it: When was the last time you received a handwritten thank-you note? What about a holiday gift that wasn’t a generic fruit basket but rather an original autographed copy of your favorite book?

These gestures can be time-consuming, but consider the lasting impression they leave.

Don’t underestimate the power of gratitude. In our nonstop, sometimes frantic lives, we may easily forget the importance of gratitude, the value of that often brief but vital connection we make when we take a moment to smile and say “thank you.” People benefit from saying it as much as the one listening appreciates hearing it. Vast emotional distances may be overcome in a moment by a “thank you” that conveys “I value you and what you do.”

Protect your reputation, starting now. The more power and influence you end up accumulating, the greater the efforts of others to take them away — or at least take them down a few notches. Assume your life is an open book. Social media has forever blurred the lines between “personal” and “professional,” so think before you post anything inflammatory, controversial or politically sensitive. It could come back to bite you, many years from now.

Use the strong language of success. For example, avoid clichés.

Not only do they make your message unclear — after all, what does “Get the ball rolling” or “Think outside the box” really mean? — they make you seem lazy. Be original. Always use the active voice, never the passive.

Make your sentences energetic, not flabby.

When speaking, as in writing, use active, muscular verbs. And please, avoid the temptation to “-ize” a word. Don’t promise to “prioritize”; say that you will “set priorities.” Use the strong language of success.

Seek to be a problem solver and conflict neutralizer. Dr. Zoe Chance, an author, researcher and professor at the Yale School of Management, on the question that she claims can “transform conversational dynamics”: What would it take for us to resolve this?

The key is to get people to focus on a problem that is clearly and succinctly stated (and usually you’ll have to be the one to do the clarifying and the stating). Then, you find out why the issue is so emotionally important to the people involved; finally, you offer a solution that satisfies all the parties needed to make the solution work.

Own your mistakes. Mistakes are bound to happen, particularly if you are doing new and innovative things. Never try to hide from them or shift blame to others. Instead, own your mistakes. Take responsibility, learn from them, and find a constructive way to move forward. Don’t wallow in failure. Do continue to take risks.

Building influence isn’t something that happens overnight, and it isn’t easy. But it’s a skill set we all need these days.

When all paradigms are being disrupted, our ability to influence becomes incredibly important. It’s what allows us to find the opportunity hidden in the uncertainty. It’s what allows us to thrive in virtually any field and any job. It’s what gives us staying power.

Forging Bonds in a Global Workforce This first-of-its-kind resource shows how to cultivate trust and build solid connections with customers, colleagues and partners in today’s hyper globalized, digitized work world. Perfunctory efforts to show investment in a business relationship — detailed in so many books about global work and cultural intelligence— doesn’t cut it anymore.

Business professionals working across national and cultural boundaries need to form authentic relationships that drive rapport, camaraderie and optimal team performance — and Forging Bonds in a Global Workforce provides the most thorough and practical approach to date on this issue. Renowned academics in the field of intercultural relationship-building, Andy Molinsky and Melissa Hahn deliver an easy-to-understand approach to help readers supercharge their global relationship-building skills.

Forging Bonds in a Global Workforce: Build Rapport, Camaraderie, and Optimal Performance No Matter the Time Zone Andy Molinsky and Melissa Hahn McGraw Hill

256 pages

Possible Conflict is increasing everywhere, threatening everything we hold dear. With this groundbreaking book, bestselling author and international negotiator William Ury shares a new “path to possible” — time-tested practices that will help readers unlock their power to constructively engage and transform conflict. Part memoir, part manual, part manifesto, Possible offers stories and sage advice from Ury’s nearly 50 years of experience on the front lines of some of the world’s toughest conflicts. One of the world’s top experts in the field, Ury has worked on conflicts ranging from boardroom battles to labor strikes, from the U.S. partisan divide to family feuds, from wars in the Middle East, Colombia and Ukraine to helping the U.S. and USSR avoid nuclear disaster. Now, in Possible, he helps us tackle the seemingly intransigent problems facing us.

Possible: How We Survive (and Thrive) in an Age of Conflict William Ury

$32

Harper Business

Available 2/20/2024

368 pages

Failing Fast?

While the world demands more meaningful innovation from business leaders, the current paradigm for delivering that innovation is not working anymore! The prevailing workplace culture has inadvertently slowed the pace of much-needed transformations. What do you expect to happen when the popular culture in business embraces the principle of “fail fast, fail often”? More success? More breakthroughs?

Enterprises cannot afford to fail at producing useful innovations because unprecedented disruptions are now imminent as a result of the recent advancements in AI. This evolution coincides with a seismic socio-economic shift that is in progress across the world. Companies that want to be taken seriously must be able to generate bigger profits and deliver significantly more value for the communities they serve. The only way to achieve this is by succeeding faster and more cost effectively at innovation and automation. In other words, “Innovation done right!”

Failing Fast?: The Ten Secrets to Succeed Faster Luv Tulsidas Forbes Books

Our ability to influence is what allows us to find the opportunity hidden in the uncertainty.

$32 Available 2/8/2024

$31.49 Available 2/27/2024

326 pages

FEB. 41 2024 INBUSINESSPHX.COM

Economy DEVELOPING & GROWING BUSINESS DYNAMICS

From Founders to Sellers

Start early to plan the why and when for exiting a business

by Jordan Tate It is common for business owners to consider selling their company, whether now or at some point in the distant future.

For most business owners and founders, this process is a black box, without even a clear starting point. As a private equity firm that’s been investing in founder-owned businesses for nearly 20 years, we’re shedding some light on how business owners can prepare for the sale of their company.

DEFINE THE GOALS FOR THE SALE

This is perhaps the most important step business owners can take. They need to have a clear idea of why they are selling their company or receiving a capital investment and what they hope to gain from it. Is it to retire and fully exit the business?

Is it a strategy in searching for growth capital and as part of a plan to continue to run the company? Is keeping majority control of the business important? Is the aim to find someone who can bring relationships or other experience to help the company grow or just someone to provide capital? The answers to these questions will determine everything from the type of buyer to look for (e.g., financial or strategic) to the structure of the deal itself (majority vs. minority, asset sale vs. equity sale).

START TRACKING DATA NOW

As managing partner, Jordan Tate is involved in all aspects of Montage Partners’ investments, including sourcing and execution, valuation and structuring and postclosing oversight.

Prior to Montage, Tate was a member of the investment banking group at Merrill Lynch & Co. He holds an MBA with honors from the Wharton School at the University of Pennsylvania and bachelor’s degrees in finance and accounting, summa cum laude, from the University of Arizona. montagepartners.com

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Regardless of whether the plan is to sell in the next year or in ten years, one step business owners can take now is getting close to their data. The transaction process involves gathering a lot of data: financial data, customer data, employee data, historical data … the list goes on. Most business owners can find this information individually, but often the data is spread across multiple systems and storage devices, and the process to aggregate it all can be time consuming and overwhelming.

The best way to avoid the headache is to organize the company’s data early on and create processes to update it frequently and access it with ease. It is helpful to have a central database for key business data and monthly financials; gathering and tracking this prior to entering a sale process can not only speed a transaction along, but much of this data can be used in the daily operations and strategic decision-making.

BUTTON UP THE BUSINESS

While this is most important if the aim is to find a financial buyer (such as a private equity firm), most buyers will want to have key managers in place prior to a sale for continuity.

For business owners looking to retire post-sale, having a succession strategy already in place makes the business much more attractive to buyers. A successor could be someone from within the organization who has shown the skill and desire to lead the company or be recruited from outside.

Either way, current leadership should spend time with the successor, mentoring them on the day-to-day running of the company, collaborating on strategic and growth goals, and

even transitioning responsibilities or key relationships to them early on. The more hands-on experience a successor has, the more comfortable a buyer will be that a business can continue without its current leader.

Another area of concern for buyers in many transactions relates to the business’s customer concentration. Most buyers will prefer a diversified customer base (a good benchmark is no single customer accounting for more than 25% of total revenue), though this can be heavily dependent on the specific industry. Some buyers can get comfortable with a higher customer concentration if they understand the nature of those relationships. Business owners should, if possible, consider strategies by which they can diversify their customer base or customer end markets. It’s important to keep in mind that any action here will likely take considerable time, so this should be incorporated into a long-term exit plan early on, potentially two years or more out from when owners want to start the sale process.

RALLY THE BUSINESS’S ADVISORS

As business owners get closer to the time they are ready to actually begin the sale process, it’s time to start building an advisory team. Typically, we find the most impactful advisors are an experienced M&A attorney, a CPA (one who understands tax structuring in a sale) and, for those who decide to engage one, an investment banker. These advisors should be identified and involved well before the start of actual negotiations with buyers, as they will play a key role in some of the practical preparations for the sale, such as confirming tax filings are in order, ensuring the business’s current legal structure is optimal for a sale, and identifying any potential areas of concern for buyers in the business.

While there are certainly more steps in the process, these provide a good base for business owners to feel prepared when starting a sale of their company.

It is helpful to have a central database for key business data and monthly financials; gathering and tracking this prior to entering a sale process can not only speed a transaction along, but much of this data can be used in the daily operations and strategic decision-making.

LAW MATTERS TO BUSINESS

Who Really Controls Your LLC? Nuances of three types of LLC management

by Terence W. Thompson Nineteenth-century British Prime Minister Benjamin Disraeli wrote, “All power is a trust; that we are accountable for its exercise.”

