December 2023 Issue of In Business Magazine by InMedia

DEC. 2023

New ‘Joint Employment’ Rule Broadens Franchisor Responsibilities

S R E D A E L P TO

Va f o t s i Our L

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ing k a M ho Are

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Healthcare Benefits Help Recruit and Retain Employees Secrets for Mastering Executive Presentations Deaf Employees: Headaches or Eagle-Eyed Excellence? This Month’s Guest Editor

Pam Kehaly

Blue Cross Blue Shield of Arizona

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FEATURES

Mastering Executive Presentations: Unveiling the Secrets

Kasper Vardup shares tips for crafting a winning presentation. GUEST COLUMNISTS

Wilde Wealth Management Group: Elevating Corporate Citizenship for Lasting Impact This month spotlighting Wilde Wealth Management Group, Tyler Butler’s series explores the myriad ways businesses give back and the positive ways their programs impact our community.

Silicon Desert: Lab of the Future In this recurring feature from global design and architecture firm Gensler, Jay Silverberg and Benjamin Ayers describe the “lab of the future” and facilitating growth of a new “science village.”

50 COVER STORY

19 Top Leaders of 2023

Leaders who are making a real difference across a variety established sectors within our business community answer some hard-hitting questions to give us a sense of what they see for 2024.

DEPARTMENTS

Guest Editor

David Slepak explores affordable benefits that will keep a business competitive.

Healthcare

Feedback

Dr. Joel Martin, Jerry Rose and Eivan Shahara respond to In Business Magazine’s burning business question of the month: What economic trends do you expect will impact your business in 2024?

Briefs

“Why Community Events Are Integral to Good Business,” “Dailies Top Stories,” “Local Standouts Recognized for Achievements and Philanthropy,” “Coffee Badging: The Latest Hybrid Work Trend” and “Recruitment Franchise Builds Territory in Greater Phoenix”

By the Numbers

Data regarding the future shape of work shows trajectories of hybrid, remote and blended models.

Bruce Weber’s series examines developing and sustaining organizational capacity.

Startups

“Believe a Buddy – the Affirmation Teddy Bear” and “TouchPoint Solution for a Wearable BLAST of Stress Relief”

CRE

51 52

“Intel Hits Semiconductor Milestone,” “Ultra Clean Technology Grand Opening in Chandler” and “Arizona’s Semiconductor Growth Fuels Broader Tech and Healthcare Innovation”

“Leaders aren’t born, they are made. And they are made just like anything else — through hard work.” —Vince Lombardi

Legal

Joshua Becker discusses businesses’ expanded responsibilities as NLRB’s new “joint employment” rule applies to more franchise relationships.

Nonprofit

Richard Tollefson discusses the importance of constituent communication during an organization’s change in leadership.

Semi Insights

Economy

Rachel E. Biro examines quantitative and qualitative procedures of financial due diligence as a “secret weapon” in preventing buyer’s remorse.

18 20

Books

New releases give fresh insights on business thinking.

From the Top

Technology

“CarePods Use Technology to Scale Healthcare” and “Improve E-Commerce as Customer Commerce”

“2024 Interior Design Trends,” “182,610 SF Industrial Project Planned for Phoenix’s West Valley,” “603,000 SF Industrial Project Planned for Mesa,” “West Valley Retail: A Booming Market,” “Sundance Park Phase II Opens in Buckeye” and “Greenlight Breaks Ground on Workforce Rental Housing in North Phoenix”

Developer Brian Frakes builds brick-&-mortar community and leads Common Bond into an all-new field with The Global Ambassador.

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Retain and Recruit Employees by Offering Healthcare Benefits

“Addressing the Healthcare Staffing Shortage through Better Technology” and “3 Effective Tactics for Business Professionals to Stay Healthy during the Holiday Season”

Pam Kehaly, chair of Greater Phoenix Leadership and CEO of Blue Cross Blue Shield of Arizona, introduces the “Top Leaders” issue.

The Next Generation of Future Leaders: Redefining Leadership

DEC. 2023

Creating a Resilient Company Culture

Margaret Graziano discusses how leaders can navigate change and thrive amidst challenges.

Assets

2024 Cadillac Lyriq EV SUV Plus: Telecom evolution reaches its acme in Phone 3.0.

Power Lunch

32 Shea – Elevating Classics for Dining-In, Patio and Drive-Thru

Roundtable

Going deeper than legal rights and workplace accommodation, Rachel Zemach explores perceptions around as well as benefits of deaf employees.

Dec. 2023

VOL. 14, NO. 12

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

PARTNER ORGANIZATIONS Debbie Hann, Chief Operating Officer Arizona Small Business Association Central Office (602) 306-4000 www.asba.com Steven G. Zylstra, President & CEO Arizona Technology Council One Renaissance Square (602) 343-8324 www.aztechcouncil.org

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Kristen Wilson, CEO AZ Impact for Good (602) 279-2966 www.azimpactforgood.org

Efficient, rewarding and flexible, the Stearns Bank business credit card gives you the freedom to spend how you choose.

Terri Kimble, President & CEO Chandler Chamber of Commerce (480) 963-4571 www.chandlerchamber.com

Learn More,Visit StearnsBank.com/Phoenix

Suzi Freeman, President NAWBO Phoenix Metro Chapter (480) 289-5768 www.nawbophx.org

Member FDIC Equal Housing Lender

Colin Diaz, President & CEO Tempe Chamber of Commerce (480) 967-7891 www.tempechamber.org Our Partner Organizations are vested business organizations focused on building and improving business in the Valley or throughout Arizona. As Partners, each will receive three insert publications each year to showcase all that they are doing for business and businesspeople within our community. We encourage you to join these and other organizations to better your business opportunities. The members of these and other Associate Partner Organizations receive a subscription to In Business Magazine each month. For more information on becoming an Associate Partner, please contact our publisher at info@inbusinessphx.com.

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

6 DEC. 2023

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Words

OUR CONTENT CREATORS

Nov. 2023

RaeAnne Marsh Editor, In Business Magazine RaeAnne Marsh became editorial director of Phoenix-based InMedia Company in 2010 and helped launch Valley-wide business resource In Business Magazine. Her journalism career began more than 20 years ago, when she left California and 12 years of teaching to transplant in Phoenix’s vibrant entrepreneurial environment, and includes incorporating her own business, Grammar & Glitz, Inc., through which she has taken writing and editing gigs with business and media clients nationwide. Holding the magazine to strong editorial standards, she says, “New businesses are founded, out-of-staters bring new strengths, established businesses evolve and expand — all of which contributes to the dynamic vitality that I see as the mission of In Business Magazine to be the voice of and vehicle to nurture, in each monthly edition. It is my challenge to ensure each edition is packed with relevant information on a broad spectrum of issues, aimed at a readership that runs the gamut from entrepreneurial startup to major corporation.”

Edgar R. Olivo

Publisher

Rick McCartney

Editor

RaeAnne Marsh

En Negocios Editor Web Editor Graphic Design

Edgar Rafael Olivo Jake Kless Benjamin Little

CONTRIBUTING WRITERS Don Alix

Bryan Ledbetter

Benjamin Ayers

Mikel Lindsaar

Joshu Becker

James Neave

Madeleine Bell

Stephanie Quinn

Rachel Biro

John Rarrick

Editor, En Negocios

Ben Brown

Jay Silverberg

As editor of the Spanish section of In Business Magazine, Edgar R. Olivo shares

Tyler Butler

David Slepak

weekly content for Spanish-preferred small-business owners in Phoenix. As a first-generation Latinx and native-Arizonan, Olivo’s upbringing was filled with

Dawson Fearnow Jeff Grant

similar challenges that Latino communities in Arizona face when they engage with

Margaret Graziano

the economy. An entrepreneur and nonprofit executive, he is leading the charge to

Mike Hunter

help strengthen a diverse, inclusive and sustainable entrepreneurial ecosystem in Arizona. His work is nationally recognized for establishing programs that help advance equitable economic recovery, and increase generational wealth for Latinx/Hispanic small business owners in Arizona. “I believe today is a moment for leading big change. Business ownership is a critical means to build community and individual wealth. I hope my work will demonstrate to the Latino community that the entrepreneur ecosystem in Arizona has their back.”

regular, ongoing series in In Business Magazine.

Tyler Butler Guest Columnist – Social Impact

Kasper Vardup Bruce Weber Rachel Zemach

Christina Johnson ADVERTISING Operations Louise Ferrari Business Development Louise Ferrari Cami Shore Events

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

Richard Tollefson

Amy Corben

More: Visit your one-stop resource for everything business at inbusinessphx.com. For a full monthly calendar of business-related events, please visit our website. Inform Us: Send press releases and your editorial ideas to editor@inbusinessphx.com

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

Don Henninger Guest Columnist – Metro As a 35-year newspaper veteran in Arizona, Don Henninger has always made journalism his passion as well as his career. Facts matter — especially in this day and age — and information is the foundation that enables citizens to be positive participants in their communities at all levels. Henninger has been fortunate to serve as a community leader and continues in that role today as director of the Scottsdale Coalition of Today & Tomorrow, which convenes leaders to work on issues in that city, and as a member of several nonprofit boards in the Valley.

Bruce Weber Guest Columnist – Capacity Bruce Weber sees In Business Magazine as a valuable forum for topics relevant to our business and nonprofit community. “I am deeply interested in organizational capacity and what makes organizations successful and impactful in the work they do. In my work in the community for more than 16 years, I have worked with all sizes of organizations and leaders in helping their businesses grow and expand their impact. My previous careers with Microsoft and Hewlett Packard involved working with business integration partners to design strategies to engage new markets. In today’s complex world, I enjoy exploring the possibilities and opportunities that change can bring.”

8 DEC. 2023

President & CEO Editorial Director Financial Manager Office Manager Accounting Manager

Rick McCartney RaeAnne Marsh Tom Beyer Allie Jones Todd Hagen

Corporate Office InMedia Company 45 W. Jefferson Street Phoenix, AZ 85003 T: (480) 588-9505 info@inmediacompany.com www.inmediacompany.com Vol. 14, No. 12 In Business Magazine is published 12 times per year by InMedia Company. POSTMASTER: Send address changes to InMedia Company, 45 W. Jefferson Street, Phoenix, AZ 85003. To subscribe to In Business Magazine, please send check or money order for one-year subscription of $24.95 to InMedia Company, 45 W. Jefferson Street, Phoenix, AZ 85003 or visit inbusinessphx.com. We appreciate your editorial submissions, news and photos for review by our editorial staff. You may send to editor@ inbusinessmag.com or mail to the address above. All letters sent to In Business Magazine will be treated as unconditionally assigned for publication, copyright purposes and use in any publication, website or brochure. InMedia accepts no responsibility for unsolicited manuscripts, photographs or other artwork. Submissions will not be returned unless accompanied by a self-addressed, stamped envelope. InMedia Company, LLC reserves the right to refuse certain advertising and is not liable for advertisers’ claims and/or errors. The opinions expressed herein are exclusively those of the writers and do not necessarily reflect the position of InMedia. InMedia Company considers its sources reliable and verifies as much data as possible, although reporting inaccuracies can occur; consequently, readers using this information do so at their own risk. Each business opportunity and/or investment inherently contains certain risks, and it is suggested that the prospective investors consult their attorney and/or financial professional. ©2022 InMedia Company, LLC. All rights reserved. No part of this magazine may be reproduced or transmitted in any form or by any means without written permission by any means without written permission by the publisher.

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PAM KEHALY, GREATER PHOENIX LEADERSHIP, BLUE CROSS BLUE SHIELD OF ARIZONA

Leadership 2024

Pam Kehaly is president and chief executive officer of Blue Cross Blue Shield of Arizona (AZ Blue). With a mission to improve the quality of life for all Arizonans, she is leading the 3,000-employee company to inspire health through inventive programs, services and health insurance products. With more than 30 years of experience in the health insurance industry, Kehaly has developed an expertise in collaborating with doctors and hospitals to drive results. Since joining AZ Blue, Kehaly has led the company to No. 1 market share, with 23% growth by focusing on consumer needs and company culture. azblue.com

Arizona in general and Metro Phoenix are among the hottest growth spots in the country. Numerous factors are touted to explain this, but certainly notable is the exceptional business leadership that characterizes our business community. So, we have a responsibility ... We are fortunate to live in a growth state with so many influential business leaders making decisions every day for Arizona. Through my time as chief executive officer at Blue Cross Blue Shield of Arizona and chair of Greater Phoenix Leadership, I’ve learned that, as a leader, we must keep a learner’s mindset so that we can continue to find new ways to drive meaningful, positive change. Over the years, our beliefs have been challenged, which has shifted our business perspectives. It’s our responsibility to embrace uncertainty, stay flexible and encourage collaboration that moves the needle for Arizonans. GPL is acutely aware of the impact businesspeople have on the broader community. Not only do business decisions for their own company ripple through their local business community — and sometimes beyond — but also on the general population through impact on their employees. This edition of In Business Magazine spotlights the topic in profiles of Valley notables in varied industry sectors and representing diverse social and business perspectives. An aspect of business operations where the leadership exerts immense impact is company culture. In this month’s feature article, “Creating a Resilient Company Culture,” Margaret Graziano explores ways leadership can navigate change in this era of immense volatility and complexity. Regular guest columnist Bruce Weber offers further insights in his Capacity column, this month addressing “The Next Generation of Future Leaders: Redefining Leadership” with a telling quote from President Ronald Reagan: “The greatest leader is not necessarily the one who does the greatest things. He is the one that gets people to do the greatest things.” This December edition of In Business Magazine also looks at changes in our built and accessorized world. Gensler’s design professionals Jay Silverberg and Benjamin Ayers discuss facilitating growth of a new “science village” in their Space feature “Silicon Desert: Lab of the Future,” particularly relevant to our community as a burgeoning tech hub. And the Assets column spotlights state-of-the-art telecom technology in Phone 3.0. The broad range of other important topics includes the usual coverage of technology and new businesses and trends. I am very pleased to help bring you this December edition of In Business Magazine. Enjoy the read.

Sincerely,

Pam Kehaly Chair, Greater Phoenix Leadership President and CEO, Blue Cross Blue Shield of Arizona

Photo courtesy of

questions to glean something from

But when we concentrate on identifying great leaders, we look

what they are doing so that we may

at not only their position in their organization or the profitability

learn something and, perhaps, apply it in

they bring to it, but we also look at their character and what it is

our own situations.

they are doing to engage and empower others to be successful.

We want to thank a true leader, Pam Kehaly, for leading this

Opinions differ on how to evaluate or quantify leadership but, in

issue of In Business Magazine. She is not only a great leader

this December edition of In Business Magazine, we look to those

herself, but she works within our community to empower others

in our community who, in this past year, have demonstrated

and, in turn, is creating opportunity for so many others to reach

great successes through leadership. We have asked them several

higher levels of success.

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Stay informed on business topics in Spanish through En Negocios, articles for Spanish-speaking readers in the Phoenix metropolitan area. Visit inbusinessphx.com/ ennegocios for more information.

CONNECT WITH US: Story Ideas/PR: editor@ inbusinessphx.com

Leading the Way In business, we read, hear and talk about leadership all the time.

EN NEGOCIOS Manténgase informado sobre temas empresariales en español a través de En Negocios, artículos para los lectores de habla hispana en el área metropolitana de Phoenix. Visite inbusinessphx.com/ ennegocios para más información.

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—Rick McCartney, Publisher

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

DEC. 2023

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SPEAKING OUT

What economic trends do you expect will impact your business in 2024?

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

DR. JOEL P. MARTIN

JERRY ROSE

EIVAN SHAHARA

President Positively Powerful / Triad West Inc. Sector: Business Consulting

Independent Travel Advisor Frosch Sector: Travel

CEO of Brightroot Inc. (parent company of Mint Cannabis) Sector: Retail

The experience economy is a trend that will significantly impact our business in 2024 and that we will be leveraging on behalf of our clients, and women specifically. Consumers unquestionably desire experiences, and companies that have the distinct advantage of explicitly designing and promoting educational, inspirational and empowering experiential programs will be more apt to succeed. This trend calls for creating new revenue streams of memorable reminders through the use of technology and AI to boost content creation. These are complicated and challenging times. DEI is essential because it’s how you hire and engage your people, craft your brand image, and build the great culture you want to tell the world you have. By staging experience-driven events for organizations whose leaders wish to create cultures of fairness, equity, transparency, belonging and safety for their people, we will reframe our expertise to fit with today’s opportunities to make an interactive, inspirational and informative difference. One example of this was the Hybrid Positively Powerful Education Summit and Woman Awards Conference, which we designed as an experiential event.

Even with world events being such as they are, there are some definite economic trends that I expect in 2024. Not necessarily in order, but I do see a trend for more solo travelers as well as more multi-generational vacations. There are several cruise lines offering “specials” for the single traveler as well as companies providing a shared experience for grandparents, children and grandchildren. That said, I further expect to see an increase in early bookings. Travelers will plan further ahead so as to ensure availability and take advantage of any unique and timely offers. In addition, there will be renewed interest in cultural journeys with focus on understanding other identities and backgrounds as well as a convergence of sustainable and indigenous travel where clients can help local communities and engage in a more hands-on approach, such as home visits, cooking classes and personal interactions with locals. Africa, the Galapagos Islands, the South Pacific and Asia will likely see an increase in tourism.

We are anticipating an even busier 2024, as we prepare to employ more people to serve more customers at our additional dispensary locations. The marijuana industry is blossoming into a significant job creator. It’s estimated that the cannabis industry employs about 500,000 full-time equivalent positions in the U.S., with about 280 new jobs being added daily. This showcases a promising trend, as more than 100,000 new jobs were established in the previous year, making the cannabis industry one of America’s fastest-growing job sectors. In terms of consumer spending, we’re seeing cannabis customers visit our dispensaries more frequently with smaller basket sizes. (During the pandemic, we saw customers visit less frequently but with larger basket sizes.) We’re responding to this trend by continuing to offer day-of-theweek deals, stock-up-and-save promotions, giveaways and buy-one-get-one offers to drive additional traffic and sales at our locations. We have also responded by incorporating more conveniences, like online ordering and drive-thru pick up. The growing acceptance and understanding of medical cannabis and adult-use cannabis benefits is allowing our industry to continue to flourish.

Positively Powerful – Triad West Inc. positivelypowerful.com/Insights

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

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Dr. Joel P. Martin, president of Positively Powerful / Triad West Inc., has more than 30 years’ experience as a specialist in Transformational Leadership and Diversity, Equity and Inclusion. She is considered “a genuine genius in her approach to transformative experiential education” and one of “the best in the nation for delivering breakthrough leadership performance.”

Frosch International Travel frosch.com After 20 years in public education, I pursued an opportunity in the travel industry. Purchasing a travel agency, then acquiring a second agency and growing the business over the past 40 years has truly been remarkable. I’ve traveled throughout the world and enjoy planning both mundane and exotic adventures for my clients. Being exposed to different cultures reinforces the saying, “Travel is the only thing you buy that makes you richer.”

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

Mint Cannabis themintdeals.com Eivan Shahara is CEO of Brightroot Inc., the parent company of Mint Cannabis. Headquartered in Arizona, Mint Cannabis is a national operator of dispensaries and cultivation facilities in Arizona, Michigan and Missouri, with plans underway to expand to Massachusetts, Illinois and Nevada. Mint Cannabis operates the third-largest dispensary in the nation and the only fresh cannabis kitchen of its kind in the country.

QUICK AND TO THE POINT

Why Community Events Are Integral to Good Business Businesses today thrive not just on what they sell, but also on the experiences they offer. Z’Tejas understands the importance of leveraging events to strengthen the brand and foster customer loyalty. The restaurant hosts events such as “Last Fridays,” which feature a live DJ, local sponsorship opportunities; guacamole and margarita classes; and regular performances from live bands. Each of these activations creates a unique bond with patrons. Hosting a live DJ during “Last Fridays” at the Z’Tejas Chandler location helps the restaurant stand out as a festive local hotspot. It transforms the conventional happy hour into an energetic gathering, drawing in the community to start their weekend with zeal. This monthly buzz generates word-of-mouth marketing, as happy hour becomes a can’t-miss event, increasing the brand’s visibility. Sponsorship of local schools and charities reflects a commitment to social responsibility, a quality that is increasingly becoming more important to consumers. By supporting these causes, Z’Tejas positions itself as a community leader, aligning its brand with the collective local spirit. Donating to local schools and charities boosts customer affinity, translating into a loyal customer base that values community-conscious businesses. Z’Tejas’s guacamole and margarita classes serve as an interactive brand touchpoint. These

Guitarist Robert Wagner performs as part of the First Friday Concert Series; photo courtesy of Z’Tejas

DAILIES TOP STORIES

‘In Business Dailies’ Most Views Last 30 Days Here are the stories with the most views over the past 30 days (prior to press time) that were features in our In Business Dailies. The In Business Dailies hit email inboxes twice each weekday — at 9:30 a.m. and updated at 4:30 p.m. Sign up today at www.inbusinessphx.com/dailies-signup. Growth & Enterprise | Cover Story | November 2023

Trading Places: How Are We Fostering International Business? by RaeAnne Marsh “Arizona and Greater Phoenix’s emergence as a top national market has coincided with the growth of its international trade,” states Chris Camacho, president and CEO of Greater Phoenix Economic Council. He notes that, from 2012–2022, Arizona’s world trade increased by more than 60%, which was well above the national average of about 39% and was part of a surge in recent years, as Arizona’s $60.4 billion in world trade in 2022 Guacamole and margarita class; photo courtesy of Z’Tejas

was a 16% increase from the year prior.

culinary experiences create memorable learning opportunities that go beyond the standard restaurant visit. They not only encourage repeat patronage but also provide guests with a story to share, further spreading brand awareness. Live music nights complete Z’Tejas’s community-centric approach. These events support local artists and provide a gathering place for the community, enhancing the restaurant’s reputation as an entertainment venue. Live music nights also cater to a wide audience, increasing foot traffic and ensuring a diverse customer base that might not be reached through traditional advertising alone. These community-centric activities are invaluable for restaurant recognition. Every event that Z’Tejas hosts reinforces its identity as a place of enjoyment, culture and community support. The impact of these events on brand loyalty is equally significant — customers who enjoy memorable experiences are more likely to return and advocate for the brand to others. In marketing, frequency and reach are critical, and, through regular events, Z’Tejas ensures a consistent presence in its customers’ lives. With each event tailored to different interests, from the social butterfly to the culinary enthusiast, Z’Tejas smartly segments and captures a wide audience. —Madeleine Bell, Z’Tejas (www.ztejas.com) director of marketing and events

Growth & Enterprise | inbusinessphx.com | November 6 2023

One of the Largest Pickleball Facilities in the World Coming to Scottsdale

Development deal includes intended home for USA Pickleball, bolstering Arizona’s reputation as a premier sports and tourism destination inbusinessPHX.com PURE Pickleball announced its plans to co-develop a world-class pickleball facility near Talking Stick Resort & Casin. Arizona-based entrepreneurs, Kevin J. Berk, Brett Warner, Kent S. Berk, and David Warner signed a joint venture agreement with CaliberCos Inc. to jointly develop an 11-acre site that is widely considered to be at the epicenter of the most active player community in the sport. Achievements | inbusinessphx.com | October 27 2023

Governor Hobbs and 14 Valley Women of Achievement Honored In Business Magazine’s Eighth Year Bringing Inspiring Storytellers Centerstage inbusinessPHX.com In Business Magazine, once again, honored top local women of achievement and shared their stories at the annual Women of Achievement event on Thursday, October 26, 2023 at the Arizona Biltmore Resort. In an inspiring event, In Business Magazine honored the Governor and 14 leaders and celebrated their achievements and service to our community.

