AUG. 2020
Get Back In Business: A guide to Valley business organizations
Everything you need to know for getting back to business
Reduce
Burnout
Primer on Whistleblower Laws Best Practices from a Pioneer in
Remote Workforce $7.95 INBUSINESSPHX.COM
THIS ISSUE Tempe Chamber of Commerce
Stay Healthy. Return Smarter. Return Stronger. With public health top of mind, Arizona is moving forward safely and responsibly together.
Since the start, the state of Arizona has worked hard to keep Arizonans safe and healthy while slowing the spread of COVID-19. By continuing to follow the data and recommendations of public health officials, we can safely move forward with the next steps of Arizona’s economic recovery. And as our state’s businesses gradually reopen their operations, the Arizona Commerce Authority is here to continue offering tools and resources for families, workers and businesses to return stronger.
www.azcommerce.com/covid-19/reenergizing-arizonas-economy
We’re Making Our Mark on Medicine OptumCare® believes that great health begins by providing forwardthinking leadership in the discipline of medicine. So we proudly serve Phoenix with advanced health care at 16 clinics with over 40 providers, all dedicated to putting the patient first. We’re here to stay—and to move care in our community in bold new directions. Find out more at professionals.optumcare.com.
©2020 Optum, Inc. All rights reserved.
AUGUST 2020
COVER STORY
24
Road to Recovery
Experts in the business areas of marketing, labor, bankruptcy, technology, insurance and healthcare — and federal programs for small business — share their expertise on key operational facets that business owners/executives/decision makers need to know about getting back to business. FEATURES
32
Lessons in Managing a Remote Workforce
A pioneer in offering employees a work-from-home option, Sara Silver shares best practices on effectively managing a remote workforce.
37
The Risk of Misaligned Values
Eileen Rogers’ series explores the strength of risk in leaders’ calculations of risk and return in business.
38
Tackling Overload
Erin L. Kelly and Phyllis Moen share their research insights for businesses to reduce burnout and supporting their staff.
PARTNER SECTION
DEPARTMENTS
9
Guest Editor
Robert J. Blaney, Arizona District director of the U.S. Small Business Administration, introduces the “Recovery” issue.
10 43 Tempe Chamber of Commerce
SPECIAL SECTION
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Get Back in Business A guide to Valley business organizations
AUG 2020
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Briefs
“While Businesses Shut Down in Arizona, Google Searches Ramped Up,” “HCM Connected and Futureproof,” “Verified Talent Directory,” “Real-Time Dining-Out Data,” “Company Grows Employment in Reimagined Workplace” and “Heidi’s Village Provides a ‘Pawsitive Day’ for Cats and Dogs”
13 49
Feedback
Brad Brigham, Heather Clark and Teresa DiGiuseppe respond to In Business Magazine’s burning business question of the month.
By the Numbers
How is COVID-19 impacting businesses’ international expansion plans?
14
Startups
“LifeGuides Models Well-Being Business on Gig Economy” and “US Dental Triage Eases Stress on Healthcare System”
16
From the Top
Edgar Olivo is a resource for customized solutions for Englishor Spanish-speaking corporate teams and an advocate to strengthen the Hispanic business community.
17
CRE
“How Work-From-Home Culture Will Transform the Future of Real Estate,” “DPMG Plans 87,000SF Development in Chandler,” “Walton Closes on Buckeye Master Plans,” “LGE Design Build Starts Industrial Project in Glendale,” “BW Pro Sustains Supply Chain for Builders,” “Old Town Scottsdale’s New Hotel” and “CASA Trends with Experiential Office Buildings”
20
Healthcare
“What's Next for Corporate Wellness since COVID-19?”
22
Technology
“App ‘Sees’ for the Visually Impaired” and “Trade Bitcoin Securely and Efficiently on a Decentralized Exchange”
33
Books
New releases give fresh insights on business thinking.
34
Economy
Jim White, Ph.D., explores why the high-tech agricultural industry is an investor’s dream.
36
Legal
Attorney offers an employer’s primer on whistleblower laws.
40
Assets
2020 AMG GLC 63 S Coupe Plus: Touchless technology provides innovations for the office.
42
Power Lunch
Joe’s Diner: Adapting and Overcoming Challenges One Bite at a Time
66
Roundtable
Lawrence Cunningham discusses the value of shareholder letters as a screen for prospective investments.
Arizona ranks No. 3 in the nation for economies with the most racial equality, on the report released by WalletHub in June. wallethub.com/edu/state-economies-with-most-racial-equality/75810
Caring Is Back Equality Health is giving doctors more time to be doctors, so they can provide the personalized care you deserve. Ask if your doctor is part of the Equality Health network today.
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Fortunately for you, not all lenders are the same. FSW Funding is a privately owned and operated lending company specializing in the financing needs of today’s small- and medium-sized businesses. Contact us today at (602) 535-5984 to learn how our flexible assetbased lines of credit can help meet your company’s capital needs.
www.fswfunding.com 4530 E. Shea Blvd., Suite 170, Phoenix, Arizona 85028
Aug. 2020
Hi Phoenix, Let’s spend smarter.
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 Kristen Merrifield, CEO Alliance of Arizona Nonprofits (602) 279-2966 www.arizonanonprofits.org Jess Roman, Chief Executive Officer Arizona Small Business Association Central Office (602) 306-4000 www.asba.com
Learn more at getdivvy.com/phx1
Steven G. Zylstra, President & CEO Arizona Technology Council One Renaissance Square (602) 343-8324 www.aztechcouncil.org Doug Bruhnke, Founder & President Global ChamberÂŽ (480) 595-5000 www.globalchamber.org Jean Briese, President NAWBO Phoenix Metro Chapter (480) 289-5768 www.nawbophx.org Anne Gill, 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@inbusinessmag.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 Chandler Chamber of Commerce chandlerchamber.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 Surprise Regional Chamber of Commerce surpriseregionalchamber.com WESTMARC westmarc.org
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FINANCIAL WELLNESS
FOR A BE T T E R T OMOR ROW.
Financial insecurity can lead to stress, lowered productivity, and other issues for your employees. Introducing MY ALERUS, an online financial guidance tool that can help your employees make better financial decisions. Whether it is saving for retirement, making a plan to reduce debt, or maximizing health savings benefits — your employees can now take control of their financial future. Start your company’s path to financial confidence at MYALERUS.com/business.
Aug. 2020
VOL. 11, NO. 8
Publisher Rick McCartney Editor RaeAnne Marsh Graphic Design Benjamin Little
Contributing Writers
Fabio Canesin Joel Coen Lawrence Cunningham Greg Hanover Mike Hunter Tony Julianelle Erin L. Kelly Todd La Fever Phyllis Moen Alejandro Pérez Eileen Rogers Nicole Sahin Sara Silver Jim White, Ph.D.
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 businessrelated events, please visit our website. Inform Us: Send press releases and your editorial ideas to editor@inbusinessphx.com
President & CEO Rick McCartney
Editorial Director RaeAnne Marsh
Financial Manager Tom Beyer Office Manager Allie Schimmel
Accounting Manager Todd Juhl Corporate Office InMedia Company 45 W. Jefferson Street Phoenix, AZ 85003 T: (480) 588-9505 info@inmediacompany.com www.inmediacompany.com Vol. 11, No. 8 In Business Magazine is published 12 times per year by InMedia Company. POSTMASTER: Send address changes to InMedia Company, 45 W. Jefferson Street, 7th Floor, 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. ©2020 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.
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ROBERT J. BLANEY, U.S. SMALL BUSINESS ADMINISTRATION, ARIZONA DISTRICT
Reconstituting Business
Robert Blaney has served as the district director of the U.S. Small Business Administration for the State of Arizona since 1998. His varied experience includes work as a federal agent, police officer, vicepresident of an insurance brokerage and district director for the late Congressman Jack Kemp. He is a native of western New York and a graduate of the State University College of New York at Buffalo. sba.gov
Editor's note: Robert Blaney has more thoughts on small businesses’ challenges and response in today’s pandemicimpacted economy. To see the full text of his letter, please go to www.inbusinessphx.com.
Much has changed since March of this year. What to wear to work today is probably not the first thought of the morning. Telework has become the norm for many and questions and probable answers about reopening abound. When COVID-19 occurred, there was no physical damage, but businesses had to rethink how they worked, where they worked and, in some cases, what they did. We saw distilleries making hand sanitizer, clothing companies making face masks and shortages not seen since World War II. When reconstituting your business, you will have to rethink your business plan. Is your business still viable, can you hold on until it becomes viable again, or do you need to change the way you do business to remain in business? Every stage of business growth can bring new challenges, especially reconstituting your business. In Arizona, we are fortunate to have the Arizona Small Business Development Center Network, the SCORE Association, a Women’s Business Center and a Veteran Business Opportunity Center to help small-business owners get the business advice and guidance they need to be successful. Counseling by any of the aforementioned is always free of charge. Take advantage of it because your business success is our nation’s business success. Also, when your business grows and it becomes time to hire that next employee, remember that most business owners never have a regret when they hire a Vet. Business owners may need to take a fresh look at many of the operational areas they’ve established in running their business, from healthcare programs for their employees to the technology on which their operations function to compliance issues regarding government regulations. For the cover story — while also asking me for the latest news on government funding programs for small businesses — In Business Magazine asked leaders in many of those basic areas for their insight on what businesses may expect as they move forward in a challenging and unusual landscape. One aspect commonly touted as a “new normal” is work-from-home. It’s being practiced on a heretofore unseen scale, but the concept was growing in popularity even before the pandemic. A pioneer in its adoption is Sara Silver, who gives us the benefit of her many years in developing the program and managing her company’s remote workforce in this issue’s feature article “Lessons in Managing a Remote Workforce.” Liability and compliance are on many a business leader’s mind, which may also keep them on alert for whistleblowers. In the Legal feature “Blowing the Whistle,” Alejandro Pérez offers an employer’s primer on whistleblower laws. In addition to the usual bounty of business news and information, this issue presents the “Get Back In Business: A Guide to Valley Business Organizations” with profiles of chambers of commerce, trade associations and other organizations serving businesses in the community. I’m pleased to be part of bringing you this August issue of In Business Magazine, and hope you enjoy reading it. Wear a mask, wash your hands, and take good care of you. Best wishes.
YOUR HEALTH. YOUR BUSINESS Get alerts and all the information to benefot your business during this time by following our RSS Feeds and Social Media. Visit www.inbusinessphx.com to sign up.
Sincerely, Robert J. Blaney District Director U.S. Small Business Administration, Arizona District
Doing the Best We Can to Support Local Business has changed and may never be the same, but the question
Speaking of local, we want to thank
is, “What do we do to sustain it now?” I feel like this is on the
our local SBA district director, Robert
forefront of our minds as business owners, but we are not ready to
Blaney, for all that he is doing for our local
give in to total change. Meaning that we have pivots, cuts, shifts,
companies. He is so knowledgeable and
firings ahead and want to keep things as they were. Well, we can
has been instrumental in creating local opportunities for local
do better for now by staying local. I mean truly thinking about who
businesses that is making a difference. While PPP and EIDL have
we are supporting in business and what their local impact is. Banks,
helped in so many ways, he is leading a charge to further assistance
service businesses, agencies, etc. If you are looking for a consultant,
and is so helpful in bringing resources and opportunity to our
hiring firm, loan, whatever it may be, think about keeping it local.
business community. —Rick McCartney, Publisher
DON’T MISS OUT!
Get a year of In Business Magazine Subscribe now at inbusinessphx.com
Let us know what you think of this issue of In Business Magazine. Email our publisher at feedback@inbusinessmag.com.
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SPEAKING OUT
The COVID-19 pandemic has upended business-as-usual. How have you pivoted your business to meet the challenges and changed marketplace?
FEEDBACK QUESTION: Let us know what you want to know from the Valley’s top business leaders. editor@inbusinessphx.com
BRAD BRIGHAM
HEATHER CLARK
TERESA DiGIUSEPPE
President Risk Assessment Group Sector: Human Resources
Founder and Owner Pomchies Sector: Fashion
Owner The Joint Chiropractic Sector: Healthcare
Risk Assessment Group primarily serves Human Resources professionals who work directly with employees. We’ve always looked for ways to offer value to our clientele, which led me to explore offering benefits that could help HR staff recruit and retain employees. As COVID-19 emerged, we saw a steep demand for Teledoc services, both for HR professionals managing the work-fromhome environment and employees who have lost their jobs. While employees may be hesitant or unable to visit the doctor right now, Teledoc services offer access to physicians 24/7 by phone or video. Those doctors can offer a diagnosis, treatment options and even prescriptions. We responded by making Teledoc a free, core component of our benefits packages, and launched it through the Benefit Guard as a sister company to Risk Assessment Group. Not only are we providing a complementary service to our current clients, we have retained trained staff who are already knowledgeable and experienced in serving the Human Resources industry. That has solidified and expanded our current business relationships, all while diversifying our revenue stream.
At the onset of COVID-19, we immediately saw the need for face coverings to provide safety on a global scale and we expanded our business model to create a new opportunity. Over the years, we have become well versed in quickly adjusting to and responding to varying economic climates while also being cognizant of how we can reduce and recycle materials. We decided to take the materials we already use to accommodate a critical worldwide need by making breathable, comfortable lightweight face masks available in a variety of patterns and colors for all ages. As a business owner, I know it’s important to look at unforeseen circumstances, both good and bad, and find a way to learn from them, to grow from them and to benefit from them — as well as to help others. We believe that with this pivot of our company, we can offer a positive spin on the devastation that this pandemic has caused by helping people stay safe during these times and to normalize “masking up” while making it fun and fashionable, too.
Success to me has always been about uncovering one’s life purpose. When my husband and I purchased our first Joint Chiropractic franchise, we wanted to help others the way chiropractic care had helped us find relief from pain and make a positive impact on the health and wellness of our patients. When the COVID-19 pandemic hit, chiropractic care was an essential healthcare service. We felt a commitment and responsibility to help steer pain patients away from hospitals, where risk of exposure is greater. With COVID-19 changing how people live, they’re exposed to stresses like fear and anxiety. These are detrimental to both the mind and body, manifesting into back, neck and shoulder pain. Although things change daily due to COVID-19, I’ve become a better leader by remaining focused on the positive. Our business goal is to continue empowering our staff and adapting at a moment’s notice, including increased hygiene protocols, reducing the number of patients allowed in the adjustment bay and requiring staff wear masks — all in an effort to decrease risk of exposure.
Risk Assessment Group riskassessmentgroup.com
For all past Feedbacks go online to inbusinessphx.com and see what Valley executives think on various business topics.
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Brad Brigham, president of Risk Assessment Group, is a licensed private investigator. He started his background screening company 20 years ago when the industry was in its infancy and has personally grown the company to serve both domestic and international corporations. Clients range from small business to Fortune 500 companies in healthcare, energy, technology and finance. Brigham graduated from NAU with a degree in criminal justice.
Pomchies pomchies.com Heather Logan Clark created Pomchies in 2002 to utilize the excess unused swimsuit material from her previous swimwear company to create fashion accessories that include headwear, luggage tags, pet products, water bottle carriers and more. Clark is proud hers is a certified woman-owned company that serves the needs of her clients around the world, including the United States, Australia, Japan, Singapore, Thailand and the UK.
Sign up for the monthly In Business Magazine eNewsletter at www.inbusinessphx.com. Look for survey questions and other research on our business community.
The Joint Chiropractic thejoint.com Teresa DiGiuseppe has been part of The Joint Chiropractic since 2012 and owns eight clinics across the Phoenix metro area. She has a charismatic business acumen with outstanding presentation, negotiation and relationship skills, and a proven track record in building synergy between departments to support strategic objectives and drive profitable growth. In 2018, DiGiuseppe and her husband were recognized with the Franchisee of The Year award.