Here, we define three types of LLC management: the controlling member, the manager-managed company and the member-managed company.

THE ‘CONTROLLING MEMBER’ OF AN LLC

Whether a member “controls” a limited liability company usually depends not only on the profits percentage the member owns but also on factors such as the terms of the operating agreement and whether the company is membermanaged or manager-managed.

A “controlling member” has the full panoply of contractual obligations, fiduciary duties and other duties imposed by the statute and the law of agency. Because the duty of loyalty — the duty most commonly under consideration in corporate “controlling shareholder” or “majority shareholder” cases — encompasses the duty to refrain from self-dealing, there is no reason to devise a special common law fiduciary duty for a controlling member in a member-managed company: The member already has every conceivable duty to the LLC. However, the statute has a unique provision regarding a “co-managing member” (a member who has been formally granted authority by a manager or the operating agreement).

Whether and to what extent a co-managing member — which could include a controlling member — owes duties to the company or the other members depends on the extent to which the member participates in management. If there is such participation, the existence and scope of any duty of the co-managing member is to be determined in accordance with the “policies” of the statute and other laws. In short, the statute expressly requires reference to “other laws” (including the law of agency) when considering whether and to what extent a controlling member owes fiduciary duties.

THE MANAGER-MANAGED COMPANY

In a manager-managed company, a member is not an agent of the company and is not engaged in management of the company unless that authority has been delegated to the member by the manager or managers or by the provisions of an operating agreement.

With the best of intentions, the member might voluntarily and gratuitously purport to act on behalf of the company — but without clear authorization either under the operating agreement or granted by the manager. As a basic rule, a member of a manager-managed company does not have a fiduciary duty to the company or to any other member solely by reason of being a member.

Perhaps good advice for a member in a manager-managed company is to think of oneself as a shareholder in a corporation: Exercise one’s right to vote and then get out of the way.

THE MEMBER-MANAGED COMPANY

In a member-managed company, each member is an agent and engaged in the company’s management. Furthermore, a particular member might or might not be deemed to “control” the company, i.e., be a controlling member as defined above.

One question is whether the member, sometimes referred to as an “officious intermeddler” or a “volunteer,” has taken on some sort of duty. Another issue is the potential liability of the meddling member and to whom. Too, the question arises as to what area of the law governs, such as the Arizona limited liability company statute or the common law of contracts, equity and restitution, agency, or torts.

The meddling member’s conduct potentially breaches the operating agreement. For example, the operating agreement in a manager-managed company typically provides that the manager is vested with the power and authority to manage the company, with the members having no management role other than appointing the manager and voting on certain matters.

Depending on the circumstances, the meddling member’s conduct could breach the contractual obligation of good faith and fair dealing. Relevant factors might include the parties’ bargained expectations that the manager would run the operation and that the other members were reasonable in believing that the meddling member would not meddle.

The meddling member might also have taken on certain non-contractual duties, depending on the “policies” of the statute and other laws. Given the existence of the contractual relationship, it is possible that a tort “duty of care” is owed by the meddling member to the company, the members and any other party to the operating agreement.

Too, the statute’s liability shield might not protect the member. The company might not be bound by the member’s conduct, but the member might be liable under the law of agency for breach of the “warranty of authority.” The liability shield might not protect the meddling member, for the liability is arguably the member’s personal liability, not a “debt, obligation, or other liability of the company” and not an act of another member or manager.

As William Hazlitt advised, it is wise to be watchful, but to exercise self-restraint, “to take a thoughtful, anxious interest in what is passing in the world, but not to feel the slightest inclination to make or meddle with it.”

Of course, some people just cannot sit still.

As a basic rule, a member of a manager-managed company does not have a fiduciary duty to the company or to any other member solely by reason of being a member.

This article describes in broad strokes some of the nuances of three types of LLC management.

It is important that entrepreneurs and startups seek qualified legal counsel when forming their companies and drafting operating agreements.

Terry Thompson advises businesses, governmental entities, nonprofits, and civic and community organizations in all aspects of governance and operation, mergers and acquisitions, financings, and publicprivate projects, including strategic joint ventures, water/wastewater infrastructure development, sports facility financing, and physician-hospital contracts. gknet.com

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Social Impact BUSINESS GIVES BACK

Building a Legacy: CHASSE’s Unique Approach to Corporate Citizenship Holistically intertwining corporate responsibility with individual empowerment

To learn more about the CHASSE Building continually makes a difference in the community, visit www.chasse.us/makinga-difference.

Tyler Butler is a chief social impact officer for a publicly traded corporate portfolio where she leads programs that positively impact humanity. She is also the founder of 11Eleven Consulting, and she is often cited as a subject matter expert by Forbes, SHRM, Entrepreneur, U.S. News & World Report and more. linkedin.com/in/tylerbutler

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In the world of construction, where structures rise and steel meets concrete, CHASSE Building Team, led by visionary Barry Chasse, has been quietly rewriting the narrative of corporate responsibility since its inception in 2007. “Built different, on purpose” isn’t just a slogan for CHASSE; it’s a guiding philosophy that has transformed a small team into a powerhouse of positive change.

Barry Chasse’s journey epitomizes the American dream, starting as a project coordinator earning a modest $6 per hour and steadily climbing the construction ladder. His early struggles laid the foundation for CHASSE’s ethos, grounded in teamwork, community collaboration and a commitment to make construction more than just a utilitarian endeavor.

Over the years, CHASSE has evolved from a team of 10 to a workforce of more than 225 in Phoenix and Tucson. However, its growth isn’t measured solely in numbers and profits but in the substantial investments made in charitable causes. With a focus on child-centric philanthropy and educational initiatives, CHASSE has poured more than $4 million into various community projects.

In a move that underscores their dedication to preserving the company’s unique culture, the owners made a groundbreaking decision in December 2021. The entire business was sold to the very heartbeat of CHASSE — the teammates. Through an Employee Stock Ownership Plan, now renamed the Teammate Stock Ownership Plan, every employee became a stakeholder in the company’s success. “Built different, on purpose!” resonates not just as a slogan but as a guiding principle steering CHASSE toward a future where corporate responsibility is intertwined with individual empowerment.

Philanthropy, for CHASSE, is not an afterthought but a core value woven into the fabric of its existence. Barry Chasse emphasizes, “We empower team members to go above and beyond for the community even at times when they are not taking part in a formal or obvious volunteer, fundraising or donation project.” The commitment to this principle is evident in the numerous initiatives and programs that CHASSE has championed over the years.

One standout program is its approach to K-12 construction projects. Beyond erecting buildings, CHASSE seeks to bring construction into the classroom, fostering a hands-on, real-time Project-Based Learning experience. Collaborating with architects and school districts, students engage in designing, budgeting and assessing constructability. The construction stage becomes a dynamic learning environment, offering insights into industrywide technology, math applications and hands-on activities. It’s a dual-purpose philosophy — giving back to the community while nurturing the potential of future leaders.

The company’s commitment to local charities remains unwavering. CHASSE has touched the lives of more than

100 nonprofits, foundations and charitable organizations, contributing not just funds but also more than 3,000 volunteer hours annually. It’s a holistic approach that views philanthropy as more than a monetary transaction — it’s about active engagement, creating meaningful connections and leaving a lasting impact.

One such impactful project was CHASSE’s collaboration with Catholic Charities-MANA House, providing shelter for homeless veterans in the Valley. Partnerships with ICAN charities, Boys & Girls Club and Sojourner Center showcase a commitment to diverse causes that uplift the community. The annual CHASSEgiving program during Thanksgiving exemplifies the company’s dedication to addressing immediate needs, rallying support for those in need.

But the commitment to community doesn’t stop with corporate leaders. The faces behind CHASSE, like Fred Bueler, Matthew Wedding, Leigh-Anne Harrison, Dani Huval, Vicente Teran and Gene Amos, are actively engaged in various community organizations. Their involvement extends beyond the boardroom, reflecting a personal commitment to the causes they champion. From leading STEM initiatives to supporting education foundations, their multifaceted roles mirror the diversity of impact CHASSE aims to achieve.

Barry Chasse, as the founder and president, is not just a corporate leader but a community stalwart. His honorary trustee role for the Boys & Girls Clubs of Greater Scottsdale and leadership in the Arizona Builder’s Alliance demonstrate a lifelong dedication to shaping the future. The involvement of CHASSE leaders in organizations like Scottsdale Charros, Chandler Compadres and Nite Flite underscores the company’s commitment to fostering a broader sense of community.

The CHASSE Building Team stands as a beacon of corporate citizenship. Its journey, rooted in a humble beginning, is a testament to the transformative power of purpose-driven leadership. The narrative of CHASSE is not just about constructing buildings; it’s about constructing a legacy of positive change — one brick, one project and one community at a time. In a world often defined by profit margins, CHASSE has etched a different path, proving that success is not just measured in structures erected but in the lives touched and communities uplifted.

CHASSE Building Team chasse.us

CHASSE has touched the lives of more than 100 nonprofits, foundations and charitable organizations, contributing not just funds but also more than 3,000 volunteer hours annually.

Photo courtesy of CHASSE Building Team

by Tyler Butler

Strengthening communities through charitable giving.