Analyzing data from the U.S. Bureau of Labor Statistics to discover the business growth rate in each state based on the number of establishments in December 2021 compared to December 2022, business consulting firm Venture Smarter placed Arizona third (following Georgia and Virginia) at 10.40%, with the number of business establishments having risen from 191,756 to 211,683. The state has the 14th lowest corporate income tax rate in America at 4.9%. venturesmarter.com

DEC. 11 2023 INBUSINESSPHX.COM

QUICK AND TO THE POINT

LOOKING GOOD

Local Standouts Recognized for Achievements and Philanthropy ACHIEVEMENTS

Southwest Behavioral Honored Southwest Behavioral & Health Services, an innovative leader in behavioral health, was recently recognized by the Peer and Family Career Academy with the Hope to Outcomes Organization Award. These awards honor those making a difference in the integrated health field, with a particular focus on Peer and Family Supports. sbhservices.org

IFMA Award for ThermaClear HVAC Phoenix-based ECM Technologies, a leading innovator in HVAC efficiency and energy conservation solutions, was named the winner of the 2023 International Facility Management Association Awards of Excellence, Facility Management Innovation Award for its ThermaClear® HVAC anti-thermal degradation technology. The game-changing new product restores and enhances HVAC system performance to facilitate building decarbonization and operational cost savings. ecm-technologies.net

Cox Recognized for Fastest Downloads Cox Communications has been recognized by Ookla® Speedtest® for offering America’s fastest download speeds for the third quarter of 2023, its high-speed fiberpowered broadband service achieving median speeds of 260.09 Mbps. Ookla is a global leader in connectivity intelligence. Ookla Speedtest also recognized Cox has having the fastest download speeds here in Phoenix for the eighth consecutive year. cox.com

10 to 1 Public Relations Wins 2023 Awards Following its International Titan award for PR Agency of the Year and Bulldog PR award for Mid-Sized PR Agency, Scottsdale-based 10 to 1 Public Relations, a strategic communications firm servicing clients in various industries across the country, was recently awarded “PR Agency of the Year” at PRSA Phoenix’s annual Copper Anvil Awards. 10to1pr.com PHILANTHROPY

Avnet Volunteers Support DBG’s Great Milkweed Plant Grow Out Program A recent Friday morning saw 15 Avnet volunteers, in partnership with the Desert Botanical Garden, working at Spaces of Opportunity, a 19-acre area of land in South Phoenix. Avnet is a supporter of the Great Milkweed Grow Out Program, part of DBG’s conservation research programs. The volunteers planted milkweed plants, clipped and collected seedlings and built two retention basins. The milkweed is a native plant of Arizona and is the only plant that monarch and queen butterflies will lay their eggs on, and that caterpillars can eat. bit.ly/avnet-comm-engagement

DEC. 2023

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Coffee Badging: The Latest Hybrid Work Trend “Coffee badging,” latest hybrid work trend, is the act of going into the office long enough to grab a coffee, visit with co-workers and/or comply with in-office work requirements. Once the coffee and the socializing dry up, employees leave to work from home for the rest of day. Many leaders hoping to restore office culture are understandably concerned about the impacts on company culture. To manage this new trend, leaders need to address the factors limiting the appeal of the office for hybrid workers, like long commutes. For example, flex hours allow employees to set their own schedules, provided they work 40 hours a week, and dodge heavy traffic times. Employees also respond positively to employers who help reduce their transportations costs via paid parking, gas cards and other benefits. Employers should show employees the value of the office by creating a collaborative and social office environment. Above all, employees must also feel their time in the office serves a purpose. Organizations can schedule meetings and brainstorms for in-office days, so employees

feel their presence has meaning. Team bonding initiatives are equally as important as productivity. Managers can also promote after-work happy hours and encourage socializing in the break room. Finally, leaders need to communicate hybrid work policy clearly and openly, encouraging feedback and emphasizing their commitment to making the office a meaningful space for their teams. Listening to employees is essential for organizations to develop a robust office culture. —Don Alix, district manager with Insperity (www.insperity.com), a leading provider of human resources offering the most comprehensive suite of scalable HR solutions available in the marketplace

Recruitment Franchise Builds Territory in Greater Phoenix As a recent Arizona State University graduate, Sabrina Demetriades has had the opportunity to witness firsthand a growing concern in our society — well-qualified and educated individuals struggling to find suitable employment opportunities. Through her business venture with Patrice & Associates and by leveraging technology, networking and innovative hiring solutions, Demetriades aims to help ensure that educational qualifications are not overlooked in favor of traditional experience metrics. She believes Patrice & Associates’ specialization, nationwide reach, proprietary tools and personalized approach are among the characteristics that set it apart from other recruitment firms, especially in the competitive field of hospitality recruitment, but also able to expand into sectors beyond hospitality. Noting that Scottsdale has an entrepreneurial ecosystem, with many startups and small businesses seeking to expand their teams, plus diverse industry sectors — from tech and healthcare to tourism and real estate — making it adaptable to the ever-changing job market, Demetriades says, “Basing ourselves in

Scottsdale, Arizona, but also purchasing territory in the Greater Phoenix Area of Mesa, Gilbert, Buckeye and Peoria, was a strategic move. Scottsdale is my home and has been for almost my entire life. The relationships that I have built here and my familiarity with the area and its surrounding ones is a great strength.” Given her strong background in finance and management, Demetriades sees recruiting as a field where she can leverage her skills — having graduated Summa Cum Laude with dual degrees in finance and management as well as a minor in real estate, with an honors thesis titled “The Importance of Understanding Culture in Business” — to make a meaningful impact on both candidates and clients. Crediting her parents for instilling in her a belief in the importance of education and hard work, she shares, “My family immigrated to the United States from Johannesburg, South Africa, when I was an infant. My parents were driven by the belief that this country offered boundless opportunities for a better life.” —Mike Hunter Patrice & Associates patriceandassociates.com

Getting the Most Accurate Test of Internet Speeds Cox customers seeking to measure the speed of a connected device while at home should download the Ookla Speedtest app for their desktops and mobile devices. Ookla Speedtest can also be run from a web browser at www.speedtest.net.

METRICS & MEASUREMENTS

What Is the Future Shape of Work? Data shows trajectories of hybrid, remote and blended models by James Neave The study recently released by Adzuna, the smarter job search engine, unveiled insights into the trajectories of hybrid and remote work. The data shows that the proportion of new jobs posted for both hybrid and in-office positions is gradually increasing, although remote work positions are still dominating advertised vacancies. The proportion of advertised roles specifying “office-based” increased to 4.2% by July 2023 with 318,829 advertised vacancies compared to 3.6% in July 2022 with 295,060 advertised vacancies. This resurgence indicates some employers are trying to return to normalcy and requiring employees and new hires to be in-person on a regular basis. Simultaneously, the proportion of advertised hybrid roles has experienced a similar growth rate, reaching 3.7% in ’23 with 281,766 vacancies compared to 3% in ’22 with 247,617 vacancies. This rise in hybrid roles aligns with the increased interest employees have in flexible work arrangements, and shows employers want to offer both remote and on-site work options in order to attract and retain talent.

WORK MODELS BY SECTOR

REMOTE WORK IS STILL POPULAR, BUT ADVERTISED VACANCIES ARE FALLING

The data has previously shown a steady increase in remote work while office-based positions stayed relatively steady. However, the proportion of advertised remote roles saw a decline to 9.2% by July ’23 from 14.5% a year ago. Vacancies for remote roles started noticeably dwindling in April ’23 and have continued to fall since. While remote work remains a viable and popular option for employers, with 701,194 roles available, it appears companies are adjusting their strategies and transitioning to more office-based or hybrid work arrangements compared to last year — as the proportion of positions specifying they are officebased and hybrid is mounting, while the proportion of positions specifying they are remote jobs is shrinking. Workers making six figures are more likely to find remote roles during their job search, with close to 10% of these positions labeled as remote and only 3% being office-based roles on average. These six-figure earners are also less likely to be affected by the return-to-office mandates. Year over year, the proportion of office-based vacancies among this income group slipped -1.3% from 4.9% in July ’22. By comparison, junior workers who earn less than $40,000 a year have less flexibility. The proportion of office-based vacancies increased

to 3.6% in July ’23 from 2.1% a year ago, while advertised remote roles slid from 4.4% to 3% within a year. The return-to-office battle has been ongoing. As businesses navigate this transformative period, it is evident that a true blend of office-based, hybrid and remote work options will shape the future of work, accommodating the diverse needs and preferences of the modern workforce. The data indicates that the chatter of the return-to-the-office mandate rings true. Nevertheless, the numbers show that remote work positions are still dominating job ads, with more than twice as many adverts labeled as remote rather than office-based roles. The shifts in the way we work are unprecedented, and the data suggests we are heading for a future where remote work and the office converge — even for traditionally deskless workers like those in education and healthcare. Embracing a hybrid model, professionals will bask in the best of both worlds, capitalizing on the flexibility of remote work while cherishing the camaraderie and innovation nurtured by inperson interactions at the office and onsite.

year

month

Advertised vacancies for office-based roles

Advertised vacancies for hybrid roles

All US advertised vacancies

Proportion of vacancies specifying they are office-based

Proportion of vacancies specifying they are hybrid

2020

Jul

66,911

13,189

2,841,337

2.4%

0.5%

2021

Jul

174,670

48,215

6,747,589

2.6%

0.7%

2022

Jul

295,060

247,617

8,125,714

3.6%

3.0%

2023

Jul

318,829

281,766

7,617,891

4.2%

3.7%

The proportion of positions specifying they are officebased and hybrid is mounting, while the proportion of positions specifying they are remote jobs is shrinking.

Industry sectors once confined to traditional office spaces and only knowing how to work inperson have experienced a whole new way of working over the past few years with remote work. From tech giants to healthcare pioneers, an expanding array of industries have embraced the virtual and “work-from-anywhere” models, reshaping the workplace landscape. But as employers continue to shift their plans and working policies in order to bring more employees back into the office, jobseekers will become even more particular when it comes to searching for jobs that offer work models that fit their current priorities and needs. [For more details on work models by sector, and on month-bymonth data, see this article on our website at www.inbusinessphx.com.]

James Neave is head of data science at job search engine Adzuna, the straight-shooting job search engine that helps job seekers zero in on the right role. adzuna.com

DEC. 13 2023 INBUSINESSPHX.COM

ENTREPRENEURS & INNOVATORS

TouchPoint Solution for a Wearable BLAST of Stress Relief

INBUSINESSPHX.COM

The TouchPoint Solution thetouchpointsolution.com

Believe a Buddy – the Affirmation Teddy Bear Believe a Buddy is an interactive, powerful affirmation teddy bear that helps children believe in themselves; it inspires them to start their day with intention. The affirmation cards can be pulled daily in the house before the kids go off to school, in the classroom, hospital setting or anywhere a child may be. Says Cat Kozuch, founder and creator, who officially launched her company in July 2023, “Our mission is more than just a business — it’s a calling to make a positive impact on the lives of children everywhere.” Personal experience was the impetus. In April 2008, Kozuch, was paralyzed in an accident and doctors told her she would never walk again. Instead of believing in her disheartening diagnosis, Kozuch wrote an affirmation on her hospital whiteboard that stated, “Cat will walk out of here!...duh!” After weeks of speaking her affirmation out loud, Kozuch was

DEC. 2023

worth repeating. When you’re the head of the business and have others depending on you (family and kids), it is very easy to overlook taking care of yourself. But if you are running on empty, you cannot bring the best to everyone around you.” She emphasizes one’s need to take time to take care of oneself. “I’m not talking about self-care, which has gotten a bad reputation recently. I’m talking about doing the things that ensure you are adequately rested, energized and ready to take on each day, challenges included,” she says. These include sleeping well, eating healthy, exercising, spending time practicing mindfulness, and, she adds, “of course, using TouchPoint stress relieving devices certainly helps!” —RaeAnne Marsh

frustrated and started yelling at her big toe, “BIG TOE MOVE, BIG TOE MOVE, BIG TOE MOVE” and, right before her eyes, she relates, “a miracle happened” — her big toe moved the tiniest bit! During her three-month hospital stay, her father was traveling for work, and every time he came back to visit her, he brought her a new teddy bear. The teddy bears became a collection pinned around the whiteboard affirmation. Finally, after weeks of speaking her affirmation out loud and hundreds of hours of physical therapy, Kozuch walked out of the hospital. Her inspirational affirmation with the blend of cute teddy bears from her father led to the creation of Believe a Buddy. It was a daunting journey of finding manufacturers, navigating the import process and toy registration that varies from state to state, handling paperwork and setting up an e-commerce platform,

and Kozuch recounts that amazing story in this article online at inbusinessphx.com. But key was building strong relationships using social media. Says Kozuch, “My Instagram page shows both product content about Believe a Buddy and content featuring myself showing the journey of how Believe a Buddy was made. I think people love the story and being a part of the journey from creation to distribution.” —RaeAnne Marsh Believe a Buddy believeabuddy.com

Developed over a decade by a team of neuropsychologists, TouchPoint Solution® has been awarded 20 patents and the embedded BLAST™ technology was utilized more than 4.5 million times in 2022 alone to de-stress. TouchPoint Solution was named “2021 Innovator of the Year” by the Consumer Technology Association and Forbes as well as Digital Trends “Best of Health and Wellness” in 2019.

Photos courtesy of TouchPoint Solution (top), Build a Buddy (bottom)

In addition to leading development and commercialization at The TouchPoint Solution, Vicki Mayo also founded the Mayo Family Foundation to focus on food insecurity issues, supporting atrisk children in the U.S., supporting international refugees, and providing access to robust healthcare around the globe. Most recently, the Mayo Family Foundation led efforts to rescue and evacuate 147 young Afghan women from the grips of the Taliban and assist in the students’ relocation and case management as refugees in Arizona. mayoglobal.com/mayofamily-foundation

The TouchPoint Solution was founded in 2015 with the mission to bring relief to the millions of people who suffer from stress and anxiety. The wearable device incorporates BLAST® Technology and AI, which makes it the world’s first AI-driven stress relief device. The TouchPoint Solution took the world by storm when it unveiled its proprietary BLAST (bi-lateral alternating stress tactile) technology. TouchPoint’s founder Vicki Mayo discovered and launched the technology in consultation with numerous neuropsychologists and scientists after looking for a solution to help her then-four-year-old who was suffering from night terrors. Since its inception, the TouchPoint Solution devices have helped people de-stress more than 25 million times. BLAST™ also enhances sleep and improves focus. The TouchPoint Solution is a member of the Partnership for Economic Innovation’s WearTech Applied Research Center, which Mayo credits as having been instrumental in accelerating the development of the TouchPoint Solution’s technology through public-private partnerships that include researchers at Arizona State University’s Luminosity Lab. Sharing advice that helped her in founding her company, Mayo relates, “’Put the oxygen mask on yourself first and then those around you’ — we all hear this every time we fly, but it’s

PROPERTY, GROWTH AND LOCATION

GET REAL

182,610 SF Industrial Project Planned for Phoenix’s West Valley Echo Real Estate Capital, Inc. recently acquired a fully entitled ±11.65-acre industrial development site at 132nd Avenue and Peoria Avenue in Surprise, Arizona,

Photo courtesy of Private Label International

2024 Interior Design Trends The last few years have us feeling all kinds of things. As designers of the built world, we have an innate responsibility to recognize cultural impacts and plan to help alleviate them the best we can. WGSN, an international think tank, creates consumer profiles based on their research in world culture and consumer behaviors, and the four profiles they introduced recently feel very relevant. For this year’s interior design trends, we focus on those consumer profiles: the new nihilists, the reductionists, the timekeepers and the pioneers. The new nihilists are tired of the state of the world and that has driven them to be nonconformist, authentic and honest. They are looking for joy and happiness through humor and playful sophistication. They like bright and calm colors such as celestial yellow, warm golds, pinks and soft blues. They are grounded with natural materials, mixed with nods to pop culture, history and hope punk. The reductionists are striving to reconnect with their physical world. They value kindness, integrity, storytelling and human interaction. They want materials that are textural, with softer more natural colors like retro blue, terra cottas, cream and greens. Biophilia and sustainability in their truest forms are important to them, as well as raw and reused materials and antiques. They are more comfortable in smaller, more intimate settings. The timekeepers appreciate things of value. They seek enrichment and luxury. Trends that appeal to them are jewel tones such as cherry lacquer, color drenching, bolder but classic design, hidden technology and large

patterned natural stones. Well-made antiques and one-of-a-kind pieces, especially items handed down through generations, are also of interest. They like spaces that feel flexible and want every square inch to have meaning and purpose. The pioneers are risk takers that feel comfortable in both the digital and physical worlds. They are mercurial and want to be inspired by things they haven’t seen or experienced before. They want spaces that feel futuristic, with bold colors and patterns, and sleek materials that have a nod to technology. They like integrated and statement lighting and colors like future dusk purple, deep oranges and pinks, and bold black and white. They like networking and feel comfortable in larger spaces with high energy. A challenge with this type of design approach is that people are infinitely complicated and there are thousands of human emotions. Individuals may see themselves in one of these profiles today, but that may be different tomorrow, making flexible spaces more important now than ever. We’ve mainly focused on what these personalities look like, but they can also drive how a space is laid out: Is it intimate, or is it social, what functions should be next to one another and does an open or closed floorplan make sense? —Christina Johnson, creative director of Phoenix- and San Francisco-based Private Label International (privatelabelintl.com), a full-service interior design studio that develops hospitality environments and lifestyle brand experiences for clients worldwide

Private Label has recently won two national awards: Multi-Housing News has awarded Private Label with two Gold Awards in the “Development and Design – Senior Housing” category for two separate projects — Revel Legacy and Revel Folsom.

where it plans to build “Echo Park @ P132,” four new singletenant industrial buildings totaling 182,610 square feet. Echo purchased the land for approximately $7.1 million in Phoenix’s expanding West Valley. The general contractor for the project is Premier Design + Build. “Phoenix’s West Valley has captured significant interest from industrial users who want to be located near the Loop 303. It also serves as a secondary location for Southwest Phoenix / North Phoenix and Deer Valley industrial users,” says Senior Director Kirk Kuller, part of the Cushman & Wakefield team that arranged the sale. Cushman & Wakefield’s Mike Haenel, Andy Markham and Foster Bundy will provide market leasing advisory for the new buildings. cushmanwakefield.com

603,000 SF Industrial Project Planned for Mesa Martens Development Company recently acquired a shovelready site at the southwest corner of Ellsworth and Willis roads in Mesa, Arizona, for an industrial project. This sale of ±44 acres accounts for the first phase of the project and the second phase accounts for an additional ±17 acres. In the first phase, Martens plans to build a new, sevenbuilding ±603,000-square-foot Class A industrial project known as “The Brickyards.” The free-standing buildings will range in size from ±35,938 to ±259,554 square feet. The Scottsdale-based development company purchased the land in Phoenix’s Southeast Valley for approximately $19.1 million. cushmanwakefield.com According to Cushman & Wakefield’s latest market stats, Phoenix Metro’s industrial market vacancy was a healthy 4.4% in Q2 2023 combined with a solid 7.1 million square feet of occupancy growth through the first half of 2023.

DEC. 15 2023 INBUSINESSPHX.COM

PROPERTY, GROWTH AND LOCATION

GET REAL

Phase II was recently completed at Sundance Park, located at 22865 Lower Buckeye Rd., adding 38 acres to what is now 68 acres in total and features Buckeye’s first public fishing lake — 3.2 acres and 14 feet deep — which will be stocked with catfish, bluegill, bass and rainbow trout. “This project is a testament to Buckeye’s dedication to creating a vibrant, healthy community with incredible amenities where families, friends and neighbors can come together to enjoy nature, engage in sports and make lasting memories as we look around this amazing facility,” says Buckeye Mayor Eric Orsborn. Willmeng Construction served as the general contractor on the project, which was designed by Phoenix civil engineering and landscape architecture firm J2 Engineering and Environmental Design. willmeng.com

Greenlight Breaks Ground on Workforce Rental Housing in North Phoenix Greenlight Communities, the trailblazing Scottsdale-based real-estate developer dedicated to constructing attainable workforce rental housing, recently broke ground on its 14th property, located at 33455 N. North Valley Parkway in Phoenix in the I-17 employment corridor and near the upcoming $40-billion TSMC facility and campus. The community, set to commence leasing in October 2024, will be one of Greenlight’s smaller projects, offering a more boutique rental experience with its 159 units. This newest project continues Greenlight’s mission to provide attainable living in the Phoenix submarket, representing the company’s commitment to high-quality rental housing Arizona residents can afford. livegreenlight.com

DEC. 2023

INBUSINESSPHX.COM

West Valley Retail: A Booming Market With communities like Peoria, Surprise, Buckeye and Goodyear ranking among the fastest-growing cities in Arizona, the West Valley now boasts a population of approximately 1.7 million residents, booming employment opportunities along the Loop 303 and a retail market that has come into its own. Retailers of all types are taking big steps to serve this very underserved trade area, bringing all levels of development online and causing national big-box tenants, entertainment destinations and even neighborhood retailers to compete for space. As one might expect, this has pushed vacancy rates to record lows in the 4% range and continues to elevate rental rates. High rents are particularly prevalent at the newest developments, which continue to bear the brunt of high construction costs. Village at Prasada, which was developed by SimonCRE and is being leased by Western Retail Advisors, leads the new construction charge with one of the largest retail commercial projects west of the Mississippi. A 700,000-square-foot first phase is complete and fully leased to tenants that include Sprouts, Ross, HomeGoods, Marshalls, Ulta Beauty, Total Wine & More and PetSmart. A 350,000-square-foot second phase, called Prasada North, is under construction with negotiations underway for more than 95% of the project’s retail and restaurant space. The success of Prasada has kicked off additional retail developments, all of which are projected to break ground in 2024 and complete in 2025. This includes Vestar and DMB’s 512,000-square-foot Verrado Marketplace, also leased by Western Retail Advisors. Buckeye Commons will total 411,000

square feet, with a Costco anchor. Vestar has also announced plans for the 375,000-squarefoot Laveen Towne Center. On the entertainment front, existing destinations such as the Westgate Entertainment District are thriving, welcoming tenants like PopStroke, Arizona’s first location for the Tiger Woods-backed golf concept. To the south, VIA Resort is under construction. When opened in 2024, the water-themed development will become Arizona’s largest hotel and entertainment destination. A new Top Golf is also now open just to the west, immediately across Loop 101. To the north, and also fronting Loop 101, Agua Fria Plaza serves as a great example of the unbounded demand for West Valley neighborhood retail space. At this project, our firm has completed a string of leases to bring the property to 100% occupancy with tenants that include a newly remodeled Fry’s Food & Drug store, Nationwide Vision, UPS, Foothills Sports Medicine, Wingstop, Subway and McDonald’s. Now a community where one can live, work and play in style, the West Valley’s story continues to evolve. Incomes, employment and residential opportunities are all expanding. As this transformation continues, there is little doubt that area residents will soon have all the hottest retail and restaurant offerings the Valley has to offer, right at their doorstep. —Bryan Ledbetter, senior vice president at Western Retail Advisors (w-retail.com), a full-service commercial real estate brokerage firm specializing in the retail market that serves top retailers and Fortune 500 clients in more than 30 states nationwide

A recent study by Artificial Grass Pros analyzed data on the available parkland space in the country’s most populous 100 cities to establish those with the best access to green spaces for residents. Scottsdale, Arizona, comes in second — after Chesapeake, Virginia — boasting approximately 32,000 acres of parkland; 27% of the city constitutes parkland, and, with a population just smaller than 250,000, Scottsdale sports 1,200 acres per 10,000 residents. grasspros.com

Photos courtesy of Willmeng Construction (top), Greenlight Communities (bottom)

Sundance Park Phase II Opens in Buckeye

THRIVE REAL ESTATE GROUP

Proudly Celebrates Kim Ryder as One of In Business Magazine’s 19 Top Leaders of 2023

KIM RYDER President, Thrive Real Estate Group

Thank you, Kim, for your unwavering dedication and leadership that continues to inspire and build our community. Thrive Real Estate Group provides brokerage services to help organizations develop cost-effective growth strategies, maximize revenue and achieve long-term real estate goals. Connect at ThriveRE.com.