QUICK AND TO THE POINT
While Businesses Shut Down in Arizona, Google Searches Ramped Up This past December, my children and I were at home in my living room having a conversation about specific, influential events that changed the world. We had just finished watching the celebrated one-shot war film 1917 together about two young British soldiers during World War I whose actions would end up impacting world history as we know it. The movie had a profound effect on my 15-year-old son, in particular, sparking long discussions about similar events and their significance today. We discussed 9/11 and the world before and after that horrific day. We discussed pre and post-World War II and the impact those conflicts have had. As our discussion came to a close, I made a statement that, looking back, I now regret a little. “You are lucky kids; you have not had to live through something like that. I hope you never have to.” I did not knock on wood. Fast forward four months later, the world seemed to all but come to a complete stop. As the fast-moving COVID-19 began spreading throughout the world, and eventually to Maricopa County, Ariz., where I live, it was clear that this was one of those events that would truly alter the way we live forever. Working in marketing, with an emphasis on the digital world, I am fortunate to have a tremendous number of tools at my disposal that allow me to observe and understand what consumers are searching for and at what volumes. I can see firsthand their purchasing behaviors online. At our agency, we tried to pay special attention to these search volumes and trends to ensure our clients would know the best way to navigate through the crisis. On a daily basis we looked to see what consumers were looking for and what they ultimately wanted to discover, what we could predict, where we needed to position our clients in search results, and how we could best spend our clients’ marketing dollars to keep them top of mind with their customers. Over a three-month timespan, some very interesting insights began to surface. One of our first big observations? Search volumes did not go down. People were using Google more often than ever at the beginning of the pandemic. We could see that people were dramatically seeking out more
BYTES
HCM Connected and Futureproof Transforming the way businesses manage their most important asset — their people — iSolved provides awesome human capital management (HCM) outcomes and a full employee experience by design through a connected futureproof solution. iSolved’s human capital management and people platform brings together HR, payroll, time and attendance, and benefits enrollment all in one robust, easy-to-use platform. Currently in use by more than 5 million employees and 145,000 employers, iSolved with Mojo energizes
information related to what was happening as the virus began to spread. Amazingly, people were also shopping. Big time. Here are some of the areas where we have seen growth and changes in search volumes (all metrics are on a year over year basis): • Searches for “What to watch” are up 1000 percent • “Backyard ideas” are up 200 percent • “Online pharmacy” is up 100 percent • “Online therapy” is up 100 percent Additionally, we have seen some major shifts in terms of consumer interactivity and viewership habits. There has been a 39 percent increase in streaming TV mid-day. We can only assume that people are watching more TV at home than they would be in the office. How people shop has changed as well as we have seen an 80 percent increase in searches related to “DIY” than we did last year. More and more we continue to see that consumers are wanting to make their lives at home better as shown to us by the increase in searches for “backyard ideas” and other increases that show interest in DIY home projects. There is no doubt that the world will never be the same as it was prior to COVID. Effective marketers will have to pay attention to the data daily to keep an eye on the shifts, changes and trends that will best position their clients to get the maximum amount for their marketing dollar. The volatility of the current environment will most likely continue until the disease begins to slow its spread or a vaccine becomes available. Until then, it will take focus and poise to keep the ever-shifting world of digital marketing one in which clients can see continued success. —Joel Coen, chief digital officer of Commit Agency (commitagency.com)
a business’s culture and makes it easy for teams to build connections and unleash innovation. —Todd La Fever, president and COO at iSolved (www.isolvedhcm.com)
Verified Talent Directory The recently rolled out Talent Directory from Credly, a leader in digital credentials, brings skills-based talent sourcing to the forefront, allowing organizations to find uniquely qualified candidates based on verified skills, and enabling qualified professionals to add value to opportunities for which they would have initially been overlooked. Using Talent Directory, recruiters and hiring managers can identify individuals who have earned specific credentials and have had their skills verified by trusted organizations. For organizations that issue digital credentials, the directory makes the people they train and certify more discoverable, while increasing the value of and exposure to their programs. —Mike Hunter info.credly.com
Real-Time Dining-Out Data SIP is a member-based app designed to offer an advantage to each part of a three-pillar ecosystem of venues, consumers and alcohol companies, by providing marketed brands with real-time data about consumer alcohol purchasing behaviors inside bars and restaurants and bars — all with meaningful perks and drink discounts to its member base in return for the purchase data of their transactions. SipScience, a data analytics hospitality company that provides a first-to-the-world snapshot of what’s happening inside bars and restaurants, expects to launch its app in Phoenix this month, one of the first three of its planned launch in 33 cities across the United States this summer. —Mike Hunter sip-app.com
As reopening businesses consider posting coronavirus disclaimers or requiring employees and customers to sign waivers, Dorsey & Whitney labor and employment partner Aaron Goldstein points out, ““Waiver agreements are terrible PR for companies. Companies should be showing how they are keeping their workers safe, not how they are trying to avoid liability if their workers get sick.” dorsey.com
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QUICK AND TO THE POINT
Heidi’s Village Provides a ‘Pawsitive Day’ for Cats and Dogs An animal shelter and veterinary clinic that’s the first of its kind in Arizona, the recently opened Heidi’s Village is an animal welfare organization that partners with the chronically overburdened existing animal shelters and rescue organizations to provide temporary boarding for dogs and cats when their space and resources are limited. Medical intervention, grooming, behavioral modification and wellness services are offered on-site. Its mission is to foster a community where animals are treated with respect, dignity and compassion to decrease the number of animals abandoned and euthanized. The 48,000-square-foot facility is a nine-building campus consisting of a central administration facility that houses admin services, adoption services, training rooms, grooming services and a complete veterinary clinic. A series of eight buildings, housing the cats and dogs in air-conditioned spaces thoughtfully designed for each animal’s safety and comfort, flank the administration building. Décor both inside and outside the Village’s buildings, which include many creative touches such as paw prints parading across the ceiling, the use of colorful paint and huge decorative animal portraits and sculptures suggests an upbeat, fun environment. Clever “street signs” guide visitors and volunteers around the five-acre property located at 600 N. 40th St.,
in Phoenix, and lush vegetation, walkways, play areas, art and decorative features link the “neighborhood” together. While Heidi’s Village provides boarding space for up to 250 dogs and 200 cats, the goal is to never house that many animals at once. Cats and dogs surrendered to Heidi’s Village will be available for adoption as soon as they become medically and behaviorally cleared. Designed by Cawley Architects (David Fulk) and Iconic Design Studio (Kelli Berry), constructed by Chasse Building Team (Barry Chasse), the $22 million project was truly a design-build approach between Cawley Architects and Chasse Building Team. Starting with the initial design, Chasse met weekly with the design and client teams to continually provide pricing information and direction. This attention to detail prevented re-design during the permitting process and expedited construction while keeping costs stable. “The Heidi’s Village project team thought of everything,” says founder Ginny Jontes. “Upon exiting, visitors are greeted by a creative sign, ‘Have a pawsitively great day.’ Thankfully, the animals cared for at Heidi’s Village always have a great day.” —Mike Hunter Cawley Architects cawleyarchitects.com Chasse Building Team chasse.us Heidi’s Village heidisvillage.org
Liveops is a leader and pioneer in the virtual call center space with a distributed workforce of more than 20,000 domestic home-based agents. Since March, Liveops has created thousands of opportunities for new agents. At a time when unemployment is skyrocketing and many are suffering unprecedented economic and mental hardships, it is rewarding to provide safe and flexible opportunities to Americans in need. We’ve operated virtually for more than 20 years, and are proud to provide opportunities to those finding themselves furloughed, unemployed or fearful of the level of safety in their previous work environment. Being in the business of improving the lives of our agents, clients and employees, we provide flexibility to agents, superior and scalable talent to clients and meaningful work to employees. Our “be
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your own boss” mentality encourages both Liveops employees and agents alike to take ownership over their own career trajectory via a virtual environment. We serve our business community — both nationally and in Phoenix — via a thriving community of thousands who help, encourage and support each other. We’re reimagining what the work world looks like to provide flexibility to those who deserve it most, like stay-at-home parents, caretakers, the differently-abled and military spouses, to name a few. Liveops has benefited tremendously from the Phoenix business community. Surrounded by business leaders who prioritize innovation and community growth, our dedication to transcending the standard limits of business to serve as many clients and agents as possible has only intensified. Our team is actively committed
to returning the favor by diligently working to improve the lives of others in our community. To do so, we’ve partnered with organizations like St. Mary’s Food Bank, Toys for Tots, Food for Firefighters, School Supplies for Teachers and the local Humane Society. Our team is keenly aware of the importance of giving back to the Greater Phoenix community for mutual growth and success. —Greg Hanover, CEO of Liveops (www.liveops.com), whose experience with the company includes nine years in a variety of senior leadership roles
A study by eligibility.com found that for every 1 person who filed for unemployment claims during the first month of the 2008 recession, 6.7 people filed for unemployment in March 2020. eligibility.com/unemployment/coronavirus-pandemic-vs-great-recession
Photos courtesy of Heidi’s Village (top), Liveops(bottom)
Company Grows Employment in Reimagined Workplace
METRICS & MEASUREMENTS
International Expansion Plans Undeterred by COVID-19
TOP CONCERNS FOR GLOBAL EXPANSION
New research finds most businesses are moving ahead with current plans by Nicole Sahin
The business impact of COVID-19 is ongoing, with some sectors of the economy experiencing much greater challenges than others. But new research released by Globalization Partners and CFO Research has revealed that most businesses with existing international expansion plans are undeterred by the impact of COVID-19 and are still moving ahead with their growth strategies. The research focused on CFOs at organizations with more than $100 million in annual revenues and indicated current international expansion plans. The headline figures were revealing: Forty-five percent of respondents are either currently expanding globally or only slightly delaying their expansion and will do it within one year. Another 9 percent maintain intent to expand internationally but remain in a year-long holding pattern. More than half of the respondents expressed interest in expanding or adding operations in the Asia-Pacific region. After North America at 71 percent, the Asia-Pacific region (excluding China), targeted by 65 percent, was the most popular region for new or expanded operations. Capturing market share was the top cited reason for expansion into these specific regions. Also highly cited was the desire to expand sales, diversify investments and acquire top talent. This reinforces what I’ve known in my bones to be true about the pandemic: It will not “deglobalize” international business and economies but, instead, has given international expansion a booster shot. At the beginning of 2020, employees were competing with people who lived within a 100-mile radius for their jobs. Many forward-thinking CEOs already required their teams hire in lower-cost jurisdictions if the talent did not need to live/work near headquarters. However, many companies had policies that “everyone” had to live/work at headquarters. Now, companies and executives are
Operating Strategy by Region B: Not operating but planning to operate C: Operating and planning to expand presence D: Operating but not planning to expand presence E: Not operating and not planning to operate
Region APAC – Including China APAC – Outside of China
C
D
E
20.8%
37.7%
20.8%
20.8%
48%
17.6%
17.6%
European Union (EU)
14.2%
49.3%
24.3%
12.2%
United Kingdom (UK)
14%
41.3%
32%
12.7%
EMEA – Europe 17% (Outside of EU and UK), Middle East, and Africa
41.1%
LATAM – Latin America
20.4%
43.4%
20.4%
15.8%
8.6%
62.5%
24.3%
4.6%
North America
Globalization Partners globalization-partners.com
Deciding Factors for Company’s Plan to Expand and/or Hire Internationally Response
Frequency
Count
Ability to acquire top talent
29.1%
48
Capture market share
49.7%
82
Diversifying investments
30.9%
51
M&A activity
27.9%
46
Reduction of costs
29.1%
48
Expand sales presence
44.8%
74
Add an employee in-country near a customer or client
22.4%
37
0.6%
1
Other (please specify):
B
16.9%
forced to rethink the idea of remote work and how it can help build their international presence. And this research reveals that they are acting on that information. Although the survey highlights a range of significant challenges facing companies as they expand globally, the biggest issue is usually the time and cost involved with establishing legal entities or subsidiaries. The ability to easily hire talent in a new country while ensuring compliance with international laws and agreements can have a huge impact on building business momentum in a new country. Despite the ongoing crisis caused by COVID-19, the research presents grounds for optimism that it has not derailed international expansion plans for most businesses who were already on this path. However, the operational challenges — particularly around local legal rules, recruitment and compliance — can take months to navigate. There are ways to remove these barriers to success through the use of an employer of record, which enables a company to establish new international teams and revenue generation in a matter of days, and in some cases as little as 12 hours.
19.9%
22%
COVID-19’s Influence on Global Expansion Plans Response
Frequency
Count
Yes – we are withholding on global expansion
37.0%
61
Yes – we are now looking to expand globally
12.7%
21
No – but we are in a holding pattern for 3 months
17.0%
28
No – but we are in a holding pattern for 6 months
10.3%
17
No – but we are in a holding pattern for 9 months
4.8%
8
No – but we are in a holding pattern for the next year
8.5%
14
Do not know yet/not sure
9.7%
16
Source: Globalization Partners and CFO Research of Argyle Advisory
A survey by Globalization Partners on companies’ global expansion plans found 86 percent of respondents expected their global expansion to take at least five months, including 42 percent who put the time required at more than one year.
Research findings show that 83 percent of respondents said they are looking into a remote, global workforce model as a solution to the changes brought about by COVID-19. The data also found that employee health and safety was a top concern related to global expansion and was cited nearly twice as much as the other leading issues, including new business strategies, increasing sales pipeline and revenue, and reducing organizational costs. In addition, 83 percent of executives expressed concern about managing multiple third parties and stakeholders in a foreign environment during a volatile economic climate. And 74 percent of executives expressed concern with navigating foreign banks and international employee payroll in these volatile times.
With her mission to eliminate barriers to doing business internationally and building global teams, Globalization Partners CEO and founder Nicole Sahin is recognised for having created an innovative solution that enables companies to hire great talent anywhere in the world, without the complexity of setting up foreign branch offices or subsidiaries. globalization-partners.com
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BY RAEANNE MARSH
ENTREPRENEURS & INNOVATORS
LifeGuides Models Well-Being Business on Gig Economy LifeGuides was created to fill what founder Mark Donohue recognized as a massive hole in corporate well-being programs by proactively providing peer-to-peer support for employees going through daily stresses and big life challenges, aiming to prevent those stresses turning into mental health issues and illness causing loss of productivity, presenteeism and absenteeism. “It offers a transformative employee emotional health and well-being solution for conscious leaders who care about supporting their employees and their families at and outside of work,” explains CEO Derek Lundsten. “LifeGuides partners with CEOs and HR leaders to deploy our services to their employees, through our online platform. Within our platform, employees’ families have access to multiple channels to receive the support they need, such as our online community, our web application where they can select the Guide(s) of their choice to book one-to-one phone sessions; chat or text with our Well-Being Directors; and find resources like podcast, webinars and blogs.” The company was founded three years ago, with the first two spent building on the technology, before going operational for the past year. Describing LifeGuides as the next generation of sharing economy, tapping into human experience and wisdom to help other people, Lundsten says Guides — who work
on a part-time basis — must have successfully navigated and overcome one or multiple life challenges, and be able to share their own experience, wisdom and empathy with other people going through the same challenge(s). “The Guides go through a robust vetting and training process to be able to have empathetic, confidential and impactful sessions with our members. And, while not a requirement, many of our Guides also hold certifications in health, wellness, life coaching, social work.” Partners Donohue and Lundsten chose Arizona as an “ideal hub” for several reasons, says Lundsten. “It is a great center for talent — university students, prime career and late-stage/ retirees who will have different employment goals which match our model. In addition, the tech scene here has been progressing nicely and, relative to other cities like Portland, Denver and Austin, is an attractive lifestyle and value for transplants coming from the Bay Area and NYC. In addition, it is a business-friendly state and we see that trend increasing in the coming years, in terms of investment opportunities and economic incentives,” explains Lundsten, whose background is in building companies and leading teams, and who was an early-stage investor before becoming CEO. LifeGuides lifeguides.com
US Dental Triage Eases Stress on Healthcare System Through US Dental Triage, CEO Michael Bonanno is also working to donate face masks and personal protective equipment to first responders across the country. As of midJune, the company had already delivered more than 1,700 N95 masks.
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In March of 2020, Michael Bonanno — CEO of Performance Partners and Virtual Support Solutions — realized that his business could either pivot or perish as a result of COVID-19. He knew dental clinics were struggling to stay open across the country due to practices being limited to emergencies only, and that there was an influx of people visiting the hospital with a dental health crisis. In fact, pre COVID-19 pandemic, the American Dental Association reported that every 14 seconds someone visits the emergency room with a dental need even though emergency rooms are not equipped to handle definitive dental treatment. To help keep people out of the emergency room during these unprecedented times, Bonanno launched US Dental Triage, a 24/7 hotline for people experiencing a dental emergency. The company has now connected with dental practices across the nation and has over 60 team members on staff to connect callers experiencing urgent dental needs with an office that is open and available to see the patient right away. Once matched with a dentist, the patient then can do a virtual consultation to talk about his or her symptoms and ensure that the issue warrants an emergency visit. And Bonanno is also
utilizing his three-year-old Virtual Support Solutions to help add dentists to the US Dental Triage network and offer virtual call rollover at any hour of the day or night, so they don’t miss any emergency calls. Dental practices also can gain referrals through new patients who call in and don’t currently have a dentist. Noting the service is complimentary for both patient and dentist, Bonanno says the biggest challenge in founding the company was getting the word out fast enough and to enough people, and the company is still looking for available dentists in all 50 states to join the network. “Our executive team discovered an opportunity to give back, Bonanno says. “By helping keep dental patients out of the emergency room, doctors and nurses are freed up to treat patients experiencing Coronavirus symptoms. Being the leading hotline connecting patients experiencing an urgent dental need with a dentist that is open and able to treat them became our mission. It’s one of the many ways our team is making a difference for people.” US Dental Triage usdentaltriage.com
A JDP survey of 2,000 Americans about their feelings on returning work during Covid-19 found 63 percent said they have issues being tested by their employer for the virus or for antibodies and 62 percent think people who return to the office earlier will be favored by management. jdp.com
Meet Uncertain Times with Confidence. Quarles & Brady understands your COVID -19 business issues and provides advice and solutions to your challenges.
VISIT OUR COVID-19 MICROSITE AT WWW.QUARLES.COM for current information on how legislation and announcements resulting from the pandemic impact your employees and business operations. FOR INFORMATION, PLEASE CONTACT Leonardo Loo, Phoenix Office Managing Partner, at 602.229.5638 or leonardo.loo@quarles.com.
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MINDING THEIR BUSINESS
Edgar Olivo: Advocating for the Hispanic Business Community
And customizing solutions for English- and Spanish-speaking corporate teams by RaeAnne Marsh
A COMPASS TO LEAD THE WAY • Edgar Olivo hosts a weekly business podcast show called “Hablemos de Negocios con Edgar Olivo” (“Let’s Talk Business with Edgar Olivo”) with Univision Arizona, Los Angeles and New York. • Olivo holds a business communication degree and applied business data analytics certificate from the W P Carey School of Business at Arizona State University, and is certified in business, finance, data analytics, corporate training and executive coaching. • Compass CBS has experience working with large groups in many highly regulated and demanding environments such as banks, government agencies, mining operations, medical institutions and more. • Olivo contributes his philanthropic efforts as an executive board member for grant-giving organizations, social-artsfocused charter schools, financial advisory boards and social justice projects.
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An award-winning bilingual business communication expert, Edgar Rafael Olivo founded Compass CBS in 2011 as a computer and business school to provide services on workforce initiatives. “This was at a time many people were trying to get back on their feet after the 2008 recession. We did great work supporting veterans find employment through our partnership with the City of Phoenix,” Olivo says. In 2013, the Scottsdale-based company pivoted to offering business education to large and small businesses while continuing to work with large organizations across the State of Arizona on their employee development programs. “We saw a big need in offering financial literacy in Spanishspeaking communities, so we decided to invest in bilingual programming.” A native Phoenician whose parents were Mexican immigrants, Olivo says, “At the time, very few organizations were supporting Spanish-speaking business communities in Arizona, and we partnered with groups who were encouraging entrepreneurship and small-business development to roll out bilingual programs with them.” Serving that sector was a growing challenge, as Olivo recalls, “After the 2016 election — the same year we opened our bilingual business center — we saw a rise in discriminatory practices, specifically from commercial landlords, racists’ attacks toward our Spanish-speaking students, and the rise of predatory lending practices within small-business community. “The need was so great, our private company could no longer sustain expanding in areas where we needed partners to keep serving at the local level,” he relates. “I needed to shut down this part of our business two years after opening the school and close the doors to our center.” It had been his dream to run a bilingual business school and, indeed, there was pressure from various sides to keep it open, but he felt he needed to reset the trajectory of his business in order to make a greater impact. “It was a very painful experience, especially since we had created what has been recognized as the country’s first bilingual business school, according to the United States Hispanic Chamber of Commerce.” During the two years it was open, the school worked with more than 16,000 program visitors of all countries, not just from Latin America, and helped many business owners launch, scale and connect to other resources in the entrepreneur ecosystem. Splitting the economic development efforts and executive training services, Olivo launched the nonprofit Compass CBS Foundation in 2018 to continue his mission of supporting the small-business community. Within months of its launching, the nonprofit won grants from Facebook, National Bank of Arizona, Raza Development Fund and Arizona Public Service, and earned support from organizations like Arizona Humanities, Valley of the Sun United Way and One Community to host free bilingual business conferences across the Valley.
While the nonprofit focuses on economic development projects for small businesses, the company today is a premier provider of bilingual employee learning and executive leadership training to Fortune 500 companies in the United States and Latin America. Says Olivo, “We work with subjectmatter experts who facilitate in-person and virtual workshops with over 18 years of combined experience working with companies in areas of leadership, cultural competency, communication, team building and diversity education.” But COVID-19 has added new challenges. “The pandemic has exposed the importance of providing bilingual resources for business residents, and I am very pleased to see many of the leading organizations in our state understand that,” Olivo says, noting, “During unprecedented events, like the pandemic, it is critical to think of everyone who owns or works in a business — businesses are run by people, and when we take care of people we are also taking care of business.” Through the Compass CBS Foundation, Olivo provides virtual education to small-business owners affected by the COVID-19 pandemic. “Everything I do is to ensure that I can create the educational resources for others like me to help them accelerate their journey to personal and professional growth,” says Olivo, recalling growing up on a ranch as an LGBT MexicanAmerican. A passionate advocate for economic development, community, culture and education, he shares, “The time we are in calls for all of us to take a moment to reflect on the way we are currently doing things. We must ask, ‘Is what I’m doing hurting anyone or anything? Is what I’m doing helping anyone or anything?’ If you are pleased with the answer, keep doing it. If you are not, it’s time to make some changes. But taking the time to reflect requires time.” Compass CBS compasscbs.com Compass CBS Foundation ccbsfoundation.org
Edgar Olivo is editor of En Negocios, presented by In Business Magazine in Spanish for the Spanishspeaking business community, connecting them to opportunities, business services and educational resources to successfully grow their business in Arizona. inbusinessphx.com/en-negocios
PROPERTY, GROWTH AND LOCATION
How Work-From-Home Culture Will Transform the Future of Real Estate With the trend pushing toward density and more communal workspaces, on a typical workday pre-COVID-19, workstations were being used only 55 percent of the time. Now that companies have had a taste of what telecommuting can look like, it’s not hard to imagine that many will not be returning to the traditional structure. The need for each individual employee to have a dedicated workspace is simply not there. The shift in workplace strategy has already begun to surface as companies like Facebook, Twitter, Slack and Square have announced that their workforces will have the option to work from home indefinitely. This is not to say there is not a need for office space. The office plays an important role in developing company culture and in recruiting. Humans are inherently social, and employees will always need a space to gather and to connect with their peers. But we do predict a hybrid model with both flexible office space and a work-from-home option to become available more broadly.
OFFICE SPACE IN THE RESIDENTIAL MARKET
As we continue to adjust to this new reality, many have been taking this opportunity to reflect inward, particularly in their own
CONSTRUCTION SUPPLY CHAIN
home. The space has had to adapt, morphing into a functional office, a school, and the primary space for leisure time. Additional bedrooms have always been a value-add and that is expected to remain as a large portion of potential buyers now need that extra guest bedroom to double as an office. We also expect flex space to become more popular, such as layouts that allow kitchens and dining rooms to double as a space for work or school. The way we are utilizing space has changed and buyer demand is likely to follow suit. —Tony Julianelle, CEO of Atlas Real Estate (www.realatlas.com), a Denver-based full-service realty firm specializing in real estate investments, brokerage, and property management
Photos courtesy of DPMG, Walton, LGE Design Build (bottom, l to r), BW Pro (far right)
GET REAL
by Mike Hunter
DPMG Plans 87,000SF Development in Chandler
Walton Closes on Buckeye Master Plans
LGE Design Build Starts Industrial Project in Glendale
DPMG Galveston LLC, a private Phoenix-
Walton, a real estate investment and land
LGE Design Build has begun construction
based company, plans to construct an
asset company with US$3.8 billion under
on Northern 101 Commerce Center, a
87,000-square-foot mixed-use industrial
management and administration, has sold
388,621-square-foot industrial and office
project on 6.5 acres in Chandler it
290 acres in the Mystic Vista and Vista
space on a nearly 30-acre site just west
recently purchased for $2,050,000 at the
Bonita masterplans located in Buckeye,
of the Loop 101 at 7860 N. 106th Avenue
southwest corner of Galveston Street and
Ariz., the country’s 7th fastest growing city.
in Glendale, a site chosen due to its easy
McClintock Drive. Completion of Chandler
MPC Developments, LLC has purchased
freeway access and the burgeoning
Corporate Industrial Center II is expected
145 acres in the Mystic Vista community,
Glendale industrial market. The project is
for mid to late 2021. The contemporary
zoned fully residential for 564 single
designed by LGE’s in-house architecture
design of the project offers flexibility for
family detached homesites; Villa Capri
firm, LGE Design Group, and is being
office and/or industrial use.