For over 40 years, the Arizona Community Foundation has supported nonprofits and students across our state by mobilizing the collective passion and generosity of thousands of Arizonans.

When you are ready to take the next step in your personal charitable giving journey, we are here to help you achieve your goals.

Learn more | azfoundation.org | 602.381.1400

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FOR-PROFIT & NONPROFIT GROWTH

Cultivating a Sense of Purpose in Your Business for Sustainable Success Key components for integrating it into the workplace culture

by Bruce Weber

Bruce Weber is founder, president and CEO at Weber Group. Weber brings more than 25 years of experience to the for-profit and nonprofit community, working with startup, growth and mature organizations. His focus is on strengthening organizations through strategic planning, leadership and board development. He is a BoardSource Certified Governance trainer and a graduate of the Smith School of Business, University of Maryland, College Park. webergroupaz.com

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In today’s dynamic and competitive business landscape, companies are increasingly recognizing the importance of fostering a sense of purpose within their organizational culture. A strong sense of purpose not only enhances employee engagement and satisfaction but also contributes to long-term business success. In this article, we will explore the key components of building a sense of purpose in a business and how it can positively impact both employees and the overall success of the organization.

Define the company’s values and mission. The foundation of a purpose-driven business begins with a clear definition of values and mission. These elements serve as the guiding principles that shape the company’s identity and influence decision-making. By clearly communicating these values and mission to employees, employers enable everyone within the organization to align their efforts toward a common goal, creating a shared sense of purpose.

Align business goals with social impact. Businesses today are increasingly expected to contribute positively to society. By aligning the company’s goals with social impact initiatives, employers not only fulfill corporate social responsibility but also provide employees with a sense of contributing to a greater good. This alignment can manifest in various forms, such as sustainable business practices, community engagement or supporting charitable causes.

Encourage employee involvement and collaboration.

A sense of purpose is reinforced when employees feel their contributions matter and make a difference. Business leaders should encourage open communication, collaboration and innovation within their organization. Employees who are given the opportunity to contribute their ideas and actively participate in decision-making processes are more likely to feel a sense of ownership and purpose in their work.

Foster a positive work environment. The workplace environment plays a crucial role in shaping employee attitudes and perceptions. Employers should create a positive and inclusive work culture where individuals feel valued and supported. It’s also important to recognize and celebrate achievements, provide constructive feedback, and promote a healthy work-life balance.

A positive work environment enhances morale and reinforces a sense of purpose among employees.

Offer professional development opportunities.

Investing in employee growth and development is a powerful way to instill a sense of purpose. Employers should provide training programs, mentorship opportunities, and career advancement paths. When employees see a clear trajectory for their professional growth within the organization, they are more likely to feel committed to the company’s mission and values.

Communicate the impact of individual contributions.

It’s essential to communicate how each employee’s role

“Hopeful people set meaningful goals they believe they can accomplish and identify ways to achieve them.” —Xiye Bastida, youth climate activist

contributes to the overall success of the business. Whether through regular performance reviews, team meetings or company-wide updates, employers should highlight the impact of individual contributions. When employees understand the significance of their work, they are more likely to feel a sense of purpose and fulfillment.

Embrace diversity and inclusion. A diverse and inclusive workplace fosters a sense of belonging among employees.

Employers should embrace diversity in all its forms, including gender, ethnicity, background and perspectives. When individuals feel accepted and included, they are more likely to connect with the organization’s purpose and contribute wholeheartedly to its success.

Lead by example. Leaders play a pivotal role in shaping the culture of an organization. Leaders who embody the company’s values and mission in their actions inspire employees to do the same. It’s important that they lead by example, demonstrate integrity and showcase a genuine commitment to the organization’s purpose. This not only fosters trust but also motivates employees to align their efforts with the company’s overarching goals.

In my career, I worked for several large, multinational corporations, and these corporations had a clear sense of direction and purpose. As an employee, I understood exactly where we were headed and what my contribution might be. I look back fondly at what we accomplished by understanding the true meaning of our work.

Building a sense of purpose in a business is not a one-time effort but an ongoing commitment to cultivating a positive and meaningful workplace culture. By defining values, aligning goals with social impact, encouraging collaboration, fostering a positive work environment, investing in professional development, communicating individual contributions, embracing diversity and leading by example, businesses can create an environment where employees feel connected to a greater purpose. In doing so, they lay the groundwork for sustainable success, as a purpose-driven organization is not only more attractive to top talent but also more resilient in the face of challenges and changes in the business landscape.

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If it saves energy, chances are SRP has a rebate for it.

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OUR SUBJECT IN-DEPTH

Build a Successful Veteran Transition Onboarding Program Veterans bring a great deal of talent to the company – if the transition goes well

by William Toti

William Toti retired from the Navy in 2006 following 26 years on active duty. He then served 15 years in industry, holding vice president business leadership positions with Raytheon, HP and DXC; president positions with Cubic and L3 Technologies; before serving as CEO of Sparton Corporation. He is the author of the book From CO to CEO: A Practical Guide for Transitioning from Military to Industry Leadership. sparton.com

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Over the course of my industry career, I’ve become accustomed to hearing a large number of companies brag about the number of military veterans they’ve hired. As a 26year Navy veteran who later rose to the position of CEO of a defense company, I love to hear this.

But I always ask a follow-up question: How many of those veterans are still working for the company five years after they joined? Usually, the leader has no idea.

Here’s a statistic: About 50% of veterans leave their first job within two years of transitioning out of the military.

Sometimes it’s because they failed to adapt well to their new company environment and quit. Sometimes they are let go.

But I can’t help thinking of the millions of dollars wasted in recruiting, relocating, onboarding and training those new employees, only to have to do it all over again.

The problem is usually that what the company thinks they are getting from the veteran, and what the veteran thinks they are getting from the company, is misaligned from day one. I refer to this condition as “impedance mismatch,” and it wastes both dollars and years when new employees fail to adapt.

How does a company prevent this from happening? It has to start by understanding the differences between hiring a never-served employee and a military veteran.

Veterans bring a great deal of talent to the company if the transition goes well. For example, they’ve likely operated through fairly arduous conditions. Veterans can come to the company with well-developed leadership skills, but, as I like to tell my active-duty friends, “Leadership is hard, but it’s even harder when you’re leading people who can actually quit.”

Finally, the veteran has likely changed jobs in the military every two to three years, so they often can learn a new job quickly.

But with those advantages, there are often some disadvantages that the company may have to ameliorate with an appropriate transition training program: • The veteran, particularly officers, may come to the company with an inappropriate degree of hubris as it pertains

About 50% of veterans leave their first job within two years of transitioning out of the military.

to their understanding of how to succeed in the corporate world. It’s that “I read a book, saw a movie, got my MBA, so I know how this profit thing works” attitude that can get them in trouble. It’s because of this theory vs. practice difference that I actually discourage veterans from seeking business education post-military. I tell them they can learn everything they need to know about success in their new industry from the company they join.

• As implied above, veterans need to understand that leadership techniques that work in the military may not work in industry. A recent Wall Street Journal article talked about companies wanting to hire actual drill sergeants to improve corporate efficiency, but in my view the drill sergeant approach will enforce an unfortunately military stereotype, can lead to an exodus of talent, and is exactly the wrong approach for a company to take.

• The company must help the veteran understand its mission. While the military mission, defense of the nation, was self-actualizing, the veteran may suffer from a simplistic notion that in the corporate world the veteran’s only mission is to put more money into his boss’s pocket. Lacking a mission they can really be motivated by, veterans may be less inspired than their never-served counterparts.

• And lastly, employers should not assume the veteran knows anything about how business actually works. For example, many of my veteran friends had no understanding of the difference between profit and cash, and therefore often leaned into decisions that appeared profoundly naïve to the business leader. The veteran will likely be able to learn quickly, but she must be given the opportunity to learn.

My frustration with all these matters is why I wrote my book, From CO to CEO: A Practical Guide for Transitioning from Military to Industry Leadership. I believe these insights and tips can go a long way toward helping companies build military onboarding and transition programs that actually work.

GOODWILL IS

BUILDING PATHWAYS OUT OF POVERTY FOR ARIZONANS IN NEED

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To learn more, please visit: MoreThanAStore.com

A PATH TO FOLLOW

Kellie Walenciak is the head of marketing for Televerde, a global revenue creation partner supporting marketing, sales and customer success for B2B businesses around the world. A purposebuilt company, Televerde believes in secondchance employment and strives to help disempowered people find their voice and reach their human potential.

Seven of Televerde’s 10 engagement centers are staffed by incarcerated women, representing 70% of the company’s 600-plus global workforce.

Collaborative Leadership: The CMO, HR and Chief DE&I Officer Triad Values alignment has a statistically high impact on an organization

by Kellie Walenciak In the quest for meaningful progress in corporate diversity, equity and inclusion, it becomes increasingly clear that isolated efforts fall short. Companies need collaborative leadership to make their DE&I strategy successful, especially from three key players: the CMO, HR and the Chief DE&I Officer.

Together, these roles form a triad capable of weaving DE&I into the corporate narrative with authenticity and impact.

Let’s examine how these key roles intersect to champion DE&I initiatives, leading to a corporate culture where inclusivity thrives not just as an aspiration but as a practiced reality.