MINDING THEIR BUSINESS

Developer Brian Frakes Builds Brick&-Mortar Community in an Evolving Retail World And he leads Common Bond into an allnew field with The Global Ambassador by Dawson Fearnow

FROM WESTCOR TO WDP PARTNERS TO COMMON BOND – AND THE GLOBAL AMBASSADOR With development experience that started with Westcor to now being the owner of Common Bond Development Group in Phoenix, Frakes is about to expand into an all-new field with the opening of The Global Ambassador, a luxury boutique hotel he’s developing alongside famed restauranter Sam Fox. Phoenix Suns guard Devin Booker, former Arizona Cardinals wide receiver Larry Fitzgerald Jr. and country singer Dierks Bentley are all investors in The Global Ambassador hotel coming soon to Phoenix. Image of The Global Ambassador

DEC. 2023

INBUSINESSPHX.COM

Not long after graduating from University of Arizona, Brian Frakes landed a dream job for any aspiring commercial real estate developer. The year was 1999, and he’d accepted a position as a development manager for Westcor, then the state’s premier shopping mall developer and famed for building some of the biggest, most profitable shopping malls in the nation. Frakes was clearly on the fast-track for success as nothing could ever come between Americans and their love for air-conditioned mega malls jam-packed with chain stores, food courts and movie theaters. But in an ominous sign, 1999 was also the year that Amazon founder, Jeff Bezos, was named Time Magazine’s “Person of the Year” for popularizing a new trend called online shopping. Nearly 25 years later, Frakes is busier than ever, and still focused on developing successful shopping centers and neighborhood hubs that proudly serve as a gathering point for communities across Arizona and beyond. But that’s only because Frakes has constantly reinvented his business, shifting his focus as the world transformed in ways he could have never imagined back at the end of the 20th century. Now the owner of Common Bond Development Group in Phoenix, Frakes is about to expand into an all-new field with the opening of The Global Ambassador, a luxury boutique hotel he’s developing alongside famed restauranter Sam Fox. And, according to Frakes, it’s all because he’s never been afraid to evolve with the times and break outdated “rules.” “It’s ironic,” Frakes says. “Back at Westcor and the peak of the traditional shopping mall, no one wanted to do deals with restaurant tenants. At the time, they were chef-driven and had a high failure rate, so they were considered unreliable. But the business, and the world we live in, is so different now. Restaurateurs such as Sam Fox, and Lauren Bailey at Upward Projects, are incredible operators and run highly successful companies. Today, they are the most desirable tenants, and these are the quasi-lifestyle brands that can drive traffic and make or break a project.” But much like Amazon spent years losing money in order to grow into a global behemoth, Frakes’ evolution started with taking a step backward in order to go boldly forward. “After Westcor was sold to Macerich, I decided to take a risk and leave the company to join WDP Partners, which was founded by four senior Westcor executives who bought back some of the company’s former assets and also developed new projects.” And later, as Frakes set out to launch his own real estate development company, he knew he needed a completely different model from the traditional enclosed shopping mall,

Arizona’s restaurant and foodservice employs up to 10% of all workers statewide and contributed $20.2 billion in sales in 2022 alone.

or even the outdoor shopping centers anchored by a movie theater that he’d been overseeing at WDP Partners. Seeking to secure stabilized revenue streams in this notoriously fickle field, Frakes built Common Bond Development Group into separate silos, and turned to two businesses he felt would drive development for today and the future. For the first silo, Frakes focused on one of the few traditional retail developments that are still thriving in the Amazon age: neighborhood shopping centers anchored by a grocery store. “I have a wife and three kids,” Frakes says, “so we’re there all the time. All the things we need right in our neighborhood, a place to get your nails done, grab a coffee, eat dinner, grab groceries or goods. They are very highly trafficked and not being taken over by online retailing.” Furthermore, Frakes also expanded into a new, and now highly successful, niche of smaller, restaurant-focused developments. Starting with the ground-breaking mixed-used project in central Phoenix called The Yard, Frakes worked hand-in-glove with Sam Fox to transform a former motorcycle dealership into a vibrant, multi-restaurant space centered around a shared courtyard. It was an instant success, and Common Bond has gone on to develop The Yard Tempe and The Yard Tucson, alongside a curated collection of stylish restaurant-centric developments for popular hospitality and lifestyle brands, including Postino WineCafe, Snooze an A.M Eatery, Orange Theory Fitness and Starbucks. All of which led to Common Bond’s newest, most ambitious development to date: a new urban luxury boutique hotel in the heart of Phoenix’s Camelback/Arcadia neighborhood called The Global Ambassador. Frakes says this project is personal to him as a proud fifth-generation Arizonan. “Obviously, economic success is important, but to me this project represents something more intangible. People who live and work here know Phoenix has evolved into a diverse, sophisticated trade area, but still, it takes guts to plant a flag. The Global Ambassador is the ultimate evolution of all my experiences, from Westcor to Common Bond. It’s design-focused, a place where people feel comfortable, and also a place they want to be.” Common Bond Development Group commonbonddg.com

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ARIZONA’S SEMICONDUCTOR EPICENTER

Intel Hits Semiconductor Milestone And the ripple effect continues to spread by Stephanie Quinn NUMBERS HELP TELL INTEL’S STORY • The 342,000 cubic yards of concrete, used to erect nearly a mile and a half of steel trestles, is equivalent to filling 103 Olympic-size swimming pools. • Intel has funded 21 nonprofit-led water restoration projects to support Arizona›s watersheds once fully operational; these initiatives are expected to restore nearly 2.2 billion gallons of water annually. • Intel’s Arizona site has returned and restored more than 100% of its total freshwater use to local watersheds through its operations and community efforts, achieving net positive water in 2021 and 2022. • Intel’s corporate goals are to achieve 100% renewable electricity use across its global operations, net positive water use and zero waste to landfills by 2030; net-zero greenhouse gas (GHG) emissions across its global operations by 2040; and net-zero upstream GHG emissions by 2050.

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

DEC. 2023

INBUSINESSPHX.COM

Intel, a cornerstone of the U.S. semiconductor industry, recently achieved a significant milestone in its expansion project at the Ocotillo campus in Chandler, Arizona. This progress marks a vital step in reinforcing the United States’ leading position in the global semiconductor market. Intel’s Chandler site has been instrumental for Arizona’s technological growth for more than 40 years, where it now has two new leading-edge chip manufacturing facilities. A pivotal phase in the expansion is completing the initial portion of the cleanroom, which is now “weather tight.” This achievement paves the way for the “blow-down” phase, a critical step in establishing a contaminant-free environment for semiconductor fabrication. Intel’s investment of $20 billion in these facilities significantly helps to boost the local economy. It is expected to generate more than 3,000 high-tech jobs and an equal number of construction positions. Intel’s presence in Arizona already encompasses a workforce of more than 13,000 state residents. The ripple effect of this investment is anticipated to support approximately 15,000 indirect jobs within the local community, reinforcing Intel’s substantial role in the state’s economic landscape. The overall impact of Intel’s operations in Arizona is significant, with the company’s cumulative investment in the state now surpassing $50 billion, reflecting a deep-seated commitment to the region’s growth. Intel also fosters the United States’ technological prowess by contributing an estimated $8.6 billion annually. Dan Doron, Intel vice president and general manager of Fab Construction Enterprise, emphasized, “Our commitment to Arizona runs deep, and as we expand our operations, we remain dedicated to addressing the growing demand for semiconductors and helping the United States regain its leadership position in this vital industry. This milestone represents the result of great teamwork, proficient teams and exceptional craftsmanship of the tradespeople, and it’s thanks to their hard work that we’ve made such significant progress on our site while keeping our culture of caring and the safety of all as our top priority.” The importance of the Intel fab expansion extends beyond state borders, resonating at a national level. President and CEO of the Arizona Chamber of Commerce & Industry Danny Seiden underscored the critical role semiconductors play in the modern economy in a recent ACA press release when he said, “We know that semiconductors are essential to today’s economy. As we learned during the pandemic, any disruption to the manufacture of chips or to their supply chain will have serious consequences for economic growth and competitiveness. The announcement by Intel that the new Chandler cleanroom construction has reached this critical phase is not only good news for Arizona but for the entire country as we look to significantly strengthen our domestic semiconductor output.”

Accompanied by construction crews on October 12, 2023, Intel CEO Pat Gelsinger tours the company’s two new fabrication plants being built on the Ocotillo campus in Chandler, Arizona — part of the Intel’s multibillion-dollar global manufacturing build-out, which includes new or expanded facilities in Oregon, New Mexico, Ohio, Malaysia, Ireland, Poland, Israel and Germany; photo courtesy of Intel Corporation

The Ocotillo construction site, bustling with activity, exemplifies the scale of this endeavor. A daily workforce of 6,000 tradespeople has dedicated more than 10 million job hours, pouring 342,000 cubic yards of concrete and erecting nearly a mile and a half of steel trestles. “Intel is not only a leader in the manufacture of semiconductors, but it’s a sustainability leader, too,” Arizona Manufacturers Council Executive Director Grace Appelbe says. “Whether by recycling its construction waste, conserving and restoring water to achieve net-positivity for water use, or relying on green energy sources to meet its power demands, Intel is setting the example for sustainable manufacturing.” Intel’s commitment to sustainability is evident in its goal to recycle at least 90% of construction waste. Impressive results have already been achieved in 2023 since the company has kept more than 25,000 tons of construction debris from its Arizona waste streams. In addition, Intel has achieved significant progress in water stewardship, exemplified by its Ocotillo campus receiving a Platinum certification from the Alliance for Water Stewardship. This recognition underscores Intel’s commitment to water conservation and restoration, highlighted by its conservation of more than 3.3 billion gallons of water at Ocotillo in 2022. In addition to water conservation, Intel is committed to renewable electricity in Arizona. The company harnesses the power of the sun through its investment in alternative electricity with solar electric photovoltaic-covered parking lots at both the Ocotillo and Chander campuses. Additionally, Intel procures green power from utilities and various sources to fulfill all its Arizona electricity needs with renewable energy. All these initiatives combined are just proof of Intel’s dedication to driving innovation and advancing technology while solidifying the company’s commitment to Arizona. Intel intel.com

Achieving “weather tight” for the cleanroom, part of Intel’s expansion project at its Ocotillo campus in Chandler, Arizona, now paves the way for the “blow-down” phase, a critical step in establishing a contaminant-free environment for semiconductor fabrication.

In Arizona, innovation is everywhere. The Arizona Commerce Authority is proud to support startups at all stages through a comprehensive suite of programs and partners. The Arizona Innovation Challenge, Venture Ready Accelerator, Virtual Accelerator, Venture Madness and Plug and Play accelerateAZ connect founders to mentors, partners, investors and other capital to grow their ventures.

Learn more about how Arizona prioritizes innovation at azcommerce.com/programs.

ARIZONA’S SEMICONDUCTOR EPICENTER

Arizona’s Semiconductor Growth Fuels Broader Tech and Healthcare Innovation

CHIPS & FABS

Ultra Clean Technology Grand Opening in Chandler Ultra Clean Holdings, Inc. is headquartered in Hayward, California, and is a renowned developer and supplier of critical subsystems, components and parts. Recently, its Products Division celebrated the grand opening of its new state-of-the-art manufacturing facility, consolidating six legacy buildings into a sprawling 142,000-squarefoot space in Chandler, Arizona. UCT’s CEO Jim Scholhamer and Phoenix Mayor Kate Gallego jointly cut the ribbon, signaling the commencement of the facility’s operation. The Chandler facility’s inauguration was described as a crucial milestone in UCT’s journey that positions the company to better support the upcoming semiconductor industry ramp. “This new state-of-the-art facility in Phoenix is a key step in positioning UCT to further support the global semiconductor industry,” says Scholhamer. “We share Mayor Gallego’s vision that Phoenix is paving the way for semiconductor innovation and growth around the world, and we are very proud to be contributing to the economic expansion of this important industry and the communities we support, like Phoenix.” The company’s Products Division offers a comprehensive outsourced solution for major subassemblies, encompassing improved design-todelivery cycle times, design for manufacturability, prototyping, advanced flow control solutions and high-precision manufacturing. Under its Services Division, UCT extends its expertise in cleaning tool chamber parts, coating, and micro-contamination analytical services. This dual-division approach enables UCT to provide a holistic service offering to its local and global customers, enhancing value delivery and customer satisfaction. The new Chandler facility is more than just a physical expansion; it represents UCT’s commitment to innovation and excellence in the semiconductor industry. By consolidating its operations into a more efficient and technologically advanced space, UCT is poised to meet the industry’s evolving demands, ensuring continued growth and leadership in this highly competitive sector. —Stephanie Quinn

Semiconductors are the backbone of modern technology, playing a crucial role in everything from smartphones to advanced medical devices and even smart home appliances. Arizona’s semiconductor industry is driving advancements in more than just manufacturing technology, creating fertile ground for other technology-driven sectors and broader implications. Due to the proximity to semiconductor corporations and educational institutions, as well as research centers, financial services, venture capital firms and Arizona military bases, external economies of scale have developed, making it easier for companies to find facilities, skilled labor, suppliers, sub-contractors and support services. These synergies allow diverse industries to benefit from Arizona’s new burgeoning ecosystem. Semiconductor growth is fostering expansion in other markets, such as healthcare innovation. For example, semiconductor technologies are being used to revolutionize stagnant medical devices; Planatome, with its perfect edge and defect-free scalpel blades, is a perfect example. Another example is the recent federal grant awarded to the Greater Phoenix Economic Council and the Medical Device Manufacturing Multiplier Strategy Development Consortium. In October, the U.S. Economic Development Administration designated 31 tech hubs through the federal CHIPS and Science Act. Tech Hubs is an economic development initiative designed to drive regional innovation and job creation by strengthening a region’s capacity to manufacture, commercialize and deploy technology that will advance American competitiveness. The MDM2 was one of 29 Strategic Development Grant recipients across the U.S. and the only group in Arizona to receive an award during this program’s first phase. The grant will establish Phoenix as a designated technology hub focused on healthcare innovation. “This award will strengthen Arizona’s leadership in cutting-edge bioscience innovation, creating more opportunities for investment and good-paying jobs,” says Senator Mark Kelly. “The Regional Technology Hub program is designed to identify high-growth regions for critical industries, like Phoenix, so we outcompete China and other adversaries in critical technology. I’ll continue to work closely with Secretary Raimondo, Assistant Secretary Castillo and leaders in Phoenix to ensure this is a success for our state and the country.”

The Phoenix group, comprising about 25 public, private and academic partners, is focused on leveraging this opportunity by utilizing a tech hub strategy to strengthen the medical device manufacturing sector in the region. They will leverage technologies like artificial intelligence and machine learning. This strategy will attract further private investment in the industry, expanding the region’s infrastructure and capabilities and accelerating the journey of new inventions, such as the Flinn Foundation, Virginia G. Piper Charitable Trust and Vitalyst Health Foundation matching the SDG funding. The symbiotic relationship between semiconductor growth and advancements in medical technology is strengthening. Moreover, the tech hub designation will enhance the region’s competitiveness in medical device manufacturing, addressing needs such as small-batch production and prototyping capabilities. This is a great example of the area’s unique potential in bridging semiconductor technology and medical innovation. This is crucial for a rapidly evolving field like healthcare, where the ability to quickly develop and test new technologies can significantly impact patient care and outcomes. Phoenix’s bioscience and healthcare industries are already showing signs of rapid growth, with significant projects like Mayo Clinic’s Discovery Oasis biotech corridor and Arizona State University’s new medical school in Downtown Phoenix. These developments will bring high-wage jobs and substantial investments to the city, further catalyzing the region’s economic growth. Furthermore, the semiconductor industry’s growth in Arizona aligns with national priorities. As noted by Kathleen Lee, senior vice president of regional initiatives for GPEC, the tech hubs are a program designed to enhance ecosystems in areas of critical national need, such as medical devices and biosciences. The federal grant awarded to the GPEC consortium highlights this trend, showcasing how advancements in semiconductor technology can directly influence and accelerate growth in healthcare innovation. As Arizona continues to cement its position as a semiconductor hub, it is poised to become a critical player in the burgeoning field of medical technology, driving both economic growth and advancements in all complementary areas. —Stephanie Quinn

Ultra Clean Holdings, Inc. uct.com

DEC. 2023

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The MDM2 was one of 29 Strategic Development Grant recipients across the U.S. and the only group in Arizona to receive an award during the first phase of the Tech Hubs economic development initiative that is coming out of the CHIPS and Science Act. The grant will establish Phoenix as a designated technology hub focused on healthcare innovation.

Photo courtesy of Ultra Clean Holdings

Semi Insights

YOUR BENEFIT IN BUSINESS

3 Effective Tactics for Business Professionals to Stay Healthy during the Holiday Season

WELL WELL WELL

Addressing the Healthcare Staffing Shortage through Better Technology Arizona desperately needs more nurses. Arizona ranks among the top five states with the most severe healthcare staffing shortages, with the demand for specialized nurses in Arizona projected to increase by 23% by 2025. The U.S. Bureau of Labor Statistics estimates 195,400 openings for registered nurses in the state from 2021 to 2031. Hospitals struggle to meet the demand for care with fewer resources. Two-thirds of hospitals and healthcare systems ran at less than full capacity at some point in the past year because of staffing shortages (Kaufman Hall, Oct. 2023 report). The cost of attracting and retaining nurses and other

As we approach the year-end, holiday parties and charity galas can often lead to a buffet of temptations for entrepreneurs and business professionals alike. Navigating holiday feasts without compromising our waistline or wellness goals becomes a unique challenge. Here are some tailored strategies to ensure that decision-makers stay sharp, physically and mentally, throughout the holiday:

BALANCE OVER TOTAL AVOIDANCE

Strategic indulgence for networking: One frequent challenge in business settings is the “avoid or binge” mentality. Steering clear of all treats can make a person feel out of place in networking scenarios, while uninhibited indulgence might lead to regrets. The key? Strategic moderation. Choose treats wisely, especially when they become conversation starters. Remember, the holiday season in the business world is as much about forging connections as it is about celebrations. This means using food and drink as tools to facilitate discussions, not as the primary focus.

clinicians is putting healthcare systems under enormous stress. Easing this dilemma for healthcare systems and clinicians requires adopting new workforce management technology that still keeps the human touch. Hospitals traditionally have relied on staffing agencies to supply nurses and clinicians for long- and short-term needs. It’s an expensive, opaque and clunky system that was stretched to its breaking point during the pandemic. In late October, SnapNurse relaunched as SnapCare and expanded its AI-enabled workforce marketplace solution to better meet customer needs. The platform largely eliminates the role (and

TARGETED CELEBRATIONS, NOT CONTINUOUS FESTIVITIES

Mark the business calendar: While Thanksgiving and Christmas are pivotal, there are often multiple parties and events stretching across the entire season in the corporate world. A good strategy is to pick indulgence days based on event importance, and maintain nutrition and exercise habits around them. One lavish corporate gala won’t hamper our health; continuous excess might. This is a time to emphasize the networking and opportunities these events provide, with food being the proverbial icing on the cake.

fees) of the agency middleman by turning staffing control over to healthcare facilities and providing greater visibility into costs. It’s a smarter and lower-cost way for facilities to manage workforce needs, control costs and deliver quality care. Nurses and other clinicians (e.g., physicians, radiologists, medical assistants, etc.) will also find it easier to secure the work and schedules they want. It won’t solve the staffing shortage on its own, but it will help Arizona healthcare systems fill their open positions and keep Arizona nurses and clinicians on the job. —Jeff Grant, CEO of SnapCare

INCORPORATE ACTIVE BREAKS IN BUSY SCHEDULES

The end-of-year rush is real, but so is the need for effective breaks. Integrating movement into our day can elevate mood, focus and overall productivity. Here’s how: • Lunchtime strolls: Amidst back-to-back meetings and tight schedules, a walk post-lunch can be physically and mentally refreshing. This is a great time for clearing thoughts, planning, or even having informal “meetings” with colleagues.

• Quick cardio sessions: No need for long gym hours. Short, high-intensity interval training (HIIT) sessions, even 15 minutes, two to three times a week, can boost energy levels and keep a person sharp for those critical end-of-year decisions. • Strength training breaks: While resistance equipment is best, utilizing resistance bands or simple body-weight exercises during breaks can be just the stimulus a person needs. These sessions can act as a physical and mental reset, support lean muscle tissue and better blood sugar regulation, burn calories, and help a person stay sane through year-end demands. Navigating the holiday season as a business professional requires a blend of health consciousness and strategic indulgence. Adopting a balanced approach ensures we can remain at the top of our game physically and mentally, and positions us to take full advantage of the opportunities on display. Welcome the New Year poised, fit and ready to tackle new personal and professional opportunities. —Ben Brown, owner of Body Systems (www.bodysystems.com), an online nutrition and fitness consulting business specializing in designing individualized nutrition, lifestyle and strength training programs for highly driven men and women worldwide

(snapcare.com)

DEC. 2023

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A recent survey by TrustedHousesitters, a pet-sitting platform that offers unique homestays in exchange for caring for pets, found roughly 91% of respondents saying that caring for pets has improved their remote working experience overall. For instance, nearly half (49%) of respondents said pets benefit their remote working experience by forcing them to take a break from their screen during the workday. trustedhousesitters.com

HONOR IS WHAT GIVES US PURPOSE

Honor is what motivates our team of dedicated healthcare professionals. Through passion and purpose, we come together to ensure every patient is provided with the best possible care. honorhealth.com

INNOVATIONS FOR BUSINESS

TECH NOTES

CarePods Use Technology to Scale Healthcare Forward was created to solve the existential problems in healthcare by using technology to scale care to the people of the world. Forward uses proprietary AI to turn clinical expertise and the latest medical research into Health Apps — diagnostic tools and robust care plans. Since 2016, Forward has built a vertically integrated, direct-to-consumer a team of more than 100 primary care clinicians. Now with the free-standing, self-serve Forward CarePod, Forward takes a major leap in addressing the three fundamental challenges of healthcare: cost, accessibility and quality. Individuals can engage with Health Apps in Forward CarePods and the Forward mobile app. The company believes its deployment of CarePods to malls, gyms and offices will broaden access to care so that it will no longer be limited by where a person lives. Forward CarePod and its Health Apps are built by Forward’s team of world-class doctors, from top universities like Harvard, Johns Hopkins and Columbia, and are continuously updated. CarePods provide access to comprehensive health analytics via biometric body scans, blood tests and wearable sensors; integrate Health Apps dedicated to solve member’s health needs across major health areas like heart health, diabetes, weight management and mental health; create personalized care plans, write prescriptions and make referrals based on AIsupported clinician review of CarePod analyses; and sync all member health data, results, prescriptions and plans into one central mobile application. Following the recent announcement of $100 million in growth capital from blue chip venture funds Khosla Ventures, Founders Fund, Samsung Next, Abu Dhabi Investment Authority and Softbank, which will be used to manufacture and deploy Forward CarePods, the first CarePod for Arizona will open this month at Chandler Fashion Center in Chandler. —Mike Hunter GoForward, Inc. goforward.com/carepod

DEC. 2023

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Improve E-Commerce as Customer Commerce In the past few years, we’ve been talking to customers about the issue of time. We’ve become acutely aware of the time that is being wasted on traditional e-commerce solutions. SMBs are wasting enormous amounts of their team’s time, using a multitude of systems to cobble together an overall system to run their e-commerce business effectively. This time is being wasted making multiple systems talk to each other. It is also being wasted in trying to find the correct, up-todate information on customers. Patchwork web and cart plug-ins only add further complexity and stress. Wasting staff time is costly, and it impacts the business’s bottom line. However, when businesses start wasting customers’ time, they move into a whole new universe of pain. Customers who feel their time is being wasted by companies who don’t understand their needs, can’t find their information or put them on hold to “check another system” will go elsewhere to satisfy their needs and wants. If a company churns through customers, its acquisition costs rise, its lifetime customer loyalty statistics fall, and it ends up in a world of pain when it comes to trying to scale the business. Business owners know that multiple systems also introduce multiple places where something can go wrong. Research around the globe shows that e-commerce is not working, with climbing rates of cart abandonment and product returns at all-time highs. Customer Commerce is the solution to these woes. Customer Commerce can offer a scalable, affordable solution and move the business to a single system, where any staff member can find data on any customer and know it is up to date and correct. There will be no need to pay staff to get disparate systems to talk to each other. Best of all, customers will love the fact that the company knows them, understands their needs

and wants, and can answer any query they have quickly and correctly. In short, their experience will be far superior to the current “e-commerce” way of doing business. The State of the Connected Customer shows us that providing this outcome for customers is going to be bZeneficial for SMBs: 1. Eighty-eight percent of customers say good customer service makes them more likely to purchase again. 2. Nearly half of customers — including threefifths of millennials — are willing to pay extra for better customer service. Happy customers become loyal customers, shooting a company’s lifetime customer value, NPS scores and retention rates through the roof. Spending less on humans trying to make computer systems talk to each other will drive down staff costs. Beyond the basics, Customer Commerce solutions also offer the ability to launch multiple stores, for multiple brands and across multiple time zones and languages. It allows real-time stock management and integration with POS systems. Meaning, a company can reach further into global markets both online and bricks-andmortar, without adding any complexity to the Customer Commerce system that will be powering its business to the next level. Prioritizing the customer and treating customers’ time like your own by moving to a Customer Commerce solution is the way forward for SMBs. —Mikel Lindsaar, CEO and founder of StoreConnect (getstoreconnect.com), an experienced technology entrepreneur whose mission is to infuse small and medium-sized businesses with the power to implement a successful Customer Commerce strategy whilst scaling to meet growing demand

StoreConnect (built on the World’s Number 1 CRM, Salesforce) was awarded Salesforce’s 2021 International Partner Innovation Award of the year for the Retail sector and is changing the ease with which small businesses are run — with a manageable price tag. StoreConnect is Time. Well spent. getstoreconnect.com

Photo courtesy of GoForward, Inc. (left)

healthcare system with 19 locations nationwide and

TOP S R E D LeEy LA eaders Who

l l a V f o t s i L r Ou ! e c n e r e f f i D l a e R a g n i k a Are M r by Mike Hunte

ach year, we select top leaders who have had great success over the preceding year. This year, we selected 19 leaders in varied established sectors within our business community. We asked hard-hitting questions of these leaders to get a sense of what they see for 2024. Each of them is truly entrenched in growing their companies and our economy, in developing policy, managing people and growing business through innovations that have a positive effect on our business community. Each leader has been asked the same questions on the subjects of their effective management style, the impact of COVID-19 disruptions, what we can do to empower economic growth, and how their organization’s future will impact our economy. Their answers are intriguing, thoughtful and certainly inspiring as we move into this new world of business in which we find ourselves.