Mobile Home Park, LLC bought 125 acres
developed by local developer Creation.
consisting of two parcels of land in the
There has been a lack of new development
on Greater Phoenix, and especially the
Vista Bonita master plan, which are zoned
of this product type in the area, and
Chandler submarket with its excellent
residential for approximately 500 single
Northern 101 Commerce Center will deliver
job growth, extensive amenities and
family detached homesites.
four state-of-the-art buildings with best-
“This long-term client is very keen
convenient location,” says Greg Hopley,
For more than 40 years, Walton has
of-market clear height, parking ratio and
executive vice president at Colliers
researched, planned and structured pre-
loading area dimensions complete with
International in Arizona. He and Dillon
development land investments located in
modern features. Completion is scheduled
Hopley serve as exclusive leasing agents
the major growth corridors throughout the
for Q1 2021. lgedesignbuild.com
for the new project. colliers.com
United States and Canada. walton.com.
BW Pro, spun off from Builderz Warehouse three years ago to serve multifamily developers of more than 100 units, broke ground in July on a 40,000-squarefoot facility at 3156 E. Roeser Road in Phoenix. With its focus more on new construction than remodels, managing partner Ron Wittenberg says BW Pro is deemed an essential business, and has not laid off any workers as a result of the COVID-19 pandemic. “The new construction market is good. A lot of investors are putting money in for the long term,” he says. BW Pro deals only with multifamily, and Wittenberg notes there has been a temporary slow-down in renovations. He finds owners, afraid their tenants will not be receiving money due to being impacted by COVID -19, are less likely to pour money into the renovation side and are just going to hold vacant units. COVID-19 has not caused any shortages in BW Pro’s supply chain, according to Wittenberg, who says, “Our factories are dispersed; we do not put all of our eggs in one basket. We also buy in large quantities and store it in our warehouses to weather supply chain disruptions.” —RaeAnne Marsh bwpro.io
The Phoenix office market has experienced its first quarter of occupancy loss in eight years, according to the newly released Q2 2020 Office Insight Report from the Phoenix office of JLL. However, the market continues to maintain positive long-term viability thanks to a diverse workforce, affordability and continued population growth. jll.app.box.com/s/jcayhnvh1no0ned53w98qzndo5apfafl • us.jll.com/en/locations/west/phoenix
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PROPERTY, GROWTH AND LOCATION
BY MIKE HUNTER
Old Town Scottsdale’s New Hotel The first new-build hotel opening in the area in more than a decade, Canopy by Hilton Scottsdale Old Town is on track to open its door late next month. Designed as a natural extension of Scottsdale’s historic arts district, the full-service hotel will deliver a local experience and 177 guestrooms and suites that strike a balance between contemporary elegance and impeccable design on the northeast corner of First Street and Marshall Way. Along with approximately 2,000 square-feet of meeting space, the hotel will also feature two new dining concepts: a signature, ground-floor restaurant showcasing cuisine with an emphasis on Southwest touches and locally sourced ingredients, and a rooftop pool and bar featuring crafted cocktails, posh bites and unrivaled views of the iconic Camelback Mountain. “With curated, local experiences being at the core of everything we offer, we’re looking forward to the hotel becoming a gathering place for both locals and guests to pop in before a meeting for a coffee and gourmet breakfast bites from the grab-n-go counter, take out a Canopy bike to explore the surrounding shops and art galleries, and enjoy an innovative cocktail from the rooftop bar with friends overlooking the city from seven stories high,” says Devin Mahoney, general manager and “chief enthusiast.” Taking direction from the fine arts and artisan community surrounding it, Canopy Scottsdale will bring the persona of its neighborhood indoors by intricately combining dramatic natural elements with curated artwork by local artists and a rich color palette inspired by Arizona’s sundrenched vistas. A highlight within the hotel will be the signature “Canopy” headboard,
Canopy Scottsdale
designed by Dallas-based Studio 11 Design, that will be fashioned from eclectic local wood and etched with copper and up lighting in order to replicate the sun retiring behind Camelback Mountain. Canopy Scottsdale is owned by Miller Global Properties, which is a national investment company and the parent company of Mile High Hospitality, which will manage the hotel. Ryan Companies is the general contractor. Canopy Scottsdale hilton.com/en/hotels/phxotpy-canopy-scottsdale-old-town Miller Global Properties millerglobal.com/about-us.html Ryan Companies ryancompanies.com
While a COVID-stricken economy has halted many large metro Phoenix leases, mid-size deals continue to make a significant impact at experiential projects like CASA, George Oliver’s Class A creative office redevelopment in Phoenix’s popular Uptown neighborhood at 7878 N. 16th Street. The Phoenixbased commercial real estate company purchased the building, previously known as Catalina Terraces, in December 2018. The redevelopment includes lifestyle amenities designed around health and wellness. In the span of a few months, the 181,000-square-foot development has signed more than 20,000 square feet in new office leases and is in the process of delivering its next phase of move-in-ready speculative office suites, with two of those suites pre-leased prior to completion. Together, the activity brings CASA, which delivered last December, to 75 percent leased. “Metro Phoenix is clearly still in flux and adjusting to COVID, but CASA has remained very active on the leasing front and is approaching a fully occupied scenario with companies coming from all over — from downtown and midtown, North Scottsdale and Paradise Valley,” says Curt Kremer, founder and managing partner of George Oliver.
One 4,618-square-foot spec suite remains available at CASA. Two more spec suites, totaling 6,002 square feet and 5,001 square feet, are delivering in September and will include fully furnished options and forward-thinking design features like spacious work areas with access to natural light, glassfront private offices, exposed ceilings in open workspace areas, conference rooms with decorative lighting fixtures and soundproofing, and modern finishes throughout the space. CASA also has four co-working suites available for immediate move-in. “CASA’s amenity package accelerates a company’s ability to recruit and retain talent,” says JLL Managing Director Ryan Timpani, who serves as the project’s exclusive leasing broker along with JLL Senior Associate Nick Bialkowski. “From the start, that advantage has been a driving factor in tenant decisions to relocate to CASA from locations across the Valley.” In fact, he notes that, of the 10 leases signed at CASA since its renovation, nine are from out of the project’s submarket. George Oliver georgeoliver.com JLL us.jll.com/en/locations/west/phoenix CASA uptowncasa.com
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CASA experiential amenities include a 60-guest conference center; library; wellness center with a yoga room, fitness center and onsite meditation room; two centralized courtyards with water features to serve as hubs for relaxation and collaboration; a dog park; and a two-story dining experience with dedicated food truck parking, shaded outdoor dining and outdoor game and lounge areas.
Photos courtesy of Canopy Scottsdale (top), CASA (bottom)
CASA Trends with Experiential Office Buildings
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YOUR BENEFIT IN BUSINESS
WELL WELL WELL
Steps Companies Can Take to Create CostEffective and Powerful Corporate Wellness Programs in a PostPandemic World Take a data-driven approach to well-being. Companies should check with their employees as to what they want — a survey can point the company to exactly the types of programs it should be investing in, and where it can invest less in order to meet each employee’s unique needs. If using surveys, the company should conduct them regularly to check in and see how employees are feeling about the offerings and what can be improved. The purpose of a wellness program is to cater to employees’ needs; getting a pulse-check from them can be invaluable. Outsource and partner with a company that offers wellness programs. At HealthKick, we work with mid-sized to large employers to create custom wellness programs that fit their needs. Partnering with an organization like HealthKick expands the options that a company can provide to its workforce, while enabling employees to save an average of $500 or more on their wellness spend. Incorporate gamification or challenges into your program. Companies should encourage employees to attend classes together (even virtually) and reward employees for taking a certain number of classes. This can build engagement and give employees something to work toward so they don’t lose interest. For example, we recently hosted a Wellbeing Bingo challenge for employees, focused on building healthy habits by making small changes every day. Looking ahead, companies will have to adapt their wellness offerings to meet employees’ changing needs. Many wellness companies are already providing virtual offerings. By finding the right partners and getting an understanding of what their workforce wants, business leaders can make simple transitions for programs that will work in the future. —Erika Zauner, wellness expert and CEO of HealthKick (www.health-kick.com)
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What’s Next for Corporate Wellness since COVID-19 The perks of a job used to mean health insurance and vacation time, but we’ve seen that evolve tremendously over the years as companies have increasingly invested more in their employees to attract and retain talent and keep their workforce healthy and engaged. Powerful, adaptable benefits programs are key to attracting top talent; companies are creating and investing in programs that offer not only gym memberships, but also programs that address all aspects of wellness and provide physical, mental, emotional, nutritious and even financial wellness support to their teams. A catalyst for widespread remote work plans, COVID-19 has changed the way we interact with others, work at our jobs and live our lives. It has also propelled changes in corporate wellness, reshaping what these programs look like and what the future has in store. Despite the economic fallout of the pandemic, in fact, we’ve seen companies maintain or increase their investment in wellness programs for their employees by launching access to our company for their international employees during COVID, or investing in virtual private webinars and fitness classes to build culture. Looking ahead, those programs will feel very different to accommodate hybrid work plans and dispersed employees.
HOW CORPORATE WELLNESS HAS CHANGED SINCE SHUTDOWNS BEGAN
The next big fitness trend: working out at home (virtually). People are reluctant to go back to the office, let alone a gym or fitness studio. To survive, the workout studios that can are adapting and offering membership-based online classes. For example, fitness studios like Barry’s, solidcore and Fhitting Room have taken their workouts virtual with live Zoom classes, while apps like
Peloton and Aaptiv have been popular options for at-home workouts. As companies transition their workforces to staggered scheduling or fully remote, an employee’s typical neighborhood studio around the corner from the office may not be as convenient when traveling directly from home. Companies will need to make sure that the gyms or studios they are partnering with can provide options that work for all of their employees, regardless of their geographic locations and schedules. Wellness is not just about fitness; mental health and emotional wellness programs will take a front seat. During June 2020, the most redeemed brand on our platform was the Calm app, placing ahead of the fitness companies we work with. Employees are experiencing burnout and need ways to mentally reset. Apps and programs that address mental health will become part of what employees expect. At-home lunch and prepared meals are making a comeback; grabbing a salad by the office will be a thing of the past. When people are working from home, the way they are eating is different. Someone’s lunch at the office was often leftovers from the previous night’s dinner or a salad or sandwich from the local deli. We saw that Thrive Market, Daily Harvest, Blue Apron and Purple Carrot were all among the top 10 most redeemed brands during the month of June. This shows that discounts on gyms are not enough; employees need choices that will help them access nutritious food in a way that is faster, less expensive and more convenient. —Erika Zauner, wellness expert and CEO of HealthKick (health-kick.com), a corporate wellness membership that provides personalized access to over 500 leading consumer health, fitness and wellness brands
An increase in requests from HR leaders for resources around mental and emotional health, financial well-being and parenting — to provide their employees with critical guidance to navigate new issues resulting from the pandemic — has resulted in concierge offerings being up 90 percent as companies book virtual programming for their offices, according to a report from HealthKick in April. health-kick.com
Let’s talk.
INNOVATIONS FOR BUSINESS
Trade Bitcoin Securely and Efficiently on a Decentralized Exchange
App ‘Sees’ for Visually Impaired Path Finder is a new app developed to help users navigate through public environments and all the unknowns surrounding them. Leveraging the machine learning capabilities of Android, Path Finder helps people with visual impairments by identifying and calculating the trajectories of objects moving in their path. Custom alerts then inform the user of how to avoid these obstacles and what actions they can safely make. The app came out of the Android Challenge last December to the developer community to create helpful innovations powered by on-device machine learning (ML). “What started as a simple idea among Rocketeers was selected as one in a handful of finalists out of over 500 applicants,” says Colin Shelton, lead Android engineer at Bottle Rocket, a digital experience consultancy that provides businesses with strategy, product, design and technology services. “Our ML club is always looking for new opportunities to flex our technical chops and experiment with technology in new ways and this challenge was the perfect opportunity to do just that while also doing something good for the world.” The app brings together object detection and depth mapping and uses TensorFlow Lite to calculate distances of surrounding objects. It is designed to augment the user’s experience, share information and give support, not overwhelm them in difficult situations. Both audible and haptic feedback are part of alert system, while a range of pitches and frequencies communicate each object’s distance and direction. Audio patterns, like Morse Code, are then layered and combined for sharing further information. The app helps visually impaired users gain the advantage of foresight, making public environments easier to navigate. The Path Finder app is currently featured among other finalists in a curated ML collection by Google. —Mike Hunter
In the first half of 2019 alone, hackers stole more than $4 billion through cryptocurrency crimes industry-wide. For security purposes, it’s essential that cryptocurrency traders move to decentralized blockchain exchanges. Yet, existing decentralized exchanges can’t handle Bitcoin, as they lack full smart contract support. Fortunately, new revolutionary state channel technology has emerged to solve the problem of Bitcoin trading on decentralized exchanges. This will enable Bitcoin holders to trade on a decentralized exchange and thus avoid losing valuable security that larger centralized exchanges take away.
WHY PREVIOUS DECENTRALIZED EXCHANGES COULDN’T HANDLE BITCOIN
Cross-chain is a huge problem for decentralized exchanges (DEXes). Bitcoin is especially difficult to integrate into DEXes since it lacks full smart contract support. One solution is “token wrapping” or creating a representation of Bitcoin on another blockchain, such as “wrapped Bitcoin” on Ethereum. When someone trades wrapped Bitcoin, that person’s real Bitcoin is left with a custodian outside the wrapped Bitcoin smart contract. If a custodian is compromised, the Bitcoin that backs the wrapped token could be stolen, whether the custodian is a centralized party or not. Alternatively, an attacker could mint unlimited amounts of the wrapped token to destroy its value. Atomic swaps are another proposed solution. These are non-custodial, but cannot scale to large, fast-moving markets with order books. For an atomic swap to be safe, both trading parties must monitor chains closely throughout the entire transaction, meaning a user needs to know in advance exactly when an order will be filled. This defeats the point of orders placed above or below the current price level, which constitute most of the volume on a large exchange. Atomic swaps are more like an over-thecounter deal, which is more suited for infrequent block trades, not day-to-day user activity. Their speed disadvantage means market efficiency is compromised and true market price is hard to achieve. The resulting setup can be very discouraging for price-sensitive traders.
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In the first half of 2019 alone, hackers stole more than $4 billion through cryptocurrency crimes.
HOW TO PROPERLY TRADE BITCOIN ON A DECENTRALIZED EXCHANGE
An initial version of a non-custodial protocol based on state channels will allow users to trade real (not wrapped) Bitcoin at speeds that compete with centralized exchanges, offering genuine markets with order books. To do this, an exchange can employ a fast off-chain matching engine that manages state channels across different blockchains. Users make trades and the matching engine updates their balances for each blockchain, which are periodically written to the chain itself. This avoids speed bottlenecks that result from blockchain architecture. User balances can be updated only when they have provided cryptographic signatures for individual trades, so funds are always under the user’s control. This is a non-custodial system that bypasses the speed and compatibility limits of individual blockchains while making small sacrifices in decentralization. To counteract these, it’s imperative to employ a provably fair system. Bitcoin does not support full smart contracts, but it does offer more simple hashed time-locked contracts (HTLCs) and other scripting primitives. These form the basis of the Lightning Network, a state channel solution for Bitcoin allowing faster asset transfers. This solution represents a revolutionary new Bitcoin trading protocol that allows for much greater security with no significant performance cost. Once a Bitcoin trading state channel is open, the experience is like trading on a centralized exchange. This way, individuals and institutions looking to trade Bitcoin no longer have to exchange security for speed and liquidity. —Fabio Canesin, co-founder of Nash (https://nash.io), a noncustodial exchange and management platform for cryptocurrencies and other digital assets
Photos courtesy of Path Finder(left)
TECH NOTES
Everything you need to know for getting back to business by RaeAnne Marsh
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usinesses’ first reaction to COVID-19-related disruption was to retrench and protect — actions that were, essentially, reactive. While that may have been the wisest move in the short-term, it is no way to sustain a business over the long-term. Even businesses that were proactive in their response must adjust to new realities in the economy and the business community going forward. In Business Magazine asked experts in the business areas of banking, bankruptcy, employment, healthcare, insurance, marketing and technology — and federal programs for small business — to share their expertise on key operational facets that business decision makers need to know about getting back to business in a world that may show marked and lasting changes due to the COVID-19 pandemic.
BANKING CORONAVIRUS OFFERS BUSINESSES A CHANCE TO RESET, RECHARGE AND RISE UP
Don Garner Chief Executive Officer Alliance Bank of Arizona alliancebankofarizona.com
Today, you can hardly go an hour without hearing news about the impact of COVID-19 on organizations. From hospitals and schools to businesses and nonprofits, no sector of the economy has remained untouched. As many navigate through the unknown, now is a critical time to chart a course for future growth and prosperity. While it may sound counterintuitive, the timing lends itself to stepping back, resetting and recharging in the short term to create opportunities for long-term gains in brighter days ahead.
RESET: EVALUATE YOUR BUSINESS
Most of us in leadership positions have been mired down in the dayto-day business operating in our temporary normal. Taking a step back and examining where the business stands is crucial in figuring out what direction it should take in the coming quarters. A good place to start is taking a look at your business plan, which is a living, breathing document that needs to adapt as the times change. Think about the businesses that have pivoted from brick and mortar to online operations or the companies that have shifted workforces from office-based to work-from-home models. At Alliance Bank of Arizona, we have seen a shift in how companies are doing business as countless 24/7 tools are being put to use, including online business banking, secure mobile business banking apps, remote deposit resources and more to serve businesses. While knowing where to start can be challenging, Arizona is fortunate in having countless resources that specifically support businesses. From
refining goals and pursuing new sales channels to navigating supply chains, managing employees and beyond, consider tapping into the myriad nonprofit business-support organizations all of which have the goal of creating a strong and thriving economy. [See Resources List at the end of this article.]
RECHARGE: DEFINING AND REFINING THE BOTTOM LINE
Since March, many business leaders have found themselves taking critical looks at budgets and working capital. Working with a financial team is vital to helping determine a business’s financial footing and assisting in figuring out which financial resources will give a company the boost it needs to meet goals as we move through current circumstances. In addition to existing programs from the U.S. Small Business Administration, a wide range of other resources are available from financial institutions, including business lines of credit, term loans, equipment finance and other funding options. It’s also important to take advantage of well-equipped teams to navigate through changing tides. Relationships matter and at Alliance Bank, we know there’s nothing quite like a conversation with someone who knows your business and your goals, knows your industry and knows the current conditions to help you make the decisions you need to make now to help you in the weeks and months ahead.
RISE UP: KEEP THE BIG PICTURE IN MIND
This too shall end. And when it does, the economy will begin to recover — and your business can be part of that revival if you take time to nurture and refine it now. Seize new opportunities. Explore technologies that are redefining your industry. Learn from companies who are winning in the hardest of times. Continually seek advice from experts around you. And never stop refining. While some may see the glass half empty and although it may take some time, we see the current realities as a pivotal opportunity for businesses to go from surviving to thriving.
GOVERNMENT/FUNDING KEEPING SMALL BUSINESS UP AND RUNNING
Robert Blaney District Director U.S. Small Business Administration, Arizona District sba.gov
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Even in these unprecedented times, the U.S. Small Business Administration’s lending programs continue to help our economy. The pace of SBA loan-making is always a healthy sign for a good economy because the credit market is one of the foundations for ensuring the availability of financing for small businesses trying to establish themselves, grow and create new jobs throughout Arizona. Although the past few months have been all about the Paycheck Protection Program (PPP) and ensuring that businesses can remain open, reopen and, either way, pay their employees, Lender Match, a free online referral tool that brings together entrepreneurs and SBA lenders to help increase access to capital, has reopened.
Lender Match connects borrowers with accessing SBA lending products, such as 7(a), 504, micro-loans and Community Advantage Loans. It is designed to make it easier for entrepreneurs to connect with potential lenders by allowing a small business to fill out a quick online form, without registration, and connect with lenders usually within 48 hours. Lender Match is available to all SBA 7(a) and 504 lenders across Arizona. Both the 7(a) Loan Program and the Micro-Loan Program are open for business and lenders are lending money. The 504 Loan Program is also funding, and the debenture currently funds with a 10-, 20- and 25-year maturity, depending on the amount and needs of the borrower. The purpose of the 504 Loan Program is to provide long-term financing for the purchase or improvement of land, buildings and major equipment. Loans are made by lenders in conjunction with Certified Development Companies (CDCs) that are regulated by the SBA to promote economic development within the community. Take advantage of SBA’s lending programs to grow your business, because your business success is our nation’s business success.