WHY DE&I NEEDS COLLABORATIVE LEADERSHIP

televerde.com/insights/ resource-center/

The pursuit of DE&I success in the modern workplace transcends traditional company boundaries and hierarchies. It demands an ecosystem where several minds and departments are willing to unite around a common goal. Why is this collaborative leadership approach not just beneficial but necessary for DE&I? Traditionally, DE&I initiatives were often relegated to a silo within human resources or designated to a single DE&I officer. While these roles are fundamental, DE&I’s scope and influence are more far-reaching, impacting every facet of an organization — from recruitment and employee retention to marketing and customer relations.

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A siloed approach to DE&I can lead to fragmented efforts, inconsistent messaging and missed opportunities for genuine integration into the company culture.

Televerde’s recent whitepaper CMOs & Chief DE&I Officers: Joined at the Hip for a DE&I Revolution takes a deeper dive into solving DE&I challenges in our current corporate landscape.

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A siloed approach can lead to fragmented efforts, inconsistent messaging and missed opportunities for genuine integration into the company culture.

The complexities of DE&I are such that no single perspective can fully encapsulate the challenges or solutions.

Each department brings a unique lens. This combination of perspectives allows organizations to meet every facet of modern DE&I: internal, external and foundationally strategic.

Three leadership roles in corporate organizations are essential in driving this collaborative strategy around DE&I forward: the Chief Marketing Officer, HR leaders, and the Chief DE&I Officer. When these roles operate in isolation, initiatives can become disjointed, and the organization’s DE&I narrative may fail to resonate authentically with a diverse set of stakeholders. In contrast, a collaborative leadership model ensures DE&I values are woven seamlessly into every company decision.

Collaborative DE&I leadership cultivates a richer, more innovative workplace where varied perspectives fuel creativity and growth. It fosters a culture where diversity isn’t celebrated but is seen as a fundamental part of the organization’s DNA. Let’s examine how each of these three roles contributes to a successful DE&I strategy and how they can operate more collaboratively in practice.

Human Resources (HR): The Culture Builder — HR’s domain is the internal workforce; they are instrumental in transforming DE&I policies into lived experiences for employees. They ensure the workplace itself is a testament to the company’s dedication to DE&I through: • Inclusive recruitment and retention: HR leads the charge in cultivating a diverse talent pipeline and creating an inclusive environment where all employees feel valued and can thrive.

• DE&I education and training: It’s up to HR to implement training programs that educate and sensitize the workforce about DE&I, equipping them with the knowledge and skills to foster an inclusive workplace.

• Policy and compliance: HR develops, enforces and monitors policies that support DE&I goals, ensuring the company adheres to both internal standards and external regulatory requirements.

Today, the ability to create a values-based culture in which employees feel aligned can directly translate to higher ratings and performance. Values alignment has a statistically high impact on employee engagement, NPS ratings and advocacy.

The Chief DE&I Officer: The Strategist — The Chief DE&I Officer is the expert in diversity and inclusion strategies and is tasked with overseeing and integrating DE&I across the organization.

• DE&I vision and leadership: They create and lead the overarching DE&I strategy, setting goals and defining metrics for success.

• Cross-functional coordination: This role involves collaborating with various departments to embed DE&I into all aspects of the business, ensuring a unified approach.

• Measurement and accountability: The Chief DE&I Officer measures the effectiveness of DE&I initiatives, holding the organization accountable and steering continuous improvement.

KEY PLAYERS: THE CMO, HR AND CHIEF DE&I OFFICER

The CMO, HR leaders and Chief DE&I Officer play a vital, interconnected role that, when synchronized, can elevate DE&I from an organizational afterthought to a strategic cornerstone. Here’s how: The CMO: The Storyteller — The CMO is the architect of the brand’s narrative, shaping how the brand is perceived both within the company and in the public eye. With DE&I increasingly becoming a consumer priority, the CMO’s role extends to ensuring that the brand’s commitment to diversity and inclusion is not only communicated but also represented well across all marketing initiatives.

• Brand messaging and values: The CMO ensures that DE&I is authentically represented in the brand’s values and communicated effectively through marketing campaigns.

• Market insight and customer alignment: With a finger on the pulse of market trends, the CMO tailors DE&I strategies that resonate with customer values and demands, enabling the brand to align its initiatives with consumer expectations.

• External DE&I advocacy: The CMO champions the brand’s DE&I efforts publicly, creating campaigns that tell the story of the company’s commitment to these principles, thus building trust and credibility.

The successful ability to communicate brand values around DE&I and other important issues through external messaging is a crucial indicator of high performance, and the CMO must lead the charge.

Alarmingly, chief DE&I officers are experiencing 40% higher turnover than their HR counterparts, primarily because they cannot make the impact they aim to achieve without broader organizational support.

But while chief DE&I officers are the subject-matter experts, they cannot act alone. Alarmingly, chief DE&I officers are experiencing 40% higher turnover than their HR counterparts, primarily because they cannot make the impact they aim to achieve without broader organizational support.

Chief DE&I officers need a collaborative leadership model in place to be effective and fulfill the fundamental purpose of their role.

COLLABORATIVE DE&I LEADERSHIP IN PRACTICE

To effectively embed DE&I into an organization’s culture and operations, the theoretical must become the practical. This requires a concerted effort where the CMO, HR and Chief DE&I Officer not only align in purpose but also collaborate in action through tactics like: • Integrated DE&I strategy sessions.

• Unified communication.

• DE&I goal alignment with business objectives.

• Data-driven decision-making.

• Regular, organization-wide DE&I progress reviews.

• Employee inclusion programs.

• Public DE&I commitments and reporting.

In practice, collaborative leadership extends beyond the confines of organizational charts and job descriptions. It’s about harnessing the collective power of different departments to create a workplace where diversity is valued, equity is pursued with intention and inclusion is experienced by all.

This practice strengthens the company’s reputation, enriches its culture and propels its success in a diverse global marketplace.

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OUR SUBJECT IN-DEPTH

Companies Focused on AI are Missing the Real Business Threat What business leaders should add to their crisis playbook

by Josh Weiss In 2023, savvy executives added AI tools to automate time-consuming tasks and speed up customer service, but no one is talking about the growing threat of AI-generated deepfakes on businesses. Celebrities were the first victims, and experts predict 2024 elections will be flooded with phony images, videos and audio clips. Fraud follows the money and businesses will be next.

Imagine the impact of a deepfake showing a CEO buying or taking illicit drugs. Or claiming to expose dirty conditions in a food processing facility. Or alleging a new product hitting the market was unsafe but it’s being released anyway in pursuit of corporate profits.

Even the most ludicrous allegations can go viral before companies know what hit them.

Admittedly, even as the owner of a Scottsdale public relations agency that handles crisis communications for clients across the U.S., I hadn’t considered the business threat of deepfakes until I found myself in a conversation about how generative AI will alter business practices in the future. I believe even more strongly now that every business leader must act now to safeguard the reputation, trust and reliability of their company.

Below are five strategies Arizona business leaders should add to their crisis playbook and drill into every employee.

1. THIRD-PARTY VALIDATION Josh Weiss has worked more than 25 years in the PR industry and is the president and founder of 10 to 1 Public Relations, a Scottsdale-based strategic communications firm focused on helping clients across North America grow positive brand awareness. He is also an expert in crisis communications management, having helped numerous companies through very difficult times.

The firm offers a free deepfake crisis communications preparation guide on its website.

10to1pr.com/deepfakes

Deepfakes have the inherent ability to spread rapidly through social media without verification of fact. Sadly, no one is going to believe a company that simply claims that a deepfake isn’t real and should be ignored. It is imperative to provide substantial evidence from a valid, third-party forensic expert that the video, audio or image is fake.

While this solution sounds easy, the challenge lies in the limited availability of companies working on deepfake and AI detection software. Business owners should take action now to secure software partners and experts who can be ready on short notice to come to their defense. Business leaders will want to quickly kill a fake story before it spreads and becomes part of the long-term narrative of their company.

2. SIMPLIFY YOUR MESSAGE AND ACT QUICKLY

It’s important to react immediately. Executives can prepare key message points that clearly and simply state what the company is focused on during the crisis, and what the company will do after the initial crisis is over. This can be written in advance as part of a crisis playbook.

3. TALK TO YOUR STAFF

During a crisis, staff must be ready to communicate with angry, scared customers — calming their fears and resolving

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their problems. Company leaders should hold small group meetings with team leaders to get everyone on board quickly with key messaging. Leaders should also walk among team members to demonstrate confidence and keep morale high, while also demonstrating appreciation to staff for sticking together during a crisis.

4. TALK TO STAKEHOLDERS

Business leaders need to be honest and direct about what’s happening without speculating or guessing. They should acknowledge the issue, even if it’s just to say they’re investigating it and don’t yet have any answers. And they should provide expectations and instructions on what to do or what to have ready for when they can resolve the issue.

5. TALK TO THE PUBLIC AND THE MEDIA

It’s important to designate a single spokesperson to ensure consistency and acknowledge questions quickly — even when businesses don’t know the answer. The first day of the crisis is for listening, acknowledging and investigating. After that, business leaders should have enough facts gathered so they can show how they fixed the problem and how they’re making sure a similar mistake doesn’t happen again.

During an AI crisis, a quick response and defense remain crucial, but now, providing verifiable proof is equally essential.