TOP LEADERS

Ryan Abbott Executive VP, Southeast Region

Clayco Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers? I live for those moments when someone accomplishes something that they never thought possible. In our line of work, creating something that has never existed before requires individuals who are unbelievably adaptive, hardworking and innovative. Where most are doing everything they can to keep their employees from bumping into the walls, all I’ve ever wanted is for my partners to push up against what’s possible, do things they’re proud of, provide our community with an extraordinary value. Most of our team is doing something new to them — in a way and at a scale and value that hasn’t before been accomplished.

Q: What impact has COVID-19 or the disruptions of the past 18 months had on you as a leader? The pandemic demonstrated to me that we are vastly social creatures; we work in teams, we envision purpose through fellowship, culture shapes our lives. My brothers and I were recently on a group rafting trip and one of them mentioned he had just listened to an article named, “What is Human Nature? Paleolithic Emotions, Medieval Institutions, God-Like Technology” with Edward O. Wilson. Essentially, we’re an archaic species mixed up in transition. Yes, we exist in a newly created civilization, but we’re still new to it. My leadership needs to provide reason, accountability and emotional purpose so that someone can socially align to find their life’s work.

Q: What do you feel we can be doing as a business community to empower economic growth here? Support education, so that we can further diversify our economy to be more stable and equitable to growth and development. As a community, we don’t yet possess the skills we need to support the industrial diversity that we are currently building.

Q: What is new and notable for your company’s near future that will impact our economy? We’re servicing clients who are creating components for the globally connected super computers that ride around in our pockets, cars that drive themselves, food manufacturers that fuel the mind and body, machines that allow for decision making at a scale that has never before been possible, and creating non-traditional living environments where people form social and experiential connections that allow them to thrive. We’re doing all this not by following traditional development, design and building practices but by overlapping each step to make our economy better.

Name of Leader: Ryan Abbott Position of Leader: Executive Vice President Company Name: Clayco

30 DEC. 2023

Main Local Office Address: 4300 E. Camelback Rd., Suite 300, Phoenix, AZ 85018 Phone: (602) 725-4995 Website: www.claycorp.com

Number of offices in Greater Phoenix: 1 Year Established Locally: 2021 City Nationally Headquartered: Chicago No. of Years with Firm: 2

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Susan Anable Phoenix Market VP

Cox Communications Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers? I have a reputation of being a leader who encourages my team to try new things and to celebrate the wins and learn from the failures. Failures and mistakes are part of business and of life, and how people respond to failures or mistakes is a big part of their emotional quotient. One of my favorite sayings is, “We are either winning or we are learning.” (I thank Kevin Costner’s character, John Dutton, from Yellowstone for that profound wisdom.) I would rather have someone on my team try something new and fail, than operate successfully in the status quo. I have learned that I can be a strong leader and still be an empathetic listener. I may not be able to solve every problem or give everyone the answer they want to hear, but I can be sure they are heard. In my 22-year career at Cox, I am most proud of creating a program at Cox to inform and engage our employees in the civic and political process. We promote the importance of voting and of being an informed voter. While we don’t tell our employees how they should vote, we provide election information and create opportunities for employees to be exposed to candidates as well as important community issues.

Q: What impact has COVID-19 or the disruptions of the past 18 months had on you as a leader? I have learned to flex around the new expectations of the workforce. COVID-19 created a lifestyle change for many of our employees and that has affected their work environment. Embracing technology is a big part of keeping important workplace connections, but it certainly still has its limitations. It is hard to give and receive human energy and collaboration on a screen. As a leader, I have learned I have to be very intentional about creating that virtual energy and collaborative environment. The other challenge we continue to face is how we keep our strong culture of high-level employee engagement that has been a hallmark of our company for the 125 years we have been in existence. With so many of our employees either working 100% remote or working in hybrid roles where they are working from home for several days a week, it is challenging to maintain the employee experience of connectedness. Our employees tell us they enjoy the flexibility and productivity of working from home, but they also need human connection with their leaders and fellow employees. I think this is a big challenge that we as business leaders are going to need to continue to adapt to.

Name of Leader: Susan Anable Position of Leader: Market Vice President – Phoenix Company Name: Cox Communications

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Q: What do you feel we can be doing as a business community to empower economic growth here? The best thing we can do as a business community is to work for shared statewide success and not local “wins.” It is less important “where” economic growth is happening in Arizona, but that it is happening and it benefits everyone. We have several great business/economic organizations that have done a great job bringing the business community together for mutual success (e.g., Greater Phoenix Chamber, Greater Phoenix Economic Council, Greater Phoenix Leadership, Arizona Commerce Authority and the Arizona Chamber of Commerce and Industry). I think it is also important that we collectively own our narrative. When we let external sources like the media and politicians in other states tell our story, we lose a huge opportunity to promote Arizona as a great place to do business, and we also lose the powerful voice we have collectively to solve our challenges (e.g., our state’s brand, water resource challenges, tax policy, etc.).

Q: What is new and notable for your company’s near future that will impact our economy? Cox has invested billions of dollars in our network the past few years and have added more fiber to the Arizona communities we serve. This year, we also partnered with local communities in Arizona, such as Huachuca City, Eloy, Arizona City, Black Canyon City and Congress, to expand our network to provide high-speed internet to rural communities that are unserved or underserved. We are looking forward to more partnerships in the future with local communities to expand our services. In 2023, we have also enabled multi-gig speeds to 65% of the Arizona homes we serve and we also launched Cox Mobile service.

Main Local Office Address: 1550 W. Deer Valley Rd., Phoenix, AZ 85027 Phone: (602) 694-1395 Website: www.cox.com

Number of offices in Greater Phoenix: Multiple business offices and retail locations Year Established Locally: 1995 City Nationally Headquartered: Atlanta, GA No. of Years with Firm: 22

DEC. 2023

TOP LEADERS

Josh Bartelstein CEO

Phoenix Suns & Phoenix Mercury Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers? I lead with a people-first mentality; our team members are what define our organization. I believe communication and collaboration are essential in order to be successful. We have to come together to accomplish our goals and to become the best franchise in sports, on and off the court. I encourage our team to dream big and accomplish even bigger.

Q: What do you feel we can be doing as a business community to empower economic growth here? Phoenix is a destination market for many reasons, including the incredible business community we have here. The Suns and Mercury continue to elevate the city as a premier sports and entertainment destination by collaborating with city partners to bring major sporting events to the Valley, like the upcoming 2024 WNBA All-Star Game and 2026 NCAA Women’s Final Four. Every year, we welcome business leaders and fans from around the world to the countless games, concerts and events we host at our arena.

Q: What is new and notable for your company’s near future that will impact our economy? Our organization is focused on four key pillars: fan experience, team member culture, community impact and winning. Everything we do, whether it’s a new-player signing or announcing a new broadcast partnership to make Suns and Mercury games available to all fans across Arizona, centers around these pillars and our commitment to our team members, our community and our fans. With that said, we have a lot of exciting things coming in 2024 that demonstrate our organization’s commitment to these foundational pillars. Led by owner Mat Ishbia, we recently announced a $100 million investment to develop a new team-member campus and state-of-the-art practice facility for the Mercury. The 123,000-square-foot development marks a significant contribution to the ongoing revitalization of Downtown Phoenix. The campus will be strategically located within Phoenix’s

Name of Leader: Josh Bartelstein Position of Leader: Chief Executive Officer Company Name: Phoenix Suns and Phoenix Mercury

32 DEC. 2023

Warehouse District downtown and will be one of the largest developments for a professional sports organization in the country. This is a testament to our goal to make the Suns and Mercury world-class organizations on and off the floor. The Mercury’s new dedicated practice facility will be one of the best facilities in all of women’s professional sports and the team-member business headquarters will be designed to make the Suns and Mercury the best organizations to work in, in sports. We are also preparing to host the WNBA All-Star game in July 2024. We cannot wait to welcome fans from around the world and show them everything Phoenix has to offer. This will mark the third time that Phoenix will host the midseason showcase, having previously hosted in 2000 and 2014. Hosting the WNBA All-Star Weekend will be a full team effort alongside our city partners, our local businesses and our fans. We can’t wait for what is surely going to be an unbelievable experience.

Main Local Office Address: 201 E. Jefferson St., Phoenix, AZ 85004 Phone: (602) 379-7800 Website: www.suns.com www.phoenixmercury.com

Number of offices in Greater Phoenix: 2 Year Established Locally: 1968 City Nationally Headquartered: Phoenix

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Latasha Causey President

Phoenix Raceway Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers? I am all about relationships; I always take the time to get to know my team. As a leader, it is important to know you can’t lead everyone the same way. I must know what motivates each individual and lead them in a way that will help them thrive. I do push my team to challenge themselves; I don’t want them operating in a comfortable space 100% of the time. If you aren’t challenging yourself, then you aren’t producing your best product. I create a comfortable and fun environment to ensure my team can show up every day as their authentic self (flaws and all). While it takes a lot of work to do what we do, if we aren’t having fun our fans won’t be having fun, so we laugh as much as we can!

Q: What impact has COVID-19 or the disruptions of the past 18 months had on you as a leader? COVID-19 caused me to slow down and helped me realize “no” is an okay answer. During COVID-19 we were forced to stop juggling our day-to-day tasks and focus on what’s mission critical. I have tried to maintain that slower pace and do only the things that matter most. As a leader I have also made sure we take the time to listen to people on what’s important to them. I have been intentional about scheduling meetings that aren’t about business, they are just a check in. I find that in those meetings I learn so many things about my team that maybe wouldn’t normally come out because we are always so busy.

Q: What do you feel we can be doing as a business community to empower economic growth here? One of the best things about Arizona is that most companies and leaders within those companies want to see our community thrive. Due to that, we are all willing to collaborate for the greater good of the community.

Name of Leader: Latasha Causey Position of Leader: President Company Name: Phoenix Raceway

We must continue to work together to be a voice for the voiceless, do our part in creating sustainable programs that will last well into the future and advocate for our state.

Q: What is new and notable for your company’s near future that will impact our economy? Phoenix Raceway continues to host two race weekends each year: The Shriners Children’s 500 weekend, March 8–10, and NASCAR Championship Weekend, Nov. 8–10. Those weekends bring race fans to The Valley from more than 45 states and multiple countries. This provides Phoenix Raceway the opportunity to partner with multiple businesses and leaders across the city and state. Phoenix Raceway will also continue growing as a staple venue that host various events such as concerts, business meetings and other entertainment.

Main Local Office Address: 125 S. Avondale Blvd., Suite 200, Avondale, AZ 85323 Phone: (623) 463-5400 Website: www.phoenixraceway.com

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Number of offices in Greater Phoenix: 1 Year Established Locally: 1964 City Nationally Headquartered: Phoenix No. of Years with Firm: 1

DEC. 2023

TOP LEADERS

Will Fischbach Shareholder

Tiffany & Bosco Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers? My leadership style is shaped by my eight years as an active-duty U.S. Army officer. In Iraq and Afghanistan, I witnessed great leadership and, at times, poor leadership. I’ve distilled my leadership philosophies into Five Pillars of Leadership: (1) put the needs of others before your own, (2) lead by example, (3) be accountable to yourself and hold others accountable, (4) be magnanimous in victory, and (5) have courage. Courage is often misunderstood as simply being daring or taking risks. That’s part of it. But courage really means summoning the will to do things you find uncomfortable or even terrifying. To instill courage in others, you must put them into challenging situations. For the attorneys on my team, this means empowering them with higher levels of responsibility and decision making, knowing that sometimes they may get it wrong. I often tell them, “I’m not here to tell you how to suck an egg; I will just make sure you don’t choke on it.”

Q: What impact has COVID-19 or the disruptions of the past 18 months had on you as a leader? COVID-19 started as a public health emergency and quickly became very politicized and divisive. People typically avoid the usual Democrat-vsRepublican squabbles in the workplace. But with COVID, we couldn’t simply avoid talking about it. We had to engage with colleagues over an issue that people were deeply divided over. This created conflict and resentment. As business leaders, our focus should be restoring the pre-COVID levels of teamwork and workplace cohesion.

Q: What do you feel we can be doing as a business community to empower economic growth here? I will suggest two that may be novel. First, we must learn from the leadership failures in other major cities that destroyed their business environment. When I first set foot in Afghanistan in early 2002, it was like a post-apocalyptic Colorado. There were pristine, magnificent snow-capped mountains in the background, while the foreground was strewn with broken vehicles, inoperable equipment and other shattered remnants of the Soviet military. Our leaders promised we would not repeat the mistakes of the Soviet occupation 13 years prior. That promise aged poorly. When I go to my hometown of Los Angeles, I see a dysfunctional city whose woes are traceable to decades of leadership failures. We must have candid discussions about the leadership failures in other cities and implement policies accordingly — even if it means being unpopular with our own political team. My friend Senator Kyrsten Sinema exemplifies this leadership.

Name of Leader: William M. Fischbach Position of Leader: Shareholder ATTORNEYS AT LAW

Company Name: Tiffany & Bosco, P.A.

Second, we must improve our efforts to market Arizona as an ideal business environment. Every few weeks, I come across a foreboding expose — typically in a newspaper in one of those dysfunctional cities — claiming that Arizona is a desert wasteland that wasted its water profligately. In reality, Arizona is a model of groundwater management. In good years, we “bank” water in our aquifers. And Phoenix’s water supply largely comes from Salt and Verde Rivers, both of which are far more drought resistant than the Colorado. And yes, summers are hot here. But have you ever spent a winter in Ohio or Michigan? You don’t have to shovel heat.

Q: What is new and notable for your company’s near future that will impact our economy? My day job is leading a boutique litigation practice group at the Phoenix office of Tiffany & Bosco, P.A. We have seven lawyers on my team and we handle the full spectrum of civil and commercial litigation disputes. Growing has allowed us to continually deliver the best results to our clients. Additionally, every team member is expected to dedicate significant time serving the community. My “other” day job is serving as board chair for Goodwill of Central and Northern Arizona and its enterprise partner Thrive Services Group, Inc. Both are nonprofit organizations that fund their missions through business lines and social enterprise. For Goodwill, that’s thrift retail. Goodwill just opened an adult high school called the Excel Center where students of any age can earn a high school diploma rather than a GED. We provide child care and transportation vouchers, all at no cost to the student. Thrive’s newest initiative is a coffee company called Noble Ground. We just opened coffee shops in Phoenix and Flagstaff and a kiosk in the Suns Arena. The revenues generated by Noble Ground will fund education and affordable housing initiatives. We call it “Coffee for a Cause.”

Main Local Office Address: 2525 E. Camelback Rd., 7th Floor, Phoenix, AZ 85016 Phone: (602) 255-6036 Website: www.tblaw.com

34 DEC. 2023

Number of offices in Greater Phoenix: 3 (Camelback, Parkway and Glendale) Year Established Locally: 1967 City Nationally Headquartered: Phoenix No. of Years with Firm: 14

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John Graham Chairman & CEO

Sunbelt Holdings Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers? I consider myself a servant leader. I try to put the community at the center of all my leadership decisions while also doing well for our company. I also lead by example and expect no more from our employees than what I am willing to do myself. I have always had an open-door policy and hope to foster an environment where all employees feel like they have a seat at the table for decisions made. Kindness and civility drive my leadership and decision making. A guiding principle on my leadership style can be summarized by one of Maya Angelou’s famous quotes: “I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

Q: What impact has COVID-19 or the disruptions of the past 18 months had on you as a leader? The COVID-19 pandemic and the market disruption over the last 18 months have made me appreciate personal relationships even more than I already did. These events also changed the way we conduct business. While the world seemed to stop during the COVID-19 pandemic and slow during the market disruption, we have not stopped or slowed down at Sunbelt. We continued to face the issues head on. We learned ways to be safe during the pandemic, and we become more efficient and flexible using technology. As someone who values pen and paper, this was a challenge to me personally; however, it has eliminated redundancy and boosted our efficiency across the company. As we have shifted away from the pandemic and back to business as usual, we have not forgotten the tactics we used to improve efficiency while working remotely. As we look at past market disruptions and economic downturns, we see a very different Arizona from the one we have today. During past economic downturns, we were a primarily real estate and development market. We now have a much more diverse economy with presence in fields such as manufacturing, biotech and startups. Because of this diversity in our economy, I believe we are prepared to be more dynamic and resilient.

Q: What do you feel we can be doing as a business community to empower economic growth here? We are doing great things, but we cannot rest on our laurels. As market uncertainty grows, engaging and investing in the community is important to empower economic growth. Public-private partnerships will continue to

Name of Leader: John W. Graham Position of Leader: Chairman and Chief Executive Officer Company Name: Sunbelt Holdings

bolster a competitive economy. Among many other things, quality public education and healthcare are key to economic development, so we can continue to value and support our public K-12 education, post-secondary education and healthcare partners. We must also continue prioritizing making our state business friendly while also cultivating diversity, acceptance and innovation. People want to move to a business-friendly state where all people feel welcomed. As we face big issues that require big solutions, such as water use, we must realize that we can get much more done when we bridge the gap between the public and private sectors.

Q: What is new and notable for your company’s near future that will impact our economy? We will continue to deliver innovative projects such as Culdesac, the first car-free community built for humans instead of vehicles (located in the innovative municipality of Tempe). Innovation and market disruption are key to our continued success. Staying relevant means evolving the focus of our company and growing our knowledge base. Outside of our projects, our employees will continue to spend a significant amount of time serving the community on both economic development and philanthropic efforts. While outside of our job description, our commitment to economic development and philanthropic efforts is just as important as our day-to-day work. This commitment is not only important to our company’s success, but it is important to the overall health of the community.

Main Local Office Address: 6720 N. Scottsdale Rd., Suite 250, Scottsdale, AZ 85253 Phone: (480) 905-0770 Website: www.sunbeltholdings.com

Number of offices in Greater Phoenix: 3 (2 in the Phoenix metro and 1 in Tucson) Year Established Locally: 1979 City Nationally Headquartered: Scottsdale, AZ No. of Years with Firm: 41

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DEC. 2023

TOP LEADERS

Molly Greene Senior Director

Salt River Project Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers? I love my work and am inspired by my team. In looking at how to characterize my leadership style, I think it reflects traits of a strategic leader. Our department’s mission is devoted to equipping internal and external leaders with information, strategies and perspectives to achieve SRP’s corporate objectives on behalf of our customers. This relies on cultivating team members and a long-term commitment to inspire work that explains complicated technical information to the public. We work with various business units to understand what is often quite technical information and to communicate it succinctly, often under pressure for a timely result. We wouldn’t be successful without a professional team that applies its extraordinary talents while maintaining a positive work environment. I’m pleased to lead a group that bears a critical responsibility to support and advocate for customers, as well as to champion SRP’s public policy interests impacting numerous stakeholders. I enjoy working with professionals who are forward-thinking, agile and adaptable as they successfully guide our public engagement. Leading a new team and developing an ambitious function within that team requires considerable collaboration, accountability and productivity.

Q: What impact has COVID-19 or the disruptions of the past 18 months had on you as a leader? I was selected as one of several leaders over the course of the pandemic to drive SRP’s Return to Work effort. Building systems and redundancies to ensure uninterrupted power and water delivery during one of the deadliest pandemics in history taught me a lot about communication, processes and people. In a virtual environment, I had to be far more purposeful in my communication. I learned to be more organized, prepared and focused in team meetings and to appreciate how valuable real-time communications are to an organization responsible for critical infrastructure. I also learned the importance of interpersonal relationships and human contact, both personally and in the workplace. I had the privilege of getting to know my team members more personally. The experience resulted in a mutual understanding and respect for how the pandemic impacted people differently across the company. Few would say that they are unchanged from the experience of living through the pandemic. Many of us are more grateful but also hold higher expectations of work-life balance and the opportunity to enjoy every day of this precious life.

Name of Leader: Molly Greene Position of Leader: Senior Director of Policy, Strategy & Consumer Affairs Company Name: Salt River Project

36 DEC. 2023

Q: What do you feel we can be doing as a business community to empower economic growth here? Salt River Project knows the value of providing power and water to customers across an arid desert, making the Valley one of the fastest-growing communities in the country. Working at SRP has provided me the unique perspective of seeing how a community-based, not-for-profit public utility delivers water and power to more than 2 million — and counting — customers. SRP has been operating one of the nation’s first federal reclamation projects and managing vital watersheds in Arizona for 120 years. Our emphasis on partnerships with a wide variety of community leaders, including Tribal communities, customers, trade groups and other stakeholders, ensures we meet the water and power needs of the region. And our diversified energy policy taps into the most efficient and costeffective mix of energy sources to maintain the reliability and affordability needed for Arizona’s hot summers. This helps us maintain a steady focus on increasing renewables, including solar and battery storage, as we continue reducing carbon-emitting energy sources.

Q: What is new and notable for your company’s near future that will impact our economy? SRP is proud of our extensive work and collaboration to develop an Integrated System Plan (ISP) that includes system-wide recommendations and strategies for 2025–2035. SRP’s goal is to build a better Arizona with innovative ways to give our customers reliable, affordable and sustainable power and water. To achieve this, we built an ISP to guide our power generation strategies through 2035. Forty-eight SRP departments and 140 external stakeholders participated in the two-year process. Customer inputs helped ensure our plans align with what they care about most, as demand is estimated to spike 25% by 2030. The data-driven process modeled potential system plans under varying growth scenarios, supply chain and regulatory constraints to determine if the plans affordably meet customer need for reliable power, while meeting the SRP’s Board-approved carbon reduction goals. As a result, SRP will deploy key ISPs to meet our sustainability goals without sacrificing reliability or affordability.