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HEALTHCARE NAVIGATING A NEW NORMAL: FOCUSING ON MENTAL HEALTH IN THE TIME OF PANDEMIC
use advanced analytics, research and a partnership approach to develop customized worksite solutions that help employers help their employees cope with frustration and fear. We know that the COVID-19 pandemic is projected to trigger ongoing medical and mental health needs. A few of the ways we are supporting employers and employees in light of the evolving nature of the crisis include the following. [Also see Resources List at the end of this article.] • A comprehensive online resource: Cigna’s website includes a comprehensive Coronavirus (COVID-19) Resource Center dedicated to offering resources and guidelines for individuals, families, employers, seniors and healthcare providers. • Wellness, mental health and behavioral resources: Cigna has curated a wide range of resources from Cigna experts, community partners and other trusted experts. For example, one of the webcasts available, “Managing the Return to Work,” helps employees put the impending return-to-work reality into perspective and provides tips to cope with the change. • Emphasizing telehealth: Difficulty in accessing mental health services has long been an issue of concern in this country. The pandemic has exacerbated that problem, as in-person doctor visits have been limited. Cigna expanded its virtual mental health provider network so patients can get the care they need when they need it via an on-demand telehealth appointment. In fact, telehealth appointments now constitute about 85 percent of Cigna Medical Group visits. Arizona is one of the states where Cigna provides a 12-week app-based support program through Meru Health to help customers deal with anxiety and depression. As humans, we like predictability — it grounds us and helps us feel secure. Now, our lives are anything but routine. Dealing with working from home and the prospect of returning to the workplace can be overwhelming and disorienting. Workers are looking for answers, and employers play an essential role in easing the path toward a new normal. Improving the health and well-being of our customers doesn’t stop at the individual level. When we support communities in addition to the individual people who live in them, we can make the biggest difference.
HARDENING IN THE INSURANCE MARKET
largely the same regardless of industry, specific assessment and mitigation tactics will be different from organization to organization. Every business is unique, requiring companies to perform a risk assessment specific to their unique situation, operations and how they relate to the ongoing issues from COVID-19. Keep in mind that a COVID-related risk assessment will not be a one-time exercise. With the fast-changing nature of the pandemic, businesses must stay flexible with how they approach any plan or process in determining what’s next. Flexibility in assessing risk also must extend to businesses’ existing insurance coverages and policies — especially as the insurance market is in flux because of COVID’s effects. Prior to the pandemic, the insurance market was hardening, or entering a state of increased premiums and lower capacities. Since the pandemic, the hardening market has only intensified, with rates increasing across a number of coverages from workers’
As the coronavirus pandemic continues on, the toll on Arizona’s and our nation’s mental health intensifies. Whether someone is learning to adjust to working at home, struggling with homeschooling, coping with a family member who is suffering with COVID-19 or dealing with a job loss, the difficulty and uncertainty of living through this time can cause tremendous anxiety, isolation, Kim Shepard depression, substance use and other mental Market President for health concerns. Arizona For Arizonans, the distress can be particularly Cigna acute. As of mid-July, Arizona was one of the cigna.com states in our country with the worst outbreaks. Having to face contracting a potentially deadly illness is one stressor, while not knowing when the pandemic will end — or what state our world will be in after it does — is another. At Cigna, we have long recognized that the body and mind are inextricably linked and that’s why it is important to take care of both emotional health and physical health to avoid more complex issues in the future. With all the events and frequent changes happening around us, it is important to pause and look at the impact of stress on ourselves, our families and our communities. As more workplaces reopen, maintaining a safe workplace is vital to helping employees have peace of mind. Employees must feel comfortable knowing their employer is taking the proper precautions. State, CDC and OSHA guidelines for workplace activity, gathering sizes and physical distancing can be used to establish worksite plans and policies. The CDC also has a useful tool designed to help employers make decisions about re-opening, and the Arizona Department of Health Services provides useful resources and guidelines. [See Resources List at the end of this article.] When it comes to returning to work, Cigna is taking steps to support employers as they help their employees through the COVID-19 crisis. We
INSURANCE
Charles A. Touché Chief Executive Officer Lovitt & Touché, A Marsh & McLennan Agency LLC Company lovitt-touche.com
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With the recent surge in coronavirus cases across Arizona and other parts of the country, COVID-19 remains a significant challenge for businesses, creating additional uncertainty and potential risks for their people and operations. Though a return to pre-COVID normalcy is unlikely anytime soon, businesses nevertheless must carefully and thoughtfully assess their unique risks as they relate to the ongoing pandemic to continue moving forward during these unprecedented times. What does such an assessment look like? It will depend on the business. While the overarching approach to risk assessment is
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compensation to general liability. Not only are rates rising, but insurers have begun to limit coverages on a variety of policies, even in some cases adding language to confirm specific coverages do not exist. Due to the wide-ranging effects of COVID-19, it is unlikely businesses will be able to avoid rate increases come renewal time. But organizations should focus on what they can control, including: • Employee health considerations: Ensuring employees’ health and safety is the most important piece for all businesses as they navigate the pandemic. Businesses must review and comply with any local ordinances related to face coverings or other health requirements. But they might also consider such other things as health screenings or temperature checks for when employees come to the office. Additionally, policies and procedures should be created or enhanced on how to address a suspected or confirmed case of COVID-19 in the workplace. • Employee benefits resources and considerations: Businesses ought to communicate with employees all current benefits and resources available to them, such as telehealth options, financial assistance programs
or specific COVID-related health coverages. Businesses also may want to evaluate new benefits, such as providing childcare, if possible, or extending work-from-home schedules. • Work environment considerations: Assess and determine what the workplace will look like to keep employees healthy and safe while they work. Will the business have to institute a tiered shift schedule? What about spreading desks six feet apart or consolidating multiple entrances and exits into one to manage traffic? Also, as a strategy to try and save on policy premiums, businesses should consider raising deductibles if feasible, or explore self-insurance options like creating or joining a captive insurance company. With no end in sight for the pandemic, flexibility remains key for businesses as they maneuver through these uncertain times. Ultimately, no one knows what tomorrow will look like. But organizations that are able to stay nimble to survive in the short term will be better positioned to thrive in the long term.
LEGAL – BANKRUPTCY BANKRUPTCY IN A DISTRESSED POST-COVID-19 WORLD
Bankruptcy is a forum and an arena for resolving distressed business situations in a post COVID-19 world. Bankruptcy is not a solution for every business, but it is one of several alternatives to consider. In a chapter 11 bankruptcy reorganization, a business can find the time and the breathing room to choose and implement the right solution to save the Cathy L. Reece business and jobs, and to provide the most Director value to repay creditors. Here are some of the Fennemore Craig steps to consider. (Financial Restructuring Seek the help of the right experienced practice group) professionals. A turnaround consultant can fclaw.com be very helpful. They have been through such a crisis before, understand what distressed businesses need and know how to approach and discuss solutions with creditors. An experienced bankruptcy attorney is necessary to guide the complex legal analysis and process. Look at the website for the Turnaround Management Association for a local directory of experienced professionals. [See Resources List at the end of this article.] Identify the financial and operational problems and the causes of the distress. The goal is to find the right business solutions for the distress. Is the problem unique to the business, or is it industry-wide? Does the business solution require the consent or assistance of others? Obtain a liquidation analysis and compare it with a going concern value to determine what creditors will likely receive. Work with the professionals on a business solution and a legal solution. Is the business plan viable and workable?
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Do not hesitate to explore a sale of all or a portion of the business. A vast majority of all bankruptcies involve a sale free and clear of liens. Buyers welcome a comfort order to assure them of what they are purchasing. Also, rethink the footprint or physical space of the business. Does the use of the real property or the nature of the business need to be adjusted or repurposed in light of the changing market? Can online sales be increased and expanded? Can square footage be reduced or subleased? Is there a strategic buyer or partner that can be approached? Is it time to refocus on the most profitable portions of the business and jettison the less profitable? Creative ideas abound. Do some research and talk with professionals about the number of different ways that businesses are solving their problems. Review the cash flow and look for additional sources of revenue or cash. Are there spare or unused assets that can be sold? There are still Payroll Protection Program loans available. Contact an existing banker or a local community bank about obtaining such a loan. Some bankruptcy courts have required the SBA to approve the loans to a debtor even in a bankruptcy. Look at insurance policies to see if business interruption insurance has been triggered. Check to see if there is a life insurance policy that can be sold. Also, is there a damage lawsuit that needs to be pursued for breach of contract? There is third-party litigation financing available in bankruptcies on a nonrecourse basis to fund litigation costs and fees. Finally, if a consensual plan cannot be negotiated with creditors or lenders, such as a deferral of payments, a reduction of the interest rate, modifications of the loan, a short sale or payment of less than 100 percent to the creditors, then the debtor may need to ask the bankruptcy court to overrule objections and approve the business or legal plan so the debtor can stay in business, keep its employees, stretch out repayments and maximize value for all creditors. Increasingly bankruptcy courts seem willing to use their equitable powers to assist where appropriate.
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LEGAL – EMPLOYMENT PANDEMIC PRESENTS LEARNING OPPORTUNITIES FOR EMPLOYERS
In Charleston, S.C., a restaurant was sued by a former server who says he was fired after he left work to get tested for COVID-19. A large automaker was also recently sued for wrongful termination after firing an employee within hours of the employee’s complaint about safety concerns, even after the employee had been assured that he could stay home without penalty indefinitely. Helen Holden These are two examples of a number of recent Of Counsel lawsuits filed by former employees who contend Spencer Fane LLP that they lost their jobs during the pandemic for spencerfane.com improper reasons. Although the circumstances of these particular cases have yet to be fully litigated in court, understanding the circumstances can present a valuable learning opportunities for employers who are operating under very challenging circumstances.
THE IMPORTANCE OF DOCUMENTATION
In the Charleston case, the employee sought to leave work to get tested for COVID-19. Under the recently-enacted Families First Coronavirus Response Act (FFCRA), companies with fewer than 500 employees are required to provide up to two weeks of emergency paid sick leave to employees for six reasons, including if the employee is seeking a medical diagnosis due to symptoms of COVID-19. Leave must also be provided if the employee has been directed to isolate or self-quarantine, or is caring for someone else who has been directed to do so or who is ill. Employers are prohibited from retaliating against employees for exercising their rights under the FFCRA. Other laws that are frequently invoked in the workplace during the pandemic are similar. For example, Arizona’s mandatory paid sick leave statute and the Americans with Disabilities Act both have anti-retaliation protections. Similarly, if an employee complains about concerns that it is not safe to be at work, then the anti-retaliation protections of the Arizona and federal Occupational Safety and Health Act (OSH Act) may apply.
Many employers do not fully understand that the employee asserting the right does not have to be correct about the original “protected activity.” This might mean, for example, that an employee who asserts that it is unsafe to come to work is protected — even if, in fact, the employer has taken all appropriate precautions, complied with state and local guidance and taken steps to ensure that the workplace is safe. To avoid running afoul of these protections, employers should make sure to document the efforts they have taken to comply with applicable laws (such as by posting required posters, maintaining written policies, reminding employees by email and physical signs of the steps taken to ensure safety in the workplace, and similar actions). Employers should also ensure that if it is necessary to engage in corrective action in the workplace (including termination of employment), the reasons for corrective action are well-documented.
THE IMPORTANCE OF COMMUNICATION
The automaker’s employee contends that he received an email from human resources stating, “There is no need to feel that you are going to lose your job. If at this time you do not feel comfortable returning to work, you can stay home without penalty and take the time unpaid.” Nevertheless, shortly after the employee publicly raised concerns about working conditions and his fear of returning to work, he received a “Failure to Return to Work” notice. While it is no doubt challenging for an employer to have an employee publicly expressing concerns about working conditions, employees making such statements have workplace protections under the National Labor Relations Act as well as other laws, such as the OSH Act. Rather than taking disciplinary action or terminating an employee in the wake of such concerns, employers should make every attempt to understand what is behind the employee’s expressions of concern. If the company is confident that it has taking the appropriate steps to address safety in its response to the pandemic, then the company should examine whether it has communicated its efforts to employees so that each and every employee understands those efforts and their own role in ensuring safety and health during the pandemic. Had the automaker viewed the employee’s actions as a learning opportunity rather than an opportunity to take disciplinary action, it may well have been able to avoid a lawsuit.
MARKETING THE SHIFTING LANDSCAPE OF MARKETING
Martijn Pierik CEO and Managing Partner, Kiterocket (Phoenix) Rebecca Mosley Managing Partner, Kiterocket (Seattle) kiterocket.com INBUSINESSPHX.COM
When it comes to marketing in the current climate, all businesses should be focusing on what we call “the three S’s”: Safety, Sensitivity and (new) Sales channels. We are also seeing a big shift in marketing dollars toward all manner of digital marketing, including increased spends for content marketing and social media, website improvement projects, e-commerce integrations and email campaigns, and more sophistication in online advertising. Both B2B and consumer brands have an enormous opportunity right now to create programs that drive conversation and emotional connectivity with their customers, partners and fans — and, when
done correctly, those ties will last well beyond the pandemic, social justice and social isolation issues we all face today. The levers used, and priority placed, on each of the three S’s differs slightly for B2B and consumer-facing businesses. For retail businesses with a brick-and-mortar storefront, owners and operators need to understand their business well enough to know how and when to reopen profitably. They need to work collaboratively with neighboring shops and restaurants to ensure a lively and worthwhile offering for guests; proactive marketing to let customers know when and how a business (community) is reopening is very important in this stage and should be planned two to four weeks in advance of the determined opening date. They also need to be acutely aware of all local and national regulations regarding their specific business sector to ensure the safety of their customers and their employees. A reopening plan should be created in advance and shared with all key stakeholders and employees. Clear and frequent communication
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about the safety measures a business is taking to protect human life is mandatory, and proper marketing plays a strong role in this communication, both externally and internally. The role of safety communication and marketing is also critical for companies in the B2B sector, informing a business’s employees and entire supply chain of the measures being taken to keep everyone as healthy as possible. In addition to the physical health threats of COVID-19, businesses also need to be mindful of socio-economic and mental health issues important to their employees, customers and community. The BLM movement is not something that “is important to other businesses but not mine”; no action can be considered action in itself, and not the kind you want associated with your business. Whether you sell directly to consumers or to other businesses, if you don’t have a Diversity & Inclusion plan, now is the time to create one. Review your marketing language and materials through the lens of inclusivity and make immediate changes where needed. Social isolation is also a big issued right now, and creating marketing campaigns that spark connection and conversation are proving to be extremely successful. This emotive marketing is particularly important for B2B companies whose sales
processes often rely heavily on personal relationships and connections typically made in person at industry events, conferences and tradeshows — many of which are moving online or not happening at all. Speaking of sales, all businesses need to be looking at new sales channels and new offerings that stay true to their brand but allow customers and partners easy interaction and/or purchase paths. If your website is not functioning at maximum speed or you haven’t done a UX audit lately, now is the time to move event budgets to online improvements. For consumer brands, if online sales were not an option or a priority for the business previously, now is the time to invest in those options. The best thing any business can do right now is stay the course. Stay true to your brand and continue your marketing efforts. The economy is running on all cylinders and people are still spending money. However, people’s habits are different during the pandemic. Make sure to make the right adjustment to your marketing tactics to reach your customers at home. Look for ways to combine physical, tactile experiences and digital connections; our brains will fill in the blanks based on memories to give individuals a fuller, more satisfying brand experience that is unique and memorable.
TECHNOLOGY IMPROVING AND EXPANDING ‘PERSONAL’ VIRTUAL CONNECTIONS
The COVID-19 pandemic has created a unique environment for everyone in both their personal and professional lives. It has disrupted how we interact with friends and family and has thrown a wrench in every aspect of the way business gets done. One of the biggest disruptions at our jobs has been the way we collaborate, network and sell. We’re no longer Eric Miller side by side with our co-workers, and we’re Co-Founder and Principal not able to attend trade shows or networking Phoenix Analysis & Design events to drum up new business. We’ve had to Technologies (PADT) get creative in the ways that we nurture and padtinc.com develop our professional relationships. Unfortunately, there doesn’t seem to be a clear end in sight to the pandemic. Businesses across the country are forced to invest in new collaboration technology to keep things running, and we need to prepare to get the most out of this technology for the long haul. We are going to be operating fully or partially remote for possibly the rest of the year, and the road to making the best of it starts today. Our company, PADT, a globally recognized provider of numerical simulation, product development and 3D printing products and services, has had to juggle a remote workforce spread across the Southwest and even a few employees in the South and on the East Coast. We’re also managing a group of manufacturing engineers that need to be onsite. Needless to say, we’ve invested a great deal in secure virtual workspaces to interact both internally and externally with our customers. The first and most important technology tool I would recommend for every business is the Office 360 suite. This provides access to the full
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suite of online Microsoft tools, including Outlook, Word, PowerPoint and Excel, and it also allows businesses to collaborate through Microsoft Teams (Microsoft’s collaboration suite). The platform gives users access to video conferencing, file sharing, messaging and a planning tool. There is also a whiteboard feature that we use to share ideas visually like we’re all sitting together in a room. Office 360 is one of the essential tools for our business because it provides us with a powerful and consistent tool for internal collaboration. While typical communication has been so thoroughly ripped apart by the pandemic, the Office 360 suite allows us to stay connected both internally and externally in more meaningful ways than just email and phone. Another critical tool for any business is a customer relationship manager (CRM). Prior to the outbreak, we could yell down the hall to our salespeople to get an update on a customer relationship. Today, our entire team is remote, so we stay updated over email, chat or phone. Concentrating on having sales and marketing staff actively engage with your CRM is going to be critical to managing customer relationships. It’s probably the single biggest tool to help weather the current economic storm, as well as preparing for the eventual road to recovery and a seamless transition back into normal life and keeping everyone on the same page. My final thought on stabilizing business today and putting yourself in a position to recover quickly is finding virtual environments to replace networking and tradeshows. As the board chair for the Arizona Technology Council, I’ve been working hard to develop virtual networking environments to keep our state’s business and technology community engaged. In order to succeed in the virtual workspace, you need to find new ways to find and engage with potential leads. Whether it’s starting a webinar series, hosting your own networking event or taking advantage of previously underutilized social media or marketing channels, you need to find new ways to stay engaged with your community.
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OUR EXPERTS’ RECOMMENDED RESOURCES BANKRUPTCY • T urnaround Management Association, for a local directory of experienced bankruptcy attorneys to guide the complex legal analysis and process: turnaround.org
BUSINESS PLANNING AND FINANCIAL • A rizona Small Business Association’s business planning services, which provide a gateway to business planning and financial resources: asba.com • Arizona Small Business Development Center Network, to help small-business owners get the business advice and guidance they need to be successful.: azsbdc.net • Association of Women’s Business Centers, to help small-business owners get the business advice and guidance they need to be successful.: awbc.org • Local First Arizona, which offers a trove of tools, including business listing and workshops to networking opportunities and membership launch pads that assess your needs: localfirstaz.com • Office of Veterans Business Development Resources (U .S. Small Business Administration), to help small-business owners get the business advice and guidance they need to be successful.: sba.gov • Payroll Protection Program, reopened but with deadline August 8): bit.ly.com/sba-ppp • SCORE (formerly Service Corp of Retired Executives), which provides business mentoring, and low and no-cost workshops from local business experts: greaterphoenix.score.org • U.S. Small Business Administration, to help small-business owners get the business advice and guidance they need to be successful: sba.gov
COVID-19: BUSINESS REGULATIONS, PROTOCOLS AND GUIDELINES • A rizona Commerce Authority, for keeping track of business regulations and protocols before and during reopening, updated regularly: azcommerce.com/covid-19 • Marsh & McLennan Agency Coronavirus Resource Center, for thought leadership, expert views, links to government sites and solutions and strategies to help them navigate COVID-19 challenges: mma.marshmma.com/coronavirus-outbreak-resource-page • The New York Times Coronavirus Outbreak site, for keeping track of business regulations and protocols before and during reopening, updated regularly: nytimes.com/news-event/coronavirus • Occupational Safety and Health Administration (OSHA) Guidance on Preparing Workplaces for COVID-19: osha.gov/Publications/OSHA3990.pdf
COVID-19: HEALTHCARE • A rizona Department of Health Services: bit.ly/azdhs-covid-19 • Centers for Disease Control (CDC) tool for reopening: bit.ly/cdc-reopeningl • Cigna resource center dedicated to offering resources and guidelines for individuals, families, employers, seniors and healthcare providers: cigna.com/coronavirus
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LABOR • O ccupational Safety and Health Administration, which has extensive guidance and other resources on its website, including a number of frequently asked questions and answers, and specific guidance documents for ensuring safety in the workplace during the pandemic. The agency frequently updates its website, so employers should be sure to check back frequently or subscribe to updates: osha.gov/SLTC/covid-19 • U.S. Department of Labor, which has a number of resources on its website relating to the pandemic, including links to fact sheets, a model workplace poster, a series of answers to frequently asked questions, and even a helpful tool for employees to determine whether they are eligible for FFCRA leave. The agency frequently updates its website, so employers should be sure to check back frequently or subscribe to updates: dol.gov/agencies/whd/pandemic • U.S. Equal Employment Opportunity Commission, which has a number of resources on its website, including a guide to Pandemic Preparedness in the Workplace and the Americans with Disabilities Act, and a frequently updated question-and-answer document entitled “What You Should Know about COVID-19 and the ADA, the Rehabilitation Act, and other EEO Laws.” The agency frequently updates its website, so employers should be sure to check back frequently or subscribe to updates: eeoc.gov/coronavirus
MARKETING • F reeman, longtime event experts: freeman.com/online-event • H opin, which offers fun, innovative ways to break up larger groups and network 1:1 within its online platform: hopin.to • HubSpot, for inbound marketing, sales, and customer service: hubspot.com • SharpSpring, offering best practices for digital campaigns: bit.ly/springspring-digital-campaigns
MESSAGING AND SENSITIVITY TO DIVERSITY & INCLUSION, MENTAL HEALTH AND OTHER SOCIAL ISSUES • B lack Chamber of Arizona: blackchamberaz.com • Kiterocket’s blog, which is home a wealth of actionable topics, including reopening, inclusivity and employee communications: kiterocket.com/blog • Mental Health America: mhanational.org/covid19 • So You Want to Talk About It Instagram: instagram.com/soyouwanttotalkabout
TECHNOLOGY • M ural, a brainstorming tool for teams: mural.co • O ffice 365 (specifically Teams for collaboration): office.com • S alesforce, one of many good options for a customer relationship management (CRM) platform: salesforce.com
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DECISIONS THAT MATTER
Lessons in Managing a Remote Workforce
Best practices from decades of success by Sara Silver
Sara Silver is president and solutions architect for Silverware, Inc., a company she founded in 1988. Under her direction, Silverware grew into a leading provider of Microsoft Dynamics NAV/BC. The software her company provides creates customized accounting and business management solutions (ERP) for small and mid-sized businesses throughout the U.S. and includes proprietary solutions for companies in the cannabis industry. Silverware employs a team of consultants and developers currently working entirely from home offices. silverw.com
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In March, the COVID-19 crisis forced companies across the U.S. to make significant adjustments, many requiring onsite employees to work from home (WFH). While stay-at-home and shelter-in-place orders were lifted in most states in May, companies extended the WFH status of employees. Some companies are even opting to make WFH a permanent option for employees. As companies navigate operating in a world with COVID-19, business owners and managers must reevaluate past practices and determine how to best move forward. One could say Silverware, Inc., a Phoenix-based software solution provider, was a pioneer of sorts in leading the charge on adopting work-from-home practices. In 1996, a Silverware employee alerted our management team that her husband’s job was moving them to Iowa. Wanting to keep a valued team member, Silverware decided to try having Jesse work from home and sent her off with a 28K Baud Modem and Pentium Pro Gateway Tower PC. She is still with the company today, working from her Iowa home. Prior to the COVID-19 outbreak, approximately 30 percent of Silverware’s staff worked remotely; another 20 percent split time, working from home two days a week and in the office three days; and the remaining 50 percent worked in the company’s Phoenix or Seattle office. Today, 100 percent of the staff are working from home and will remain so for the near future. Transitioning an office-based staff to work from home presents a variety of operational and managerial challenges as well as benefits. It also raises questions: How can companies monitor productivity and accountability? What are the expectations and guidelines for employees? How do employers and employees manage the division between home and work? How do managers create a cohesive team and continue to keep people engaged and connected? The past 24 years has taught the Silverware team a lot about how companies and organizations can successfully manage a remote workforce. Silverware shares a few lessons they learned for successfully managing employees working from home.
