December 2024 issue of In Business Magazine

Polestar Scottsdale

The SUV for the electric age is here. With a range of up to 300 miles, the all-electric Polestar 3 is designed to create remarkable range and an unmistakable look.

Visit our showroom in Fashion Square Mall.

Help Can’t Wait DURING EMERGENCIES

Help Can’t Wait DURING EMERGENCIES

We invite you and others to join the American Red Cross mission by volunteering, giving blood, learning lifesaving skills or making a financial donation. Your support helps ensure families don’t face emergencies alone.

We invite you and others to join the American Red Cross mission by volunteering, giving blood, learning lifesaving skills or making a financial donation. Your support helps ensure families don’t face emergencies alone.

Volunteer. Give Blood. Donate. Take a Class. Visit redcross.org/AZNM to learn more.

We invite you and others to join the American Red Cross mission by volunteering, giving blood, learning lifesaving skills or making a financial donation. Your support helps ensure families don’t face emergencies alone.

Volunteer. Give Blood. Donate. Take a Class. Visit redcross.org/AZNM to learn more.

Volunteer. Give Blood. Donate. Take a Class. Visit redcross.org/AZNM to learn more.

52

Amazon’s Community Commitment: Bringing Holiday Joy to Phoenix Children’s

This month spotlighting Amazon, Tyler Butler’s series explores the myriad ways businesses give back and the positive ways their programs impact our community.

54

The Future of MixedUse Communities in Phoenix

In this recurring feature from global design and architecture firm Gensler, Kamini Chavda and Madeleine Niepceron describe the 5 T’s that are replacing the 5 C’s as the foundation of our local economy.

56 Surviving Organizational Change in a Turbulent World

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

46 Why Hiring a Translator Is Important

Gaby Cardenas explains the critical difference bilingual marketing makes in fighting misinformation and cultural insensitivity.

DEPARTMENTS

9 Guest Editor

Dave Brown, CEO of Valley Leadership, introduces the “Top Valley Leaders” issue.

10 Feedback

Randy Grudzinski, Robert Mayer and Whitney Yates-Woods respond to In Business Magazine’s burning business question of the month: What economic trends do you expect will impact your business in 2025?

12 Briefs

“Fleet Maintenance Tips to Keep Your Business Running Smoothly” “Dailies Top Stories,” “Local Standouts Recognized for Achievements and Philanthropy,” “Innovative Design at Optum’s Newest Facility” and “d’Lite Healthy Strengthens Blue Zones Efforts”

PARTNER SECTION

59

Arizona Small Business Association

15 Startups

“Ad Chariot Synthesizes Free Rides and Mobile Billboards” and “My Doctor Brand Lets Physicians Own Their Visibility”

16 From the Top

M Culinary Concepts CEO Brandon Maxwell believes in building his legacy through shared ownership.

17 CRE

“2025 Interior Design Trends,” “Redevelopment Adds Industrial in Airport Submarket,” “Office with Warehouse Near Sky Harbor,” “Ultra Infill Industrial for Sky Harbor Submarket,” “Metrocenter Mall Redevelopment Begins” and “Location and Amenities Elevate Industrial Project in Surprise”

“A leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go, but ought to be.” —Rosalynn Carter

28 16 Top Leaders of 2024

Leaders who are making a difference across a variety established sectors within our business community answer some hardhitting questions to give us a sense of what they see for 2025.

20 Semi Insights

“Semicon Valley: The Emergence of Arizona’s Semiconductor Landscape,” “SHIELD USA Boosts Cutting-Edge Microelectronics Development in Arizona” and “From Mines to Microchips”

24 Healthcare

“3 Tips for Keeping the Office Spic and Span” and “The Future of Home Healthcare in Phoenix: Embracing Omnichannel Care”

26 Technology

“3 Steps to Destroying Hard Drives” and “AI Meets Physical Therapy: Intel and WebPT Drive The Future of Patient Care”

47 Books

New releases give fresh insights on business thinking.

48 Economy

Steven Abernathy discusses employee 401(k)s and employers’ fiduciary responsibility.

50 Legal

Melissa L. Shingles explores how employers are harnessing AI’s value while reining in the risks.

57 Assets

2025 BMW iX

Plus: Special 2025 calendar plays on crazy antics to support mental health.

58 Power Lunch

Marino's: Italian for Comfort

66 Roundtable

Kellie Walenciak speaks from the heart about the value of authentic commitment in her candid note on performative empathy. COVER STORY

Dec. 2024 Words

RaeAnne Marsh

Editor, In Business Magazine

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

Holding the magazine to strong editorial standards, she says, “New businesses are founded, out-of-staters bring new strengths, established businesses evolve and expand — all of which contributes to the dynamic vitality that I see as the mission of In Business Magazine to be the voice of and vehicle to nurture, in each monthly edition. It is my challenge to ensure each edition is packed with relevant information on a broad spectrum of issues, aimed at a readership that runs the gamut from entrepreneurial startup to major corporation.” Marsh was awarded 2024 Small Business Journalist of the Year from the U.S. Small Business Administration, Arizona District.

Guest columns are feature articles presented as a special, limited series as well as regular, ongoing series in In Business Magazine.

Tyler Butler

Guest Columnist – Social Impact

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

Kathleen Gramzay

Guest Columnist – Resilience

Kathleen Gramzay, LMT, is an entrepreneur, body/mind resilience expert, speaker, author, and founder of Kinessage LLC. The Kinessage® methods are taught nationally to transform stress, chronic tension and pain, and increase mental resilience and long-term health for greater well-being and sustainable success. Her programs empower leaders and teams to be present, think more clearly and work more productively, confidently and collaboratively.

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.”