Main Local Office Address: 1500 N. Mill Ave., Tempe, AZ 85288 Phone: (602) 236-5263 Website: www.srpnet.com

Year Established Locally: 1903 City Nationally Headquartered: Tempe No. of Years with Firm: 23

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Xavier Gutierrez

President, CEO & Alternate Governor

Arizona Coyotes Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers? I’ve learned a great deal throughout the course of my career from many talented mentors and “door openers” who invited (challenged) me to be in places I knew nothing about, but ending up exactly where I should be. Although I’ve absorbed elements from each of these leaders, the thing that most embodies my own style can be summarized in one phrase (with a special shout out to my Jesuit high school education): “Be a Man for Others.” It’s obviously my responsibility to ensure we’re successful in a competitive landscape of professional sports, whether as a business or a hockey team. But I firmly believe we also have a profound responsibility to effect positive change more broadly across culture, commerce and community. At every step along the way, I’ve tried to balance and reconcile a competitive spirit to succeed in all my endeavors, with a deep sense of responsibility to give back, uplift and empower others. Sports has a unique and powerful role in bringing diverse communities together in a common rallying cry, and we lean into that every day. I have been proud of all our many efforts at the Coyotes to use our incredibly powerful platform to make an impact on the community around us, in the lives of others. The single biggest lesson I’ve learned is that if you remain focused on the opportunity to leverage your voice to do for others, it will also pay massive dividends on fulfilling your competitive desire to win.

Q: What impact has COVID-19 or the disruptions of the past 18 months had on you as a leader? I embarked on this journey into professional sports in June of 2020, approximately two months into the spread of COVID-19. For a business that is rooted in human interaction and in filling arenas, this was clearly not when you want to make a career change into a new industry. It was a trial by fire, and we faced unprecedented challenges in ensuring the safety and well-being of our staff, players and community first and foremost. However, this was also a blessing in disguise as we were forced to innovate and think creatively about who we are and what is possible as a sports franchise. COVID highlighted the importance we played as an organization in finding innovative ways to bring our community back together safely, in supporting the businesses in the Valley that were struggling to survive, and in inspiring people during some very tragic times. As a business, we had to think outside the box, become nimbler and more entrepreneurial in our approach to running the team — all of which has carried on to this day.

Q: What do you feel we can be doing as a business community to empower economic growth here? In many ways, Phoenix is the city of the future now, embodying scale, diversity and innovation. But as we think about how we can further spur

Name of Leader: Xavier A. Gutierrez Position of Leader: President and CEO Company Name: Arizona Coyotes Hockey Club

economic growth, we should first start by leaning into and harnessing the power of our growing diverse cohorts: young, female, diverse (especially Latino), tech-savvy, purpose-driven. Our diversity is a major competitive advantage and will be a strength of the Valley going forward as those growth cohorts continue to change the face of this country. Second, we need to encourage not only institutional investment in the Valley, but that institutional capital makes this their “home.” We need to have major institutional investment firms and vehicles headquartered or with significant offices in the Phoenix area. This will not only lead to more exciting investments in those companies and opportunities that currently are here, but will also encourage businesses to relocate or set up operations in the Valley; it will spur new entrepreneurs to come here and start the businesses of the future; it will position this area as the place where ideas and businesses can grow because the capital and the investment decision makers are here to be connected with. Finally, we have to highlight and grow the industries that this community is naturally a leader in. Climate technology, infrastructure, real asset resiliency and sustainability, sports and live events — these are all areas that the Valley should absolutely be the forefront leader of, and the industries that this business community should be pushing to gain prominence in.

Q: What is new and notable for your company’s near future that will impact our economy? In addition to our continued efforts to identify a permanent home for our exciting future, we’re thrilled to have struck a groundbreaking broadcast rights deal with Scripps Sports and are excited about the recent launch of Arizona 61, a new independent channel that is the Home of the Coyotes. We watched closely the past few years as the traditional regional sports network model grew more challenged, and pivoted to an approach focused on increasing accessibility, reach and engagement for our fans and “fans in waiting” by having our games on free over the air. We are thrilled to be partnering with Scripps, which is a leading broadcast company with stations across the country, and who has made a significant commitment to live sports. We see a huge upside in advertising / sponsor revenue and, most importantly, we will now reach a much wider audience of almost three million homes, at no cost to our loyal fans, in Arizona, Utah and New Mexico.

Main Local Office Address: 8465 N. Pima Rd., Suite 100, Scottsdale, AZ 85258 Phone: (623) 772-3200 Website: www.nhl.com/coyotes

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Number of offices in Greater Phoenix: 1 Year Established Locally: 1996 City Nationally Headquartered: Phoenix No. of Years with Firm: 3

DEC. 2023

TOP LEADERS

Peter Kjome President & CEO

The Phoenix Symphony Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers? It is my goal to be a collaborative leader who engages key stakeholders to achieve artistic and economic success. Many people — including current and past board members, musicians, staff, patrons and other community leaders — have expressed the desire to work together and ensure our organization’s strength and positive direction. Vital work is underway to chart the course for a bright future and make that future a reality, and I greatly appreciate the contributions by leaders who care about The Phoenix Symphony, its service to the community, and our future. Together, and with the support of our community, The Phoenix Symphony is able to enrich the lives of many thousands of people and their families each year. Our shared efforts will help advance our great orchestra so that Phoenix and Arizona are home to one of the most innovative and dynamic orchestras in the country.

Q: What impact has COVID-19 or the disruptions of the past 18 months had on you as a leader? The pandemic and the disruption in our ability to present live concerts was a tremendous challenge for performing arts organizations. With that said, the pandemic brought new urgency to innovate, collaborate and respond to evolving and often unpredictable circumstances. After taking action to help protect the health and safety of our patrons, musicians and staff, we are focused on the important work that lies ahead as we continue to recover from the pandemic. This experience has served as a reminder not only of the importance of determination, but also of the powerful resilience we have when working together toward a shared goal. It is exciting to welcome audience members back to the concert hall, and we seek to provide extraordinary musical experiences that inspire and advance our community, enriching the lives of people of all ages and backgrounds. This will, in turn, help our Symphony continue to rebuild our family of audience members and enrich the lives of thousands of people each year.

Q: What do you feel we can be doing as a business community to empower economic growth here? Numerous studies have shown that arts and culture generate substantial economic impact and are a key contributor to the job opportunities and quality of place that are crucial to attracting investment and generating growth. Investments in the arts yield strong economic results while enriching lives in our vibrant community. At the same time, this vital work is

Name of Leader: Peter Kjome Position of Leader: President and CEO Company Name: The Phoenix Symphony

a shared responsibility across sectors — within the business community and beyond — and we can increase our collective impact by working together. As part of these efforts, it is important for the greater Phoenix area and Arizona to have a thriving, vibrant and dynamic performing arts sector to help attract and retain individuals, families and businesses. If the Phoenix Symphony can play a role in attracting business investment, and our organization then helps enrich the lives of people who choose to invest and make their home in our community, that is one way we can help make a difference as the largest performing arts organization in Arizona.

Q: What is new and notable for your company’s near future that will impact our economy? This is a time of innovation, change and growth. This season will be one of particular significance for The Phoenix Symphony, and the 2023-24 Season is truly extraordinary. In addition to our performances at Symphony Hall and other venues across the Valley, our community engagement and education programs reach an economically and ethnically diverse group of 125,000 participants each year. These programs engage multiple generations, and our four concentrations include education and lifelong learning, health and wellness initiatives, and other programs. After working in the orchestra field for many years, I believe these programs are among the finest in the nation. I am optimistic about the future because of the engagement and enthusiasm of people who care deeply about The Phoenix Symphony. We have been guided and supported over many years by visionary philanthropists such as Virginia G. Piper. Today, I continue to be inspired by Lifetime Director Jeanne Herberger and other leaders, and I know our Symphony occupies an important place in the hearts of many in our community. It is a privilege to have the opportunity to help provide extraordinary musical experiences that create community and enrich the quality of life in Phoenix and Arizona.

Main Local Office Address: One N. First Street, Suite 200, Phoenix, AZ 85004 Phone: (602) 495-1999 Website: www.phoenixsymphony.org

38 DEC. 2023

Number of offices in Greater Phoenix: 1 Year Established Locally: 1946 City Nationally Headquartered: Phoenix No. of Years with Firm: 1

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Paul Komadina Managing Director

CBRE Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers? My fundamental belief is that people do business with people they know and trust. This is especially important when people choose who they trust to lead them. I pride myself on being an open, honest and vulnerable leader who leads with care and compassion. I sit in the open with our employees and do my best to get to know them as people and for them to know me as a person, dad, husband, friend and colleague. I also believe in empowering the next generation of leaders in the workplace and giving them the opportunity to lead early in their career. To make this reality at CBRE, I worked with another leader to develop a “Division Leader” program where we select an early to mid-career professional for each division of the company to help lead important initiatives. We meet quarterly for breakfast with an agenda based on YPO Forum, talk about life and work, and help each other grow to be their very best personally and professionally.

Q: What impact has COVID-19 or the disruptions of the past 18 months had on you as a leader? One of the things that I’ve had to learn over the last few years is that you can’t say yes to everything. In order to be effective, you have to choose the things you do wisely. To choose wisely, you have to have clear priorities. I woke up in February 2023 and recognized that I had said yes to every organization and opportunity that was put in front of me. As a result, I realized that I was spread so thin that I was 30% in on everything and 100% in on nothing. I hadn’t set clear priorities for myself or for the business because I was so scattered. I spent seven months exploring what’s important to me as individual, a father, husband and leader of people at CBRE. As a result of setting clear priorities and expectations, I’ve been able to focus my time and energy on the things and people that are most important. The results have been gratifying and the benefits are manifesting in real and tangible ways.

Q: What do you feel we can be doing as a business community to empower economic growth here? Education. Education. Education … and working together. Education is the backbone of everything, and we need to have a K-20 education system that prepares the people of Arizona for the economy and world

Name of Leader: Paul W. Komadina Position of Leader: Senior Managing Director and Market Leader Company Name: CBRE

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of the future. I also believe that we have way too many groups that are trying to accomplish the same thing (in any discipline or area of need) and we are wasting time and money resources as a result. We need to focus on outcomes and not who gets the credit. Together, we can do great things and we need to reduce the duplication of efforts across our great community.

Q: What is new and notable for your company’s near future that will impact our economy? The commercial real estate market has been disrupted as much, if not more, than any other industry as a result of the rapid rise in interest rates. As a result, we have seen a significant decline in transaction activity and building values across the market. Thankfully, the leasing fundamentals have remained relatively healthy and we hope that maintains in 2024 due to Arizona’s robust economic growth and amazing quality of life. CBRE will continue to be focused on impacting the community in a large and positive way by the real estate transactions we do.

Main Local Office Address: 2575 E. Camelback Rd., Suite 500, Phoenix, AZ 85024 Phone: (602) 735-5000 Website: www.cbre.com

Number of offices in Greater Phoenix: 1 Year Established Locally: 1952 City Nationally Headquartered: Dallas No. of Years with Firm: 19

DEC. 2023

TOP LEADERS

Tammy McLeod President & CEO

Flinn Foundation Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers? My fundamental belief is that the individuals doing the work know best what they need and how to do it. I am here to support them. I don’t want to change who people are but, rather, I want to work with them and their individuality to create a stronger team. To that end, we’ve implemented a program where individuals initiate their own performance reviews and plans to let leaders know what they need for their next stage of growth. It’s relatively new and not perfect yet but is designed to facilitate conversations about what we need in the workplace to do our work most effectively. We also use StrengthsFinder as a diagnostic and resource, so that we know who we can turn to when we need a different perspective and one that will enhance our own — rather than producing automatic agreement. Again, we don’t change who people are; we work with their unique characteristics for the benefit of the whole.

Q: What impact has COVID-19 or the disruptions of the past 18 months had on you as a leader? The pandemic created an opportunity for me to learn and grow in a many areas. For one, intentional communication became a lot more important in a virtual world. Not only were we transitioning in terms of the medium of communication, but we found it was more important than ever to stay in touch with each other personally as well as professionally. I have worked to institutionalize more frequent touchpoints with our team as a whole and in one-on-ones. As we navigated the disruptions of the pandemic and the recalibration that followed, I think we actually got to know each other better and came to appreciate each other more than before. Along the way, we created shared operating practices and expectations so that we could more deliberately work in an atmosphere of trust. I think that has carried over as we have emerged from the pandemic.

Q: What do you feel we can be doing as a business community to empower economic growth here? This response is not limited to the business community. Our entire community can demand that we resource our education system appropriately. Education has been and will continue to be the fundamental building block of our community. It determines the level of innovation in our community and produces our future workforce. We should be laser-focused on getting the educational inputs and outputs

Name of Leader: Tammy McLeod, Ph.D. Position of Leader: President and CEO Company Name: Flinn Foundation

that will enable sustainable growth. That focus needs to be across our state, for all our students. The business community can offer necessary leadership, but it will take all of us working collaboratively to produce world-class educational opportunity for all our students.

Q: What is new and notable for your company’s near future that will impact our economy? We have a terrific team in place, and we’re ready to tackle 2024. It’s going to be a big year for us, with several important initiatives. The Flinn Foundation’s highest priority is strengthening the biosciences in Arizona, and our state is at a moment of great promise, with redoubled commitment to medical education, a high-functioning research community, and rapid private-sector growth. This will be the backdrop as we work with state and local policymakers, economic-development groups and individual leaders in the sector to plan the next iteration of the Arizona Bioscience Roadmap. We will also redesign our arts and culture grantmaking initiatives, work to elevate both the Flinn Scholars and our Flinn-Brown Fellows — individuals with extraordinary capacity for strengthening our state — and continue development of a civic-leadership program for youth.

Main Local Office Address: 1802 N. Central Ave., Phoenix, AZ 85004 Phone: (602) 744-6800 Website: www.flinn.org

40 DEC. 2023

Number of offices in Greater Phoenix: 1 Year Established Locally: 1965 City Nationally Headquartered: Phoenix No. of Years with Firm: 6

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Eric Miller Co-Owner and Principal

PADT, Inc. Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers? Over time, I’ve adopted a consultative leadership style where I gather input from any team I’m leading and then make decisions based on that input and my knowledge and experience. This was especially helpful for our company when we negotiated the disruption caused by the pandemic. To go beyond surviving and actually growing while keeping our employees safe during that period, I counted on the advice of experts outside and inside our organization and my own moral compass and business sense to meet a steady stream of incoming challenges.

Q: What impact has COVID-19 or the disruptions of the past 18 months had on you as a leader? The COVID-19 pandemic exposed the destructive power of “magical thinking” to me. As vast numbers of people adopted positions around the pandemic and how to deal with it that had no basis in reality, I started to notice those same people had an identical approach to business matters. When dealing with typical business challenges, their perception fit what they wanted to believe rather than the reality of the situation. I no longer assume that what such people tell me is what is going on, and if their untrue viewpoint is consistent, I remove them from the picture.

Q: What do you feel we can be doing as a business community to empower economic growth here? We have made considerable strides in connecting, but too many companies still decide to go out of state for products and services they can obtain here. Directories and portals don’t work. We must make a concerted effort to get out into the business community and create larger and stronger local personal networks to find Arizona sources for our businesses’ needs.

Q: What is new and notable for your company’s near future that will impact our economy? We sell, support and use advanced engineering tools for physical product design and manufacturing. The combination of digital twin technology and a more system-based approach to design, simulation and manufacturing will deliver greater capability and efficiency that will accelerate the rapid growth of manufacturing in the state. These technologies will allow local engineers to bring products to market that are designed faster, offer greater capability, and are manufactured more efficiently.

Name of Leader: Eric Miller Position of Leader: Co-Owner and Principal Company Name: PADT, Inc

Main Local Office Address: 7755 S. Research Dr., Suite 110, Tempe, AZ 85284 Phone: (602) 722-4622 (m) Website: www.padtinc.com

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Number of offices in Greater Phoenix: 1 Year Established Locally: 1994 City Nationally Headquartered: Tempe, AZ No. of Years with Firm: 29

DEC. 2023

TOP LEADERS

Martijn Pierik Founder and Chairman

Kiterocket Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers? My leadership centers on mentorship and propelling our collective vision. We balance expertise with burgeoning talent, emphasizing accessibility and growth opportunities. Leadership transcends daily tasks and focuses on broader goals like client success and strategic achievements. I share knowledge with our newer staff through regular “Coffee with Martijn” sessions, fostering open communication. I eschew micromanagement, valuing autonomy and learning from mistakes as key to development. Support and guidance are always available, helping team members overcome obstacles and learn autonomously. Personal and professional growth are interlinked, with one fostering the other. Leading by example, I encourage hands-on learning, challenge tackling and solution finding, underpinned by my support, defining my leadership style and company management.

Q: What impact has COVID-19 or the disruptions of the past 18 months had on you as a leader? The pandemic has underscored the uniqueness of work styles, highlighting the need for adaptability in productivity. It’s reshaped my approach, shifting from an operation-focused CEO to one who motivates and mentors, leveraging my extensive experience. Now, I’m less involved in day-to-day operations, focusing more on cultivating talent and offering comprehensive client support. My efforts are geared toward enabling our team to deliver substantive business outcomes for clients beyond mere PR and marketing tasks. COVID-19’s key takeaway is realizing my profound impact in fostering team empowerment and navigating clients through ongoing change.

Q: What do you feel we can be doing as a business community to empower economic growth here? Arizona is exemplary in fostering economic growth, especially in the tech sector. Organizations like GPEC, ACA and the City of Phoenix, alongside the governor’s office, have transformed Arizona into a leading high-tech hub, second only to Silicon Valley in the U.S. While all this happened in less than a decade, I advocate for more significant support of local businesses to further empower Arizona’s economic growth. While we excel at attracting companies, we also need a robust homegrown industry. I hope to see companies source more products and services locally; in our line of business, I see quite a bit of work being outsourced to companies outside our state. I’d love to see some incentive programs to promote businesses to source locally instead of going out of state, so we can continue building that ecosystem here.

Name of Leader: Martijn Pierik Position of Leader: Founder and Chairman Company Name: Kiterocket

Seeing our educational institutions expanding and developing workforce programs to meet ongoing demands is excellent. The investments from ASU, UA, GCU, NAU and many community colleges and trade schools are vital. If we continue cultivating this labor supply, we’ll maintain our competitive edge and sustain our economic momentum.

Q: What is new and notable for your company’s near future that will impact our economy? My company’s near future is marked by exciting developments that will significantly impact our local economy. We’ve recently acquired another agency, expanding our talent pool and service capabilities. This growth is not just about increasing our footprint but evolving to serve our clients better. As we grow, we create more jobs and hire new talent, contributing directly to Arizona’s employment landscape. But our impact extends beyond just job creation. As a PR and communications firm, we play a pivotal role in showcasing Arizona’s business achievements and technological innovations to the nation and the world. Notably, we are involved in facilitating international interest in Arizona. For instance, I am supporting a major trade mission where companies from the Netherlands and Flanders (Belgium) are exploring the business climate in Arizona. Such initiatives put Arizona in the global spotlight and can lead to significant investments in our state. One of my most recent achievements was helping bring the SEMICON West trade show to Downtown Phoenix, starting in 2025. This massive effort, in collaboration with GPEC, ACA and the City of Phoenix, will have a lasting impact on Arizona’s economy. My role in initiating and navigating this process demonstrates Kiterocket’s commitment to and effectiveness in strengthening Arizona’s economic standing.

Main Local Office Address: 45 W. Jefferson St., Fl. 7, Phoenix, AZ 85003 Phone: (602) 443-0030 Website: www.kiterocket.com

42 DEC. 2023

Number of offices in Greater Phoenix: 1 Year Established Locally: 2016 City Nationally Headquartered: Phoenix No. of Years with Firm: 7

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Michael Pollack CEO

Michael A. Pollack Real Estate Investments Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers? In the dynamic landscape of my extensive 50-year leadership journey, where the only constant is change, I’ve steadfastly championed a handson, boots-on-the-ground approach that transcends the realm of mere management. My perspective on leadership extends beyond a distant administrative role; it’s an immersive experience, where being a hands-on participant is not just beneficial but crucial. Firmly rooted in the belief that a leader should not only oversee but be an integral part of every facet of the organization, I’ve set a powerful precedent, consistently being the first to arrive and the last to leave. This unwavering commitment goes beyond routine duties; it creates a culture of dedication and shared responsibility, ingraining a profound understanding of the organization’s intricacies among both leadership and team members alike. Leading from the front, I’ve evolved into a driving force that doesn’t just shape the trajectory of the organization but also cultivates a team embodying the commitment to excellence, fostering a workplace culture that thrives on collective success, adaptability and continuous innovation.

Q: What impact has COVID-19 or the disruptions of the past 18 months had on you as a leader? The challenges imposed by the unprecedented COVID-19 pandemic demanded a level of adaptability and resilience that transcended conventional management approaches. My acute awareness of the struggles faced by small businesses during this crisis became a catalyst for preserving our tenants’ well-being, surpassing the traditional boundaries of property management. The initiatives undertaken not only successfully mitigated the immediate impact, boasting an impressive tenant retention rate of more than 99%, but also showcased a leadership style that transcends crisis management. By not just addressing the surface issues but delving into underlying complexities, I not only navigated the organization through tumultuous times but laid a foundation for enduring resilience. This positions us to confront future uncertainties with unwavering confidence and foresight, ensuring we continue to thrive in the face of adversity.

Q: What do you feel we can be doing as a business community to empower economic growth here? Embracing the profound philosophy of “think globally, act locally,” my commitment extends far beyond economic considerations; it’s a profound pledge to foster community strength and resilience. Niche and service-oriented enterprises in our neighborhoods play a pivotal role in maintaining economic

Name of Leader: Michael Pollack Position of Leader: CEO Company Name: Michael A. Pollack Real Estate Investments

stability by sustaining local employment and contributing to the vibrant tapestry of local commerce. My fervent advocacy for this philosophy transcends the role of mere economic actors; it transforms us into active stewards of the community, shaping positive economic trajectories that reverberate through the social fabric. This commitment goes beyond immediate gains; it’s about fostering a thriving local ecosystem, creating a lasting legacy of community empowerment that resonates through generations.

Q: What is new and notable for your company’s near future that will impact our economy? As we cast our gaze into the future, our strategic vision orbits around expanding our commercial property portfolio, strategically identifying valuable opportunities anticipated to emerge as early as 2024. This forward-thinking approach seamlessly aligns with my commitment to seek and capitalize on value-add opportunities, showcasing our proactive stance in navigating dynamic market conditions. Beyond personal gain, this strategy represents a holistic and responsible approach, a proactive measure against urban decay that reflects our unwavering commitment to sustainable development. By salvaging today’s eyesores from the potential of evolving into tomorrow’s slums, we contribute not only to our organizational growth but also to the holistic well-being of the communities we serve. This commitment transcends profit margins; it’s a dedication to creating enduring positive impacts on both the economic and social fronts. It solidifies our role as responsible stewards of community well-being and architects of sustainable growth, contributing to a legacy that extends far beyond immediate business success, shaping the future of the communities we so proudly serve.

Main Local Office Address: 1136 W. Baseline Rd., Mesa, AZ 85210 Phone: (480) 888-0888 Website: pollackinvestments.com Number of Offices in Phoenix: 1

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Established Locally: 1990, when Pollack moved the company to Phoenix after founding it in 1973 in San Jose, California City Nationally Headquartered: Mesa No. of Years with Firm: 50

DEC. 2023

TOP LEADERS

Matt Ritchie President & Managing Director

DSV Inventory Management Solutions Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers? I consistently emphasize the forward vision of our organization, DSV IMS (Inventory Management Solutions). It is important that our team is unified when short-term distractions present themselves in order to avoid impacting long-term goals of the organization. In our case, I want to ensure our team is focused on the vision of scaling and growing the business to five and ten times in the future. I also frequently emphasize integrity as the foundation of our organization, and I want to lead by example. I want everyone to know that if I say I will do something, I will follow through. Upholding my word to employees, customers and stakeholders goes beyond merely fulfilling what I›ve pledged to do. I want it to demonstrate my support and reliability to foster trust, credibility and personal responsibility. Trust is usually built over time in small victories, but consistency is key. Early in my career at DSV, I jumped on a plane overseas to Europe and dedicated several months resolving a client’s concerns. Through handson engagement and a commitment to accountability, I leveraged the appropriate resources, enhanced key performance indicators and, with consistent follow through, I established a profound level of trust with the client. This strengthened my professional growth and significantly increased our company’s future business prospects with the customer.