Mere denial won’t suffice, as the content appears incredibly realistic. Showing third-party, independent forensic evidence that a deepfake is in fact fake is a vital component of a defense strategy.

Many companies already have a crisis communications plan that already includes some of these strategies. Now is the time to add Deepfakes into that strategy document before they find themselves looking into a proverbial mirror, unprepared for what they see looking back.

During an AI crisis, a quick response and defense remain crucial, but now, providing verifiable proof is equally essential. Mere denial won’t suffice, as the content appears incredibly realistic.

OUR SUBJECT IN-DEPTH

The New and Necessary Competencies for Executive Leadership Navigating complexity and competition

by Mary Sullivan, M.A. Given trends in C-suite retirement, burnout and attrition (and presented with changing markets in talent, technology and supply chain), executive succession planning is the most relevant it has ever been. The pace of disruption across industries is unrelenting and continuous adaptation is paramount. Our environment demands executive leaders who can deftly navigate complexity and competition and guide their organizations into the future.

Many companies are calling upon professional services firms to assist their efforts in establishing the necessary leadership requirements for their unique strategic goals. At one such firm, Vantage Leadership Consulting, we’ve gathered success profile data across clients and have found some consistent themes —no matter the industry — about what is needed need from tomorrow’s executives.

STRATEGICALLY DRIVE SUSTAINABLE GROWTH

Based in Chicago, Illinois, Mary Sullivan is an associate consultant at Vantage Leadership Consulting and Ph.D. candidate at The Chicago School of Professional Psychology. With an undergraduate BBA from the University of Wisconsin-Madison School of Business and a background in experiential marketing, she combines her strategic business perspective with a passion for behavioral science to bring out the best in people and organizations.

Her doctoral research explores the connection between personality and leadership effectiveness and her consulting work focuses on developing leaders through executive assessment and training. vantageleadership.com

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The leadership capability our clients say is most crucial to their future is a forward-looking, strategic focus on sustainable profit growth and operational improvement. Individuals at the forefront of strategic decisions must maintain a growth mindset and commitment to ongoing learning to pioneer innovation and evolve business models ahead of market shifts.

Leaders who leverage their diversity of experience, business acumen and technical expertise position themselves to identify emerging growth opportunities. They balance their big-picture perspective with a deep understanding of ground-floor operations to detect patterns that reveal potential opportunities for growth.

By cultivating entrepreneurial curiosity, demonstrating resilience when operating in ambiguity, and maintaining an unwavering drive for continuous improvement, they can incrementally transform organizational strategies, processes and systems to align with changing customer needs.

LEAD DYNAMIC ORGANIZATIONAL CHANGE

Speaking of transformation, C-suite executives have the daunting task of implementing organizational transformation to meet the requirements of a complex economic landscape and dynamic workforce. Navigating continuous change and constant disruption calls for agile leadership. Businesses are looking for executives with emotional maturity and poise under pressure to inspire confidence in uncertain times. They have levelheadedness and determination to course-correct and set new strategic priorities as the competitive market shifts.

Those who emulate courage, promote a “fail-fast-andrecover” mindset and empower employees through change can mobilize their organizations to adapt. These leaders need to expertly communicate the “why” and provide broad forums for idea generation, knowledge sharing and learning to get successful commitment for change initiatives.

FOSTER RELATIONSHIPS WITH TRUST AND COLLABORATION

The most sought-after executive leaders build relationships through meaningful connections. This is what maintains a collective drive toward business goals. They establish trust and goodwill at every organizational level through transparent communication, inclusive collaboration and genuine care for their teams. Demonstrating emotional intelligence and compassion enables them to communicate authentically and influence broad audiences throughout their organizations. They nurture relationships with peers by considering diverse viewpoints, practicing active listening and facilitating constructive debate to build alignment and cascade commitment to the strategic vision. Finally, proactively engaging with stakeholders and customers allows executive leaders to keep a pulse on how their business is meeting client needs and enrich their company’s reputation and legacy.

DEVELOP A COMPETITIVE TALENT PIPELINE

Effective executive leaders make talent development a strategic priority and maintain focus on future succession requirements.

They understand the complementary skills needed across their teams and put the right people in relevant roles to succeed. To engage and develop emerging leaders, they invest substantial time coaching: They set stretch goals, equip others with the resources needed to overcome challenges and give timely feedback.

By celebrating wins and empowering accountability with support, executive leaders can enrich a high-performing culture and retain standout talent. They understand that developing exceptional teams positions their companies to stay competitive, both to customers and as an employer to new, attractive talent.

CHAMPION A CULTURE OF SHARED PURPOSE

Finally, mission-driven executives who lead with integrity build united cultures. Embodying company values in their words and actions builds credibility. Leaders at the top of the organization cast long shadows — whether they want to or not. All levels of the business have their eyes on the C-suite; their perceived consistency in actions makes or breaks others’ commitment to their vision. Successful executives create environments where employees feel valued and connected to the organization’s mission.

“A leader is one who sees more than others see, who sees farther than others see, and who sees before others see.” — Leroy Eimes “Complexity” and “change” are here to stay. The standard of executive leadership will only remain high. Only executives who embrace continuous growth, resiliently transform amid ambiguity, engage and develop a committed workforce, and champion culture with authenticity can sustain competitive advantage and unlock new growth for their organizations.

Leaders who leverage their diversity of experience, business acumen and technical expertise position themselves to identify emerging growth opportunities.

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INVESTING IN COMMUNITY THREE PILLARS OF TRUST What engenders trust in a nonprofit? “Donors really need to have confidence in the nonprofit’s mission,” says Ron Schiller, founding partner of Aspen Leadership Group and author of Belief and Confidence. “So, it’s important to target individuals who really care about your mission.” Beyond that, Schiller and Mark Stuart, president and CEO of San Diego Foundation, contend that donors, invariably, want three things: • Leaders they can trust, • Visions they can trust, and • Plans and strategies they can trust.

When the three come together, it’s akin to magic.

Stuart often refers to the law of vision. “If your nonprofit provides little visions, you’re going to get wee-little gifts.” If it provides larger visions, woven together with dynamic leaders who possess integrity and well-articulated plans and strategies tied to your mission, trust is built. The result: big visions with credible plans, bigger gifts.

WAYS TO BUILD TRUST • Put the right staff in front of donors.

• Surprise the donors by exceeding communication expectations.

• Within 24 hours of a gift, send a thank you or email, or call with personal thanks.

Richard Tollefson is founder and president of The Phoenix Philanthropy Group, an Arizona-based international consulting firm serving nonprofit organizations as well as institutional and individual philanthropists. phoenixphilanthropy.com

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Nonprofits Move at the Speed of Trust The bedrock of trust-building is truth

by Richard Tollefson Integrity, authenticity, accountability and trust — these are the hallmarks of any strong relationship, including the relationships between nonprofit organizations and the donors who invest in them.

START WITH THE RIGHT QUESTION

Trust starts with a simple question, says Ron Schiller, founding partner of Aspen Leadership Group and author of Belief and Confidence. “Ask your major donor: What are you trying to accomplish with your philanthropy and how can I help?” That’s a whole different opening, he says, than ‘Have you heard about our campaign?’

Schiller also cautions the nonprofit that accepts a large gift simply to meet a campaign goal, when the organization is not set up to successfully execute the gift. “Trust can easily slip in those situations, and the more bad experiences donors have, the less likely they are to trust your organization or the next.”

Mark Stuart, president and CEO of San Diego Foundation, agrees. He points to fundraising statistics that state only three in ten first-time donors make a repeat gift to a nonprofit organization.

What happened to the other seven? Did the organization fail to follow through on its commitments, not thank the donor, or use the money in a way not intended? “This lack of care for the donor — which is really a foundational element to trust — is the reason nonprofits can find themselves in precarious situations,” Stuart says.

Honesty is always best: If an organization isn’t equipped to support a donor’s interests, it should suggest a nonprofit that is. “If the donor has a great giving experience with that other nonprofit,” says Schiller, “they will trust you next time when they have another idea you can support. That kind of honesty breeds loyalty.”

SHARE, SHARE, SHARE

“Philanthropy is a partnership,” says Schiller. “The donor and the organization work to accomplish something neither could do without the other. Trust happens by sharing with the donor — by approaching them in the spirit of partnership.”

Donors want their gifts to succeed and don’t want to waste their money, which means they expect to hear what’s working, what isn’t, and how the nonprofit is measuring success. Some donors require a quantitative financial report, while others opt for testimonies and stories, or personal interaction with those impacted by their gift. For others, it’s a simple-but-professional scheduled phone call. “If you don’t ask, ‘What do you really care about?’ you may be reporting too little, too much, or too often,” says Schiller. “If a donor is asking for more and more information, it’s probably an indication you haven’t asked what matters most to them.”

Stuart says part of sharing is asking, “How are we doing?

Are we treating you as you’d expect?” Nonprofits can also rely

Entire organizations and institutes have risen up around the idea of trust-based fundraising, including The TrustBased Philanthropy Project. trustbasedphilanthropy.org

on customer loyalty and satisfaction surveys like Net Promoter Score that allow for anonymous responses. “That data can be invaluable,” he says. “The nonprofit can tout stats such as ‘95% of our donors would recommend us to others.’”