This month’s contributors

Steven Abernathy is a famed financial consultant, CEO of Abernathy Daley 401k Consultants, and the principal and chairman of the board at The Abernathy Group II Family Office. (Economy feature “Employees’ Financial Future: A 401(k) Imperative”)

Gaby Cardenas is the founder and CEO of The Colibri Collective, the Valley’s first Latina-owned digital marketing agency. (Marketing feature “Why Hiring a Translator Is Important”)

Kamini Chavda is a technical designer at Gensler with experience in architecture, design and sustainability. (Space feature “The Future of Mixed-Use Communities in Phoenix”)

Madeleine Niepceron is a licensed architect at Gensler with expertise in mixed-use, retail centers and residential. (Space feature “The Future of Mixed-Use Communities in Phoenix”)

Melissa L. Shingles is a management-side labor and employment attorney in the Phoenix office of Littler Mendelson P.C. (Legal feature “How Employers Are Harnessing AI’s Value while Reining in the Risks”)

Kellie Walenciak is the head of global marketing for Televerde, a global revenue creation partner supporting marketing, sales and customer success for B2B businesses around the world. (Roundtable feature “Dear Leaders: A Candid Note on Performative Empathy”)

Publisher Rick McCartney

Editor RaeAnne Marsh

Web Editor Jake Kless

Graphic Design Benjamin Little

CONTRIBUTING WRITERS

Steven Abernathy

Tyler Butler

Patty Caradonna

Gaby Cardenas

Kamini Chavda

Jon Crow

Laura Crow

Mike Hunter

Christina Johnson

Madison LaBerge

Molly McCarthy

Madeleine Niepceron

Stephanie Quinn

Melissa L. Shingles

Nick Smith

David P. Tusa

Sara VanFleet

Kellie Walenciak

Bruce Weber

ADVERTISING

Operations Louise Ferrari

Business Development Raegen Ramsdell

Louise Ferrari

Cami Shore

Events Amy Corben

WTSM TV STUDIO

General Manager Chris Weir

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

President & CEO Rick McCartney

Editorial Director RaeAnne Marsh

Financial Manager Tom Beyer

Office Manager Allie Jones

Accounting Manager Todd Hagen

Corporate Office InMedia Company 45 W. Jefferson Street Phoenix, AZ 85003

T: (480) 588-9505 info@inmediacompany.com www.inmediacompany.com

Vol. 15, No. 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. ©2024 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.

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

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

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

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

Robin Arredondo-Savage, Interim 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

DAVE BROWN, VALLEY LEADERSHIP

As CEO of Valley Leadership, Dave empowers Arizonans to lead through the organization’s innovative programming that helps participants expand their perspectives and their network. Prior to becoming Valley Leadership’s CEO in 2017, Dave was CEO of Home Matters and Executive Director of the National NeighborWorks Association, both working to raise national awareness of the need for better homes and communities across the country.

Born and raised in Arizona and a proud Wildcat, Dave holds a Bachelor of Science in Accounting from the University of Arizona. He has a Master of Public Administration from the University of Southern California and a certificate from the Executive Program for Nonprofit Leaders at Stanford University’s Graduate School of Business. homemattersamerica.com nnwa.us valleyleadership.org

Lead the Way

Arizona continues to realize a strong economy and business growth (even leading the country in many strong sectors). This owes much to a collaborative business environment with agile and innovative leadership among business leaders. Increasingly, in fact, business sectors overlap and intertwine, requiring an ever-broader perspective from those at the helm of their company. Being open to broad perspectives is a hallmark of good leadership. Leaders who are inclusive of different ideas find quicker and longer-lasting solutions to issues and opportunities. Diversity of thought facilitates adaptability and encourages solutions that work for as many as possible, not just a few.

As Arizona’s population and economy continues to grow, we are faced with new challenges: housing and homelessness, water management, educational outcomes and increasing heat. Key to solving these challenges is adaptability. We don’t know the answer to each problem. We must explore, ask questions, try, fail, try something different, succeed, fail, succeed and so on.

Arizona has taken a giant leap forward in so many ways in the past 10 years. What the longterm impact of that leap remains to be seen and as long as Arizona’s business and community leaders embrace adaptability, the future is bright.

This month, In Business Magazine focuses its cover story on the leaders in various sectors who have had a 2024 of successes and challenges. Their candor about the ups and downs they identified in their industry and the calculations behind their decisions — which offers valuable insights to benefit other business decision-makers — underscores a strong shared interest in supporting our community overall.

Communication is key to effective leadership. Communication is also key to effective marketing. Gaby Cardenas addresses communication from an important diversity angle in her feature “Why Hiring a Translator Is Important” as she discusses how bilingual marketing can combat misinformation and cultural insensitivity.

This is a time of year when sensitivity is especially revered. Which makes this a great season for Kellie Walenciak’s Roundtable feature “Dear Leaders: A Candid Note on Performative Empathy,” in which she discusses the value of authentic commitment and points out that empathy in leadership isn’t just a nice-to-have — it’s profitable.

With artificial intelligence permeating our lives, attorney Melissa Shingles offers an overview of issues in this month’s Legal feature, “How Employers Are Harnessing AI’s Value while Reining in the Risks.”

Other articles take on topics that range from healthcare to new businesses to employer fiduciary responsibility in employee retirement programs. In Business Magazine remains committed to helping strengthen our business community with business-relevant information. I’m pleased to work with the editorial team to bring you this December edition. Happy holidays and best wishes for the New Year.

Sincerely,

Dave Brown Chief Executive Officer, Valley Leadership

Leading Well

In this month’s top leaders’ issue of In Business Magazine, we are reminded of the importance of strong leadership and what it can bring for others. We spoke to so many top leaders who have demonstrated great leadership over 2024 and who have accomplished so much for so many. The strength emanating from those on this year’s list has helped to build our great business community and continues to be a great example for us as business leaders.

We are so pleased that David is leading this issue. Valley Leadership is the one organization that has worked for nearly 75 years to improve, empower and engage leaders here and to put leadership in the forefront to establish a stronger business community. —Rick McCartney, Publisher

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

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

What economic trends do you expect will impact your business in 2025?

RANDY GRUDZINSKI

Partner & Head of Capital Markets

Empire Group of Companies

Sector: Commercial Real Estate

End of year 2025 30-year mortgagerate expectations from the leading groups in this field really don’t signal much relief on the way. This means more people will have to rent vs buy.

The impact of higher interest rates and tighter credit continues to have an impact on new multifamily permits, which are down ± 50% year over year. This, combined with record absorption, is helping to raise multifamily investor sentiment. Although the Phoenix market is currently dealing with an oversupply of residential rental units, which in turn is impeding rent growth, record absorption and substantially reduced permits is setting the stage for an eventual rebound. We just don’t know whether this rebound will commence later in 2025 or at some point in 2026. That answer will, ultimately, be determined by the economy, including continued population growth, job growth and the high cost of for-sale housing. At Empire, we feel very good about the seeds we are planting today that will bear fruit two to three years from now when another multifamily shortage may once again be upon us.

Empire Group of Companies builtbyempire.com

Randy Grudzinski is a partner at the Empire Group of Companies, one of Phoenix Metro’s largest apartment and single-family buildto-rent developers, with more than $3 billion of assets in various stages of development and completion. Grudzinski is a High Honors graduate of the JL Kellogg Graduate School of Management at Northwestern University as well as a graduate of DePauw University and the London School of Economics.