A tip for enhancing employee engagement: Encourage everyone to use a camera — communicating online is more engaging with facial expression.
WORKSPACE SET-UP
Consideration must be given to the workplace setup so the employee can focus on work during work hours. • Employers should provide appropriate hardware for all employees, including laptop, docking hub, keyboard, mouse, monitors, camera and headset. • Employees should create a quiet workspace, preferably with a door to minimize interruptions. • Ultimately, employees should act professionally — clients should be unable to tell that an employee is working from home.
ENCOURAGING EMPLOYEE ENGAGEMENT
Creating a cohesive team environment can be a bit more challenging when employees are working remotely, but there are practices that can be put in place to encourage relationship-building and connection. • Encourage everyone to use a camera — communicating online is more engaging with facial expression. • Hold weekly mandatory video staff meetings. • Host online “coffee chats” and “lunch and learns” for special topic discussions and team training. • Schedule regular office visits for remote employees at least once a quarter*. • Have remote new hires spend their first two weeks training in-office and meeting coworkers*. *Quarantine permitting
ACCOUNTABILITY IN ACTION
Managing a remote workforce requires a level of trust between employer and employee. To lay the foundation, it is important to adopt best practices that help ensure employee accountability. While a survey from Global Workplace Analytics Costs & Benefits (globalworkplaceanalytics.com/resources/costs-benefits) shows that telecommuting employees working for large companies are 35–40 percent more productive than their
STRATEGIES FOR WORKING REMOTELY in-office counterparts, it is essential to put measures in place that clearly communicate expectations. • Allow employees to create a self-selected work schedule with their manager. This can be a good consideration for both remote and inoffice staff. • Require employees who are unable to work during agreed-upon hours to notify their managers and team for better visibility. • Suggest a “good morning” instant message to connect with coworkers. • Host regular video calls each week to consistently connect and communicate the status of projects.
COMPANY CULTURE
With remote workers, company culture needs be even stronger. Strong culture begins with guiding principles and practices. For example, The Silverware Way (www.silverw.com/seven-habits-for-successful-remoteprojects) defines seven habits we employ for all of our work. These habits can also be applied for successful remote projects. Developing shared goals and strategies, a unified approach and a sense of community are at the core of any corporate culture. Cultivating a strong company culture can be more of a challenge when employees are working from separate locations, but with some creativity, culture can transcend geographic barriers. • Make work a personal experience — provide opportunities for employees to collaborate on projects and professional development to get to know each other. • Hold interactive companywide activities and team building such as an online or in-person scavenger hunt, with employees given a list of facts about staff members and they must figure out who is who. • Celebrate achievements and recognize individuals. • Host Zoom birthdays and anniversary celebrations by sending the honoree a shipment of cupcakes or flowers from the office. • Schedule in-person meetings or events at least once a year*. *Quarantine permitting One of the biggest challenges for remote employees is maintaining boundaries between home and work. With work-life lines blurred, it is important for employers to be respectful of after-hours requests and to encourage employees to take time off. While remote employees do not have an onsite manager monitoring productivity, a Gallup survey (news. gallup.com/opinion/gallup/170669/remote-workers-log-hours-slightlyengaged.aspx) indicates that remote workers log an average of four more hours per week than onsite workers. In addition to indicators reporting increased productivity, allowing employees to work from home appears to also generate higher job satisfaction. A national U.S. survey found that 82 percent of employees say they would be more loyal to employers who offer flexible work options and 95 percent of employers say remote work has a major impact on employee retention (globalworkplaceanalytics.com/resources/ costs-benefits). Consider Jesse, who is still at Silverware more than two decades later. An organization’s success is largely built on the success of its employees, which is reliant on clear vision from leadership. As business leaders consider how they will move forward to help ensure employee health and safety with COVID-19 and future crises, the potential for needing to manage a remote workforce becomes more likely. One of the biggest business takeaways from the coronavirus pandemic is that what once seemed impossible — managing a fully remote workforce — can not only work, it can work well.
To help manage the division between home and work, allow employees to create a selfselected work schedule with their manager.
Working From Home From setting up your virtual office, to time management, to dealing with conference call fatigue, turn remote work into a career powerhouse — even if you live in an apartment. Working From Home addresses top-of-mind topics and has everything you need to know to make the most out of working from home in the new normal so that you and your organization can thrive in a socially isolated world. Learn how to claim your space, create your environment, and make your career virtually vital without ever entering an office building. With this book, you’ll see how to reimagine your career, realign with your team, and create influence for yourself and others. Working From Home: Making the New Normal Work for You Karen Mangia
192 pages
Wiley
Available 8/25/2020
$22
Your Next Five Moves From the creator of Valuetainment, the No. 1 YouTube channel for entrepreneurs, comes a practical and effective guide for thinking more clearly and achieving your most audacious business goals. Both successful entrepreneurs and chess grandmasters have the vision to look at the pieces in front of them and anticipate their next five moves. In this book, Patrick Bet-David translates this skill into a valuable methodology that applies to high performers at all levels of business. Whether you feel like you’ve hit a wall, lost your fire or are looking for innovative strategies to take your business to the next level, Your Next Five Moves has the answers. Your Next Five Moves: Master the Art of Business Strategy Patrick Bet-David
320 pages
Gallery Books
Available 8/18/2020
$28
Humanocracy In a world of unrelenting change and unprecedented challenges, we need organizations that are resilient and daring. Unfortunately, most organizations, overburdened by bureaucracy, are sluggish and timid. In the age of upheaval, top-down power structures and rule-choked management systems are a liability. They crush creativity and stifle initiative. As leaders, employees, investors and citizens, we deserve better. We need organizations that are bold, entrepreneurial and as nimble as change itself. Whatever your role or title, Humanocracy will show you how to launch an unstoppable movement to equip and empower everyone in your organization to be their best and to do their best. The ultimate prize: an organization that’s fit for the future and fit for human beings. Humanocracy: Creating Organizations as Amazing as the People Inside Them Gary Hamel and Michele Zanini Harvard Business Review Press
368 pages Available 8/18/2020
$32
AUG 33 2020 INBUSINESSPHX.COM
Economy
DEVELOPING & GROWING BUSINESS DYNAMICS
A Vegetable’s Journey The high-tech agricultural industry is an investor’s dream by Jim White, Ph.D.
The bestselling author of Opportunity Investing: How To Revitalize Urban and Rural Communities with Opportunity Funds (opportunityinvesting.com), Jim White, Ph.D., says the COVID-19 pandemic has spurred increased demand for e-grocery and rapid development in many elements of the agricultural industry. One example is Growers Custom Equipment of Yuma, a specialized post-harvest equipment manufacturing company of which he is CEO and president that is now celebrating four years in business and actively recruiting for intensified local and national demand. “Our growth year-to-date has been so strong that we are now looking to expand GCE into Phoenix, hopefully into an opportunity zone where struggling residents and the greater community would be positively impacted by new business investment,” says Dr. White. postharvesttechnologies.com/ growers-custom-equipment-llc.
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For more than a century, the United States has been a major producer of vegetables and fruits, with total agricultural exports — to Canada, Mexico, Taiwan, Japan and many other countries — valued in 2018 at $140 billion. Domestic sales aren’t as rosy. As COVID-19 shuttered restaurants, hotels and school districts around the country, farmers in Arizona and around the U.S. are desperately hoping to extend the shelf-life of their crops. Arizona ranks second in the nation for producing lemons, cantaloupe and honeydew melons as well as spinach. The state’s leafy greens, primarily lettuce, bring in more than $700 million annually. Spinach and cauliflower together bring in another $100 million. Arizona also harvests dates, nuts and tomatoes. But the fallout from the pandemic has sliced away at many markets growers depend on to buy their goods. More than ever, growers are seeking to extend the shelf life of their produce so that it doesn’t go to waste. Cutting-edge equipment and innovation can help farmers preserve crops before they spoil. Scientists have learned that quickly zapping heat from freshly picked produce prevents the growth of microbes that hasten the process of decay, extending the shelf life of vegetables and fruits and improving their quality. The technology is called “pre-cooling.” It, along with immediate transfer to cold storage for up to seven days followed by transportation in refrigerated trucks, will change the journey of millions of vegetables . . . and help keep their growers in business. Right now, not many cooling facilities are commercially run; most are small operations, privately owned by the growers/ shippers for their own use. Of the 2,000 cold storage facilities around the country, more than half date back to the 1970s or earlier. Most are antiquated and becoming obsolete. With an influx of investor capital into this asset class, however, these outdated facilities can become cutting-edge once again, with innovations that include driverless pallets and robotic shuttles. One such facility in Salinas, Calif., is being redeveloped by a Scottsdale-based company. Founded in 1936 with additional building that continued through the 1970s, the Salinas
campus is emblematic of what can be a profitable asset class for capital investors. The ripples from this redevelopment and that of other facilities around the country will be felt far beyond the footprint of each campus. Many of the old facilities are located in what are known as Qualified Opportunity Zones, impoverished and distressed communities suffering from unemployment, population decline and other social ills. Of the 8,800 Qualified Opportunity Zones designated by state governors and certified by the federal government, 40 percent are rural. Funneling investor capital into opportunity zones is an initiative set forth in the Tax Cuts and Jobs Act of 2017. Investing in them through Qualified Opportunity Funds can save struggling communities. Some 35 million people reside in opportunity zones. Their lives are dramatically impacted when new businesses are launched, closed companies are repurposed, real estate is developed and failing infrastructure is repaired. And investors benefit through this initiative, as they obtain significant capital gains tax breaks and possibly outsized returns on investment. Importantly, the initiative is a nice alternative to equities, which are proving prohibitively volatile, especially during the pandemic. Investors save 10 percent of any capital gains if invested in a qualified opportunity zone business before December 31, 2021, and have until April 15, 2027, to pay any capital gains owed. Moreover, they can receive annual dividends, and any appreciation on the investment after ten years is tax free, making it a solid investment strategy. Projects like the redevelopment of pre-cooling and cold storage campuses will positively impact the surrounding communities and the entire agricultural industry of each region. Extending the shelf-life of produce will provide Americans with fresher, higher quality products. And reimagining the journey of vegetables post-harvest will mean massive revenue increases to the growers in distressed rural communities. As the stock market plummets and individual and institutional investors are looking for solid alternatives, agriculture is ripe for investment.
There is investment opportunity in projects like the redevelopment of pre-cooling and cold storage campuses, that also will positively impact the surrounding communities and the entire agricultural industry of each region.
Two double-shot macchiatos before 10, then it’s decaf all the way. Chai tea, soy latte or regular joe, we make it our priority to understand what makes you, you. In doing so, we address your legal needs with a uniquely tailored approach. Find out more at swlaw.com
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LAW MATTERS TO BUSINESS
Blowing the Whistle An employer’s primer on whistleblower laws by Alejandro Pérez
In today’s environment, whistleblower claims are highly likely. Employers should not fear, though. As with most things, an ounce of prevention is worth a pound of cure. This article offers a primer on various whistleblower laws and provides tips on minimizing risk and potentially mitigating litigation costs.
WHAT IS A WHISTLEBLOWER In today’s world, a “whistleblower” is someone who reports to management — or, in some cases, to state and federal agencies — his or her belief someone in the company has engaged in illegal conduct. Employers should be aware of the various federal and state whistleblowing laws that apply to their industries and workforces.
FEDERAL WHISTLEBLOWER LAWS
There are numerous federal statutes that prohibit terminating and retaliating against employees for “blowing the whistle.” Some of these include: • The Occupational Safety and Health Act (OSHA), which prohibits employers from retaliating against employees for exercising their rights, including raising a health or safety complaint with OSHA. • The National Labor Relations Act (NLRA) forbids employers from disciplining employees for engaging in concerted activity. • The Americans with Disabilities Act (ADA) mandates that “no person shall discriminate against any individual because such individual has opposed any act or practice made unlawful by” the ADA. • The Families First Coronavirus Responses Act (FFCRA) prohibits employers from discharging, disciplining or otherwise discriminating or retaliating against an employee who takes paid sick leave or expanded FMLA leave under the FFCRA, files a complaint or institutes a proceeding under or related to the FFCRA. • The Fair Labor Standards Act (FLSA) makes it unlawful to discriminate or retaliate against an employee for exercising his or her rights under the statute.
ARIZONA’S WHISTLEBLOWER LAWS
Alejandro Pérez is a labor and employment partner a Jaburg Wilk. Fully bilingual, Pérez represents employers in litigation matters; provides advice and counsel on employment decisions; drafts and reviews policies, handbooks and contracts; conducts sensitive workplace investigations and audits; and facilitates training on various employment law topics, workplace norms, leadership, and diversity and inclusion. jaburgwilk.com
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In addition to the federal statutory schemas, many states and municipalities have their own whistleblower laws. In fact, as this issue goes to press, Philadelphia became the first city to pass a law prohibiting employers from engaging in retaliation against employees who blow the whistle on unsafe conditions that could expose them to COVID-19. While there are no such laws in Arizona, employers should familiarize themselves with Arizona-specific laws. Arizona has two whistleblower statutes, each with distinct complexities. The first species, sometimes referred to as a “refusal” claim, forbids an employer from terminating an employee because the employee reported to management his or her belief someone in the company is — or is planning on — violating an Arizona Statute or the Arizona Constitution. This same law also makes it illegal to terminate an employee because he or she refused to engage in conduct which that employee believes is a violation of an Arizona statute or the Arizona Constitution. This type of whistleblower claim, which applies solely to private employers, does not apply to violations of federal statutes or regulations. This statute also
requires the employee to have been terminated or at least constructively discharged. The second Arizona whistleblower law applies only to state employers. That law prohibits employers from taking any “adverse employment action” against an employee who reports a violation of “any law,” mismanagement of state funds or abuse of authority. An adverse employment action is any action that is reasonably likely to deter employees from exercising their rights.
COVID-19 AND THE WHISTLEBLOWER STATUTES
The current pandemic has employers on high alert as to the viability of potential whistleblower claims. And rightfully so; as the pandemic rages on, employers are left to navigate uncharted waters, many times not knowing the exact measures required to keep their workers safe. Employers should familiarize themselves with whistleblower laws and work to prevent claims. Here are some tips: • Never terminate an employee for complaining. Take the employee’s claims seriously and investigate them. • Stay up to date on the guidance published by various agencies. For example, employers should look to the CDC, OSHA and state-specific guidance for safety concerns. For issues regarding discrimination and workplace accommodation, look to the EEOC and any relevant state guidance. • Consider accommodation requests seriously. Even if an employee says he or she is fearful to return to work, make sure to identify the reasons for the fear — it may be an issue protected under the ADA. • Review, revise and reissue anti-retaliation, whistleblowing and reporting policies, as needed. • Administer polices in a fair and uniform matter. • Remind management on their responsibilities on taking all complaints — and specifically those involving COVID-19 — seriously. Also, consider training management on reporting procedures and policies, proper documentation protocol and other applicable laws. • Contact legal counsel as needed. Remember that it is much more cost-efficient to engage in preventive measures and seek counsel than to wait around for a lawsuit. We are living in unprecedented and frightening times. Employers should familiarize themselves with the statutes that apply to their workplace and industry and take steps to ensure they are ready when such whistleblower claims come knocking.
An Arizona whistleblower statute makes it illegal to terminate an employee because he or she refused to engage in conduct which that employee believes is a violation of an Arizona statute or the Arizona Constitution.
DARING TO BE BETTER
Risk
The Risk of Misaligned Values by Eileen Rogers
We are living and leading in tumultuous and vulnerable times. I need only to turn on the news, open my email or tune in to my next Zoom meeting to be faced with a new challenge or crisis. As a leader, I find my core values tested daily. It can be exhausting to show up both bravely and authentically. I’ve learned that the most critical asset of brave, courageous and authentic leaders — and the most effective way to preserve my own energy — is to have clarity around my core values. We each have many values, yet there are usually two or three that define us. Indeed, our leadership style is nothing more than our core values translated into action every day. But here’s the catch: We can’t practice them if we don’t know what they are.
VALUES MAKE THE LEADER
While we talk about leadership all the time, what is it really? Skills? Attributes? A training checklist? In a 2007 Harvard Business Review article entitled “Discovering Your Authentic Leadership,” authors Bill George, Peter Sims, Andrew McLean and Diana Mayer described a project in which they interview 125 successful, authentic leaders. Their goal was to uncover the leadership skills that made each effective and to understand how those skills were developed. At the time, it was the largest in-depth study of leadership development ever undertaken. The study found just one single attribute shared by all 125 interviewees: self-awareness, defined by personal values. Each of these leaders could name their core values and knew how, through the course of their own life story, their values came to be. Perhaps most importantly, each described how these top values had been tested under fire. Our values are not our values — until they are tested under fire. And right now, there are multiple opportunities every day for leaders to test their self-awareness and values.
FINDING OUR VALUES
A quick online search will lead to dozens of resources that will help to identify and define personal values. In her book Dare to Lead, author and researcher Dr. Brené Brown also offers wisdom about how genuine values truly work. She wrote: • We only have one set. There is not a set of professional values and personal values. And we do not shift our values based on context.
• O ur values do not change in situations. They are our North Star, which guides us through all of this. Conflicts happen when our values clash with our place of work, our family, the stranger in line at the store. For me, the most powerful step was to get clear about the behaviors which defined my core values. How do I show up to my team, family and friends when I am living from my core values? What does it look like to them when I abandon those values? Three follow-up questions helped me seal the deal: Does this define me? Is this who I am when I’m at my best? Is this a reliable filter I can use to make the hard decisions? We cannot begin to live into our values as leaders if we can’t name them. Our core values are a key beacon on the horizon in times of darkness or ambiguity.