Also not to be overlooked are external organizations that profile nonprofit behavior — like Candid (previously GuideStar) and Charity Navigator. “Make sure you have profiles here and that all your data is updated frequently, and that you’re working toward earning a four-star rating,” says Stuart.

THE COST OF TRUST

“It can cost up to $2 on the dollar to bring in every new gift — and that’s just acquisition,” says Stuart, through campaign appeals, staff salaries and other expenditures. “So, it costs twice the value of that first donor to even get him or her in the door. That means you need to provide a really great experience — build trust — so the individual becomes a multiyear donor, which can cost as little as ten cents on the dollar, allowing the nonprofit to do the real work it’s committed to.”

Worse than never getting a donor gift again from broken trust, Stuart says, is the possibility of permanent damage.

“That donor may start to say, ‘I’m going to GoFundMe and will just give that way, because I’m not feeling a whole lot of love from nonprofits.’ That, hurts the entire nonprofit ecosystem.”

Trust is not simple. “It’s not just a report, not just saying thank you, not just knowing people and building relationships,” says Schiller. “It’s all these things.”

Nonprofits can advance relationships and ask for philanthropic support only as quickly as they can build shared vision, confidence and trust.

WE VALUE WHAT WE OWN

All-New 2024 Porsche Macan EV Porsche has long been a mainstay in the automotive industry. From the introduction of the Porsche 911 in 1964 to the modern era, the brand is constantly perfecting what it means to be a sports car. And now, the popular Porsche Macan SUV is proving that again by going electric.

Porsche has announced the arrival of the Porsche Macan EV, and it has arrived for the 2024 model year. The full reveal happened on January 25th, 2024.

The 2024 Porsche Macan EV is the all-electric version of this popular luxury SUV. With an estimated range of around 300 miles, this vehicle is both sporty and practical. Better yet, each

new Porsche Macan EV comes standard with all-wheel drive, thanks to the dual-motor setup.

The electric Porsche Macan has up to 603 horsepower and 733 pound-feet of torque. The Porsche Macan EV 4 will offer 402 horsepower. Porsche has stated that the Turbo variant has a 0-to-60 mph time of just 3.1 seconds and boasts a top speed of 161 mph.

As one would expect from the Porsche brand, the Porsche Macan EV will come with the performance features to make for a thrilling drive. It rides on the Premium Electric Platform and is the first Porsche model to do so.

In terms of features and tech, the Porsche Macan EV will come with a variety of screens, including a 12.6-inch driver display. Porsche has stated that Apple CarPlay and Android Auto will be integrated into the infotainment system.

Despite embracing a modern design, Porsche has retained the physical controls drivers are used to seeing. This means easier access to HVAC controls, so drivers don’t have to dig through a screen.

The available head-up display is sure to impress. It will provide info on things such as navigation.

—Mike Hunter

2024 PORSCHE MACAN EV MSRP: $80,450 Range: 300 miles (approximate) Charge: 21 mins. (direct current) 0–60: 4.9 sec.

Porsche porsche.com/usa

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Personalization & Finishing Discover Porsche Exclusive Manufaktur’s customization options for the interior and exterior of the vehicle. From custom interiors including decorative stitching and contrast color options, each owner’s Porsche will be just that … individualized theirs!

FEB. 57 2024 INBUSINESSPHX.COM

MEALS THAT MATTER

SMOKED SALMON PLATEAU (breakfast) Smoked salmon, Bagelfeld’s everything bagel, cream cheese, capers, red onion, cucumber and dill $25

Le Âme: Its Soul Is Comfort

by RaeAnne Marsh FRENCH HAM BENEDICT (breakfast) Crispy jambon on a sourdough English muffin with Hollandaise sauce, served with potatoes and petite greens $19

ORA KING SALMON (brunch, lunch and dinner) Filet of Ora King salmon served with pommes chateau and Shiitake mushrooms over a Pernod fumet blanc sauce $39

Le Âme (pronounced LAY uhMAY, contrary to all rules of French grammar) exudes an open-arms welcome. In fact, everything about the interior design invites guests to relax and get comfortable, starting with its spaciousness — a characteristic built into every amenity of The Global Ambassador hotel.

Real estate is valuable, especially at this prime Phoenix corner of 44th Street and Camelback Road, yet restaurateurturned-hotelier Sam Fox shuns crowded tables that would maximize the number of guests he could squeeze in. No, tables are spread apart. And the room seems larger than it actually is due to being bookended by a wall of mirrors on one side and, opposite that, windows to the hotel’s central courtyard. The warm welcome is heightened by the warm orange glow of shaded chandeliers, soothing color tones and the sueded texture of the booths, with polished wood floors another soothing element and coffered ceilings another

artistic focal point. Or take it outside to enjoy open-air dining with a sense of sidewalk café on the garden patio that is open to the courtyard.

Arranged in four long rows, the tables end at the gleaming, white-tiled exhibition kitchen from which the white-jacketed servers bustle forth all day — for breakfast, lunch and dinner.

Breakfast hours flow into lunch hours, then the restaurant closes at 2 to reopen for dinner at 5. Fox describes Le Âme as a Parisian steakhouse, but it’s really for dinner that the steak menu shines. Lunch has many of its own standouts.

Duck Spring Rolls is one of a varied handful of tempting appetizers. Served as a make-your-own wrap with Bibb lettuce, cilantro and basil, it comes with house-made, tangy plum sauce to spoon on to individual taste.

Another choice is Frites — actually, three choices, as these French fries are featured with three distinct treatments: Classique, Truffle and Crispy Onion.

Frites are also on the lunch menu for Steak Frites, where they share the plate with thin slices of tender, perfectly grilled steak. Another lunch entrée is Ora King Salmon, a seared filet served with potatoes and mushrooms over a rich wine cream sauce.

There is a team ethos among the servers, and their eagerness is palpable to make sure patrons enjoy their visit.

The Global Ambassador 4360 E. Camelback Rd., Phoenix (602) 800-2211 globalambassadorhotel.com

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Sam Fox, who created numerous restaurant concepts under the Fox Restaurant Concepts brand, developed five new restaurant concepts for his first hotel, The Global Ambassador.

Photos courtesy of The Global Ambassador

Le Âme

CELEBRATING OVER 30 YEARS OF SERVING THE WOMEN BUSINESS OWNERS OF PHOENIX

Winter 2024 • nawbophx.org

Celebrating 35 Years of Empowerment: The Legacy of HR5050 and the Future of Women in Business

In the heart of Austin, Texas, more than 600 National Association of Women Business Owners members gathered to celebrate women’s entrepreneurship — and we took a moment to recognize the upcoming 35th anniversary of HR5050. This gathering wasn’t just a celebration; it was a powerful convergence of history, achievement and aspiration.

The Birth of a Milestone: HR5050’s Legacy The energy in Austin was palpable as we raised our glasses to HR5050, a bill that NAWBO played a pivotal role in bringing to life. Passed in 1988, this landmark legislation transformed women’s business landscape. Before HR5050, women entrepreneurs faced significant legal barriers, including needing a male relative to co-sign business loans. This Act dismantled these barriers, paving the way for women to claim their rightful place in the business world.

The impact of HR5050 has been profound. It catalyzed the creation of support structures like the National Women’s Business Council and various women’s business centers, empowering a generation of women to turn their entrepreneurial dreams into reality.

Celebrating Progress Amidst Challenges As we reminisced and celebrated in Austin, it was clear that the legacy of HR5050 is still very much alive. The rise in women-owned businesses has been meteoric, bringing diversity and innovation to the forefront of the economy. However, the gathering also served as a reminder of the persistent challenges.

Access to capital, equitable opportunities and systemic biases remain significant hurdles for many women entrepreneurs, especially for women of color.

Suzi Freeman

NAWBO Phoenix President

The Future Path: Growth and Empowerment In Austin, the message was clear: While we’ve made remarkable strides, the journey toward true equality in entrepreneurship is ongoing. The focus now is on how we can continue to grow and support women in this field. It’s about creating environments where women’s businesses can start and thrive.

The future of women in entrepreneurship is bright, but it requires a concerted effort to ensure equal opportunities. This includes mentorship programs, improved access to funding, and a conscious effort to build inclusive and supportive networks. NAWBO’s role in this journey is more important than ever as it continues to advocate for and empower women in business.

Suzi Freeman, founder of Teen Warrior Academy, is an NLP Master Practitioner, Teen Mentor and Parenting Coach specializing in enhancing teens’ executive functions and emotional health. Her programs cultivate success and well-being for a fulfilling future for teens and parents.

ABOUT NAWBO

Conclusion: A Momentous Occasion and a Call to Action The celebration in Austin was not just a nod to the past but a rallying cry for the future. The 35th anniversary of HR5050 is a testament to what has been achieved and a reminder of the work that lies ahead. As one of the attendees aptly said, “We are here to celebrate but also to commit to the next steps in this journey.”

The legacy of HR5050, championed by NAWBO, is a story of resilience, empowerment and unyielding progress. It’s a narrative that continues to inspire and challenge us to push for a world where women’s entrepreneurial spirit is recognized and a fundamental pillar of the global business ecosystem.

NAWBO® prides itself on being a global beacon for influence, ingenuity and action and is uniquely positioned to provide incisive commentary on issues of importance to women business owners.