ROBERT MAYER

Owner & Founder

Arizona Party Bike Sector: Experience Tourism

I expect continued softening in the Scottsdale tourism and hospitality industry in 2025 compared to previous years, and local consumers continuing to be price-sensitive and value-conscious. “Luxury” customers with high disposable income remain strong, and more moderate-income groups like young professionals are pulling back spending. While we see continued growth in business travel and meetings, there is a new trend of looking at accommodations and activities that are more budgetconscious than in previous years.

At Arizona Party Bike, we are adapting for 2025 by creating new, memorable experiences for people to enjoy with their friends, families and co-workers that don’t break the bank. This month, we are launching a new Holiday Lights Tour in Old Town, and in the spring, a new Spring Training Pre-Game Bar Crawl to enjoy before each game. We re-launched our downtown Phoenix location, bringing our unique experience closer to the rest of the Valley. We also now offer holiday parties and fun, competitive scavenger hunts for company team builders of up to 200 people that have proven to be a hit!

Arizona Party Bike arizonapartybike.com

Robert Mayer is the owner and founder of Arizona Party Bike, which has grown over the last decade into one of the Valley’s top activities for tourists and locals alike, serving more than 60,000 guests each year. It was named the fourth most popular experience in the country by Tripadvisor in 2023 and is consistently ranked the No. 1 activity in Scottsdale and Phoenix for special occasions.

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

WHITNEY YATES-WOODS

Dealer Principal

Yates Buick GMC

Sector: Automobile

The automotive industry is dynamic and closely tied to broader economic trends. As we look ahead to 2025, several factors are likely to shape our business. First, interest rates will play a critical role. With potential stabilization or modest decreases in rates, consumer confidence in vehicle financing could strengthen, encouraging more buyers to upgrade or purchase new vehicles. Another trend is the continued shift toward electric and hybrid vehicles, driven by evolving consumer preferences and government incentives. Yates Buick GMC and Yates Mitsubishi are committed to meeting this demand by expanding our inventory of EVs and providing customers with the information and support they need to transition to sustainable driving options. Supply chain improvements, following the challenges of recent years, are also expected to enhance vehicle availability, reducing wait times and improving customer satisfaction. Finally, we anticipate that rising household incomes and a resilient job market will support consistent demand. Luckily, we’re prepared to adapt to these trends, ensuring we deliver exceptional service and innovative vehicles to our customers.

Yates Buick GMC yatesbuickgmc.com

Whitney Yates-Woods is dealer principal of family-owned Yates Buick GMC in Goodyear. Yates Buick GMC has been serving the Phoenix metropolitan area for more than 37 years. On top of being a long-standing fixture in the community, Yates Buick GMC is also innovative. We have eliminated negotiating tactics and offer a one-price guarantee, which helps take the stress out of purchasing a new vehicle.

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.

Economy & Trends | Cover Story | November 2024

The Business of Arts & Culture: How Growing Arts & Culture Benefits ...

by RaeAnne Marsh

“Arts and culture is a significant industry in Arizona,” says Chris Camacho, president and CEO of the Greater Phoenix Economic Council, citing numbers that support the statement: The sector represents 3% of the state’s total GDP, employs more than 84,000 individuals and in 2022 added $14.2 billion to the economy.

Economy & Trends | inbusinessphx.com | August 20 2024 Thriving in Economic Downturns: A Strategic Blueprint for Entrepreneurs

by Jan Yuhas, M.A., MFT and Jillian Yuhas, M.A., MFT In the face of economic downturns, inflation, and uncertainty, entrepreneurs need to adopt strategies that ensure resilience and sustainable growth. While such times are challenging, they also present unique opportunities for businesses willing to adapt.

Healthcare & Wellness | Cover Story | October 2024 Strategies for Businesses and Their Healthcare

What businesses should know about making healthcare affordable

by

RaeAnne Marsh

“With more and more Arizonans looking to their employers to help them manage their health, employers feel the mounting pressure — because the landscape is changing,” observes Pam Kehaly, president and CEO of Blue Cross Blue Shield of Arizona.

Commercial Real Estate & Development | inbusinessphx.com New Phoenix Technology District at TSMC Announced, Mixed-Use ... inbusinessPHX.com

Mack Real Estate Group and McCourt Partners have announced the name of their 2,300+ acre mixed-used, master-planned development in Phoenix’s North Valley: Halo Vista. Located immediately adjacent to Taiwan Semiconductor Manufacturing Corporation’s (TSMC) $65 billion semiconductor fabrication campus, Halo Vista is positioned to become a hub for science and innovation, driving economic growth and attracting world-class talent to the region.

Fleet Maintenance Tips to Keep Your Business Running Smoothly

Maintaining a functioning working fleet of trucks is key to the success of any business that relies on transportation. Whether for a plumber, electrician, a roofing company or a water distribution company, keeping the vehicles maintained, running well and safe are key aspects of the business. Making sure preventive maintenance takes place with the business’s fleet of vehicles is key to keeping its workers on the road servicing customers. Here are three key areas business leaders must always consider when it comes to maintenance for their company’s fleet of vehicles.

Understand the business fleet’s history. Businesses need to research, develop, document and implement the suggested maintenance schedule from each vehicle’s manufacturer. If the business owns Ford vans, it should check with Ford about scheduled maintenance times for all issues for those vehicles, such as fluid replacement, brake checks, spark plug replacement, etc. The same goes with any other manufacturer. This information should then be combined with historical data of service and repairs — especially any repetitive repairs that may arise. While this may be extensive in the initial phase, the offset of reduced costly repairs will provide more efficient working hours for employees to cut down on the time it takes for them to get the job done instead of fixing any issues with their vehicles.

Create a documentation system. After compiling and documenting the suggested schedules for repairs, the business must create

a formal documentation trail. This will include the history and projected timing for each vehicle service, whether written or electronic, that must be formally established. Any system without a formal trail of repair documentation, plus someone responsible and accountable for the system signing off on the issue, will fail. The person responsible will vary from company to company but it is crucial that one accountable person within the business takes on the position to do this job. This will ensure the success of any maintenance system repairs for the fleet of vehicles within the company.

Train employees. The final and perhaps the most crucial cog in the maintenance system is training. It is especially critical to focus on those personnel who maintain and/or operate the equipment. This area of prevention will pay off in both short-term and long-term rewards keeping the business’s equipment functioning at their peak ability.