RISKING A LIFE OF MISALIGNED VALUES
There are three core values that define me: courage, integrity and creativity. As I reflect through that lens on my good decisions, and on the important ones I didn’t make well, it’s easy to see how my core values were intricately woven throughout. My failures were especially spectacular when I was living outside of my values. I was often fearful and chose to divert or avoid important conversations. I wasn’t brave enough to risk discomfort, vulnerability, looking bad or stumbling in the arena. I often missed my early warning indicators — a sense of foreboding, the pit in my stomach, procrastinating or polling others for the “right answer” — that would signal I was not aligned in my values. My successes happened when all three of my values lined up together. I am most proud of how the recent sale of my business unfolded. My partner and I relied on our values as primary negotiating tools, meaning we showed up courageously, respectfully, lovingly and creatively. We sat together in the discomfort of vulnerability as we worked through the financial deal. We stayed at the table together until we had an agreement, with our values intact and in full alignment. Calibrating my life and my values has led to a greater sense of peace, fulfillment and effectiveness. Knowing, living and practicing them is my “Secret Sauce” to a successful life.
Our values are not our values — until they are tested under fire.
“Integrity is choosing courage over comfort. You choose what is right over what is fun, fast, or easy. And you choose to practice your values rather than simply professing them.” —Dr. Brené Brown
After 40 years as president of her print and marketing company, Eileen Rogers’ encore career is now as a leadership coach and business advisor through her company One Creative View. She is a seasoned and accomplished entrepreneur and recognized community leader who is fiercely passionate about supporting and growing more vulnerable and courageous leaders. She is a certified Dare to Lead™ facilitator, Integrative Enneagram practitioner and executive coach. onecreativeview.com
AUG 37 2020 INBUSINESSPHX.COM
OUR SUBJECT IN-DEPTH
Tackling Overload
Research insights for reducing burnout and supporting your staff by Erin L. Kelly and Phyllis Moen
DID IT WORK? The employees and managers in this study often changed their everyday work practices, including: • More work at home (at the employees’ discretion, with team coordination); • More variable schedules and more comfort taking an hour or two off when needed; • More deliberate coordination but fewer meetings and fewer people pulled into a given meeting; and • Agreement that it was fine to turn off the chat and email to do the “heads down” or “real work” during the day, with team norms about when and how to interrupt each other when necessary. In interviews, we repeatedly heard how much employees appreciated being able to decide what worked for them and how they felt supported and trusted.
Erin L. Kelly is a professor of work and organization studies at MIT’s Sloan School of Management and Phyllis Moen is a professor of sociology at the University of Minnesota. Kelly and Moen are the authors of the new book “Overload: How Good Jobs Went Bad and What We Can Do about It.”
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The last few months have likely been crazy for you and your employees. But many professionals and managers were feeling exhausted and burned out even before the COVID-19 pandemic. Overload is the sense that there is too much asked of you and your team, given limited resources. This is a classic definition of stress: too many demands, coupled with too few resources (such as time or staff) to accomplish what is needed or expected. We learned about overload in our study of the IT division of a U.S. Fortune 500 firm. But it isn’t just high-tech jobs or large firms where workers feel frantic and worn down. More than a third of employed Americans agree or strongly agree that there is “too much work to do it well” in their current jobs The focus of our five-year study with Harvard University’s Work, Family and Health Network was on the work, family and health circumstances of about 1,000 employees of a large, tech-oriented company, with the goal of testing a potential solution to the stress, burnout and turnover this firm was facing. We aimed for a work redesign that would benefit both the employees and the employer. What we found were time-starved employees who didn’t feel supported or able to manage the multiple obligations they faced. Professionals, managers and executives tend to work long hours, and their hours may stretch to connect with colleagues or clients around the globe. But many organizations still operate with “face time” cultures, where being in the office and being visibly busy is important for getting ahead, even if you’re also on 6 a.m. status calls and presenting to clients at 10 p.m. New communication technologies combine with management pressure to push employees to be always accessible, ready to respond to phone or text questions at almost any hour. We found conference and video calls allow workers to be “in a meeting” while simultaneously reading email and active on chat. Because employees are not able to have periods of uninterrupted time to concentrate during their work day, many accomplish their “real work” — the technical work or the market analysis or the strategizing about what’s next — late at night or on weekends. High demands and pressures contributed not only to a sense of overload, but also had negative repercussions for employees’ work quality, leading to disengagement and even exits from the firm. Popular discussions of “work-life balance” and flexible work arrangements are usually oriented to parents and other caregivers. But in our study we discovered that the core difficulty is about overload — how to manage all that one is asked to do at work. Intensified work expectations are a problem not just for caregivers of children or aging family members; they touch the lives of men and women of all ages and life stages, including those with no pressing family responsibilities. The work redesign initiative implemented as part of our study aims to tackle overload and make flexibility the default,
.
so that everyone feels supported and in control. Teams talk together about how they work — with everyone welcome to identify changes they’d like to pursue — and managers emphasize supporting employees’ personal lives along with their professional goals. The core expectation is that the work needs to get done and the team needs to coordinate and communicate effectively. By comparing survey responses and company data for employees who went through the work redesign program and their “control group” peers who didn’t, we documented positive changes in burnout, stress, mental health and sleep. We also found benefits for families, with employees more likely to report having enough time with families and less work-life conflict. The firm also saw benefits in the form of higher job satisfaction and lower burnout. There was 40 percent lower voluntary turnover for employees and managers participating in the work redesign program than for their peers working under the old company policy. In part because of lower turnover, the estimated return on investment was about 1.6, meaning that even if the company had paid outright for every hour of training and accounted for every moment needed to implement this change, they would have saved $1.60 for every $1 spent. The message is that we can create work cultures where the work gets done, and done well, while employees and firms thrive. There’s no simple, one-size-fits-all policy to roll out, but redesigning work together with the employees is a promising start. All the training materials are available, for free, at workfamilyhealthnetwork.org/toolkits-achieve-workplace-change.
Because employees are not able to have periods of uninterrupted time to concentrate during their work day, many accomplish their “real work” — the technical work or the market analysis or the strategizing about what’s next — late at night or on weekends.
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Banking products and services subject to bank and credit approval. BMO Harris Commercial Bank is a trade name used by BMO Harris Bank N.A. Member FDIC
WE VALUE WHAT WE OWN
2020 AMG GLC 63 S Coupe
2020 AMG GLC 63 S COUPE MSRP: $84,100 City: 16 mpg
With groundbreaking innovations and breathtaking new style, this coupe will move like no coupe or SUV ever has before. AMG has developed a high-output yet more compact engine for a new era of performance. The 503-hp 4.0L V8 biturbo engine is more responsive yet more fuel-efficient than previous AMG V8s. Its massive torque reaches its 516 lb.-ft. peak at just 1,750 rpm, and holds it all the way to 4,500 rpm, for a 3.6-second 0-60 time and instant acceleration at any speed. Yet even with its advanced design and technologies, each AMG GLC 63 S engine is still hand-built and signed by its own craftsman. The aggressively athletic design of the AMG GLC 63 S draws the eye and inspires one’s driving spirit. Its standard 20-inch AMG® wheels, short overhangs and fastback roofline add to its muscular proportions. Fresh styling includes a recontoured AMG vertical-bar grille, “A-wing” front apron, multi-element LED headlamps and three-dimensional LED taillamps.
Hwy: 22 mpg Trans: SPEEDSHIFT MCT 9-speed 0-60 mph: 3.6 sec
Altogether, it’s an exciting fusion of Mercedes-AMG’s heritage of high-performance SUVs and high-style coupes. The GLC Coupe cabin is at once intriguing and inviting. The wide console cascades between the supportive front seats. Controls and displays, including a new central widescreen, greet the driver’s eyes and meet the driver’s hands with a natural ease. And every surface conveys the polished precision that’s promised by the Star, from a sports car to a luxury coupe to an SUV. From high-tech to its human touches, it’s a distinctly rewarding driving environment. Exclusively sculpted sport front seats feature deep bolsters hand fitted in Nappa leather and adorned with metal AMG badges. A variety of upholstery and trim options are also available. As rewarding as it is to have the key to a GLC in one’s pocket or purse, one need never take it out to start the car. Just step on the brake and push the Start/Stop button on the dash, and be on your way. A vivid 12.3-inch screen directly in front of the driver offers customizable analog-style and digital displays for instrumentation and exclusive AMG readouts. Also, the highly advanced system takes voice control to a fascinating new level. Memorizing fixed commands is a thing of the past: Artificial intelligence makes the Mercedes-Benz User Experience (MBUX) a future one can live today. Mercedes-Benz mbusa.com
Touchless Innovations for the Office The workplace is rife with high-touch surfaces and commonuse items — all potentially suspect since the onset of the
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Standing Bevi
eliminate the “touch” aspect as much as possible.
Occupies only four
The ubiquitous smartphone offers one solution, as a spokesperson for Bevi points out there are vending machines and elevators that can be activated through an
square feet of floor space.
water cooler? Bevi water coolers hook up to an existing water line and provide users with customizable pours, on demand, of not just still but sparkling and flavored water. Bevi is for commercial spaces only; pricing starts at $375 per month. —RaeAnne Marsh bevi.co
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Countertop Bevi Plumbing and hardware are out of sight in the base cabinet on which this would be installed.
Mercedes-Benz keeps its arms open to embrace the greater community and support educational institutions, organizations and key partners that work to empower and elevate Black, LGBTQ+ and other historically underrepresented groups. As a long-time partner, Mercedes-Benz is proud to expand its commitment to fund the fight against racism and inequality with support of the NAACP Legal Defense Fund. mbusa.com/en/with-you-always
Photos courtesy of Mercedes-Benz (top), Bevi (bottom)
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MEALS THAT MATTER
Joe’s Diner: Adapting and Overcoming Challenges One Bite at a Time And keeping it comforting by Joe Seriale CLASSIC BREAKFAST Two eggs, bacon, potatoes and choice of bread or biscuit $10.99
GRILLED CHICKEN BREAST SALAD Marinated chicken breast with blue cheese crumbles, hard-boiled egg, chopped bacon, cucumbers, tomatoes and onions on sweet baby lettuce $11.99
I’ve been working in the restaurant and food industry all my life, beginning with helping my grandmother at her place when I was just 11 years old. I’ve had jobs all over the world as a private chef; my own commercial kitchen in Chicago burned down to the ground before I even opened it; and we opened Joe’s Diner in Phoenix in August 2010 — at the tail end of a recession. It’s fair to say I’ve encountered some adversities throughout my career. But I’ve learned from those experiences. There are circumstances, like COVID-19, that I just can’t control. What I can do is manage it. More than anything, this has become about safety and caring for people. So I do everything in my power to ensure that our customers still feel safe dining here. We’ve been in “survival mode” since March to do what we need to do to keep our doors open, keep our employees working, and keep our customers coming back. We’ve had to cut hours and we’ve cut our in-restaurant capacity in half, but I believe we’ll survive this. I am on site, and I have a great crew that believes in my systems and protocols, which makes it easy to execute new safety requirements. We’ve modified our restaurant with the addition of plexiglass partitions, built out private booths with wall barriers, and our freestanding tables are at least six feet apart. We’re sanitizing everything with 190-proof cleansers
BUILD YOUR OWN BURGER WITH CHEESE AND BACON comes with choice of side $11.79, plus cheese $.75 and bacon $2.45
Chef Salad, $11.99
literally all day long. I used to want our customers to come in and smell bacon frying; now, I want them to come in and smell cleaning products. We’re a diner — so our food is comforting and hearty. We’ve got breakfast burritos, pancakes, biscuits and gravy . . . And everything we make is from scratch because I believe fresh is an ingredient. But breakfast foods like scrambled eggs don’t always carry well. So, we’ve introduced some items that are designed to be easy to-go meals, including our new chicken pot pies. Ultimately, we want our customers to feel comfortable coming in, sitting down, chatting and enjoying the restaurant experience. We provide the normalcy that people miss of simply going out for breakfast. Dining is about social interaction as much as it is about nourishment. We’re looking out for your health; I run around here all day to make sure that yes, your food is good, but also that you’re safe and happy. That’s my job. It can be stressful, but I love it. —Joe Seriale, co-owner of Joe’s Diner Joe’s Diner 4515 N. 7th Ave., Phoenix joesdineraz.com
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“Everything we make is from scratch because I believe fresh is an ingredient.” —Joe Seriale, co-owner of Joe’s Diner
Photos courtesy of Joe’s Diner
(602) 535-4999
TEMPE CHAMBER
ADVANTAGE Summer 2O20 • tempechamber.org
Tempe Chamber Recognizes Two Local Businesses with 2020 Business Excellence Award During the virtual broadcast of the 2020 State of the Chamber on June 26th, the Tempe Chamber of Commerce awarded two outstanding Tempe businesses with the 2020 Business Excellence Award — Boulders on Broadway and Chasse Building Team. Each year, these awards are given in both the small and large category to businesses whose practice in business and employee development, community involvement and customer service exemplify excellence. Businesses can be nominated by any member of the community or by an employee within the organization. Nominees complete an application and a committee reviews all of the applications to select three finalists in each category. The committee then conducts in-person interviews before selecting the recipients. Videos of each finalist were produced by Resound Creative and previewed at the Annual State of the Chamber awards program. Finalist videos are made available to view on-demand through the Tempe Chamber’s YouTube channel.
Large Business Excellence Award recipient: - Chasse Building Team Finalists: - DP Electric Inc. - University of Advancing Technology
Small Business Excellence Award recipient: - Boulders on Broadway Finalists: - The Peak Fleet - Pest’R Us Exterminating
About the 2020 Business Excellence Award recipients: Chasse Building Team (Large Business category) Chasse Building Team is a general contractor located in Tempe and Tucson. Building to make a difference, Chasse brings this philosophy to teammates, construction projects, clients, and the community. Since beginning business in 2007, Chasse has grown to more than 130 team members who annually deliver $250 million of new construction and renovations across Arizona communities. Chasse has cultivated a passionate group of people who love what they do; creates lasting partnerships with clients, subcontractors and architects; and creates a positive reputation, inside and outside the company. “We’ve intentionally tried to create a company that’s unique and different from a lot of other companies. We want this to be a great place to work and we know, when we have a responsibility, when we build a large project to do it at a high level. It’s an empowerment model that’s focused on culture.” —Barry Chasse, Owner of Chasse Building Team
Te m p e C h a m b e r. o r g
Boulders on Broadway (Small Business category) Having opened its doors in 2007, Boulders on Broadway Bar & Grill has been part of the Tempe community for more than 10 years. With a dedicated group of employees, many of whom have been employed for more than a decade, Boulders on Broadway believes that building relationships begins at its core. Over the years, Boulders on Broadway has showcased its leadership in giving back to the Tempe community by participating in school give-back nights and by partnering with local nonprofit organizations. For owners Rochelle and Eric, Boulders on Broadway is more than just a business — it’s a place to reach and help those around them. “Customer service for us is better described as hospitality. We are not here to just serve quality food and beverages but to find a connection and build a relationship.” —Rochelle Geryol, Owner of Boulders on Broadway
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2020 Business Woman of the Year The Tempe Chamber of Commerce recognized three outstanding women and announced the recipient of the 25th Annual Business Woman of the Year award at the 2020 State of the Chamber & Annual Awards, held virtually on June 26th. The Business Woman of the Year award recognizes an individual’s excellence in her industry and demonstrated leadership within the community. The award honors those who serve as a positive role model to others and are active in community and Tempe Chamber programs. The Tempe Chamber selection panel, made up of past Business Women of the Year Award recipients, reviewed 17 nominations to determine the three finalists for this year. After selecting the finalists, interviews were held by the panel before selecting the recipient.
Jennifer Burwell, 2020 Business Woman of the Year Jennifer Burwell, vice president and director of Programs at MAC6, is an accomplished leader, facilitator and speaker who has a passion for small business. In previous years, Jennifer has provided educational workshops and sessions to Arizona State University and Grand Canyon University students interested in small business or entrepreneurship — furthering her passion and work in professional development and education. Jennifer currently serves on the Tempe Chamber Women in Business Council and has provided personal values workshops to numerous Tempe Chamber Mentoring Programs throughout the years.
“My personal mission statement is Impact through serving others. My purpose is to help others understand themselves to truly connect to others, work collaboratively and do great work.” —Jennifer Burwell
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Alissa Serignese, Finalist
Cecilia Ashe, Finalist
Alissa Serignese, vice president of the Arizona State University Alumni Association, is a vocal advocate for the Tempe Community who enjoys helping others with every opportunity she has. As a Tempe Leadership Class XXV alum and 2019 International Women’s Day Presenter, Alissa demonstrates her leadership as a way to help others improve theirs. Alissa has helped create and implement several programs at ASU, including the ASU Leadership Institute and Sun Devil 100.
Cecilia Ashe, vice president and chief operations officer at Landings Credit Union, has more than 40 years of experience in the banking industry and a passion for elevating others to financial success every day. Cecilia has participated in the Tempe Chamber Mentoring Program three years in a row, and volunteers at the Tempe Union High School Orientation every year. Cecilia is a founding member of the Franklin Club and has a variety of previous board experiences with past affiliations that include board member for TCH, Diversity & Inclusion Committee for Tempe Union High School District, and City of Chandler Economic Development Advisory Board.
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Tempe Chamber Welcomes New Board and Committee Volunteers As the Tempe Chamber ends its fiscal year, it is pleased to announce that five new individuals will be joining the board of directors, starting their terms July 1, 2020. • Jenifer Midgett, Tempe St. Luke’s Hospital • John Bauer, Dignity Health • Josh Diker, Wells Fargo • Tom Binge, Renaissance Financial • Sarah Clifford, Davis Miles McGuire Gardner, PLLC • Rustyn Sherer, APS Chad Akin will serve as the Board Chair for the 2020-21 fiscal year.
Chad Akin, 2020-21 Tempe Chamber Board Chair Chad Akin, director of Labs at State Farm Mutual Automobile Insurance Company, has served on the Tempe Chamber Board of
Directors since 2017 and most recently has joined the Tempe Community Action Agency Board of Directors. Prior to moving to Arizona, Chad served on the boards of directors for various organizations, such as the Winter Haven Chamber of Commerce, Polk County Red Cross and American Cancer Society of Polk County. In Chad’s free time, he and his wife, Jae Lynn, like to spend time with their two daughters and enjoy playing a round or two of golf. And, when the “winter cold” isn’t cold enough in the Valley, Chad and his family enjoy traveling north for the weekend to snow ski. Additional volunteer committee chair leadership positions include: • Tom Binge, Ambassador Committee • Tracy Bullock, Business Development Council • Brian Stinson, Business Owners Forum
Chad Akin
• • • • •
Jake Hutchins, FUEL Young Professionals Committee Peter Adams, Government Relations and Transportation Committee Bobby Zavala, Military Affairs Committee Anthony Contente-Cuomo, Tempe Leadership Council Jennifer Burwell, Women in Business Council
We need you to Transform a Life! New Pathways for Youth is seeking 35 volunteer mentors to match with youth having experienced Adverse Childhood Experiences. These youth are committed to transforming their lives. They now need you to step up and join their journey. Will you be the one? Join us for a Mentor Introduction Session on Tuesday evenings at 6:15 p.m. and on the 2nd and 4th Thursday of each month at 7:30 a.m. at 1001 East Pierce Street, Phoenix. RSVP to info@npfy.org.
Your commitment is urgent. Transform a life today! Become a New Pathways Mentor! New Pathways for Youth is an evidenced based mentoring program that matches well-trained mentors with youth in need of a caring adult relationship. Mentors receiving coaching and support to guide their mentoring relationship in the life skills curriculum offered by New Pathways.
Transform a LIFE. Be a MENTOR. Te m p e C h a m b e r. o r g
T E M P E C H A M B E R A D VA N TA G E3
Events Update In the midst of the COVID-19 pandemic, the Tempe Chamber has made several adjustments to its programming to protect the health and safety of its members, staff and partners. Within just days of the stay-athome order, the Chamber committed to serve its members by taking committee meetings, monthly mixers, signature events and training webinars to online platforms. The 11th Annual State of the District was rescheduled from March 20th to a live broadcast event on May 22, 2020. By partnering with Phoenix-based Video West, the Chamber was able to use multiple-platform technology to bring Congressman Greg Stanton’s address live to its members and community. Thanks to the support of the Presenting Sponsor, FOX, the event was able to reach a broader audience and engage more sponsor involvement than the previous two years. The Tempe Chamber Annual Luncheon was also re-invented and held on the original date of June 26th, 2020. For this event, the title was converted to the 2020 State of the Chamber & Annual Awards. While delivering similar content as previous years, the Chamber was also able to invite nine award finalists
2020 State of the Chamber & Annual Awards
to the live studio audience, while the event was broadcast with the help of Video West. Thanks in large part to the presenting sponsor, Southwest Airlines, the Tempe Chamber was able to bring more than 350 attendees an interactive, live broadcast award ceremony. All award recipients were able to accept their honors live and all finalist and awardee videos were played during the broadcast.
The Tempe Chamber will continue live broadcast events through the fall of 2020, allowing sponsors and attendees the ability to engage in signature events and educational training from the safety of their home or work office. To learn more about the events and programs provided by the Tempe Chamber, visit www.tempechamber.org.