NAWBO Phoenix propels women entrepreneurs into economic, social and political spheres of power.

nawbophx.org

We provide opportunities to connect, collaborate, and cultivate through our events each month.

Events are open to both members and guests. Check out our calendar at nawbophx.org and join us!

Take advantage of this great opportunity to connect — we can’t wait to see you there!

For more infomation, visit www.nawbophx.org.

Phoenix Metropolitan Chapter of the National Association of Women Business Owners 7729 E Greenway Rd. #300, Scottsdale, AZ 85260 480-289-5768 • info@NAWBOphx.org

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NAWBO NEWS

Empowering Women in Phoenix, Arizona: PHX NAWBO Unveils Unique Event to Rally Male Support

by Alexandria Alecci

The Phoenix Chapter of the National Association Women Business Owners is launching an exciting array of events and fundraising opportunities. Chief among them is NAW’Bro’, a new annual fundraiser added to the roster of their legacy events.

This year, the chapter aims to strengthen its support amongst nonmembers and their male counterparts through this unique event. NAW’Bro’ is the first of its kind to raise awareness for Arizona women business owners by honoring the men in our community who actively support women in business, as well as provide the space for men to show up for women in business. The NAW’Bro’ fundraiser will be Gatsby-themed and held on May 8 at the Janet Cussler Car Collection in Scottsdale.

“NAW’Bro’ is truly a unique event dedicated to honoring the men who have supported female entrepreneurship. We wanted to create a fun fundraising event to raise awareness for our initiatives, while bringing together the men that actively support women in business. We’re hosting it at one of Scottsdale’s exclusive venues, the Janet Cussler Car collection, which features cars dating back to 1902! We’re bringing influential speakers and networking opportunities for Arizona’s business leaders,” says Suzi Freeman, president of NAWBO Phoenix.

Come join and mingle in support for NAWBO and Arizona’s female entrepreneurs. You can stay updated on all our events by visiting nawbophx. org. If your organization would like to donate or become a corporate sponsor, please contact: Wendy Cornell, board director of corporate sponsorships for NAWBO Phoenix.

The Phoenix NAWBO chapter was established more than 20 years ago, and has successfully mentored, supported and educated thousands of women to build thriving businesses. All proceeds from the event will go

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to assisting the chapter in its efforts to continue having a profound impact in the lives of local women business owners, from affordable learning experiences and mentorships to public policy events that directly influence female entrepreneurs.

For instance, we’re launching the NEXT-Gen mentorship program for women of any age with ambitions to start a new business or who have up to three years in business. We are also creating the Two-Day Business Summit dedicated for these new entrepreneurs to learn from leading Arizona female entrepreneurs.

In conclusion, the Phoenix Chapter of the National Association Women Business Owners is embarking on an exciting journey of empowerment, support and growth. With the introduction of NAW’Bro’, a groundbreaking annual fundraiser, we are not only celebrating the men who champion

women in business but also creating a vibrant space for collaboration and progress. The Gatsby-themed NAW’Bro’ event on May 8th promises a night of elegance and inspiration, set amidst the backdrop of the Janet Cussler Car Collection. This event is a testament to our commitment to fostering a thriving ecosystem for female entrepreneurs in Arizona.

As Suzi Freeman, president of NAWBO Phoenix, eloquently puts it, “NAW’Bro’ is truly a unique event dedicated to honoring the men who have supported female entrepreneurship.”

We are excited to bring together influential speakers and provide networking opportunities for Arizona’s business leaders. It’s a chance to come together, show your support for NAWBO, and connect with the trailblazers shaping the future of our business community.

We invite you to join us and be a part of this remarkable journey. Purchase your ticket to NAW’Bro’ and contribute to our mission of empowering Arizona’s female entrepreneurs.

For organizations looking to make a difference, we welcome you to become corporate sponsors and make a lasting impact. Reach out to Wendy Cornell, our director of corporate sponsorships, to explore partnership opportunities.

Over two decades, the Phoenix NAWBO chapter has been a beacon of support for

women in business. Proceeds from NAW’Bro’ will continue to fuel our efforts, enabling us to launch initiatives like the NEXT-Gen mentorship program and the Two-Day Business Summit. These programs are designed to nurture the aspirations of women at all stages of entrepreneurship and provide them with the tools they need to thrive.

By participating in NAW’Bro’, you are not just attending an event; you are investing in the future of Arizona’s female entrepreneurs.

Together, we can make a difference and create a business landscape where women excel and lead. Join us on this exhilarating journey toward a brighter and more inclusive future for all. nawbophx.org For NAW’Bro’: eventbrite.com/e/nawbrogreat-gatsby-night-presented-by-nawbotickets-803710578977 NAWBO Phoenix exists to strengthen the wealth-creating capacity of members while promoting the economic development of Phoenix through the entrepreneurial community. The National Association of Women Business Owners Phoenix Chapter propels women entrepreneurs into economic, social and political spheres of power in and across Phoenix, Arizona and around the world.

Officers: President: Suzi Freeman President-Elect: Tanaha Hairston Immediate Past President Ania Kubicki Secretary Suzi Glover Treasurer Amy Foeller

Directors: Next-Gen Membership Director Kimberly Mitchell Corporate Partners/ Sponsorship Director Wendy Cornell Marketing Director Alexandria Alecci DEI&B Director Tish Times Public Policy/Advocacy Director Merilynn Donnelly

Alexandria Alecci is marketing board director of NAWBO Phoenix and is CEO and creative director of Alecci Media. She is a dynamic marketing professional with a decade of global experience, driving success for Fortune 500 companies, startups and high-growth ventures. Her journey began in Europe, where she graduated from university, and evolved through a cutting-edge social media analytics startup, eventually bringing her to New York City.

Alexandria’s passion for storytelling and innovation led her to found Alecci Media, a marketing consultancy and creative agency, in Arizona in 2020. She is actively engaged in the business community, serving on the board of directors for the Phoenix chapter of the National Association of Women Business Owners, and on the marketing committee for Ready to Empower, catalyzing positive change in her community and beyond. aleccimedia.com

nawbophx.org

Programming/Events Co-Director Debra Lee Murrow

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NAWBO NEWS

Let’s Normalize Talking about Money

by Mercedes Collins

As a woman now in her late 20s who got her first big-girl job at 18 while also navigating college life, I can say there were a lot of firsts as a young adult — and one of the most important ones that nobody prepared us for in school was how to manage our money. I assumed that student loans and credit card debt were just a normal part of life, and that everything would work itself out and fall into place if I just started to make more money. And that couldn’t have been further from the truth!

In most households growing up, money is considered taboo to talk about, leaving young adults to just figure it out on their own. And well, yes, there are so many resources available now to do so, the biggest gap that I see is most of us don’t really know where to start or what questions to even ask to get the financial education we need to create healthy money habits early in our careers.

I set out on my money journey in my early 20s to learn everything I could about how it works mostly because I wanted to buy rental properties and be a full-time real estate investor. As I was reading books and listening to podcasts on buying rental properties, I just naturally started to learn more about money, credit scores and debt in general. However, I know that is not the average person’s path, which is why I have made it my mission over the past couple of years to educate women on how to create those healthy money habits and learn what it means to get started investing, especially as a young adult!

A lesson I had to learn the hard way was if you’re managing money poorly making $50,000 a year, it’s not going to magically get easier if you start making $100,000 a year. Here is what you can do to get started having a healthy relationship with your money: Get really clear on what your goals are. Where do you see yourself a year from now, or five years from now? Do you have a certain amount of

money saved? Are you debt-free? Where do you want to live? Know that it’s okay for this plan to change as time goes on, but it will give you a good starting point for the next step.

Next, it’s time to sit down and see where your money is actually going. This will be huge in helping you create what I call an Aligned Spending Plan. Look back at your past two to three months of expenses and really ask yourself if you’re spending money in alignment with your overall financial goals you laid out in the previous step.

After that, start implementing what I call “weekly money dates.”

This is where you spend just a couple of minutes every week looking back at your previous week’s expenses and making sure you are still on track with your aligned spending plan. You know how much money is coming in through your paycheck, so you can pre-allocate how much you are going to set aside for your savings and bills, while leaving the rest for your day-today expenses. Doing this every week will give you peace of mind and allow you to course correct faster if needed..

And lastly, the best thing we can all start to do as women is normalize talking about money, so that the generation coming up behind us doesn’t have to go through years of trial and error like most of us did!

Mercedes Collins is a financial coach and the founder of The Abundance Generators Podcast and Membership. It’s her mission to help young women create a healthy relationship with their money, while also learning how to set themselves up for future financial success. mercedescollins.com

NAWBO Phoenix Corporate Partners

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Bank of America

Financial Potion

Elontec

SRP

Myrell

Wells Fargo

Tiffany & Bosco

CopperPoint Insurance

PriceMyAc.com

Commerce Bank of America

Phoenix Business Journal

Splash Printing and Marketing

NAWBO NEWS

The Power of ‘No’ in Business: Boosting Profits and Happiness

by Sarah Gilliland

As business owners, we’re frequently finding ourselves in a position of juggling multiple responsibilities, all the while trying to keep our clients, customers, vendors and team happy, and definitely ourselves, too! Amidst what can sometimes feel like chaos, one word can become your most powerful ally: “No.” Let’s explore how saying “no” to things that don’t work for you can lead to increased profits and happiness for everyone in your business. And don’t worry, I’m not a subscriber to “no is a complete sentence.” This is an art.