Routine maintenance is by far the least expensive and most cost-efficient method to keep vital and expensive fleets of trucks, vans and other vehicles on the road. No revenue occurs when a business has costly repairs requiring down time for both its equipment and employees. —Sara VanFleet, owner of DB Trucks (www.db-trucks.com) in Glendale, Arizona, a custom truck specialist business with expertise in the construction and repair of commercial trucks such as water trucks, box trucks and fire tenders

In Phoenix from 2019 to 2023, the number of people working from home increased from 6.4% to 17.4% yet congestion levels have increased from 18% to 23%, according to a report from CoworkingCafe on telecommuting and traffic patterns in U.S. cities. coworkingcafe.com/blog/telecommuting-impact-on-traffic

Dorsey Celebrates Scott Jenkins, 2024 Top Valley Leader

W. SCOTT JENKINS, JR.

PHOENIX OFFICE CHAIR

DORSEY & WHITNEY LLP

Scott has led the growth of Dorsey’s Phoenix office from three to more than 40 lawyers since it opened in 2022. Dorsey has attracted and retained some of the strongest legal talent in the Valley of the Sun by creating a collaborative environment that values buy-in at all levels, ensuring that everyone feels involved and appreciated. While Dorsey is just getting started in Phoenix, it is important to celebrate the successes along the way!

Congratulations, Scott!

Local Standouts Recognized for Achievements and Philanthropy

AgTechLogic a 2024  Most Fundable Compan y Mesa-based AgTechLogic, a leading sustainable agricultural solution that combines intelligent precision agriculture with AI-powered software, was recently named one of Pepperdine Graziadio Business School’s 2024 Most Fundable Companies. More than 2300 early-stage U.S. startups from all 50 states were evaluated by 75 judges from distinguished universities, investment companies, and entrepreneurs for recognition. agtechlogic.com

Jani-King Southwest a Top Healthcare Cleaning Service

Locally owned & operated Jani-King Southwest was named 2024 Healthcare Commercial Cleaning Services of the Year Award by Healthcare Business Review. Leading the team at Jani-King Southwest is Edward J. Antos, a Certified Building Service Executive, a distinction held by only a select few in the janitorial industry. linkedin.com/company/jani-king-southwest

HonorHealth Honored for Supplier Diversity HonorHealth was recently named the 2024 Large Corporation of the Year by the Healthcare Supplier Diversity Alliance and Owens & Minor for its efforts in advancing and championing greater diversity in the healthcare supply chain. Since launching a Supplier Diversity Program in 2022, HonorHealth’s spending with minority business enterprises has grown from $37 million to $70 million. honorhealth.com

Cox Employees Raised Nearly $700K for AZ Nonprofits

Cox recently reported its employees have raised $698,500 for Arizona nonprofits in the communities where Cox employees live and work — up nearly 10% from last year. One hundred twenty-four Arizona nonprofits received grants ranging from $2,500 to $10,000. This marks the 28th year that Cox employees, through Cox Charities, have raised funds to help those in need of vital services. cox.com

Rosendin Foundation Awards $2.3M to Nonprofits

The Rosendin Foundation, a nonprofit that brings together construction professionals to impact communities through financial grants and volunteer work, recently awarded $2.3 million to 116 nonprofits. The record-breaking amount is nearly quadruple last year’s distribution of $640,000 to 73 nonprofits. therosendinfoundation.org

Innovative Design at Optum’s Newest Facility

On stage, off stage.

This evocative phrase refers to the functional design at Optum’s new facility at Dunlap and Interstate 17, which opened for business October 29.

Beyond the spacious reception area, the facility is organized as pods, with patient examination rooms ringing a central area where the nurses and doctors have their stations. The rooms open from one side to the staff area and are accessed on the opposite side from the pod’s encircling hallway. Thus, “on stage, off stage” — a design that provides a calmer experience for the patients, explains Jay Priebe, VP of clinic operation

There are 33 of these primary care rooms, plus a dedicated specialty area that brings the patient care room total to 42. The 32,000 square feet also houses a lab for on-site lab services to draw blood — which will be sent out for diagnostic testing — plus a wide range of point-of-care testing that supports just-in-time review of health conditions such as diabetes checks,

urinalysis review to Flu and Covid testing. For instance, the clinic uses Digital Radiology which enhances the X-ray image and ability to diagnose health conditions. So, most patient diagnostic needs can be handled on site.

Optum Metro Center Health Clinic lead physician Scott Steingard, D.O., who brought more than 30 years’ experience as a practicing physician in Phoenix when he joined Optima in 2018, has recently added younger providers who, he says, “appreciate the ease of support from other doctors” as the environment fosters a feeling of collegiality and interaction.

“At Optum, our mission is to provide patientcentered care that is accessible, compassionate, and comprehensive. Located in the Metro District next to the new Metro Parkway light rail stop, our 42-exam-room Metro Center Community Health Center is a testament to that commitment,” says Stephen Macias, president and CEO at Optum for Arizona and New Mexico. —RaeAnne Marsh Optum optum.com/en/

d’Lite Healthy Strengthens Blue Zones Efforts

As Blue Zone projects gain interest for wellbeing as a pervasive environment and Scottsdale focuses efforts on being a Blue Zones-approved city, d’Lite Healthy On The Go recently achieved Blue Zones Project Approved Restaurant status — the first multi-unit restaurant in the state to do so.

“To become ‘Blue Zones Approved,’ restaurants can choose from a list of more than 32 ‘best practices’ and for 66 possible points. Restaurants must adopt enough best practices to earn at least 44 out of 66 total possible points to become ‘Blue Zones Approved,” explains Brooke Knudson, founder of d’Lite Healthy On The Go.

Some “best practices” d’Lite implemented include removing saltshakers from tables, providing bike racks, offering healthy children’s meal options, providing healthy fruit and vegetable sides, providing whole grain and plant-based alternatives, and never frying any of its food.

d’Lite had to follow Blue Zones Dish Guidelines to create “plant slant” entrées approved by Blue Zones Project®. These guidelines are derived from the diets of the world’s longest-lived people. Although restaurants do not need to

change any particular menu item to achieve Blue Zones Project ApprovedTM status, only menu items that adhere to the Healthy Dish Guidelines may be marked as “Blue Zones Inspired.” All dishes that become “Blue Zones Inspired” adhere to 11 criteria, among which are having plantbased foods, a vegetable, whole grain, olive oil instead of butter, less than six teaspoons of sugar, and is never fried.