Q: What impact has COVID-19 or the disruptions of the past 18 months had on you as a leader? In many ways, it has felt like validation to our solution. Our core value is improving and resolving supply chain issues for high-tech and semiconductor manufacturing. My career has been laden with years of trying to convince customers of the potential risks of a fragmented supply chain and the importance of resilience. When I tried to explain to my friends and family what semiconductors or supply chain was prior to COVID, it felt like I was from a different planet. Now that this issue has impacted all consumers, the importance of this work is well-known and realized. Instead of customers resisting change and us having to try to convince them, customers are actively seeking our solutions to resolve their problems. I certainly wish the issue could have been realized without COVID-19 but, because of it, the digital age was expedited, exposing the supply chain’s fragility.

Q: What do you feel we can be doing as a business community to empower economic growth here? It is not easy to criticize the local business community initiatives. I can’t compliment the local public and private leadership enough, and

Name of Leader: Matt Ritchie Position of Leader: President and Managing Director Company Name: DSV Inventory Management Solutions

44 DEC. 2023

organizations such as GPEC and the ACA are best-in-class. The challenge Arizona will run into is whether it can meet the growing workforce and infrastructure demand needed for the ever-increasing semiconductor ecosystem. This issue is not unique to Arizona, as it is a widespread global and U.S. focus as well. Local leadership and ASU are doing many of the right things to build the workforce and infrastructure, but continuing to focus on this and provide the resources to enable its success are the most important from a high-tech-world point of view.

Q: What is new and notable for your company’s near future that will impact our economy? DSV is building a 1.7-million-square-foot warehouse facility to be completed by 2025 in the southeast Valley to support local economic growth, particularly serving high-tech and semiconductors. Additionally, the first regularly scheduled air cargo charter in the Phoenix-Mesa-Gateway Airport hangar has been operating for a few months. DSV’s record on strategic mergers and acquisitions speaks for itself. I expect this to continue to benefit the local Arizona growth as we see it as an optimal strategic growth center for the U.S. and globally. At our specific division, DSV IMS, we hope to drive innovation to optimize supply chains with other unique solutions such as supply chain finance, system automation, machine learning and AI to these manufacturing customers in Arizona, allowing them to focus their capital and resources on R&D and building capacity. At the same time, we help them achieve uninterrupted revenue operations. We provide unobstructed visibility and critical insights into supply chain operations by utilizing AI and real-time modeling. We deliver early warning of potential disruptions and the ability to adapt and eliminate operational impact. At DSV IMS, we are at the forefront of technology; creating supply chain resilience and agility for our clients and Arizona is a prioritized focus.

Main Local Office Address: 1001 W. Southern Ave., Suite 202, Mesa, AZ 85210 Website: www.dsv.com/ims

Year Established Locally: 16 City Nationally Headquartered: Mesa No. of Years with Firm: 16

Number of offices in Greater Phoenix: 17

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Kim Ryder President

Thrive Real Estate Group Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers? As a leader, my philosophy is “create something bigger than yourself.” I am a visionary who aims to think outside the box and provide my team with the support they need to be successful. My responsibility as a leader is to motivate individuals to surpass their own expectations. Through their growth, the building blocks of our team become stronger. I set high standards because I genuinely believe in their potential to be the best versions of themselves. I hold myself personally accountable for the growth and success of my team. No matter where they are in their professional development, I want them to understand that they can overcome any challenge.

Q: What impact has COVID-19 or the disruptions of the past 18 months had on you as a leader? As a leader, I’ve observed the unique dynamics that emerged during the remote work phase. While we were able to maintain productivity, it quickly became evident that many of us needed a human connection and weren’t designed to be in isolation. Working together in the same space is about the energy, the camaraderie and the shared experiences that build relationships and contribute to the overall culture. Working remotely through COVID-19 made me appreciate in-person meetings and discussions. Today, I look for opportunities to meet with people in person and foster positive human connection and understanding.

Q: What do you feel we can be doing as a business community to empower economic growth here?

Q: What is new and notable for your company’s near future that will impact our economy?

To empower economic growth, there is so much opportunity for cities and municipalities to come together to see beyond boundary lines for more impactful and innovative solutions that benefit the greater good. Cities that embrace innovative and flexible approaches to development are better equipped to address the evolving needs of their communities. This might involve reimagining zoning regulations, encouraging mixed-use developments, or implementing sustainable urban planning practices. It is also crucial that we maintain constructive relationships with elected officials and policy makers, as working closely with them, we have the power and ability to make lasting and effective changes that benefit communities and economic growth.

Our organization is attuned to the dynamic changes happening around us. From population growth to increased demands for retail and housing, our team wants to be a part of the substantial change and growth in our municipalities and cities. Our brokerage and development divisions are gearing up to take on new clients in order to expand our position for a more robust and impactful future. We aspire to be deeply ingrained in the fabric of the community through projects that are based and focused around members of our community. By fostering relationships and understanding the unique needs of the areas we serve, we are laying the groundwork for impactful and sustainable initiatives that go beyond traditional real estate and development endeavors.

Name of Leader: Kim Ryder Position of Leader: President of Thrive Real Estate Company Name: Thrive Real Estate Group

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Main Local Office Address: 2355 E. Camelback Rd., Phoenix, AZ 85016 Phone: (602) 730-3261 Website: www.thrivere.com

Number of offices in Greater Phoenix: 1 Year Established Locally: 2022 City Nationally Headquartered: Phoenix No. of Years with Firm: 1

DEC. 2023

TOP LEADERS

Scott Vanderpool President, Bank of America Phoenix

Bank of America Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers? I am a huge believer in collaboration and purposeful leadership. There are few things in life more impactful than when someone who has a clear vision for the future is met with a collaborative environment where that vision can become a reality. We have such tremendous leaders throughout our organization and community with a passion for action. The ability to convene these leaders and enable the type of collaboration that can drive impact and change can drive our bank and community forward. Though one of the most difficult leadership practices to employ, the ability to enable others to act and carry out a shared vision is fundamental to driving true change. We have a strong and diverse workforce at Bank of America, diverse both in background but also in thought. When we bring these leaders together in a responsible, client-focused environment, we can, and do, accomplish great things.

Q: What impact has COVID-19 or the disruptions of the past 18 months had on you as a leader? As someone who spends most of his time meeting in-person with clients, teammates and members of the community, I found the pandemic to be a shock to my system. I had to learn the value of focused and deliberate communications in a variety of forms. I also learned that there is no such thing, at least for me, as effective multi-tasking. It became too easy to join a conference or video call while also responding to email or instant messages. In reality, I was not paying very good attention to anyone. The work-from-home time forced me to find ways to minimize distractions and focus on the task at hand. This has continued as we have returned to the office and has allowed me to have more effective interactions with my teammates and those in the community I have the privilege of collaborating with regularly. Though I am not signing up to work from home again any time soon, there were some leadership lessons that I was able to take away from the experience.

Q: What do you feel we can be doing as a business community to empower economic growth here? Investment in workforce development and preparing our community members for the jobs of the future is key. We continue to see new companies in a vast array of industries expanding or relocating to our market, and a key to sustaining this growth will be a workforce that is prepared to not only fill these jobs but excel in them. I think the private sector can work in collaboration with our education system to help design programs, certifications and degrees that focus on in-demand, high-wage skills that

Name of Leader: Scott Vanderpool Position of Leader: President, Bank of America Phoenix Company Name: Bank of America

46 DEC. 2023

can increase economic mobility for our entire community. I am extremely optimistic for the future of our region, but education, upskilling and reskilling of our workforce, current and future, will be integral to our success.

Q: What is new and notable for your company’s near future that will impact our economy? Technology is transforming the banking experience for clients both outside and inside the walls of our financial centers. Our high-tech capabilities together with our high-touch personalized approach deliver a more intuitive and efficient banking experience for our clients across all our channels. More clients are turning to digital for their everyday banking needs. With a record 11.6 billion digital logins and 56 million verified digital users in 2022 — up 3% year-over-year — there are increasingly more digital touchpoints to make clients feel valued and in control of their financial wellbeing. Clients can also use our digital platforms to make an appointment to meet with one of our client professionals at a nearby financial center. We’ve made it easy, convenient and safe for our clients to manage their finances — any time and in any way they choose — through our integrated, timely and relevant digital experiences, innovative products and high-tech self-service solutions. We’re also investing significantly in artificial intelligence (AI), machine learning and business intelligence to better understand individual financial preferences and enable us to deliver personalized, client-specific insights, advice and resources at key moments. Our virtual AI-driven assistant, Erica®, excels at resolving client inquiries, helping clients get the help and find the answers they need. Since launching in 2018, Erica® has already helped more than 33.5 million clients with nearly 1.2 billion interactions. Through voice, text chat or on-screen gesture, Erica® provides clients help with their banking needs and proactive insights to help make managing finances easier. For example, Erica® can proactively detect duplicate charges on an account and notify clients if their spending is higher than usual or their checking account balance is trending toward $0. Erica® can also assist with common inquiries, including billing disputes, fees, deposit holds and transaction-related questions.

Main Local Office Address: 201 E. Washington St., Phoenix, AZ 85004 Phone: (800) 432-1000 Website: bankofamerica.com/phoenix

Number of offices in Greater Phoenix: 89 Year Established Locally: 1992 City Nationally Headquartered: Charlotte, NC No. of Years with Firm: 16

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Corey Woods Mayor

City of Tempe Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers? I am a very collaborative person. I find it’s the best way to work with people and really create change that lasts. What all of us want after we leave public office is to have created policy and systems changes that really stand the test of time and can shape the community for years, if not decades, to come.

Q: What impact has COVID-19 or the disruptions of the past 18 months had on you as a leader? The pandemic really changed the landscape in the city of Tempe and across the world. Businesses operate differently, many employees are now working hybrid schedules, and some employees don’t go to a physical office at all anymore. It’s created challenges for those businesses to adapt, and it’s created many challenges for bars and restaurants that have relied traditionally on having people walking past their establishments on a regular basis. Therefore, we have had to innovate and find ways to create more buzz for a lot of our restaurants and businesses throughout the City of Tempe to ensure that they can continue to remain financially viable despite the changes in people’s work and leisure habits. While this is absolutely an interesting time to live through, I’m very motivated to continue to find ways to innovate and make sure this city is economically viable and we take care of all our businesses — small, medium and large.

Q: What do you feel we can be doing as a business community to empower economic growth here? As a city official, I’m always excited to partner with the business community to ensure that both our city and our economy remain strong. Making sure that we are communicating on a regular, consistent basis to ensure we have policies that will ensure a robust economy really is critical to me and my colleagues. By working together proactively, we can avoid pitfalls and ensure that businesses remain viable, employees get paid, and all have the ability to take care of their families and other needs.

Name of Leader: Corey D. Woods Position of Leader: Mayor Company Name: City of Tempe

Q: What is new and notable for your company’s near future that will impact our economy? Downtown Tempe is currently in the process of a $22 million makeover, which comes under a program that we call Refresh Tempe. The Mill Avenue District will be getting new sidewalks, lighting and trees as well as public art. We really feel that improving the overall look and feel in the downtown will lead to more stability and continued economic growth for the businesses that reside in our downtown area. We also have a wonderful, affordable housing plan, known as hometown for all, that seeks to ensure we have adequate amounts of affordable workforce and market-rate housing. We feel ensuring that there is a diversity of housing for workers of all backgrounds and incomes will allow people to continue to enjoy Tempe as the best place to live, work and raise a family.

Main Local Office Address: 31 E. 5th St., Tempe, AZ 85281 Phone: (480) 350-8793

Number of offices in Greater Phoenix: 1 Year Established Locally: 1894 No. of Years with Firm: 12

Website: www.tempe.gov

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DEC. 2023

TOP LEADERS

Mark Young President and CEO

National Bank of Arizona Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers? One important aspect for a successful leader is developing an ability to foster collaboration and empowerment for the team at multiple positions within the company. Meaningfully empowered team members take great responsibility over customer experiences and deliver consistent results. Taking responsibility over a process was best exhibited in our #SparkNBAZ program, which enables associates to submit ideas for improvement that impact our operating environment. This opportunity encourages skill and thought leadership beyond individual roles for the benefit of all stakeholders (customers, company and associates). Ideas are reviewed by the executive team, and implemented at their direction through a dedicated project manager. This facilitates equal access and consideration. Since the program’s inception in 2018, our associates have submitted 1,425 ideas.

Q: What impact has COVID-19 or the disruptions of the past 18 months had on you as a leader? During this unprecedented and tumultuous time, our associates were able to quickly and efficiently provide ensured access to customers and contend with temporary branch closures and social distancing. We believe a relationship bank has a responsibility to do what’s right and be available for clients, regardless of outside circumstances. For us, that meant we had to be flexible with work location, and quickly implement a standard of communication to avoid the impersonal nature that permeates a remote work environment. While remote work is beneficial at times, we place great value on our internal and external relationships. The final chapter of the economic challenges presented from the pandemic still reside with us to a meaningful degree today in terms of productivity — especially in light of extremely tight labor markets. However, that condition will undoubtedly subside and self-correct near term as labor markets ease.

Q: What do you feel we can be doing as a business community to empower economic growth here? As a very young and dynamic city, Phoenix’s leadership community should pay close attention to the desires of its citizens. Those can be well

Name of Leader: Mark R. Young Position of Leader: President and CEO Company Name: National Bank of Arizona

monitored within the research from The Center for The Future of Arizona. Providing resources necessary to ensure the success of our local small business owners is critically important (skilled workforce, capital, natural resources, low taxes, pro-business climate …) to the future economic success of our state. That is why our leaders devote significant time to local organizations, promote financial literacy, invest in networking sessions with local small businesses, and host a bank-funded TV show, “Arizona Business Today.” These all showcase customer experiences that help us tailor our services to fit their needs.

Q: What is new and notable for your company’s near future that will impact our economy? Significant improvements in technology within our bank have provided even more convenient and accessible lending options for small businesses without sacrificing our ability to provide personal service. Over the last couple of years, we have improved our customers’ digital experience with a new, easier to navigate website and digital banking platform. In addition, National Bank of Arizona provides discounted pricing based upon the client’s entire banking relationship.

Main Local Office Address: 6001 N. 24th St., Phoenix, AZ 85016 Phone: (602) 241-2200 Website: www.nbarizona.com

48 DEC. 2023

Number of offices in Greater Phoenix: 56 Year Established Locally: 1984 City Nationally Headquartered: Phoenix No. of Years with Firm: 25

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LOUDER THAN WORDS

Mastering Executive Presentations Unveiling the secrets to craft a winning presentation by Kasper Vardup In the cutthroat world of business and startups, one’s ability to deliver a compelling executive presentation can be the ticket to scaling the corporate ladder. For technology professionals, where information can sometimes teeter between being technically dense and challenging to decipher, the importance of crafting a clear and engaging executive presentation cannot be overstated. Here, we delve into the art of making that winning pitch, from understanding one’s audience to providing actionable insights.

1. KNOW THE AUDIENCE

The first step in crafting a winning presentation is understanding the people one will be addressing. Technology professionals often grapple with balancing technical jargon with clear communication. So, when presenting to a nontechnical audience, presenters need to strip away the complexities and offer the essence of their message without overwhelming them with intricate details. According to Harvard Business Review, successful presenters always tailor their message to the listener’s perspective, ensuring it resonates and sticks.

2. STRUCTURE IS KEY

A disorganized presentation can lead to a lost audience. It’s important to begin with a captivating introduction that presents the problem being addressed. From there, the presentation should transition smoothly from one point to the next, ensuring that each segment flows into the next. Presentations should have a clear beginning, middle and end. For instance, when discussing a new technological tool, the presentation could be structure as: • Introduction: Presenting the challenge businesses face. • Body: Introducing the tool, how it solves the challenge and its unique features. • Conclusion: Discussing its potential impact on businesses.

3. INCORPORATE ENGAGING VISUALS

A picture is worth a thousand words. Including relevant visuals can not only make a presentation more engaging but can also help clarify complex points. Graphs, infographics and even short video snippets can break the monotony and keep the audience engaged. It’s important to ensure these visuals are high-quality and relevant to the topic at hand. Sage Journals suggests that visuals should complement the verbal message and not merely repeat it.

4. SUMMARIZE WITH PRECISION

It’s important to remember that the heart of every executive presentation is the executive summary. This brief section should encapsulate the main points in a concise manner. A well-crafted executive summary provides clarity and a clear path forward.

5. PRACTICE, PRACTICE, PRACTICE

The more familiar one is with one’s material, the more confidently one will present. While this might sound cliché, practicing the presentation multiple times cannot be stressed enough. This might be practicing in front of a mirror, recording oneself, or presenting to a trusted colleague for feedback. Being well-prepared reduces the chances of fumbling, ensures that the presenter will stick to the allocated time, and helps in handling any questions that may arise. Research from Stanford University indicates that repetitive practice helps in refining and perfecting the delivery, making the content second nature to the presenter.

6. ADDRESS THE ‘SO WHAT?’ FACTOR

Every executive presentation should answer the audience’s underlying question: “So what?” After presenting facts, data or solutions, the presenter should always circle back to why it matters to them. For technology professionals, it could be about explaining how a new software could increase efficiency, or how a security measure could save millions. It’s important to always tie back to the benefits and impacts of the message.

7. INVITE ENGAGEMENT

A great presentation is a two-way street. Instead of a monologue, presenters should encourage dialogue: invite questions, ask for feedback, and engage with the audience’s reactions. This not only makes the presentation more interactive but also demonstrates that one values the opinions and insights of one’s listeners. A study by Forbes highlights that interactive presentations often lead to better retention of information among the audience.

8. CONCLUDE WITH A CALL TO ACTION

Presenters should end their presentation by guiding their audience on the next steps. Whether it’s trying out a new software, implementing a strategy, or simply reflecting on the information provided, a clear call to action provides direction and a sense of purpose post-presentation. In the ever-evolving world of business and startups, standing out often requires more than just having a groundbreaking idea or solution. It’s about communicating that vision compellingly and effectively. For technology professionals, mastering the art of the executive presentation is not just a skill but a necessity. It’s the bridge between innovation and its adoption, between a concept and its realization. Understanding the audience, structuring the content, practicing diligently and engaging the listeners puts presenters well on their way to leaving a lasting impression.

According to a study by the Wharton School of Business, presentations delivered with visual aids are 43% more persuasive than those without.

Kasper Vardup, a seasoned tech entrepreneur and astute investor, boasts a legacy of sculpting digital ventures rooted in profound technological insight and market acumen. Currently steering the helm as the founder and CEO of Rainmaking Venture Studio and Slideworks, Vardup synergizes with leading corporations to architect transformative enterprises. slideworks.io

DEC. 49 2023 INBUSINESSPHX.COM

A PATH TO FOLLOW

Creating a Resilient Company Culture Navigating change and thriving amidst challenges by Margaret Graziano In an era marked by immense volatility and complexity, characterized by technological advancements, business consolidations, fierce competition and economic fluctuations, business leaders may find themselves in an unprecedented time of change. The aftermath of the pandemic continues to linger, with burnout, stress and overwhelm persisting among individuals and teams. Amidst this tumultuous landscape, the challenge is this: How can organizations emerge stronger from the trials of recent years? How can they cultivate a culture that thrives, adapts and responds effectively to the unpredictable? The answer lies in fostering an emergent culture — one characterized by change management prowess, response agility and a positive environment with fulfilled employees. Margaret Graziano is the founder and CEO of KeenAlignment, as well as a Wall Street Journal best-selling author for her book Ignite Culture. She has been recognized as one of Silicon Valley’s Top 100 Women Leaders. Graziano’s groundbreaking work is driven by her power to uncover and catalyze human potential. Businesses can take KeenAlignment’s Culture Assessment to see if they have an emergent culture. keenalignment. scoreapp.com

DEC. 2023

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UNDERSTANDING CULTURE

When more than two people come together, whether as a couple, a family or a company, they form a human system. Within this system, culture serves as the driving force or energy. Culture possesses the power to create and destroy, providing guidelines for interaction, conflict resolution, motivation and progress. The objective of examining and shaping organizational culture is to channel the collective energy of individuals into a productive force — one that mirrors the synchronicity found in natural phenomena, such as the coordinated movements of a school of fish or flock of birds. This is called an emergent culture.

INFLUENCING CULTURE

Effective impact on company culture entails understanding and influencing the energy inherent within the human system. To initiate this process, focus on the following areas:

Start with the leader. All culture begins with the CEO — the leader of the organization. What is their vision? Who are they as a leader? What are their values? Are they operating and living congruent with all of those markers, no matter how challenging or stressful the circumstances may be? Having a CEO who can answer those questions clearly and can live in alignment with them consistently is the foundation on which a company’s culture gets built. If the CEO is frazzled, overwhelmed and in survival mode, that is going to set the tone for the entire organization. Whatever energy the CEO brings to the company and to their life will be the energy that other people pick up on and assimilate to in order to fit in and make it. Thus, the CEO must be conscious. They must be awake and aware of what they’re emanating through their words and their actions. They must ensure that they have a clear vision, bolstered by positive moods and inspiring language that rallies people around their vision and engages them into action. Human systems are guided by behaviors, beliefs, actions, what’s said and what’s unsaid. All of that equates to the energy of the human system, and energy is culture. So, what kind of culture is the CEO creating? Cultivate the leadership team. The leadership team further propagates cultural attributes throughout the organization. Behaviors exhibited by this team tend to cascade down to various departments. Similar to the CEO, leadership must demonstrate consciousness and accountability for their actions. This includes acknowledging their role in shaping the culture and undertaking personal growth to support a healthy, high-performance human system. By focusing on the following key elements, the leadership team can contribute to a thriving culture:

How can organizations cultivate a culture that thrives, adapts and responds effectively to the unpredictable? The answer lies in fostering an emergent culture — one characterized by change management prowess, response agility and a positive environment with fulfilled employees.

BETTERING YOUR BUSINESS

Choose Your Enemies Wisely Patrick Bet-David, No. 1 Wall Street Journal bestselling author,

Achievement — The company knows what they’re here to do, why they’re doing it and how they’re measuring it. Organizational achievements are individual achievements and vice versa. Achievements are specific, measurable, attainable results that are bound in time. Self-actualization — Each person is conscious. They know what their strengths and weaknesses are, and they’re responsible for them and the impact they have on others. They’re doing their own development and personal work just like the CEO is. Affiliation — People are partnering, collaborating, sharing ideas and problem solving on an interdepartmental level. Cross-functional teams are committed to the noble cause and vision for the organization and are coming up with ways to problem solve together to fulfill the vision. Humanistic managers — Managers authentically care about their people. They are aware of what’s going on in their employees’ lives, what their goals are and how they want to grow. When an employee knows to their core that their manager has their best interests at heart and they want them to thrive, difficult conversations to improve performance can happen. Mentorship, coaching and caring for people comes with humanistic management, and it supports employees who grow and thrive. Assess environment and employees. Employee behavior provides insights into the prevailing environment. Key considerations include whether they experience autonomy, trust and support in their roles. Employers should ask these questions to assess the environment their employees are navigating: • How well do employees handle changes and upsets and challenges in the market? • Do people feel the freedom and trust to share new ideas, take risks and have space to fail? • Is there space in the time at work to ideate, innovate and co-create? • Are the meetings inspirational and motivating or just a laundry list of getting things done? • Is everyone clear on what the noble cause is? • Is the right architecture or systems in place for people to work effectively together? • Is the leadership team dismantling anything getting in the way of employees taking the ball and running with it? • If there’s a problem, are the employees the ones to solve it? • Are people being given the autonomy they need? • Are people held accountable to their agreements and promises and measures? • Can leadership and employees have difficult conversations?

founder of Valuetainment and host of The PBD Podcast, shows readers how to harness that emotion to turbocharge their business, dominate this year and grow for generations after. But first, they need to choose their enemies wisely. Bet-David has spent years perfecting the system that led to the knockout success of his own financial services company: his 12 Business Building Blocks, to seamlessly blend emotion and logic in a business plan. Both a practical document for achieving goals and the fuel needed to fire up leaders and their team, this plan goes beyond the “how” and digs deeper into the “why”: not only how to get funding but why a long-term vision is needed, why it’s a must to build a culture that makes employees want to run through walls, and why leaders have to know the enemy they’re out to prove wrong. Choose Your Enemies Wisely: Business Planning for the Audacious Few Patrick Bet-David Portfolio

Human systems are guided by behaviors, beliefs, actions, what’s said and what’s unsaid.