The Overcommitment Trap

Business owners all have something in common: you’ll make it work.

This gusto can sometimes lead to overcommitment. Saying “yes” to every opportunity, project or request that comes your way can spread your resources thin and, ultimately, harm your business.

Before you say “yes” to an opportunity, ask yourself a few important questions: • Does your business have the capacity to fulfill with a quality you’re proud of?

• Do you risk neglecting something important to focus on this opportunity?

• Are you excited about this “yes” or do you just feel like you can’t say no?

Square Peg – Round Hole

Standard operating procedures (SOP’s) are the holy book of your business — they’re how everything is done. They help teams be efficient and are critical for maximizing profitability. An opportunity may be more of a liability if requires your business to divert away from your SOPs. While misaligned business may bring in additional revenue, it will also distract your team’s time and energy in a big way. They’ll have to manually create systems that don’t exist in your company just to service this one client. The risk of mistakes and client dissatisfaction now increases as well.

Not that your processes can never bend, but it’s important to be aware of how much bend will result in a break. It’s usually best to either bring the client into your systems, or say “no, it’s not a good fit.”

Energetically Expensive

Not all money is good money, and not all expenses are on your P&L. Some projects or clients just drain you. It’s not about them being “bad”; you just don’t jive and you can tell!

This is a gut check, so I don’t have a formula rule for you. You just have to be honest with yourself and brave enough to say “no.” Here’s what you have to remember when you take on energetically expensive projects and clients: You lose way more time and opportunity in your business than the minutes you work with that client. You spend time procrastinating to do anything but the project you’re dreading, then you finally spend time on it, then you’re spent. You don’t follow up with the other potential business, you skip the networking event, and you’re out of mental bandwidth for innovation and creating. Don’t let one “yes” be the most expensive money you’ll ever make.

nawbophx.org

The Art of a Diplomatic ‘No’

Again, I don’t think “no” is a complete sentence. That’s a little weird for business. Here are ways to inform (not negotiate) the “no”: • “While this opportunity feels very exciting to us, we do not have the capacity to take on this project and deliver it by your deadline and with the highest quality. I hope you consider us next time.”

• “I hear what you’re needing and your expectation around fulfillment.

Our business is structured to deliver our best work in this way __________. If that feels like a good fit for you, we can move forward. Otherwise, I would recommend you continue to interview other companies that work closer to your needs.”

• “Based on our communications, it’s clear to me that we aren’t a good fit to work together, so we’ll be declining this project. I truly wish you the best.”

When you say “yes” to one thing, you say “no” to something else.

Be intentional that your “yeses” in business don’t reject your efficiency, profitability and sanity. The greatest profits come to your business when they are well aligned and served by the best version of you and your team.

Sarah Gilliland is the founding attorney of Rising Brand Legal and The Legal Shoppe. www.risingbrandlegal.com

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NAWBO NEWS

Three Steps to Actually Beat Burnout

by Amy Bruske

We’ve all been there before. I know I certainly have. Exhausted.

Overwhelmed. Trying to be all things to all people. I don’t care how smart and capable you are, it’s unsustainable. The productivity gurus will teach you to manage your time and most people start by asking, “Do I have time for this?”

Here’s the thing — it’s not about time. Some of the most draining tasks take very little time; it’s about how much energy it drains from you. Instead, ask yourself: “Do I have the mental energy to do this?”

I get a lot more done today than I did in years past, and it’s because I learned to manage my energy by leaning into my strengths instead of working against my grain. Here are three simple steps you can take to do more, more naturally: 1. Get clarity on your strengths. Start by getting crystal clear about your goals and your strengths. It wasn’t until I really understood my instinctive strengths (how I naturally take action and solve problems) that I was able to make better decisions on how to spend my energy.

Get started: Write down everything you do each week and circle the tasks that energize you — the kind you could do all day. Now, circle the two or three tasks that drain your energy the most. I’m talking about things that you do a lot that just take it all out of you; the tasks that make you feel like you’re walking up the down escalator. You might notice that some of the simplest tasks cause the most stress.

2. Commit, but to very little. Just like time, you have a limited amount of energy. So, if you’re going to be more productive without burning out,

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you have to commit to doing only the tasks that are the best and highest use of your energy. This means saying “no” or delegating the rest.

Get started: Choose one thing to say “no” to this week because it goes against your strengths and it’s not the best and highest use of your mental energy.

3. Collaborate with the right people. Unfortunately, you can’t say “no” to everything, but when you find the right people to work with, you can do a lot more with much less stress.

Seek out people who do things differently from how you do them.

Those people may drive you crazy sometimes, but you need them! Turns out, the tasks that drain you are the same tasks that will energize somebody else. The magic happens when you purposefully surround yourself with people who have complementary strengths.

Get started: Find one person you can work with this month who can share the tasks that drain you the most.

Time spent without energy is time wasted. Focusing on the highest and best use of your individual strengths means you won’t have to be all things to all people. Instead, you can be the best version of yourself as often as possible without the burnout.

Amy Bruske is president and owner at Kolbe Corp. She is one of only three Senior Master Consultants in the Kolbe Concept™ — the authoritative theory for human instinct and performance. Along with Kathy Kolbe, Bruske co-authored the groundbreaking family business guidebook Business is Business. www.kolbe.com

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Corporate Volunteerism Elevates Workplace Culture Align initiatives with company’s core values

by Don Alix Goodwill never goes out of fashion. Many employers and employees want to support those less fortunate but may not see how to find the time or opportunity to do so. As employers, prioritizing corporate volunteerism initiatives is something that can make an indelibly positive impact on workplace culture, including employee morale, engagement and social responsibility.

Corporate volunteer programs allow employees to easily give back to their community while providing a sense of purpose.

When corporate volunteer efforts are authentic, the initiative’s mission easily fits within the company’s culture and impacts its community. The fringe benefit is corporate volunteerism can also serve as a tool to attract and retain talent.

To establish and find the best fit for corporate volunteer initiatives, it is important to: • determine what kind of help the community needs; • incorporate employee feedback from the very beginning so there is immediate buy-in; • establish corporate guidelines, such as how much work time employees can spend volunteering at the charity; • secure charity/organization partnership opportunities that align with the company’s values; • quantify the success of the program, such as the number of organizations helped, employee participation rate or the total employee hours volunteered; and • recognize and reward volunteers for their participation.

The benefits of corporate volunteer efforts are endless.

DEVELOP A BALANCED WORKPLACE CULTURE

Don Alix is a Phoenixbased district manager with Insperity, a leading provider of human resources offering business from five to 5,000 employees the most comprehensive suite of scalable HR solutions available in the marketplace. insperity.com

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A mix of volunteer activities draws employees from varied backgrounds who are passionate about specific causes.

Actively supporting a wide range of volunteering opportunities can demonstrate a company’s commitment to diversity, which can create a more inclusive workplace culture that values and celebrates differences.

To nurture and promote a workplace culture that prioritizes volunteerism, organizations should align volunteering initiatives with the company’s core values and mission. It starts with a company assessing what the community needs and finding the ideal charity partner(s). When companies integrate volunteerism so it becomes a fundamental part of the organization, employers foster a culture that brings social responsibility, collaboration and employee well-being to the forefront.

FOSTER TEAM DEVELOPMENT

Engaging in volunteer activities as a team takes employees outside their usual work environment and encourages them to work with each other in different capacities. It provides an opportunity for collaboration and relationship-building among

colleagues throughout the organization. Teams can strengthen their bonds, morale and camaraderie through these shared experiences of working together toward a common purpose and goal. Additionally, team members may find a new skill when they are put into an unfamiliar environment.

For organizations and employees to get the most out of corporate volunteer initiatives and team development, employees should be encouraged to participate as a unit. The employer must take this into consideration when beginning volunteer initiatives, as it is only possible if employees feel they are given or provided the time for team volunteering. If volunteering feels like a burden to employees because work piles up, it will not be as successful as initially intended.

When teams do volunteer together, having them debrief afterward enables them to learn more about each other, how they work together and the volunteer opportunities/skills they want to work on in the future.

BOOST BRAND AWARENESS

While corporate volunteer efforts should not be viewed solely as an investment with a direct return, engaging in philanthropic activities can elevate a company’s reputation both internally and externally. Internally, corporate volunteer efforts work well to increase employee engagement and retention. The work that is seen by the public can position the company as a best place to work for potential employees and consumers who see merit in working for and with companies with like values.

Corporate marketing channels can promote and help raise awareness for the causes a company chooses to support.

Highlighting employees volunteering within the organization can further engage the target audiences for both the company and the benefiting nonprofit/organization. Using social media, in particular, encourages others to get involved, further expanding the company’s reach.

Corporate volunteerism is a crucial element in making a positive impact within communities. Prioritizing such initiatives, companies can cultivate a sense of purpose among employees, strengthen teamwork and enhance their reputation and, simultaneously, give back to the community. The result overall is a strong workplace culture. The ripple effect of these efforts extends beyond the immediate beneficiaries, creating a more socially responsible and engaged workforce.

Actively supporting a wide range of volunteering opportunities can demonstrate a company’s commitment to diversity, which can create a more inclusive workplace culture that values and celebrates differences.

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