Knudson notes that d’Lite’s decision to take on this “Blue Zones Restaurant Approval” meant going above and beyond already being what she believes is an objectively healthy and delicious option to the community. “We are introducing a Blue Zones Inspired Catering menu, feature Blue Zones meal promotions, and tote 15 Blue Zones Inspired entrees for customers to choose from.” —RaeAnne Marsh

dlitehealthyonthego.com

[Editor’s note: For more about Blue Zones efforts by d’Lite Healthy On The Go and the City of Scottsdale, see the longer version of this article online at www.inbusinessphx.com ]

Ad Chariot Synthesizes Free Rides and Mobile Billboards

Ad Chariot is a mobile advertising company that transforms electric carts into eye-catching mobile billboards. “We offer free rides around Old Town Scottsdale while displaying ads for local and national businesses,” says owner and CEO Jason Pritchett, who founded the business in 2023. “Our carts aren’t just advertising vehicles; they’re part of the community, reducing DUIs and helping local businesses grow.” The company also provides in-cart media experiences, creating an interactive environment for passengers and advertisers alike, and is available for private rentals as well.

“The inspiration came from seeing the need for a more effective way to reach local audiences,” explains Pritchett, a local attorney and philanthropic leader who is an active Thunderbird, board member with Make-A-Wish and honorary commander at Luke Air Force Base. “By offering a service that brings value to the community through free rides while simultaneously providing businesses with high-visibility advertising, we combined utility and marketing in a unique way. It’s all about advertising boldly while benefiting the community locally.”

Ad Chariot transitioned from a franchise model to an independent company, which Pritchett found presented the

greatest challenge in launching the company. “We had to rebrand, rebuild our infrastructure, and navigate challenges like securing new sponsors and expanding our service offerings,” he says. “We met these challenges by leaning into our community relationships, enhancing our carts’ features, and creating new sponsorship opportunities like section-based wraps and in-cart digital media.”

Pritchett credits the advice to stay adaptable as key to the company’s growth, and shares, “We applied this advice by staying flexible and responsive to both our clients’ needs and the needs of the community.”

—RaeAnne Marsh

Ad Chariot adchariot.com

My Doctor Brand Lets Physicians Own Their Visibility

My Doctor Brand is a product startup launched earlier this year by Ryan Caracciolo, a veteran sales professional and marketer with more than 15 years’ experience in the medical industry, that empowers physicians to manage their personal digital identities independently of their practice or hospital. As founder and president of business growth agency Striventa, he recognized a need for doctors — especially those who are part of a bigger system — to have a manages system to keep patients informed of their personal achievements and updates like community events, patient successes and research.

“For over 11 years, Striventa has worked in digital marketing and healthcare, so we already had the tools for the My Doctor Brand product,” says Caracciolo. “After hearing the same questions from doctors, we transformed our high-level solutions into a simple, user-friendly platform. As doctors take on a more prominent digital presence, it made sense to support and empower them in this journey.”

In developing the platform, Caracciolo was guided by the concept of “iron sharpens iron.” He explains, “’Iron sharpens iron’ is a phrase to us that drives us to be better every day. In Proverbs 27:17, ‘iron sharpens iron’ refers to the idea that one piece of iron can sharpen another through friction and force. In this way, as a company, we have always looked for ways to take in learning and feedback to create new and sometimes even better opportunities and solutions. In this way, My Doctor

Brand was an idea that was born out of this learning to help doctors have the same necessities that any professional company would have, at a fraction of the cost.”

The platform is designed to help doctors retain their reputation and visibility, no matter where their careers take them.

RaeAnne Marsh

My Doctor Brand mydoctorbrand.com Striventa striventa.com

Ad Chariot carts are air-conditioned and enclosed, and can travel up to 35 miles per hour.

AD CHARIOT ADDS TO THE LOCAL

CULTURE

Add Chariot recently started a monthly event series with its “Ben Hur Classic” bar crawl in October. They are designed to be fun, themed community activities that showcase the carts in action while doing some good. “The first multi-day event, for example, benefitted Make-A-Wish Foundation,” says CEO and founder Jason Pritchett. “We’re excited to continue growing Ad Chariot as not just an advertising service but as a central part of the local culture.” adchariot.com/ ben-hur-classic

SOME OF THE KEY FEATURES OF MY DOCTOR BRAND ARE:

One-page doctor website: Doctors can create a personalized, easy-to-edit one-page website featuring their practice, specialties, patient testimonials and more.

Custom branding toolkit: A custom logo, business card designs, social media profile kits, letterhead templates and a PowerPoint presentation template, all personalized with the doctor’s name.

SEO and Google indexing: The platform ensures that doctors’ websites are indexed on major search engines, so patients can easily find them by searching their names. Ongoing website management: My Doctor Brand offers secured hosting, ongoing website management and unlimited website edits, ensuring that a doctor’s online presence remains current and accurate.

THE SECRET SAUCE

• M Culinary Concepts is now 100% employeeowned through an Employee Stock Ownership Plan (ESOP).

• Employees receive shares in the company over time, creating a long-term financial benefit.

• The company has catered major events like the WM Phoenix Open for more than 24 years.

• CEO Brandon Maxwell started in the industry as a dishwasher at age 14.

• As Maxwell looks to the future, he sees more engaged and invested employees sharing in M Culinary’s success.

Brandon Maxwell: Building His Legacy through Shared Ownership

M Culinary Concepts’ Journey to an ESOP by

Madison LaBerge

Brandon Maxwell isn’t just the CEO of M Culinary Concepts; he’s a visionary leader who’s reshaping success by sharing it with those who helped build it. In 2023, M Culinary made a bold move, transitioning to an Employee Stock Ownership Plan (ESOP), making it 100% employee-owned. This decision wasn’t just about numbers on a balance sheet. For Maxwell, it was about legacy — building a business that thrives on the collective contributions of its people.

Maxwell’s hospitality journey is rooted in hard work and firsthand experience. At 14, he washed dishes in his parents’ restaurant, growing into roles as a cook, bartender and, eventually, manager. Recognizing the transformative power of a well-functioning team, Maxwell pursued a degree in Hotel Administration from Cornell University, blending academic rigor with real-world experience. He started his professional career with Hyatt Hotels and a national restaurant startup called Sfuzzi, where he honed his skills.

His first venture as an entrepreneur was a restaurant and nightclub in California, where he learned a lesson in resilience when a natural disaster forced him to close down. This setback could have derailed his dreams but, instead, it led him to Scottsdale, Arizona, where he partnered with Chef Michael DeMaria to open Michael’s at the Citadel in 1997. What began as a restaurant soon evolved into something bigger. Catering requests flooded in and, by 2008, M Culinary Concepts had dedicated itself entirely to the catering business.