Tempe Chamber Joins National Initiative to Address Inequality of Opportunity The Tempe Chamber of Commerce announced it is partnering with the U.S. Chamber of Commerce on a national initiative to address inequality of opportunity. The Tempe Chamber participated in the U.S. Chamber’s national town hall event on June 25th, where business and community leaders from across the country discussed concrete actions that can be taken by government and the private sector to address inequality through education, employment, entrepreneurship and criminal justice reform. As a partner on this important initiative, the Tempe Chamber will host local and industry dialogues to further the discussion.
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“During this pivotal moment in our history, it is imperative that we bring community and business stakeholders together to collectively share perspectives and identify collaborative ways to bring about systemic change,” said Anne Gill, president and CEO of the Tempe Chamber of Commerce. “As Tempe business leaders, we have an opportunity to offer support and help remove barriers, so that we can generate equality in education, employment, entrepreneurship and criminal justice.” “The moral case for greater diversity, equity and inclusion in the workplace is indisputable, and there’s overwhelming evidence that greater diversity benefits the American economy,
businesses, communities and employees,” said U.S. Chamber President Suzanne Clark. “We are proud to partner with Tempe Chamber on this initiative and help develop a robust plan of action.” The work of this national initiative will build on the work already undertaken by Tempe Chamber to support equality initiatives in education and workforce development, public policy and business development.
VP of Marketing & Programs Receives Honor On June 30, 2020, Sukki Jahnke, CMP and vice president of Marketing and Programs for the Tempe Chamber received the 2019-2020 Planner of the Year Award from the Meeting Professionals Internationals MPI Arizona Sunbelt Chapter (MPI AZ). The Chapter Excellence Award “Recognizes an active planner member who has demonstrated leadership, delivers exceptional meetings and has made significant contributions to MPI, our Chapter and the meetings industry.” This year’s MPI Annual Gala and Awards program was a broadcast event due to the health and safety precautions of the COVID-19 pandemic. Jahnke, an MPI AZ member since 2014, served on the board of directors for the chapter from 2016 to 2020, with two years as director of Events and Fundraising and two years as director of Strategic Alliances. Prior to serving on the board, she served two years as a co-chair for the Community Outreach Committee. In the coming fiscal year, she will
serve as chair of CMP University, which is a six-month education program to help planners study for the Certified Meeting Professional (CMP) certification exam. “The honor of being named planner of the year is very humbling,” said Jahnke. “I’ve been serving this industry for years and never considered myself a professional planner until I was introduced to the MPI chapter when I moved to Arizona from Ohio. Being a part of MPI has inspired me to train for and earn my CMP certification and it’s my honor to pay it forward by helping other planners do the same.” In addition, Jahnke was named a finalist for the 2020 MPI Rise Awards in the Industry Leadership Category. MPI Rise Awards are a national honor that includes an extensive application and interview process. Award recipients and finalists will be recognized at MPI’s World Education Congress (WEC) in Dallas, Texas, in November.
Ken Blanchard College of Business | College of Education | College of Nursing | College of Arts & Sciences | College of Fine Arts & Production
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A R I Z O N A’ S P R I VAT E U N I V E R S I T Y S I N C E 1 9 4 9 Get started today! 855.287.0174 | www.gcu.edu/inbusiness Grand Canyon University is regionally accredited by the Higher Learning Commission of the North Central Association of Colleges and Schools. (800-621-7440; http://www.ncahlc.org/ ).
Te m p e C h a m b e r. o r g
T E M P E C H A M B E R A D VA N TA G E
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Signature Events
Board of Directors
Emerging Issues Forum: 2020 Sustainability Summit August 7th, 9:30 am – 11:00 am, Live Broadcast 2020 Women in Business Leadership Conference September 18th, 9:00 am – 11:00 am, Live Broadcast 2020 State of the City with Mayor Corey Woods October 30th, 8:00 am – 9:30 am, Marriott Phoenix Resort Tempe at the Buttes*
Tempe Chamber Staff Anne Gill, IOM, President & CEO president@tempechamber.org Sukki Jahnke, CMP, Vice President of Marketing & Programs sukki@tempechamber.org Erika Acorn, Vice President of Business Development erika@tempechamber.org Ayrianna Drayton, Marketing & Event Coordinator ayrianna@tempechamber.org Mark Tarabori, Membership Relations Specialist marktarabori@tempechamber.org
*Pending public health guidance. Please contact the Tempe Chamber of Commerce at events@tempechamber.org for more information.
Julie Flanigan, CPA, Director of Finance julieflanigan@tempechamber.org Tempe Chamber of Commerce P.O. Box 28500 • Tempe, AZ 85285 (480) 967-7891 • www.tempechamber.org
Board Chair: Chad Akin Incoming Chair: Raveen Arora Treasurer: Suzy Greenwood Vice-Chairs: Kyle McIntosh, Mark Holthaus, Megan Martin Immediate Past Chair: Jihan Cottrell Directors: John Bauer, Tom Binge, Sarah Clifford, Josh Diker, Jayashree Ganesan, Clark Landrum, Jennifer Midgett, Deborah Ostreicher, Rustyn Sherer, Joe Thiess Ex-Officios: Kate Borders, Andrew Ching, Robert Cox, Shereen Lerner, Joe Hughes, Brian McCartin Committee Chairs: Kate Borders, Andrew Ching, Robert Cox, Brian McCartin The Tempe Chamber of Commerce strengthens the local economy though networking, advocacy, professional development and influence. It regularly advocates for a favorable business climate through interactive public policy engagement and provides ongoing representation in government at local, state and federal levels.
CONNECT WITH THE TEMPE CHAMBER! JOIN US ON FACEBOOK /tempecc WATCH OUR VIDEOS /tempechamber
FOLLOW US ON TWITTER @tempechamber
FOLLOW US ON INSTAGRAM @tempechamber
FOLLOW US ON LINKEDIN /company/tempe-chamber-of-commerce Visit our website at www.tempechamber.org!
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Valley Business Organizations Are
Your Resource
PRESENTED BY
Supporting Our Business Community
We are living in uncertain times. The future is hard to predict. All businesses are suffering — national, local, nonprofit and for-profit. The Arizona Community Foundation, along with all our donors and partners, has been busier than at any time in our history since we opened our doors 41 years ago. We responded to COVID-19 with the speed you would expect from us. We distributed more than 800 immediate relief grants to nonprofits across the state in just over 10 weeks. Together with our donors, we distributed more than $12.6 million to nonprofits. Nonprofits that worked tirelessly to support the needs of the community by providing food, personal protective equipment, daycare services, eldercare support and many other necessary services during this time of need. Now, ACF is pivoting to support the local business community in a new way. By working with cities and municipalities, we are distributing financial support through small-business relief grant programs. The City of Phoenix, the Phoenix IDA, Maricopa County, the City of Yuma and others are all working expeditiously to provide support to hundreds of small businesses as they experience loss of revenue following months of closure and other unforeseen factors. These programs are essential to provide short-term financial support during this uncertain recovery. Now, more than ever, we all need to support local businesses. Their success relies upon our active help during these unprecedented times. We can help keep people employed, help rebuild our economy, help provide the services our community needs, and help each other as we weather this storm together. We are stronger because of our collaboration. To all of the businesses struggling right now, we honor your commitment and we are devoted to supporting your comeback. With that in mind, we are pleased to sponsor this “Get Back In Business” guide to the many organizations dedicated to furthering the success of businesses throughout our community.
Steve Seleznow President and CEO Arizona Community Foundation
Get Back In Business!
Valley Business Organizations are Your Resource Our business community has always proven to remain strong during the toughest times. The Great Recession hurt, but we bounced back and were seen as one of the “hot-spots” worldwide before the coronavirus pandemic struck. In an effort to promote and strengthen businesses throughout Greater Phoenix, In Business Magazine is showcasing the top business organizations whose mission is to serve the businesspeople of the Valley to empower resources, opportunity, expertise and more. We present this “Get Back In Business: A Guide to Valley Business Organizations” as a tool to inform our readers about the many diverse and worthy groups offering more during this time. We asked each of them to provide information to our prompt: “Due to COVID-19, we want our business community to know …” so that our readers would get a sense of where these groups are pivoting and how they can help during this great time of uncertainty. We asked them to
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provide information on membership rates and the top five services they provide. We hope this information will be helpful to you, and please pass this along. This section, along with all of our COVID-19 content, is free to access. Please visit our website (inbuisnessphx.com) as well for much more on COVID-19 and thousands of articles — all meant to help you grow your business. We look forward to remaining your strongest partner in business. One of the ways we can do that starts with you letting us know what you think, what stories you want to see, and staying in close communications with us so that we can truly be relevant to building a better business for you and a stronger overall business community in the Valley and beyond.
INBUSINESSPHX.COM
Alliance of Arizona Nonprofits The Alliance is the unifying voice of the nonprofit sector in Arizona and the only statewide association dedicated to serving its needs. We do this through advocacy, education, information, connection and resources tailored specifically for nonprofits and their staff, board and volunteers.
TOP SERVICES PROVIDED: advocacy, professional networking, business education/training, cost savings benefits, fundraising resources Member Basic Price to join: $85–$1,000 (based on annual revenue) Due to COVID-19, we want our business community to know: The Alliance continues to be a centralized source of information for all Arizona nonprofits during the pandemic by providing federal loan resources, timely education and needed advocacy for the sector.
ABOUT ALLIANCE OF ARIZONA NONPROFITS Head of Organization: Kristen Merrifield, Chief Executive Officer Category of Organization: Association Year Founded in the Valley: 2004 Headquartered: Phoenix, Arizona Address: 333 E. Osborn Rd., Suite 245, Phoenix, AZ 85012 Phone: (602) 279-2966 Website: arizonanonprofits.org
Arizona Chamber of Commerce and Industry The Arizona Chamber of Commerce and Industry is the leading statewide business advocate at the Arizona Capitol and with the Arizona congressional delegation. Our Chamber has a diverse membership that employs 250,000 Arizonans in all business sectors from manufacturing to services and includes small, medium, and large employers.
TOP SERVICES PROVIDED: public policy, advocacy, networking, communications services Member Basic Price to join: $965 Due to COVID-19, we want our business community to know: Our Chamber’s policy and advocacy work in support of Arizona’s business community continues now more than ever as businesses weather these unprecedented times.
ABOUT ARIZONA CHAMBER Head of Organization: Glenn Hamer, President and CEO Category of Organization: Chamber of Commerce Year Founded in the Valley: 1974 Headquartered: Phoenix, Arizona Address: 3200 N. Central Ave., Suite 1125, Phoenix, AZ 85012 Phone: (602) 248-9172 Website: azchamber.com
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Arizona Commerce Authority The Arizona Commerce Authority is the state’s leading economic development organization with a streamlined mission to grow and strengthen Arizona’s economy. The ACA uses a three-pronged approach to advance the overall economy: attract, expand, create — attract out-of-state companies to establish operations in Arizona; work with existing companies to expand their business in Arizona and beyond; and help entrepreneurs create new Arizona businesses in targeted industries. For more information, please visit azcommerce.com and follow the ACA on Twitter @azcommerce.
TOP SERVICES PROVIDED: custom site selection, entrepreneurial programming, small-business services, workforce development, market and economic research Due to COVID-19, we want our business community to know: The Arizona Commerce Authority is committed to providing resources and programming to help small businesses statewide navigate the pandemic.
ABOUT ARIZONA COMMERCE AUTHORITY Head of Organization: Sandra Watson, President and CEO Category of Organization: Statewide Economic Development Organization Year Founded in the Valley: 2011 Headquartered: Phoenix, Arizona Address: 100 N. 7th Ave., Suite 400, Phoenix, AZ 85007 Phone: (602) 845-1200 Website: azcommerce.com
Arizona Lodging and Tourism Association The Arizona Lodging and Tourism Association is the leading statewide public policy organization advocating for Arizona’s hospitality, sports, lodging and tourism industry. AzLTA is focused on advocacy, collaboration and education to increase awareness of the industry’s impact in Arizona.
TOP SERVICES PROVIDED: advocacy, education and scholarship offerings, legal support, networking and marketing opportunities Member Basic Price to join: Allied: $350 per year; Corporate: $500 per year; Tourism: $350– $10,000 per year (varies on company budget); Lodging: $325 base rate + $11.25 per room (for hotels 50+ rooms) Due to COVID-19, we want our business community to know: AzLTA is focused on helping the tourism industry navigate the challenges caused by the COVID-19 pandemic and help the industry recover stronger than ever.
ABOUT ARIZONA LODGING AND TOURISM Head of Organization: Kim Sabow, President and CEO Category of Organization: Association Year Founded in the Valley: 1938 Headquartered: Phoenix, Arizona Address: 1240 E. Missouri Ave., Phoenix, AZ 85014 Phone: (602) 604-0729 Website: azlta.com
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Arizona Small Business Association To foster and empower a thriving Arizona smallbusiness community by offering relevant, dynamic and innovative resources and the highest level of advocacy as THE VOICE of small business in Arizona.
TOP SERVICES PROVIDED: membership, events, advocacy, business education, discounted benefits Due to COVID-19, we want our business community to know: Due to COVID-19, we want our business community to know that we are dedicated to helping small businesses in need of guidance and resources during this pandemic.
ABOUT ASBA Head of Organization: Jess Roman, Chief Executive Officer Category of Organization: Association Year Founded in the Valley: 1973 Headquartered: Phoenix, Arizona Address: 11811 N. Tatum Blvd., Suite P-195, Phoenix, AZ 85028 Phone: (602) 306-4000 Website: asba.com
Arizona Technology Council The Arizona Technology Council fosters a climate of innovation to enhance technology in Arizona. A trusted resource in strengthening Arizona’s technology industry, the Council proactively eliminates impediments that companies face, accelerates the entrepreneurial mindset in the state’s expanding innovation ecosystem, and works to create a destination for companies to be, thrive and stay.
TOP SERVICES PROVIDED: public policy and advocacy, business and tech leadership, building a tech ecosystem, signature tech events and networking, STEM education programs Member Basic Price to join: $380 Due to COVID-19, we want our business community to know: Despite the impact of COVID-19, the Arizona Technology Council continues to work tirelessly to foster innovation; support the development, growth and advancement of science- and tech-driven companies in Arizona; advocate for tech companies and tech-friendly regulations at the Legislature; as well as provide opportunities, member discounts and health insurance plans specifically for small businesses and startup companies.
ABOUT ARIZONA TECHNOLOGY COUNCIL Head of Organization: Steve Zylstra, President and CEO Category of Organization: Trade Organization Year Founded in the Valley: 2002 Headquartered: Phoenix, Arizona Address: 2800 N. Central Ave., Suite 1530, Phoenix, AZ 85004 Phone: (602) 343-8324 Website: aztechcouncil.org
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Better Business Bureau Serving the Pacific Southwest BBB Serving the Pacific Southwest covers Greater Arizona and Southern California with key campuses in Phoenix, Lake Havasu City, Prescott, Yuma, San Diego and Newport Beach. BBB provides objective expertise and educational programs on topics affecting marketplace trust.
TOP SERVICES PROVIDED: accreditation, business and consumer assistance, dispute resolution, scam reporting, business profiles, ratings Due to COVID-19, we want our business community to know: BBB Serving the Pacific Southwest is committed to supporting the resilient business community with grants, resources and tools to help businesses navigate through trying times.
ABOUT BBB Head of Organization: Matthew Fehling, President and CEO Category of Organization: Trade Association, Nonprofit Year Founded in the Valley: 1938 Headquartered: Phoenix, Arizona Address: 1010 E. Missouri Ave., Phoenix, AZ 85014 Phone: (877) 291-6222 Website: bbb.org
Compass CBS We train your team to develop leadership skills to create better work cultures, accomplish goals to keep your company on track, and create strategies to work more productively and beyond. We grow your business by growing your people.
TOP SERVICES PROVIDED: leadership courses, Microsoft training, data analysis skills, curriculum development, executive consulting Due to COVID-19, we want our business community to know: The workplace of the 21st century has evolved, and we help develop professionals into highly synergized, organized and focused leaders of today.
ABOUT COMPASS CBS Head of Organization: Edgar R. Olivo, Chief Learning Officer Category of Organization: Professional Development Year Founded in the Valley: 2011 Headquartered: Scottsdale,, Arizona Address: P.O. Box 27767, Scottsdale, AZ 85255 Phone: 602-759-0553 Website: www.compasscbs.com
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Eliances
The only place “Where Entrepreneurs Align,”™ Eliances is a unique opportunity to meet and build deep relationships with high-performing entrepreneurs, inventors, investors, CEOs, athletes, founders, celebrities, politicians, billionaires, millionaires and startups. We are a community unlike any other.
TOP SERVICES PROVIDED: resources, mentorship, leadership, community, collaboration Due to COVID-19, we want our business community to know: Commerce is taking place NOW at Eliances in which the feedback we hear from those involved in the community has been incredibly overwhelming with the amount of deals being done between members since all experiences are now 100 percent virtual.
ABOUT ELIANCES Head of Organization: David Cogan, Founder and Managing Partner Category of Organization: Entrepreneur Community Year Founded in the Valley: 2013 Headquartered: Scottsdale, Arizona Address: 14300 N. Northsight Blvd., Suite 224, Scottsdale, AZ 85260 Phone: (602) 730-4414 Website: eliances.com
Enterprise Bank & Trust’s Enterprise University Enterprise University courses are taught by experts and practicing professionals in their respective fields. Instructors will challenge and energize you with information and skills you can put to work immediately. These workshops cover best practices and trending topics in finance, management and leadership, sales and marketing, human resources and information technologies.
TOP SERVICES PROVIDED: networking, business education, practical application, career advancement Member Basic Price to join: No cost to attend Due to COVID-19, we want our business community to know: This semester, to help minimize exposure to COVID-19, we’ve taken our courses online to a webinar format. It’s a chance for us — and you — to utilize webinar technology and still deliver great content from an outstanding slate of presenters.
ABOUT ENTERPRISE UNIVERSITY Head of Organization: Gabrielle Costales, events manager, Enterprise University Jim Lally, President and CEO of Enterprise Financial Services Corp Category of Organization: Business Workshops Year Founded in the Valley: 2013 Headquartered: Clayton, Missouri Website: enterprisebank.com/eu
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Gilbert Chamber of Commerce Since 1978, the Gilbert Chamber of Commerce has proactively served as the business advocate to strengthen the business climate in Gilbert. The Chamber serves as a catalyst for growth within the local business community.
TOP SERVICES PROVIDED: advocacy, public policy, business growth, leadership training, networking Member Basic Price to join: $520 Due to COVID-19, we want our business community to know: Our community is united, and we are the pro-business resource.
ABOUT GILBERT CHAMBER OF COMMERCE Head of Organization: Sarah Watts, President and CEO Category of Organization: Chamber of Commerce Year Founded in the Valley: 1978 Headquartered: Gilbert, Arizona Address: 119 N. Gilbert Rd., Gilbert, AZ 85299-0527 Phone: (480) 926-6020 Website: gilbertaz.com
Glendale Chamber of Commerce The Glendale Chamber is a private, nonprofit, membership-driven organization of nearly 1,400 business enterprises, civic organizations, educational institutions and individuals. Our mission is to provide leadership, create a prosperous regional economy and advocate for our members and the business community.
TOP SERVICES PROVIDED: educational webinars, cost saving benefits, public policy, inclusive e-newsletters, networking virtual events Member Basic Price to join: $395 Due to COVID-19, we want our business community to know: The Glendale Chamber of Commerce remains committed to providing reputable and knowledgeable resources to business community.
ABOUT GLENDALE CHAMBER Head of Organization: Robert Heidt, President and CEO Category of Organization: Chamber of Commerce Year Founded in the Valley: 1919 Headquartered: Glendale, Arizona Address: 5800 W. Glenn Dr., Suite 275, Glendale, AZ Phone: (623) 937-4754 Website: glendaleazchamber.org
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Global Chamber
We’re a growing virtual community of CEOs, executives and leaders in metro Phoenix and 525 regions around the world — everywhere! We provide new clients, partners, projects and resources through a database of 40 million trusted connections via warm introductions, AI match-making, training and events.
TOP SERVICES PROVIDED: AI matchmaking; warm introductions; exposure regionally, nationally and globally; education and training; business recognition Member Basic Price to join: Individual: $125 per year; Company: $500-$5000 per year, depending on size Due to COVID-19, we want our business community to know: We’re open and definitely NOT cancelled — more active than ever before connecting our members to new clients and opportunities around the region, nation and world in order for them to create success in this new normal.
ABOUT GLENDALE CHAMBER Head of Organization: Doug Bruhnke, Founder and CEO Category of Organization: Chamber of Commerce Year Founded in the Valley: 2014 Headquartered: Scottsdale, Arizona Address: 4400 N. Scottsdale Rd., Suite 9-852, Scottsdale, AZ 85251 Phone: (480) 595-5000 Website: globalchamber.org
Greater Phoenix Chamber The Greater Phoenix Chamber is Arizona’s largest chamber and leading business organization. Through service to a broad, diverse membership base, the Chamber steadfastly serves as the voice of business and a champion of growth.