Available 12/5/23

304 pages

All In It’s never been harder building successful teams. With challenges of work-from-anywhere, flex-schedule and generational divides, business leaders bend over backwards searching for solutions that work. They’ve tried everything from food perks and ping pong tables to endless teambuilding exercises and training — but nothing sticks. Now, in his long-awaited book for leaders at all levels, bestselling author Mike Michalowicz reveals his proven formula to build an unstoppable team for any work environment. All In shows readers how to recruit the right talent, transform struggling employees into superstars, match individual abilities to client and company needs and elevate their company to where every employee cares as much as an owner. All In: How Great Leaders Build Unstoppable Teams Mike Michalowicz

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Portfolio

Available 1/2/24

288 pages

No Worries This is not about millions of tiny decisions that drain the joy from life, like skipping daily coffee to save a few bucks. And it’s not simply about having more money. The secret lies in adopting the right attitude to money and getting a small number of big things right. In his unique style, drawing on decades of expertise, finance expert Jared Dillian tells the truths about essential personal finance topics and helps

ACHIEVING RESILIENCE THROUGH EMERGENT CULTURE

In times of uncertainty, organizations with the ability to adapt and pivot harness their power. Such resilience hinges on a healthy human system and a shared commitment to the company’s purpose. Leadership needs to exemplify responsibility, optimism and collaborative problemsolving across departments to overcome obstacles and realize the company’s vision. This approach cultivates an emergent culture, capable of navigating challenges effectively. While creating an emergent culture demands considerable dedication, care and focus, the rewards are boundless. With a culture founded on change-management skills, response agility and employee fulfillment, organizations can not only weather storms but also soar to new heights.

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readers to see things as they never have before. Dillian reveals things like how the right kind of abundance mindset works wonders, how to purge the urge to splurge (without making life a drag), and the most effective ways to use credit cards that no one talks about. Whatever their circumstances, Dillian can help readers get their finances in better shape than 99% of other people – so they can get on with their life as their wealth builds. No Worries: How to Live a Stress-Free Financial Life Jared Dillian Harriman House

$27.99 Available 1/23/24

260 pages

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Economy DEVELOPING & GROWING BUSINESS DYNAMICS

The Secret Weapon in Preventing Buyer’s Remorse Quantitative and qualitative procedures of financial due diligence by Rachel E. Biro, CPA Purchasing a business involves considerable personal, professional and financial investment. For those considering a business transaction, it is important to know that academics and researchers highlight a discouraging trend for failed mergers and acquisitions. It’s sad, but true –— not all M&As are winners. However, the risks and surprises associated with the purchase of a business can be mitigated with the most vital tool of any successful M&A strategy — a comprehensive financial due diligence. Financial due diligence is an extensive analytical process that incorporates a variety of quantitative and qualitative procedures. At minimum, for a buyer to verify their assumptions and confirm a target’s claims, procedures that address the following financial elements are recommended: • Review and confirm historical revenue and earnings, • Inspect and confirm reported tangible and intangible assets, • Investigate possible commitments and contingencies, • Analyze the company’s quality of earnings, • Evaluate the company’s net working capital, and • Determine the company’s viability and value.

Rachel E. Biro, CPA, is a senior analyst at REDW Advisors and CPAs, one of the Southwest’s 10 largest advisory and CPA firms, also recognized as No. 112 on INSIDE Public Accounting’s Top 200 Accounting Firms in 2023. In her role, Biro provides clients with skilled valuation, forensic accounting and litigation support services redw.com.

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As an example of the insights available from financial due diligence, let’s dive into the concept of net working capital. In an M&A transaction, net working capital is a valuable financial metric for buyers and sellers. Net working capital measures the target’s ability to support day-to-day operational obligations. In its simplest form, net working capital is calculated as current assets minus current liabilities. Be aware! Net working capital analyses can get tricky. For example, in some circumstances net working capital can be adjusted to exclude cash and debt or to address nonoperating and non-recurring items. Net working capital might also be modified to reflect anticipated future balances. However, a potential buyer’s evaluation of a target’s working capital does not end there. The financial due diligence process should also incorporate the other working capital metrics of days sales outstanding (DSO), days inventory outstanding (DIO), Days Payable Outstanding (DPO) and cash conversion cycle (CCC). These metrics provide insights into how efficiently a target manages its cash and will assist in answering questions such as, “Does the target have strong customer credit policies?” “Is there a chance the target has obsolete inventory?” and “Does the target leverage vendor relationships to free up cash?” Furthermore, the CCC, also known as the working capital cycle, is an especially insightful metric when assessing changes in working capital and liquidity. Essentially, the CCC is the length of time the target requires to finance its own day-to-day operations.

A potential buyer should monitor the CCC throughout the due diligence process — keeping an eye out for shifts and swings in the metric that may suggest a need to get answers to these questions: “Has the target revised their credit policies?” “Did the target make any adjustment to their inventory processes?” and “Has the target reported a change in vendor terms?” Keep in mind, an effective M&A strategy does not solely rely on the numbers. In addition to financial due diligence, those contemplating a merger or acquisition should ensure they have each of the following: • A transaction team that includes internal management, attorneys, financial advisors, bankers and industry experts; • An exclusivity agreement (also known as a no-shop agreement) with the target’s owners; • Time to meet with the target’s key employees and system administrators; • Opportunities to observe the target’s cultural and organizational fit; • Copies of the target’s executed contracts, as well as details on any verbal agreements; • An expert to advise on the transaction’s structure and tax implications; and • A letter of intent that negotiates the terms of the transaction, including purchase price, method(s) of payment, indemnifications, representations and warranties. Without a solid strategy, an M&A may fall short of success due to these typical transaction pitfalls: Overpaying — When a potential buyer relies on unexamined or inaccurate financial and valuation information, the result could be a mistakenly inflated purchase price. Overestimating synergies — If internal operations are not investigated, the potential buyer might make inaccurate assumptions regarding synergies and cost savings. Poor integration — When cultures, systems and leadership aren’t taken into consideration or, worse, misaligned, the merger might struggle post-integration. M&A transactions are intricate and complex. They require a great deal of expert knowledge. They also require the buyer and seller to adhere to best practices — and the secret weapon within these best practices (one sure to prevent buyer’s remorse) is a quality financial due diligence. Simply put, financial due diligence, completed by an experienced, independent team of professionals, will give potential buyers the confidence and information they need when contemplating a purchase.

Business synergies are often the key motivators for any merger and acquisition. Such synergies may include cost savings, increased market share or expanded product offerings. While no two M&As are the same, all M&As share complexities that must be carefully strategized and executed in order to realize desired business synergies.

Creating a stronger community, together.

Congratulations to Susan Anable, Cox Phoenix Market Vice President for being recognized as one of In Business Magazine’s 19 Top Leaders of 2023. Cox applauds her leadership and commitment to the community initiatives positively impacting the lives of our friends and neighbors. To learn more about Cox’s commitment to the communities we serve, visit cox.com/community

LAW MATTERS TO BUSINESS

NLRB’s New ‘Joint Employment’ Rule Will Apply to More Franchise Relationships Rule expands responsibilities by Joshua Becker

Joshua Becker is a shareholder with Gallagher & Kennedy. A forward-thinking adviser who anticipates how to best position his clients relative to regulatory changes, evolving market conditions and the competitive landscape, Becker’s proactive approach to problemsolving adds real value for the clients he serves. He brings 18 years of experience in franchising and intellectual property law to clients that include companies of all sizes from a myriad of industries, among them established and fast-growth franchisors, technology development companies, service providers and distributors. gknet.com

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Franchise agreements have long been recognized as independent contractor agreements where a franchisor licenses its trademarks and business format systems to third-party franchisees — who each operate independent businesses using the trademarks and systems subject to the terms of the contract between them. This independent contractor model is favored by both franchisors and franchisees. Franchisors establish a franchise system because they want to expand the scope of its brand and system without the responsibility or expense of opening unit locations in multiple markets. Franchisees desire to own and operate a business that generates revenue, profit and equity value that may one day be saleable. Neither franchisors nor franchisees want to be considered joint employers of the franchisees’ employees. On October 25, 2023, the National Labor Relations Board (“Board”) issued a final rule that expands the definition of “joint employment” and that closely resembles the joint-employment standard issued in 2015 in Browning-Ferris Industries of California, Inc. Under the new rule, an entity may be considered a joint employer of employees if the entity shares or codetermines one or more of an employee’s “essential terms and conditions of employment.” The Board defines the “essential terms and conditions of employment” as: (1) wages, benefits and other compensation; (2) hours of work and scheduling; (3) the assignment of duties to be performed; (4) the supervision of the performance of duties; (5) work rules and directions governing the manner, means, and methods of the performance of duties and the grounds for discipline; (6) the tenure of employment, including hiring and discharge; and (7) working conditions related to the safety and health of employees. The new rule will go into effect on December 26, 2023. Simultaneously with its issuance of the new rule, the NLRB issued a fact sheet (https://www.nlrb.gov/sites/default/ files/attachments/pages/node-9558/joint-employer-factsheet-2023.pdf) that explicitly addresses the concerns of franchisors and franchisees that the franchisees’ employees will be considered jointly employed by the franchisor: “The nature of the business-to-business relationship is incidental to the analysis established by the final rule. So, not all franchisors and their franchisees will be joint employers. Nor will all staffing or temporary agencies and their client employers. Rather, regardless of the business model, the jointemployer analysis is driven by the alleged joint employers’ relationship with the employees in question and their authority to control one or more of the employees’ essential terms and conditions of employment. The bottom line is that, while the final rule establishes a uniform joint-employer

standard, the Board will still have to conduct a fact-specific analysis on a case-by-case basis to determine whether two or more employers meet the standard.” The fact sheet also documents the NLRB’s expansion of the proposed rule that was issued in September 2022 by requiring “joint employers” to bargain over “essential terms of employment”: “For the purposes of collective bargaining, once an entity is deemed a joint employer by virtue of its control over one or more essential terms and conditions of employment, it will be required to bargain over those particular essential terms and conditions as well as all other mandatory subjects of bargaining that it possesses or exercises the authority to control.” This means that franchisors or others identified as “joint employers” may be required to collectively bargain with the employees of its franchisees on wages, benefits, hours of work, scheduling, assignment of duties, work rules and working conditions — even if it does not directly control those conditions. Because the Board will conduct fact-specific analyses on a case-by-case basis to determine whether a franchisor and franchisee meet the standard, franchisors will not know whether they are “joint employers” of its franchisees’ employees until and unless the franchisees’ employees seek to exercise the remedies provided by the NLRB. Regardless, the result of the new rule will be: (i) more findings of joint employment between franchisors and franchisees; and (ii) the unionization of franchisees’ employees that are “jointly employed” by a franchisor. It will be important for franchisors to strive to establish that they do not share or codetermine their franchisees’ employees “essential terms and conditions of employment.” This will need to be done in operations manuals, franchise agreements and in communication to franchisees. Franchisors will need to remind franchisees that they are solely responsible for establishing the essential terms of their employees’ employment and that the franchisor’s interests are tied specifically to brand protection through proper operations.

Under a new rule from the National Labor Relations Board (“Board”) that goes into effect on December 26, 2023, an entity may be considered a joint employer of employees if the entity shares or codetermines one or more of an employee’s “essential terms and conditions of employment.”

Social Impact BUSINESS GIVES BACK

Wilde Wealth Management Group: Elevating Corporate Citizenship for Lasting Impact Blossoming from its business success providing a holistic financial planning approach Established in 2018 by Wilde Wealth Management Group, Wilde for Arizona acts as a tool of empowerment by encouraging the entire firm and community at large to be active in community involvement. From sponsoring local sports teams to organizing fundraising events for nonprofits in need to simply donating to causes near and dear to its members’ hearts, Wilde Wealth Management Group is making a difference in the lives of people across Arizona in every way it can through Wilde for Arizona. wildewealth.com/blog/ wilde-for-arizona

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

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by Tyler Butler In the dynamic world of financial management, Wilde Wealth Management Group stands out not only as a symbol of fiscal acumen but also as a driving force for positive community transformation. Founded in 2003 by William and Trevor Wilde, this esteemed firm seamlessly blends financial prosperity with an unwavering commitment to community betterment. More than a conventional financial advisory entity, Wilde Wealth Management Group was conceived to provide a comprehensive suite of personalized services, all conveniently under one roof. The father-son team of William and Trevor Wilde, armed with MBA and AIF® qualifications, recognized the need for a holistic financial planning approach encompassing investment strategies, legal counsel, tax planning, real estate proficiency and insurance services. Their journey aimed to reshape financial advisory norms and, over two decades, their dedication has solidified their presence in the Southwest. Trevor Wilde’s financial background, coupled with his father’s industry expertise, laid the groundwork for their ambitious venture. Their commitment to offer boutique investment and planning advice in a fiduciary capacity set the stage for a clientcentric future. From its modest beginnings, Wilde Wealth Management Group has flourished, expanding across multiple states to serve a diverse clientele. Offices now prominently stand in Tempe, Tucson, Payson, Glendale, Sedona and Scottsdale, with headquarters doubling in size to 12,000 square feet within a year. The firm’s footprint extends beyond state borders, with additional offices in Indiana, Florida and California. However, the growth of Wilde Wealth Management Group goes beyond physical expansion. The firm’s strategic alliances with affiliates and like-minded financial teams mirror its core principles. Affiliates such as In Touch Wealth Advisors, Huish Wealth Management, Rizzo Financial Group and Self Wealth Management have been drawn to the firm’s comprehensive model, collaborating to provide an enhanced financial experience. Yet, the true differentiator for Wilde Wealth Management Group lies not just in its financial expertise but in its unwavering commitment to social responsibility. This dedication finds expression in its community outreach initiative, Wilde for Arizona™. This program empowers the entire firm to actively engage in volunteer work, fundraising and advocacy for local communities, fostering a culture of altruism. At the program’s heart are opportunities for the entire firm to participate in volunteering and fundraising efforts. Its support spans various organizations, including Chrysalis, Child Crisis Arizona, Southwest Human Development and Phoenix Children’s In 2022, Wilde Wealth Management Group’s impact was recognized when it was named among the Best Companies AZ Most Admired Companies.

Hospital, among others. A recent toy drive collected more than 100 toys for Phoenix Children’s Hospital, showcasing its commitment to making a tangible impact. In 2022, Wilde Wealth Management Group’s impact was recognized when it was named among the Best Companies AZ Most Admired Companies. This highlights its commitment beyond internal initiatives, extending to external support through event sponsorship. The firm has sponsored more than a dozen events, including Barley and Vines in Payson, Executive Council Charities Golf Tournament, Kinkaid Civil Charity Golf Tournament, Knights of Columbus Golf Tournament and even Concert in the Plaza — an event held in San Luis Obispo, California, for the firm’s local office team. Its sponsorship of local galas, especially for Child Crisis Arizona, mirrors its dedication to causes aligned with its values. Still, its commitment goes beyond financial contributions, involving leadership roles within nonprofit organizations. CEO Trevor Wilde’s service on the boards of Child Crisis Arizona and Junior Achievement of Arizona reflects his determination to drive change. COO Jackie Yoder’s position as director of Wilde for Arizona and her board membership with Chrysalis exemplify her dedication to community engagement. The involvement of Chief Compliance Officer Janenne Lackey in the Cystic Fibrosis Foundation and Girl Scouts demonstrates her comprehensive approach to making a difference. Wilde Wealth Advisor Jeffrey Anthony CFP®’s membership in PCH 50 underscores his advocacy for pediatric care at Phoenix Children’s Hospital. Likewise, Wilde Wealth Financial Professional Ben Fernandez’s advisory board role for Make-AWish Southern Arizona mirrors his dedication to making dreams come true. In a world often characterized by financial transactions, Wilde Wealth Management Group stands as a testament to the profound impact a company driven by heart can achieve. Through visionary leadership, innovative financial strategies and an unwavering commitment to community upliftment, this firm has carved out a legacy of empowerment and change. As it continues navigating the junction of financial excellence and social responsibility, its journey illuminates a path for others to follow — a path where prosperity is shared and lives are enriched. Wilde Wealth Management Group wildewealth.com

Photo courtesy of Wilde Wealth Management Group

WILDE FOR ARIZONA

Strengthening communities through charitable giving. For over 40 years, the Arizona Community Foundation has supported nonprofits and students across our state by mobilizing the collective passion and generosity of thousands of Arizonans. When you are ready to take the next step in your personal charitable giving journey, we are here to help you achieve your goals.

Learn more | azfoundation.org | 602.381.1400

OUR SUBJECT IN-DEPTH

REMOVING HEALTHCARE BARRIERS FOR EMPLOYEES Business owners should take a moment and put themselves in an employee’s shoes. Money, transportation and the ability to get time off work are all examples of obstacles individuals face when trying to gain access to healthcare. What if the employer could provide a solution to the employees by offering affordable healthcare? It is possible and it will help businesses retain and recruit employees.

David Slepak is president of employer services at StenTam, a full-service tax and employee benefits company offering technologyenabled financial solutions that provide accurate, compliant, hassle-free tax credit filings and employer services. Offering well-rounded and comprehensive employer services to help build and refine best-in-class benefit solutions, the multidisciplinary team leverages knowledge of tax incentives and programs to help maximize employee benefits and strategies. stentam.com

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Retain and Recruit Employees by Offering Healthcare Benefits Deliver affordable benefits and keep the business competitive by David Slepak There is an opportunity for business owners to retain and recruit employees by providing healthcare solutions. Fifty-one percent of employees say benefits will play a significant role in talent retention, according to a 2023 study by Team Stage, “Employee Benefits Statistics 2023: How Many Have Health Insurance.” Labor pools have tightened, and gig economy jobs like Uber and Lyft create competition with their easy entry, flexible hours and scheduling independence for their workers. With this in mind, employers should leverage their ability to provide healthcare solutions to their employees to compete for growth in the work field. This article will offer advice for business owners on delivering affordable healthcare benefits to employees to keep their business competitive and retain top talent.

HOW TO DELIVER AFFORDABLE HEALTHCARE BENEFITS TO ONE’S EMPLOYEES

Business owners often assume health insurance is expensive — and it is. However, benefits can be made affordable. Employers should focus on a strategy that delivers meaningful access to healthcare first, then add the financial protection employees may need based on their own circumstances. It’s important to work with a health insurance consultant to implement a foundational plan specifically designed for low-wage earners that removes barriers like time and money. Virtual care is the most affordable and efficient way to deliver meaningful healthcare to employees, and its ease of access to doctors eliminates the stress employees acquire when working long hours. It’s also encouraged to ensure that a business’s foundational healthcare plan delivers primary care office visits with affordable co-pays as opposed to high-deductible plans.

CONSIDER THE BUDGET

Next, businesses need to identify their budget and forecast their return on investment. Most industry experts agree that the cost of turnover for a $10–$15 hourly employee ranges from $3,000 to $4,000. For many positions that require specialized training, this cost could be much higher. Businesses usually want to compete in this highly competitive labor market, so they are leveraging affordable core healthcare plans and offering them for free to their employees. The result is significantly reduced turnover.

PROVIDING SECURITY AGAINST THE UNEXPECTED

Lastly, employers should consider offering additional insurance options as a “buy-up” for high-dollar needs. This will look different for each employee — what one person sees as a high-dollar need, another person may not. There are a lot of affordable solutions that can protect against the unexpected. For employers looking to offer a traditional major medical plan to employees, there are new breeds of high-performance affordable plans that grant transparency into the real cost of their healthcare spending. With this comes predictability of cost over multiple years and the opportunity to receive funds back at the end of the year. While these types of plans are typically available only for large employers, new level funded solutions are more popular than ever, particularly with small and medium-sized employers looking to gain control over their healthcare costs. Businesses everywhere can deliver healthcare benefits to all employees without breaking the bank. The costs of providing benefits are a fraction of the costs associated with hiring and turnover.

A recent poll by Reuters shows that 65% of Americans are concerned about having access to health insurance, including premiums, deductibles and copays. Those employed in the food industry, hospitality and construction, to name a few, have a higher chance of not having access to healthcare benefits.

ENVIRONMENTS & WORKPLACES

Silicon Desert: Lab of the Future Facilitating growth of a new ‘science village’ by Jay Silverberg and Benjamin Ayers Arizona is an attractive market for life sciences companies. With economic incentives, lower cost of living, and opportunity to connect with major health and education systems, there are many reasons for these companies to move to the state and expand their business. To support the growth of life science companies, it’s important to address the industry’s infrastructure needs. There are several pathways that can have an impact on today’s “lab of the future,” including the development of the new “science village,” digital migration, and the convergence of science and technology.

THE NEW ‘SCIENCE VILLAGE’

As the Valley’s life sciences market continues its dynamic growth, the need to develop mixed-use, amenity-rich spaces that cater not only to the scientific workforce but also to their broader needs has become increasingly important. Beyond the building and development opportunities, providing the necessary infrastructure for this new “science village” — including housing, scaled investment opportunities and basic resources — is crucial. Already, Arizona has established this key infrastructure for bioscience and science neighborhoods across the Valley, which only continue to grow. One of these neighborhoods is being spearheaded by the healthcare giant Mayo Clinic. Mayo’s new Discovery Oasis is a planned biotechnology innovation hub that sits adjacent to Mayo’s established Phoenix hospital. Spanning 120 acres, Discovery Oasis will become a true “science village” that merges commercial, research and lab development, and education with its connections to Arizona State University.

Photo by Ryan Gobuty, courtesy of Gensler

DIGITAL MIGRATION

Laboratories and science organizations are embracing the full integration of artificial intelligence, virtual reality and super-computing. The migration of these advancements into the built environment is impacting everything from laboratory planning to patient welfare. There is a need to increase the rate of development of these spaces as well as a need to ensure flexibility as advancements continue to evolve. For example, lab space requirements are shrinking as the assistance of AI and aggregated data reduce the need for lab runs. In Phoenix, post-pandemic, there has been a shift in office-to-lab ratios from 50:50 to 60:40. These new program requirements affect how life sciences companies are adapting their operations and hiring expectations. As labs become digitized, these upgrades impact how scientists and researchers approach their work, which, in turn, impacts the spatial type and functionality they will need. The need for flexible space is a crucial factor for how we design science and laboratory environments. We can’t simply

South Mountain Community College, Life and Physical Science Building

design lab space for today’s needs. Instead, we need to plan for built-in flexibility so a space will meet user needs 30 years in the future.

THE CONVERGENCE OF SCIENCE AND TECHNOLOGY

The convergence of science and technology brings substantial cultural shifts to the way science organizations work and the expectations they place on their employees. Companies will need to rethink their value proposition to ensure a seamless blend of culture that supports the diverse needs of each department, while encouraging crosspollination to promote innovation of ideas. As science and tech employees come together, there will be a certain expectation around the workplace offerings to compete with tech firms that are known for their highly amenitized workplaces. Science companies will look toward organizations like Apple, Meta and Amazon as new benchmarks for how to create impactful workspaces for employees. In Gensler’s 2023 U.S. Laboratory Research Scientist Survey, we found that well-designed laboratory settings that prioritize key spaces such as lounges, multi-use benches and convenient drop-in spaces for write-ups will improve a lab’s overall performance, satisfaction and pride of its users. Insights from this survey highlight that lab users are positively impacted by spaces that allow for greater flexibility and enhance their overall experience. The integration of technology-focused roles into laboratory design is not just reshaping the physical spaces but also catalyzing how scientists conduct research. This fusion of the old and new holds the potential to redefine the boundaries of scientific exploration. Moreover, the “Lab of the Future” transcends the confines of scientific pursuit; it is poised to be a cornerstone of sustainable development, promoting environmental consciousness and social responsibility through design and conscientious construction practices.