Today, M Culinary is a powerhouse in the catering industry, known for delivering exceptional experiences at events like the WM Phoenix Open, where it serves more than 200,000 people. The company’s success is deeply tied to Maxwell’s leadership style — one that values collaboration, innovation, fun and, now, shared ownership.

For Maxwell, the secret sauce behind M Culinary’s success has always been its people. From day one, he fostered a culture of teamwork and problem-solving. “We didn’t always have all the answers beforehand, but we had each other — a team pulling on the rope together,” he reflects. This “figure it out” mentality became the bedrock of the company’s operational approach, enabling it to tackle events of all sizes and complexities.

The decision to transition to an ESOP stemmed from Maxwell’s desire to protect that culture and ensure the company’s long-term success. With no family members interested in taking over the business, Maxwell had to look beyond the traditional succession plan. He wanted to reward the people who had helped build M Culinary into what it is today. Selling to an outside entity wasn’t the answer. The answer came in the form of an ESOP.

An ESOP is more than a retirement plan; it’s a powerful tool that gives employees a tangible stake in the company’s

success. Over time, shares of the company are distributed to full-time employees, allowing them to benefit financially as the company grows. This creates a sense of ownership that goes beyond the paycheck. Employees know that their hard work directly contributes to the company’s profitability — and to their own future financial success.

This shared ownership model is a long-term commitment. It’s not a quick path to wealth, but, as Maxwell explains, it’s a sustainable way to build financial security. When employees leave or retire, they can sell their shares and potentially reap a significant reward. “The more successful the company, the more valuable those shares become,” says Maxwell.

The road to becoming a 100% employee-owned company wasn’t without its hurdles. To navigate the complexities of the ESOP structure, M Culinary partnered with WealthPoint, a Phoenix-based wealth management and ESOP administration company. Its guidance was crucial in ensuring the transition went smoothly.

But the biggest challenge wasn’t legal or financial — it was educational. “We had to ensure that every employee understood what it meant to be an owner,” says Maxwell. Today, M Culinary’s employees are more engaged and invested in the company’s success than ever before.

Maxwell believes the ESOP has already started to pay dividends, not just financially but culturally. Employees are more motivated, more collaborative and more committed to delivering the exceptional service that M Culinary is known for. This shared sense of responsibility and ownership is what sets the company apart in the competitive world of hospitality.

Looking ahead, Maxwell is excited about what the future holds for M Culinary Concepts as a 100% employee-owned company. “We’re in this together,” he says. “Every success we achieve is a success for all of us.”

M Culinary Concepts mculinary.com

The ESOP model at M Culinary allows employees to own a piece of the company without any upfront financial investment. Over time, these shares can grow in value, offering a unique retirement benefit tied directly to the company’s success.

Photo courtesy of M Culinary Concepts

2025 Interior Design Trends

The cultural effects of the last few years have been significant and have led to fresh perspectives on personal well-being and economic and environmental issues. By viewing design through a filter of cultural, social and economic shifts, we can identify trends that are temporary or evergreen, widespread or localized, and help navigate our clients to a solution that aligns with their business objectives. The main trends for 2025 we are seeing in hospitality, multifamily and commercial real estate are an emphasis on psychographics, office-to-anything conversions, creative placemaking, and shifts in co-working and wellness. Consumers are becoming bolder in expressing themselves regardless of what’s on trend, so we are focusing less on the aesthetics themselves and more on the “why” informing them.

Psychographics: Psychographics are a key factor in empathic design, which emphasizes the human aspect of data and delves deeper into consumer temperaments. Partnered with demographics and geographics, we can create a design that is more engaging with long-term effect. Champions for empathic design have been around for a long time, but now we’re seeing more designers, developers and property managers understand the significance to further connect with their targeted demographic.

Office-to-Anything Conversions: It’s nearly impossible to stay up to date with real estate trends and not hear about office conversions. The most common conversion types happening right now are from office to multifamily, hotel or industrial, with more than half being multifamily. When they pencil, these projects help provide a much-needed offering in the market while reusing buildings that are obsolete. Office conversions don’t work

everywhere or in every condition; the building type, existing loans, government programs and market conditions are all necessary to make them viable. In addition to that, an experienced team that is well versed in conversions is necessary to make sure the project is a success. From an interior perspective, we emphasize flexibility and placemaking, making sure the building can compete with nonconversion properties.

Creative Placemaking: Creative placemaking is a specific type of placemaking that focuses on arts and culture to improve the physical and social character of a place. While placemaking is an integral practice in urban planning, individual properties can see the benefits of implementing creative placemaking in design. In a study done by Americans for the Arts, 70% of Americans believe the arts improve the identity of their community and their quality of life. Incorporating thoughtful character is one of the simplest ways for a property to gain consumer loyalty.

Co-working & Wellness: The new mindset behind co-working and wellness has them overlapping more than ever before. Wellness is no longer just about fitness, but an approach to whole-body wellness. It affects the way we integrate work and play into our social spaces. More than 80% of U.S. consumers consider wellness an important priority, with an emphasis on fun as well as work and life balance. Integrating wellness and co-working into our shared spaces will begin to feel more fluid than segmented going forward. —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

Redevelopment Adds Industrial in Airport Submarket

Evergreen Devco, Inc., a leading retail, multifamily and industrial development company, has entered the airport submarket with a $13-million investment for 12.68 acres on two key sites that will become 48th@Alameda. Currently housing a vacant two-story office building, 2727 South 48th Street will be redeveloped to construct two speculative industrial buildings totaling 171,025 square feet and an adjacent outdoor storage area, and the auxiliary parking lot at 2530 West Campus Drive will be converted into 65,578 square feet of industrial outdoor storage space. —Mike Hunter evgre.com

Office with Warehouse Near Sky Harbor

Cohen Asset Management, a private real estate investment firm headquartered in Los Angeles, contracted Tempe-based Sun State Builders to construct its 33,450-square-foot office suite and airconditioned warehouse project located just west of Phoenix Sky Harbor Airport. The Cohen Sky Harbor Building is a ground-up tilt panel construction that is targeted for completion in July 2025. The building will include a spec office suite and air-conditioned warehouse that will be available for lease once complete. —Mike Hunter sunstatebuilders.com