TOP SERVICES PROVIDED: public policy, economic development, professional development, workforce solutions, business connections Due to COVID-19, we want our business community to know: The Greater Phoenix Chamber is committed to taking care of your business with timely educational programming, virtual connections, and public policy that supports a pro-business environment in Arizona.
ABOUT GREATER PHOENIX CHAMBER Head of Organization: Todd Sanders, President & CEO Category of Organization: Chamber of Commerce Year Founded in the Valley: 1888 Headquartered: Phoenix, Arizona Address: 201 N. Central Ave., Ste. 2700, Phoenix, AZ 85004 Phone: (602) 495-2195 Website: www.phoenixchamber.com
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Greater Phoenix Economic Council (GPEC) Our mission is to attract and grow quality businesses, and advocate for Greater Phoenix’s competitiveness. As the regional economic development organization, GPEC works with 22 member communities, Maricopa County and more than 160 private investors to accomplish its mission and serve as a strategic partner to companies across the world as they expand or relocate.
TOP SERVICES PROVIDED: operational cost comparison, regional labor market data, site selection assistance, international support and connectivity to key resources, research and reports Member Basic Price to join: gpec.org/about-us/investor-levels Due to COVID-19, we want our business community to know: Our mission is to attract and grow quality businesses and advocate for Greater Phoenix’s competitiveness. We’re focused on supporting small businesses, but also securing capital investment to create jobs that will help get our economy back on track.
ABOUT GPEC Head of Organization: Chris Camacho, President and CEO Category of Organization: Economic Development Organization Year Founded in the Valley: 1989 Headquartered: Phoenix, Arizona Address: 2 N. Central Ave., Suite 2500, Phoenix, Arizona 85004 Phone: (602) 256-7700 Website: gpec.org
Greater Phoenix Equality Chamber of Commerce Progressive small-business owners seeking opportunities to expand their circles of influence, develop referrals and increase revenue find the GPECC to be a catalyst for success. Our education and events provide an inclusive platform with an atmosphere of acceptance and equality.
TOP SERVICES PROVIDED: networking, business education, advocacy for the LGBTQ+ community, political advocacy for the business community, job board Member Basic Price to join: $175 Due to COVID-19, we want our business community to know: Our events are being held virtually and we continue to communicate through our website, social media and email.
ABOUT GPECC Head of Organization: Felicia Butts, Board Chair Category of Organization: Chamber of Commerce Year Founded in the Valley: 1980 Headquartered: Phoenix, Arizona Address: 1101 N. Central Ave., Suite 108, Phoenix, AZ 85004 Phone: (480) 648-9423 Website: phoenixequalitychamber.org
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Greater Phoenix Leadership Greater Phoenix Leadership is the leading alliance of Arizona CEOs working together to improve the region’s overall quality of life at the intersection of the business, government, philanthropic and education sectors.
TOP SERVICES PROVIDED: community leadership, public policy, advocacy, philanthropy, economic growth Due to COVID-19, we want our business community to know: The Greater Phoenix CEO community is working diligently to navigate and respond to the unique challenges associated with this pandemic for the economic and public health benefits of our community.
ABOUT LOCAL FIRST ARIZONA Head of Organization: Neil Giuliano, President and CEO Michael Bidwill, Chairman of the Board Category of Organization: CEO Consortium Year Founded in the Valley: 1975 (as Phoenix 40) Headquartered: Phoenix, Arizona Address: 400 E. Van Buren St., Suite 555, Phoenix, AZ 85004 Phone: (602) 229-8605 Website: gplinc.org
Local First Arizona Local First Arizona is a coalition of more than 3,000 locally owned businesses working to build a more diverse and resilient Arizona economy.
TOP SERVICES PROVIDED: business education and resources, advocacy, networking, personalized consulting, marketing opportunities Due to COVID-19, we want our business community to know: We are working day in and day out to provide critical resources to Arizona’s small-business community — to navigate uncertain times — and we are committed to ensuring every single one of them is here tomorrow.
ABOUT LOCAL FIRST ARIZONA Head of Organization: Kimber Lanning, Founder Thomas Barr, Executive Director Category of Organization: Nonprofit Year Founded in the Valley: 2003 Headquartered: Phoenix, Arizona Address: 407 E. Roosevelt St., Phoenix, AZ 85004 Phone: (602) 956-0909 Website: localfirstaz.com
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Mesa Chamber of Commerce The Mesa Chamber of Commerce is the recognized resource and celebrated leader for the Mesa business community. The Mesa Chamber of Commerce exists to improve, promote and advocate for businesses in Mesa.
TOP SERVICES PROVIDED: advocacy, networking, public policy, specialized committee work, community connections Member Basic Price to join: Starts at $420 Due to COVID-19, we want our business community to know: The Mesa Chamber of Commerce continues to stay true to our mission and vision during the pandemic and support our community with creative programming, active engagement of opportunities and continuous education.
ABOUT MESA CHAMBER Head of Organization: Sally Harrison, President and CEO Category of Organization: Chamber of Commerce Year Founded in the Valley: 1895 Headquartered: Mesa, Arizona Address: 165 N. Centennial Way, Suite 208, Mesa, AZ 85201 Phone: (480) 969-1307 Website: www.mesachamber.org
National Association of Women Business Owners Phoenix TOP SERVICES PROVIDED: meaningful connections, growth resources, business education,
NAWBO propels women entrepreneurs into economic, social and political spheres of power worldwide. Come grow with NAWBO.
women business advocacy, female entrepreneur empowerment Member Basic Price to join: $29.95 per month
Due to COVID-19, we want our business community to know: NAWBO members have never missed a beat, coming together immediately to offer virtual programming, COVID-19 resources and support as we navigate these rapidly changing times. NAWBO is a fierce advocate for all our women business owners and we exist to ensure that you thrive, no matter the obstacles.
ABOUT NAWBO — PHOENIX Head of Organization: Jean Briese, President Category of Organization: Association Year Founded in the Valley: 1985 Headquartered: Washington, D.C. Address: 4677 S. Lakeshore Dr., Suite 1 Tempe, AZ 85282 Phone: (480) 289-5768 Website: nawbophx.org
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National Federation of Independent Business NFIB is the voice of small business, advocating on behalf of small and independent business owners. The NFIB membership is a reflection of American small business and spans the spectrum of business operations, ranging from sole proprietor enterprises to firms with hundreds of employees.
TOP SERVICES PROVIDED: advocacy (state & federal) plus benefits and resources for the independent business owner Member Basic Price to join: Recommended investment is based on business size. Minimum dues are $195. Due to COVID-19, we want our business community to know: NFIB is advocating to secure financial assistance, create strong liability protections, provide targeted tax relief, and reform unemployment insurance for small-business owners.
ABOUT NFIB Head of Organization: Chad Heinrich, State Director Category of Organization: Association Year Founded in the Valley: 1943 (national) Headquartered: Nashville, Tennessee Address: 24 W. Camelback Rd., Suite A252, Phoenix, AZ 85013 Phone: (602) 263-7690 Website : nfib.com/az
Phoenix Metro Chamber of Commerce PMCC helps its members make the citywide connections that simultaneously grow their business and our community through business education, business networking and community support.
TOP SERVICES PROVIDED: networking (virtual and live), empowerment, discounts on products and services to members, business expos and conferences, marketing training Due to COVID-19, we want our business community to know: We are in this together and the Chamber is here to support you.
ABOUT PHOENIX METRO CHAMBER Head of Organization: Jack DuChene, Facilitator Category of Organization: Chamber of Commerce Year Founded in the Valley: 2014 Headquartered: Paradise Valley, Arizona Address: 4550 E. Cactus Rd, Suite 330, Phoenix, AZ 85032 Phone: (480) 664-0077 Website: phoenixmetrochamber.com
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Scottsdale Area Chamber of Commerce The Scottsdale Chamber is the leading organization dedicated to serving Scottsdale, regional businesses and community prosperity through advocacy and education.
TOP SERVICES PROVIDED: advocacy, connection, visibility, education, workforce Member Basic Price to join: Basic: $410; Classic: $625; Advantage Level: $1575; Partner Council 100: $5000 annually Due to COVID-19, we want our business community to know: As we continue to take action to address the impacts of the COVID-19 outbreak, we want to assure you that the Scottsdale Chamber is working alongside you to identify and respond to the effects this will have on our business community.
ABOUT SCOTTSDALE AREA CHAMBER Head of Organization: Mark Stanton, President and CEO Category of Organization: Chamber of Commerce, Nonprofit Year Founded in the Valley: 1947 Headquartered: Scottsdale, Arizona Address: 7501 E. McCormick Pkwy., Suite 202N, Scottsdale, AZ 85050 Phone: (480) 355-2700 Website: scottsdalechamber.com
Tempe Chamber of Commerce The Tempe Chamber of Commerce represents nearly 600 businesses with more than 70,000 employees. For more than a century, the Tempe Chamber has been dedicated to sustaining Tempe’s quality of life and keeping our community and economy vibrant.
TOP SERVICES PROVIDED: advocacy, connection, visibility, education, workforce Due to COVID-19, we want our business community to know: We are laser-focused on the economic recovery of our community and advocating on behalf of our businesses.
ABOUT TEMPE CHAMBER OF COMMERCE Head of Organization: Anne Gill, IOM, President and CEO Category of Organization: Chamber of Commerce Year Founded in the Valley: 1908 Headquartered: Tempe, Arizona Address: 1438 W. Broadway Rd., Suite 213, Tempe, AZ 85283 Phone: (480) 967-7891 Website: tempechamber.org
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West Valley Women Networking Association We are in our 15th year of fostering business connections, networking opportunities and friendships for women in the community. Visit our Facebook page for updates, Facebook.com/ WestValleyWomen.
TOP SERVICES PROVIDED: networking, business coaching Member Basic Price to join: Individual: $105; Business: $225 Due to COVID-19, we want our business community to know: West Valley Women is committed to providing women in the community quality opportunities to connect, engage and share via our virtual events.
ABOUT WEST VALLEY WOMEN Head of Organization: Lisa E. Platt, Chief Connections Officer Category of Organization: Association Year Founded in the Valley: 2005 Headquartered: Phoenix, Arizona Address: P.O. Box 44911, Phoenix, AZ 85064 Phone: (602) 573-7496 Website: westvalleywomen.org
WESTMARC
WESTMARC — the Western Maricopa Coalition — is a public-private partnership of the 15 communities, the business community and the educational sector in the West Valley of the Greater Phoenix region. Through WESTMARC members’ connections, collaboration and action, this region is now home to 1.7 million residents, a thriving business community, abundance of education options, and world-class sports and entertainment amenities.
TOP SERVICES PROVIDED: change enhancing economic development to enhancing economic development connections and business opportunities. Member Basic Price to join: Levels range from $1,500 - $25,000. Due to COVID-19, we want our business community to know: WESTMARC launched a new program — West Valley: Open for Business Virtual Tours. This is intended to keep active construction projects in the forefront. With a targeted audience of brokers and developers, we’re featuring projects that will provide imminent employment, entertainment and housing opportunities for West Valley residents.
ABOUT WESTMARC Head of Organization: Sintra Hoffman, President and CEO Category of Organization: Public-Private Partnership Year Founded in the Valley: 1990 Headquartered: Glendale, Arizona Address: 6751 N. Sunset Blvd., Suite 210, Glendale, AZ 85305 Phone: (623) 435-0431 Website: westmarc.org
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Akin, Chad, 45
Cunningham, Lawrence A., 66
Jontes, Ginny, 12
Roman, Jess, 53
Ashe, Cecilia, 44
DiGiuseppe, Teresa, 10
Julianelle, Tony, 17
Sabow, Kim, 52
Bet-David, Patrick, 33
Donohue, Mark, 14
Kelly, Erin L., 38
Sahin, Nicole, 13
Bidwill, Michael, 59
DuChene, Jack, 61
Kremer, Curt, 18
Sanders, Todd, 57
Blaney, Robert J., 9, 26
Fehling, Matthew, 54
La Fever, Todd, 11
Seriale, Joe, 42
Bonanno, Michael, 14
Garner, Don, 26
Lanning, Kimber, 59
Serignese, Alissa, 44
Briese, Jean, 60
Geryol, Rochelle, 43
Lundsten, Derek, 14
Shelton, Colin, 22
Brigham, Brad, 10
Gill, Anne, 62
Mahoney, Devin, 17
Shepard, Kim, 27
Brown, Brené, 37
Giuliano, Neil, 59
Mangia, Keren, 33
Silver, Sara, 32
Bruhnke, Doug, 57
Hamel, Gary, 33
Merrifield, Kristen, 51
Stanton, Mark, 62
Burwell, Jennifer, 44
Hamer, Glenn, 51
Miller, Eric, 30
Timpani, Ryan, 18
Butts, Felicia, 58
Hanover, Greg, 12
Moen, Phyllis, 38
Touché, Charles A., 27
Cagan, David, 55
Harrison, Sally, 60
Mosley, Rebecca, 29
Watson, Sandra, 52
Camacho, Chris, 58
Heidt, Robert, 56
Olivo, Edgar R., 16, 54
Watts, Sarah, 56
Canesin, Fabio, 22
Heinrich, Chad, 61
Pérez, Alejandro, 36
White, Jim, Ph.D., 34
Chasse, Barry, 43
Hoffman, Sintra, 63
Pierik, Martijn, 29
Wittenberg, Ron, 17
Clark, Heather, 10
Holden, Helen, 29
Platt, Lisa E., 63
Zanini, Michele, 33
Coen, Joel, 11
Hopley, Greg, 17
Reece, Cathy L., 28
Zauner, Erika, 20
Costales, Gabrielle, 55
Jahnke, Sukki, 47
Rogers, Eileen, 37
Zylstra, Steve, 53
Alerus, 7
Cigna, 27
Growers Custom Equipment, 34
OptumCare, 3
Alliance Bank of Arizona, 26
Colliers International in Arizona, 17
HealthKick, 20
Alliance of Arizona Nonprofits, 51
Commit Agency, 11
Heidi’s Village, 12
Phoenix Analysis & Design Technologies (PADT), 30
Arizona Chamber of Commerce and Industry, 51
Compass CBS Foundation, 16
iSolved, 11
Compass CBS, 16, 54
Jaburg Wilk, 36
Credly, 11
Jive, 8
Divvy, 6
JLL, 18, 19
DPMG Glaveston, 17
Joe’s Diner, 42
Eliances, 55
Joint Chiropractic, The, 10
Enterprise Bank & Trust Enterprise University, 55
Kiterocket, 29, 67
Scottsdale Area Chamber of Commerce, 62
Landings Credit Union, 44
Silverware, Inc., 32
LGE Design Build, 17
SipScience, 11
LifeGuides, 14
Sloan School of Management (MIT), 38
Liveops, 12
Snell & Wilmer, 35
Local First Arizona, 59
Spencer Fane, 29
Lovitt & Touché, 27
State Farm Mutual Automobile Insurance Company, 45
Arizona Commerce Authority, 2, 52, 68 Arizona Community Foundation, 64 Arizona Lodging & Tourism Association, 52 Arizona Small Business Association, 53 Arizona State University Alumni Association, 44
Equality Health, 5
Arizona Technology Council, 53
Fennemore Craig, 28
Atlas Real Estate, 17
First Bank, 8
Better Business Bureau Serving the Pacific Southwest, 54
FSW Funding, 5
Bevi, 40
George Washington University, 66
BMO Harris Bank, 39 BOK Financial, 41 Bottle Rocket, 22 Boulders on Broadway, 43 BW Pro, 17 Cake, 23 Canopy by Hilton, 18 Cawley Architects, 12 Chasse Building Team, 12, 43
George Oliver, 18 Gilbert Chamber of Commerce, 56 Glendale Chamber of Commerce, 56 Global Chamber, 57 Globalization Partners, 13 Grand Canyon University, 47 Greater Phoenix Chamber, 57 Greater Phoenix Economic Council, 58 Greater Phoenix Equality Chamber of Commerce, 58 Greater Phoenix Leadership, 59
In each issue of In Business Magazine, we list both companies and indivuduals for quick reference. See the stories for links to more.
MAC6, 44 Mercedes-Benz, 40 Mesa Chamber of Commerce, 60 Miller Global Properties, 18 Nash, 22 National Association of Women Business Owners Phoenix, 60
Phoenix Metro Chamber of Commerce, 61 Pomchies, 10 Quarles & Brady, 15 Risk Assessment Group, 10 Ryan Companies, 18
Tempe Chamber of Commerce, 43, 62 U.S. Small Business Administration, Arizona District, 9, 26 UnitedHealthcare, 21 University of Minnesota, 38 US Dental Triage, 14
National Federation of Independent Business, 61
Walton, 17
New Pathways for Youth, 45
WESTMARC, 63
West Valley Women, 63
One Creative View, 37
Bold listings are advertisers supporting this issue of In Business Magazine.
AUG 65 2020 INBUSINESSPHX.COM
A CANDID FORUM
BY
The Value of Shareholder Letters They can be a screen for prospective investments by Lawrence Cunningham
Lawrence A. Cunningham is a business law professor and consultant based in New York City and Washington D.C. His acclaimed books include The Essays of Warren Buffett and Berkshire Beyond Buffett, both of which Buffett has designated for sale inside the Berkshire Annual Meeting. A member of the George Washington University faculty, Cunningham is the founding director of GW in New York, an intensive training program for aspiring Wall Street lawyers.
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Letters to corporate shareholders contain some of the best writing on business. These communications can be particularly valuable for investors probing for high-quality companies and managers. They are of general value for their insights on business and economics. Shareholder letters have an interesting history. Through the 1970s, shareholder letters consisted, as a rule, of short, business-like reports of a company’s annual financial results and position. In the 1980s, some executives added perspective on the company’s broader philosophy as well as business environment. In the vanguard with Warren Buffett were Coca-Cola’s Roberto Goizueta from 1984 and Fairfax Financial’s Prem Watsa from 1986. Others began to hit their stride a decade into writing the missives, such as Ian Cumming and Joe Steinberg from 1987 at Leucadia National. By 2013, when the duo wrote their last dispatch, The New York Times was tempted to suggest that shareholder letters might even be “a literary genre.” The Times noted that those letters of Berkshire and Leucadia “are eagerly consumed not only by shareholders but also by interested observers.” Over those decades, many shareholder letters remained limited in scope, while others roamed even more broadly across landscapes from business strategy to public policy. Exemplars span from General Electric’s Jack Welch dating to the 1980s, Disney’s Mike Eisner from the 1990s, and JPMorgan Chase’s Jamie Dimon today. As more managers took the medium of the shareholder letter seriously, they conveyed a sense of their corporate culture, helping to draw shareholders who agreed with it and discourage others. Some writers became famous for their candor and clarity while others — think Ken Lay of Enron — for opacity or mendacity. After Buffett’s letters came to be seen as iconic mainstream business writing, a dozen other CEOs began to write letters in the same tradition of attracting quality shareholders. Some are clearly and closely patterned on the Buffett approach, especially those of Don Graham of Washington Post Company and Tom Gayner and colleagues of Markel Corporation. Others are clearly part of the tradition, though coming from a notably
Over past five decades, many shareholder letters remained limited in scope, while others roamed even more broadly across landscapes from business strategy to public policy.
different pedigree, such as Jeff Bezos of Amazon and the Tisch family of Loews Corporation. In recent years, shareholder letters have become a subject of widening interest. One researcher read 3,000 of them covering a single year; another opened a consultancy to advise writers on important elements such as candor and clarity; and several observers have compiled selective lists to highlight particularly worthy letters. Almost all lists of great shareholder letters are led by Warren Buffett of Berkshire Hathaway, and other author-companies presented in my book Dear Shareholder appear often, too. Beyond that, however, consensus dissipates, except in noting that high-quality shareholder letters are like diamonds: limited in number, but hugely valuable. While a few dozen CEOs have drawn newfound appreciation for outstanding shareholder letters, the medium remains underutilized. Among those that are readily accessible, analysts who have read large samplings attest that only a handful are worth reading — fewer than 3 percent by one estimate. As for authorship, shareholder letters are most often signed by a company’s chairman, chief executive officer or president. In some cases, they are jointly authored by a few executive leaders. In recent years, some corporate boards have opted to generate a separate letter to shareholders offering the director’s perspective. In all cases, letters undergo an editorial process involving expert professional review for substance and style. Some writers enlist a formal investor relations department, many circulate drafts to colleagues and board members, and others rely upon trusted friends or advisers with good writing skills. While most of the process is hidden from public view, readers readily distinguish between authentic authorship and ghostwriting. Shareholders looking for long-term, quality investments use shareholder letters as a screen for prospective investments, in addition to applying more typical analytical filters. Students of shareholder letters rightly detect a correlation between quality letters and quality operations. That’s true of those included in Dear Shareholder: a portfolio of the companies featured in this book under the tenure of the featured executives would have vastly outperformed any comparable index.
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