Lab space requirements are shrinking as the assistance of AI and aggregated data reduce the need for lab runs. In Phoenix, post-pandemic, there has been a shift in office-to-lab ratios from 50:50 to 60:40.

Jay Silverberg is a nationally recognized architect and design leader who brings more than 30 years of experience to his role as design principal in the Gensler Phoenix office. He has collaborated on projects throughout Arizona and the Southwest. He applies his specialized expertise in large-scale, technically intricate projects, and is known for creating design solutions that embrace local context and are sympathetic to the survival of the unique Sonoran Desert environment.

Benjamin Ayers is a design leader, project architect and design manager who brings more than 20 years of experience to his projects. His work ranges in scale from small residences to urban-scale master plans and in typologies from small streetscape interventions to complex healthcare projects. Ayers’ experience working with stakeholders to facilitate a common vision allows him to bridge the design and visioning of the project with the production of the final documentation and deliverables. gensler.com

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Capacity

FOR-PROFIT & NONPROFIT GROWTH

The Next Generation of Future Leaders: Redefining Leadership Forging past the old paradigms by Bruce Weber

Bruce Weber is founder and president/CEO at Weber Group. Weber brings more than 20 years of experience to the for-profit and nonprofit community, working with startup, growth and mature organizations. His focus is in strengthening organizations through strategic planning, organizational development, leadership and board development. He is a BoardSource Certified Governance trainer and a founding partner of the Nonprofit Lifecycles Institute. webergroupaz.com

DEC. 2023

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In the ever-evolving landscape of leadership, a new generation of future leaders is emerging, poised to redefine the very essence of what it means to lead. With a unique blend of values, skills and perspectives, these individuals are breaking away from traditional leadership paradigms and forging new paths toward a more inclusive, innovative and socially conscious world. They define leadership as someone who has the end game in mind and lends a hand while providing guidance. At the same time, adaptability and innovation are key ingredients to retain talent and engage them. Let’s look at some of the key attributes of the next generation leader. Inclusion: The next generation of future leaders is characterized by their commitment to diversity and inclusivity. They recognize that leadership is not confined to a single mold but thrives in the rich tapestry of human experiences. These leaders celebrate differences and actively seek out diverse voices and perspectives to enrich their decision-making processes. They understand that true innovation is born from the fusion of various ideas, backgrounds and cultures, and they actively promote diversity in their teams and organizations. Adjustment to Change: One of the hallmarks of these future leaders is their adaptability in the face of change. The world today is defined by rapid technological advancements and shifting global dynamics, and these leaders are not only prepared for change but embrace it. They possess a growth mindset, viewing challenges as opportunities for learning and growth rather than insurmountable obstacles. Their ability to pivot, learn and lead in uncertain times sets them apart as the trailblazers of the future. Balance in Career and Life: The next generation of leaders places a premium on emotional intelligence. They understand that empathy, compassion and strong interpersonal skills are vital components of effective leadership. These leaders are not distant figures in corner offices but approachable and relatable individuals who connect with their teams on a human level. They prioritize mental health and well-being, recognizing that a healthy and motivated workforce is key to achieving their goals. Creativity: Innovation is at the heart of the leadership philosophy of these emerging leaders. They are not content with the status quo but are driven by a desire to push boundaries and create positive change. With a deep understanding of emerging technologies, they harness the power of artificial intelligence, data analytics and automation to drive efficiency and transform industries. Their forwardthinking approach and willingness to embrace cutting-edge solutions position them as architects of the future. Environmental Sustainability: Environmental sustainability is a core value for the next generation of leaders. They understand that responsible leadership includes a

“The greatest leader is not necessarily the one who does the greatest things. He is the one that gets people to do the greatest things.” —President Ronald Reagan

commitment to preserving the planet for future generations. These leaders champion environmentally friendly practices, integrating sustainability into their business models and decision-making processes. They view climate change not just as a challenge but as an urgent call to action, and they inspire others to join them in the pursuit of a greener world. Collaboration: Collaboration is another cornerstone of their leadership style. They recognize that no single person has all the answers, and success is often a collective effort. These leaders foster a collaborative environment where ideas are freely exchanged and teamwork is celebrated. They leverage the power of partnerships, both within and outside their organizations, to tackle complex problems and drive meaningful change. Ethical Leadership: Ethical leadership is non-negotiable for this new generation. They operate with unwavering integrity, setting high ethical standards for themselves and their teams. They understand that trust is the foundation of effective leadership, and they lead by example, demonstrating honesty, transparency and a commitment to doing what is right, even when it’s difficult. In interviewing emerging professionals, I found most were looking for autonomy along with the resources needed and the freedom to excel on their own. They defined top talent engagement needing the following: strong work ethic, communication, clarity on goals, high-level guidance and autonomy. Surprisingly, a strong interest in returning to inperson meetings was expressed provided there was a clear set agenda, and it was followed. The next generation of future leaders is redefining leadership by embracing diversity, adaptability, emotional intelligence, innovation, sustainability, collaboration and ethical principles. They are not confined by the old paradigms but are forging ahead, shaping a new era of leadership that is inclusive, forward-thinking, and values driven. As they step into leadership roles across various fields, their impact will be felt far and wide, leaving an indelible mark on the world.

INVESTING IN COMMUNITY

Maintaining Stakeholder Relationships during Leadership Change The importance of constituent communication by Richard Tollefson Employee turnover is nothing new in the workplace, but it presents an even greater challenge for nonprofits. The Society for Human Resource Management reports the voluntary turnover rate for nonprofits at 19%, compared to 12% in the overall labor market. When nonprofits lose leadership positions, far more is at stake than the simple loss of personnel. Too much turnover can negatively impact public and donor trust, compromising an organization’s reputation and, ultimately, the financial bottom line. What are nonprofits to do during a time when their executive directors and CEOs are aging out and when, according to Nonprofit Quarterly, those who stay average only six years in their positions, taking with them continuity and stability?

EMPOWER VOLUNTEER LEADERSHIP

The first step is to empower volunteer leadership — specifically, the governing board of directors and, in particular, the chairperson. When New York state-based Mount Saint Mary College’s announced the imminent departure of its president, board chair Mike Horodyski stepped up to “provide a stabilizing influence,” with the help of the college’s vice president of advancement, its senior-most fundraiser. “Our vice president strategically put me in front of major donors, emeriti and current board members, faculty, alumni and students,” says Horodyski, who worked directly with her on a donor, alumni and community engagement plan. “I was able to interact with a larger group of constituents, which was key to quelling rumors about the timing of various executive leadership departures.” The vice president for academic affairs announced his resignation just one day before the president’s intended departure announcement. “It was bad timing but, ultimately, two independent issues, and we were able to communicate that.”

START WITH A PLAN

Nonprofit-industry media report the average tenure of a chief development officer is 16 months, and that of other key development staff officer positions is only 18-–24 months. Considering these poor attrition numbers, succession plans are vital. “Not only for top positions, but those down the organizational chart,” says Mary Martuscelli, previous board chair of the Arizona Science Center. She says that understanding how key functions interrelate and work together is crucial, especially during leadership change. Under Martuscelli’s chairmanship, a much-respected CEO announced her plans to embark on a new position. Months after her departure, the interim co-CEO announced

her resignation as well. Further complications arose, including visa issues that prolonged the new CEO’s start date. Then, after only months on the job, he experienced a serious medical emergency that necessitated a new group of interim leaders until his recovery. Martuscelli dealt with those curveballs by communicating widely and often — first with the executive committee to announce the CEO’s intended departure, then with calls to the board, community leaders and Science Center staff. “I personally called our largest donors. They knew ahead of the media. You want them to understand they’re an important piece of the transition.” Because, she says, you never want a donor to say, “I don’t feel like you’ve been keeping me informed. I’m not that important to your organization, so I’ll give my money and time to another organization.”

IDENTIFY AN INTERNAL CHAMPION

If volunteer leadership cannot be immediately put into place, organizations should identify an internal champion to communicate leadership changes. For Planned Parenthood Arizona, that person was Darcy Hill, chief development officer. When a beloved CEO of two decades departed, leadership in operations, finance, development and external affairs also took leave. With no external communications officers in place, donors felt ill-informed of the circumstances behind the CEO’s departure and concerned about the organization’s stability. Then, in less than two years, the new CEO announced her resignation for an important national post. When Hill inherited a “perfect storm” of turnovers, she rolled up her sleeves. A conduit between key stakeholders, she stepped up to communicate with donors and current and emeriti board members while juggling the transition of outgoing and incoming presidents. “It is important to celebrate the outgoing president and her accomplishments while setting up the next person for donor confidence and forward growth,” says Hill. Inform constituents about the national search or interim leadership, she recommends, and be positive but up-front about challenges. Horodyski acknowledges the need for transparency and for executive leadership — as well as board members — to step up. “You love the mission, and you buy into it. When tough situations hit, you do what’s right to continue the mission that you believe so deeply in.” “There is more of an expectation today from both nonprofit and public boards about the responsibilities of members,” says Martuscelli. “There’s a more fiduciary aspect and an expectation to play a greater role — internal and external to the organization — when needed.”

Who to Keep In-the-Know during Leadership Change? High-level donors; current and emeriti board members; executive and support staff; volunteer leaders; and the organization’s leading external constituents, community partners and influencers; and other key stakeholders.

LEADERSHIP TRANSITION: LESSONS LEARNED Insight from Chief Development Officer Darcy Hill of Planned Parenthood Arizona, and board chairs Mary Martuscelli of Arizona Science Center and Mike Horodyski of Mount Saint Mary College: Grieve privately. Those in the organization who have a good relationship with the outgoing CEO should take time to process what that departure means. Delegate. “If it is going to work, everyone has to step up,” Martuscelli said to her board, who responded with an “all hands on deck” approach when called upon. Don’t focus exclusively on donorCEO relationships. Development officers can connect donors to the mission vs. a CEO “friendship,” which may be negatively impacted during a transition. Assign an individual board member to key staff members, letting them know they are supported. Internally invite faculty representatives or key staff to standing board committees. Seek insight. “All you’re looking for in times of challenge is information,” says Horodyski, who leaned on both the Association of Governing Boards and the college’s fundraising consultants. “The more insight, the better informed your decisions will be.”

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

DEC. 61 2023 INBUSINESSPHX.COM

WE VALUE WHAT WE OWN

2024 Cadillac Lyriq EV SUV

With the car’s 500-horsepower powertrain, dual motors power all four wheels with 450 pound-feet of torque. Added power also adds trailering capability. The Ultium Battery Platform enables a near 50/50 vehicle weight distribution and a low center of gravity for a responsive and spirited drive. Smooth driving and tight handling are so apparent with the five-link suspension system on both the front and rear axles, which allows for independent tuning for a superior ride feel. With its variety of at-home and public charging options and innovative driving features, keeping the LYRIQ charged has never been easier. Free from the need for a traditional grille, LYRIQ comes with a dramatically illuminated Black Crystal Shield. LED projectors stack to create a thin vertical headlamp lighting signature. The standard sloping, fixed, full-glass roof stretches uninterrupted for all models, including the available black painted roof and available sunroof. An interior power sunshade allows the driver to manage the light. Inspired by the sun filtering through trees,

2024 CADILLAC LYRIQ EV SUV MSRP: $58,590 – $68,190 Range: 307 – 314 miles Charge: Est. 31 – 51 mile per hour

laser-etched door panel patterns inside accent the cabin. An available 26-color LED spectrum of choices can be used to reflect the driver’s mood or create emotion — add warmth or energy, uplift or soothe. Super Cruise is an available hands-free driver assistance technology for use on compatible roads. The system steers the vehicle to maintain lane position or to perform a lane change, under certain conditions, while also monitoring the driver’s attention to the road. Google built-in compatibility delivers Google Assistant, Google Maps and Google Play, so the driver has access to hands-free help, live traffic updates and even some favorite apps and more. The Cadillac-exclusive available AKG Studio 19-speaker audio system employs advanced technologies, including Adaptive Volume and Surround Technology, to create an immersive listening experience. Professional high-fidelity sound enhances occupants’ enjoyment of favorite music, news and podcasts. Cadillac Lyriq cadillac.com/electric/lyriq

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DEC. 2023

INBUSINESSPHX.COM

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Interior Jewelry: Within the interior of Cadillac’s Lyriq EV SUV, each layer of detail has been obsessively considered and deliberately chosen. Every element builds carefully into the next. From intricate knurling to unique embellishments, beauty seamlessly blends with functionality, and attention to the smallest details underlies all.

Photos courtesy of Cadillac (top), Movius (bottom)

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MEALS THAT MATTER

SUNRISE SALAD (GF) Burrata, pistachios, greens, strawberries and oranges with housemade balsamic dressing $14

32 Shea – Elevating Classics for Dining-In, Patio and Drive-Thru by RaeAnne Marsh

ZEN POKE BOWL Ahi tuna, marinated cucumbers, fresh jalapeños, avocado, oranges, sriracha mayo and soy glaze (vegan version available) $15

THE OMG SANDWICH Prosciutto, mascarpone and fig jam on toasted ciabatta bread, with chips (also available as a spinach wrap)

Thirty-two Shea’s recent additions to its dinner menu also call out attention to this gem-of-a-restaurant’s lunch and breakfast selections. And there must be a little magic involved for Executive Chef Jordan Marshall to produce the variety of exceptional dishes from the restaurant’s small kitchen. With some seating inside, 32 Shea offers relaxed seating under a canopy on its patio. It is counter service for breakfast and lunch. Breakfast (6 a.m. – noon, M–F; 7 a.m. – noon, weekends) choices range from biscuits and gravy on a house-made biscuit to avocado toast to egg sandwiches and burritos, and specialty espresso drinks (available all day) can be livened with a choice of house-made syrups such as lavender and pistachio. Lunch (6 a.m. – 4 p.m., M–F; 7 a.m. – 4 p.m., weekends) selections include the Zen Poke Bowl with Ahi tuna; bacon and avocado chop salad with option to add chicken, tuna or smoked salmon; and a delightfully fresh Sunrise Salad with strawberries, oranges, pistachio and greens touched with a light tang of pomegranate seeds and topped with a silkysmooth burrata, lightly dressed with house-made balsamic dressing. “Wichcraft” plates can be made with ciabatta bread or as wraps.

$11.50

Dinner service starts at four — and includes the unique convenience of drive-thru ordering. Yes, even for the new Angus Sirloin Steak, served with mashed potatoes and bacon jam, and the Salmon Superfood, a lightly blackened Norwegian salmon filet dotted with feta cheese and served on a bed of ultra-smooth orzo with tomato and black olives and garnished with an avocado emulsion. Dining-in allows guests the option of pairing dinner with one of the fine wines from the shelves. Lighter options on the dinner menu are an assortment of bruschetta toppings from sweet to savory on fresh ciabatta bread, and a creamy artichoke and spinach dip. Service throughout reflects the commitment to hospitality of the ownership team at POV Foods, many of whom developed their passion for the industry over the course of their own career trajectories from dishwasher to management. 32 Shea 10626 N. 32nd St., Phoenix 32shea.com

DEC. 2023

INBUSINESSPHX.COM

POV Foods’s five restaurants are each a unique concept: Lakeside Bar & Grill, Rusty Spur, RWB, Bill’s Grill and 32 Shea.

Photos courtesy of POV Foods

(602) 867-7432

Abbott, Ryan, 30

Frakes, Brian, 18

Ledbetter, Bryan, 16

Rose, Jerry, 10

Alix, Don, 12

Graham, John, 35

Lee, Kathleen, 22

Ryder, Kim, 45

Anable, Susan, 31

Grant, Jeff, 24

Lindsaar, Mikel, 26

Scholhamer, Jim, 22

Ayers, Benjamin, 59

Graziano, Margaret, 50

Martin, Joel P., 10

Shahara, Eivan, 10

Bartelstein, Josh, 32

Greene, Molly, 36

Martuscelli, Mary, 61

Silverberg, Jay, 59

Becker, Joshua, 54

Gutierrez, Xavier, 37

Mayo, Vicki, 14

Slepak, David, 58

Bell, Madeleine, 11

Hill, Darcy, 61

McLeod, Tammy, 40

Tollefson, Richard, 61

Bet-David, Patrick, 51

Horodyski, Mike, 61

Michaelowicz, 51

Vanderpool, Scott, 46

Biro, Rachel E., 52

Johnson, Christina, 15

Miller, Eric, 41

Vardup, Kasper, 49

Brown, Ben, 24

Kehaly, Pam, 9

Neave, James, 13

Weber, Bruce, 60

Causey, Latasha, 33

Kelly, Mark, 22

Orsborn, Eric, 16

Wilde, Trevor, 56

Demetriades, Sabrina, 12

Kjome, Peter, 38

Pierik, Martijn, 42

Wilde, William, 56

Dillian, Jared, 51

Komadina, Paul, 39

Pollack, Michael, 43

Woods, Corey, 47

Doron, Dan, 20

Kozuch, Cat, 14

Rarrick, John, 62

Young, Mark, 48

Fischbach, Will, 34

Kuller, Kirk, 15

Ritchie, Matt, 44

Zemach, Rachel, 66

10 to 1 Public Relations, 12

Gensler, 59

Polestar Scottsdale, 68

StoreConnect, 26

32 Shea, 64

Global Ambassador, The, 18

Positively Powerful / Triad West Inc., 10

Sunbelt Holdings, 27, 35

Adzuna, 13

Greater Phoenix Economic Council, 22

POV Foods, 64

Tempe, City of, 47

Arizona Commerce Authority, 21

Greater Phoenix Leadership, 9

Private Label International, 15

Thrive Real Estate Group, 17, 45

Arizona Community Foundation, 57

Greenlight Communities, 16

ProTech Detailing, 19

Tiffany & Bosco P.A., 7, 34

Arizona Coyotes, 19, 37

HonorHealth, 25

REDW Advisors and CPAs, 52

TouchPoint Solution, The, 14

Arizona Science Center, 61

Insperity, 12

Salt River Project, 36

Ultra Clean Holdings, Inc., 22

Avnet, 12

Intel, 20

Slideworks, 49

Weber Group, 60

Bank of America, 46

Jive, 6

SnapCare, 24

Western Retail Advisors, 16

Believe a Buddy, 14

KeenAlignment, 50

Southwest Behavioral & Health

Wilde Wealth Management, 56

Blue Cross Blue Shield of Arizona, 9

Kiterocket, 23, 42

Services, 12

Body Systems, 24

Martens Development Company, 15

Stearns Bank, 6

Buckeye, 16

Michael A. Pollack

StenTam, 58

Cadillac, 62

Willmeng Construction, 16 WM Phoenix Open, 3 Z’Tejas, 11

Real Estate Investments, 43, 67

CBRE, 39

Mint Cannabis, 10

Clayco, 30

Mount Saint Mary College, 61

Common Bond, 18

Movius, 62

Cox Communications, 12, 31, 53

National Bank of Arizona, 2, 48

Cushman & Wakefield, 15

PADT, Inc., 41, 65

DSV, 44

Patrice & Associates, 12

Echo Real Estate Capital, Inc., 15

Phoenix Mercury, 32

ECM Technologies, 12

Phoenix Philanthropy Group, The, 61

Flinn Foundation, 40, 55

Phoenix Raceway, 33, 63

Forward, 26

Phoenix Suns, 32

Frosch, 10

Phoenix Symphony, The, 5, 38

Gallagher & Kennedy, 54

Planned Parenthood Arizona, 61

In each issue of In Business Magazine, we list both companies and indivuduals for quick reference. See the stories for links to more.

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DEC. 65 2023 INBUSINESSPHX.COM

A CANDID FORUM

Deaf Employees: Headaches or Eagle-Eyed Excellence?

The big issues are deeper than legal rights and workplace accommodation by Rachel Zemach

Rachel Zemach is a Deaf teacher, writer, and passionate activist on behalf of Deaf and hard of hearing children and adults. She taught Deaf students for more than a decade — first in a public school and then in the dramatically different setting of a renowned school for the Deaf. What she experienced personally, and learned about the educational system and its impact on her students, stunned her and informed her work. rachelzemach.com

DEC. 2023

INBUSINESSPHX.COM

While the first thought of employers on finding out their new employee or interview candidate is Deaf is usually one of alarm and apprehension, the reality is that many Deaf employees have unique talents to contribute. Our visualspatial skills are markedly more acute than those of hearing people. Oliver Sachs describes this in his book Seeing Voices as being an extended range of peripheral sight, in part. In the Deaf community, we call it our “eagle eyes,” for we spot things hearing people would overlook, visually. Another strength of the Deaf community is its propensity to rapidly share and spread information, since information is seen as a commodity and the need for it is understood and acted on readily. Deaf people, in their daily lives and as a community, have had to be innovative, creative and resourceful in figuring out how to get access in an audio-based environment. We are used to navigating a world that’s often unfriendly — in a practical sense, due to lack of visual access to information, and in a psychological sense, due to hearing people’s misconceptions about what being Deaf means. This has led us to be a resilient and creative bunch, with coping mechanisms galore and tried and true methods of getting around obstacles. However, a constant struggle among the nation’s 48.3 million Deaf people/people with significant hearing loss is getting into the workforce. Even very highly qualified Deaf people struggle to find work, often, and discuss amongst each other when and whether to reveal to their prospective employers that they are Deaf, in the interviewing process. This is not out of deceptiveness but due to an understanding that employers have no background with us and are likely to make assumptions that will block us from having the chance to prove ourselves worthy and able to find solutions to the obstacles they fear. We must prove our skill set while also navigating how to access the interview itself, practically speaking. Do we request

an interpreter? If so, do we ask the employer to pay for this, as is our legal right in most cases but may alienate them right out of the gate? Or do we rely on captions, which are often faulty and unpredictable? Or — even more unpredictable and fallible — do we rely on lipreading someone we have never met? Will the employer even proceed to the interview stage if we say on the application that we are Deaf? What most employers do not understand in advance of meeting us is that there is a ton of technology we can and are used to utilizing, and that we have legal rights to access they may not be aware of — and, indeed, may be (and often are) violating. The respectful thing to do is to give us the benefit of the doubt that we can successfully resolve our communication needs. View the communication needs as going both ways: They are your needs as well as our needs; your limitations as much as ours. Luckily, we are experienced in this area already, so ask what ideas we have for solutions. We have significant rights legally for communicative access in the workplace; these can be found on the NAD website (National Association of the Deaf). Often, in-person interpreters work best, for meetings, interviews, etc. But other in-person options are voice-to-text apps; there are many of them, used daily by Deaf people, on phones and iPads. Phone calls can be made very easily by simply calling via a free interpreting service like Convo or Sorenson using a specific phone number. Video calls with Google Meets have automatic captions, and captions are easily enabled on Zoom as well. VRI is remote interpreting; it is used in medical and other settings all around the country, and personal FM systems that sync with a feature in hearing aids via blue-tooth or a loop are extremely powerful for some. There are instant messaging systems; captioned telephones; alerting systems using lights; electronic scrolls; and many, many more devices designed specifically to facilitate smooth communication between hearing and Deaf employees. Once on the job, Deaf employees have tremendous skills and benefits to offer a business. An attitude that it is impossible, difficult or not worth it to hire us is detrimental to both parties, and it may block employers from finding their strongest, most innovative and best employee. The skills are there, the technology is there; now, all we need is good faith and bold humanity, and doors will open beautifully for everyone involved.

Disability is the largest minority in the U.S., and one out of every four people belongs to it. However, it remains extremely stigmatized and many report struggling to find employment, equity at school and flourish socially, across disabilities (but in the extreme with Deaf people, due to communication barriers).

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