Ultra Infill Industrial for Sky Harbor Submarket

Full-service commercial real estate firm Lincoln Property Company will redevelop an infill site in the heart of Tempe into Sky Harbor Logistics, a two-building Class A industrial campus situated minutes from Interstate 10 and Sky Harbor International Airport. Lincoln acquired the property, located on 16.25 acres at 1515 W. 14th St., for $18.3 million. Originally built in 1977 as industrial space and renovated in 2016 into office product, the site is currently home to a 218,268-square-foot, single-story office building and 1,044-space parking garage. —Mike Hunter lpc.com

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Metrocenter Mall Redevelopment Begins

As walls came down at Metrocenter Mall on November 18, a new vision was unleashed for the 80-acre property. The demolition marks the start of an $850 million redevelopment, transforming the site into a vibrant multi-use, self-contained, transit-oriented community encompassing the city’s new Metro Light Rail station, which will serve as one of the major focal points of the development. Spearheaded by Concord Wilshire Capital and TLG Investments Partners, in partnership with Diversified Partners and Hines, the redevelopment promises to redefine the future of the Metro District and serve as a case study for vacant malls across the country.

“The Metropolitan is an elegant name that acknowledges the Legacy of Metrocenter while demonstrating that this new development is building something unique and elevated yet accessible to all,” said Councilwoman Ann O’Brien.

When Metrocenter opened in 1973, the 80-acre property was Arizona’s first indoor, air-conditioned mall. The Mall closed

in 2020 to make way for redevelopment. The developer will transform the property into a thriving mixed-use community that continues to serve as a vital hub for the Phoenix area, connected by the newly completed Valley Metro Thelda Williams Transit Center, with Valley Metro Light Rail service.

The Metropolitan will blend retail, dining, residential and recreational spaces to meet the needs of a modern city.

This project represents the next phase of growth for our city,” said Christine Mackay, Phoenix’s community and economic development director. “We are not just breaking ground — we are laying a foundation that reflects the evolving needs of our community, as we reflect on the past, and I’m excited for the developments to come.” —Mike Hunter concordwilshire.com • dpcre.com • hines.com • tlgip.com

Location and Amenities Elevate Industrial Project in Surprise

Sun State Builders, a leading design-build general contractor, recently broke ground on Crossroads at Surprise, a 114,495-square-foot industrial building for The Widewaters Group Inc. The $11-million ground-up build situated on a 7.3acre site is located at 134th Avenue and Bell Road in Surprise. Construction is targeted for completion in September 2025.

“This unique property will be a dynamic hub where businesses thrive, employees are inspired and the community comes together. The industrial property is more than just square footage — it’s a future-forward ecosystem designed to elevate every aspect of business operations,” says Keri Scott, senior vice president with Colliers. She and colleague Chris Reese will represent The Widewaters Group to lease the space.

Ware Malcomb provided architectural services for the project, which Scott describes as 114,543 square feet of flexible, high-performance spaces, and says, “This project is tailored for companies ready to break boundaries in logistics, manufacturing, R&D and more, with sizes ranging down to 20,000 square feet. Servicing both smaller and larger companies seeking space in the Valley, Crossroads at Surprise meets the needs of businesses that can’t otherwise find such advanced options!”

Observing that a state-of-the-art facility of this kind was not previously available in the area, Scott notes this is the first

Class-A functioning space in the area, which will help establish a new basis for tenant opportunities. Among its attractions is the location’s easy access to key transportation corridors; in conjunction with the current roadwork providing the 101 and 202 connection, the facility is just 20 minutes from TSMC and more accessible to a highly skilled network of employees living in and moving to the surrounding area.

“As more companies return to the office, they are looking at a positive environment for employee attraction. The commute just off Grand Ave will provide high-skilled job opportunities that support the work-live-play appeal with the abundance of amenities across Bell Road and Grand Avenue,” Scott says.

—Mike Hunter

sunstatebuilders.com • widewaters.com corporate.colliers.com • waremalcomb.com

According to the Q3 industrial report from Transwestern Real Estate Services, vacancy increased to 11.9% in Q3 2024 due to many speculative deliveries, but demand remains strong, with 2 million square feet of net absorption during the quarter, driven by logistics and e-commerce growth. transwestern.com

Architects, Courtesy of Concord Wilshire (top) Ware Malcomb

(bottom)

Goodwill of Central and Northern Arizona is proud to honor Mona Stone as one of In Business Magazine’s 19 Top Leaders of 2024.

EXECUTIVE VICE PRESIDENT, CHIEF ADMINISTRATIVE OFFICER & CHIEF LEGAL OFFICER, MONA STONE

Thank you, Mona, for your unwavering dedication and support of Goodwill’s mission to empower individuals, strengthen families, and build stronger communities.

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

Semicon Valley: The Emergence of Arizona’s Semiconductor Landscape

Becoming a powerful force in the industry’s global footprint

by Molly McCarthy

At the inception of the semiconductor industry in the 1950s, the United States represented 100% of the world’s semiconductor manufacturing capacity due to its origins in the U.S. defense industry. Today, that number has dropped to 8%.

With the increasing cost of integrated device manufacturing in the 1980s, the semiconductor industry was prompted to outsource fabrication to countries such as Taiwan, Japan, South Korea and, later, China. It’s no surprise that today, after decades of honing their craft, these countries are the dominant players in the semiconductor sphere.

Offshoring is crucial to the success of the industry, not to mention international relations and trade. Manufacturing semiconductors is an incredibly complex and costly process and the U.S., like every country, cannot be completely independent in its semiconductor supply.

That said, the 2022 CHIPS and Science Act has helped position Arizona as a dominate leader in national semiconductor investment and onshoring, with more than $102 billion in capital investment that has led to the creation of 15,700 direct industry jobs over the past four years.

THE CHIPS ACT IN THE DESERT

Backing up, the CHIPS Act pledged $52 billion to be dispersed over five years to support the U.S. semiconductor industry, in addition to its R&D and capital investment. The Act’s primary goal is to significantly decrease the risk related to U.S. reliance on the offshore production discussed above.

The three subsequent goals of the Act are to:

• Decrease risk in the semiconductor security and supply chain,

• Bring merchant fab capabilities to the U.S. and

• Develop new advanced packaging capabilities.

The Act has had a prominent impact on Arizona specifically as it allocated $8.5 billion to Arizona-based Intel and $6.6 billion to the Taiwan Semiconductor Manufacturing Company’s Arizona branch. This has not only led to a stronger statewide economy, but enhanced preexisting ties to higher education institutions.

For example, $100 million has been distributed among Arizona State University, the University of Arizona and Northern Arizona University, to further develop semiconductor talent in the U.S. This has enabled the creation of ASU’s Materials-to-Fab Center and the University of Arizona’s Nano Fabrication Center.

Furthermore, the Arizona Commerce Authority has taken an active role in public education and semiconductor research. A prominent example includes its development of the National Semiconductor Economic Roadmap, a 48-page report

developed in partnership with industry leaders, academic institutions, state entities and Boston Consulting Group.

With ongoing support from the ACA and Governor Katie Hobbs, Arizona has strategically positioned itself as the focal point for onshoring semiconductor supply back to the U.S. by investing in future ideas and paving the way for further development.

TSMC AND BEYOND.

TSMC is the beating heart of semiconductor industry and TSMC Arizona, in addition to Intel, is the bridge the U.S. needs to regain its footing as an industry leader. TSMC has invested $65 billion in the creation of three Arizona-based fabs. This is projected to generate $32.9 billion in economic output, create roughly 40,000 new jobs and bring together a hub of innovators in the next 13 years.

With that, one cannot discount the 107 additional semiconductor companies sprinkled across Arizona and the citizens they employ. As Phoenix prepares to host SEMICON West 2025, it is important to watch trends pertaining to semiconductors, equipment, materials and R&D initiatives and how they continue to enhance Arizona’s presence on the global semiconductor stage.

Every day, new ideas are brought forward to existing and emerging industry leaders. Deca, for example, is the leading independent provider of advanced packaging technology to the semiconductor industry. It recently launched a partnership with ASU to implement Deca’s M-Series fan-out and Adaptive Patterning technologies, with the support of the Department of Defense’s Microelectronics Commons.

WHAT’S NEXT IN ARIZONA MICROELECTRONICS LANDSCAPE

Through such partnerships with statewide research facilities, universities and TSMC, the future of microelectronics in Arizona could indeed be 3D stackables, novel materials or perhaps even something as exotic as hybrid compute models, melding computational biology with microelectronics to form an entirely new compute paradigm.

Only time will tell.

$100 million has been distributed among Arizona State University, the University of Arizona and Northern Arizona University, to further develop semiconductor talent in the U.S.

In Arizona, small business is a big deal.

The Arizona Commerce Authority off ers a wide range of programming to support entrepreneurs and small business owners. Find tools to help launch, operate and scale your business with our online, interactive Small Business Checklist. View webinars in our Small Business Boot Camp to help you master everything from finances, to leadership, to business plans. If you want to improve your digital footprint, our Small Business Digital Academy offers hands-on training to help grow your presence online. Plus, we’ll connect you with fellow Arizona business leaders who can share valuable insights and growth strategies to help you find success. Whether you have questions about getting started or you’re looking for a strategic plan to take your business to the next level, we’re here to help.

Semi Insights

CHIPS & FABS

SHIELD USA Boosts Cutting-Edge Microelectronics Development in Arizona

Arizona State University has secured up to $100 million in funding from the U.S. Department of Commerce as part of the CHIPS for America program for the SHIELD USA initiative. This initiative positions ASU as a key player in reshoring advanced microelectronics packaging to the United States, with the potential to transform the semiconductor landscape.

The grant, awarded under the National Advanced Packaging Manufacturing Program (NAPMP), will support ASU’s efforts to develop fan-out waferlevel processing (FOWLP). This cutting-edge technology allows for seamless assembly of multiple semiconductor chips, enabling faster communication, improved power efficiency and enhanced thermal management. Currently, no commercial capability for this technology exists in the U.S.

“This is a critical step for U.S. semiconductor independence, and it is the area of expertise in which we are in direct competition with China to determine who will unlock the future of innovation in semiconductor chip manufacturing,” says ASU President Michael Crow.

The SHIELD USA (Substrate-based Heterogeneous Integration Enabling Leadership Demonstration for the USA) initiative is spearheaded by Arizona State University’s Jason Conrad, program director and COO of the Southwest Advanced Prototyping Hub, and Deca Technologies’ Chief Technology Officer Craig Bishop, focuses on advancing molded core substrates.

At its core, the project will focus on four key areas:

• Accelerating Innovation: SHIELD USA will drive next-generation materials and technologies, leveraging Deca’s proven fan-out wafer-level packaging.

• Strengthening Supply Chains: The initiative will create a robust foundation for domestic semiconductor packaging, reducing reliance on overseas manufacturers.

• Expanding Workforce Development: ASU will offer tailored training programs to upskill workers and engage underserved communities, ensuring a sustainable talent pipeline.

• Enhancing U.S. Leadership: Building domestic infrastructure will secure the nation’s long-term competitiveness in microelectronics.

With participation from major industry players such as AMD, IBM, and NXP, SHIELD USA promises to create ripple effects across Arizona’s thriving semiconductor ecosystem. —Stephanie Quinn

From Mines to Microchips

Mining helps drive and build technology and is the very foundation of almost everything around us, from the copper, gold and silver used in electrical equipment, smartphones and healthcare equipment to the critical minerals that build the batteries, wind turbines and solar panels. Copper is crucial in semiconductor development, especially in advanced chip manufacturing processes. Its importance lies in its superior electrical conductivity, which allows for faster signal transmission and greater efficiency in semiconductor devices.

So, as Arizona cements its place as a leading player in the global semiconductor industry, it is ideal that Taseko Mines’ Florence Copper operation is set to begin its first copper production by the end of 2025. Located in Florence, Arizona, this in-situ copper recovery (ISCR) project could add another layer of local advantage for Arizona’s semiconductor industry.

Construction on the Florence Copper project started in January 2024. It is expected to produce a low-cost, environmentally responsible source of copper — 85 million pounds of LME Grade A copper annually, to be specific. This influx of copper will be crucial for industries that rely on metal.

Stuart McDonald, president and CEO of Taseko, notes, “We are pleased with progress through the first nine months of construction. With approximately 75% of total construction costs now committed, we expect total costs to be within 10–15% of the original US$232 million estimate. The project remains on track for first copper production in late 2025, which will be a transformative event for our company.”

Florence Copper’s innovative ISCR technology offers several advantages over traditional mining. The process eliminates the need for blasting, hauling and crushing ore by injecting a low-pH solution into naturally fractured copper ore bodies and extracting the dissolved copper through recovery wells. Compared to conventional open-pit mining, this leads to 75% fewer greenhouse gas emissions and 65% less energy consumption per pound of copper produced.

McDonald also notes that Taseko has “applied to the U.S. Department of Energy’s Qualifying Advanced Energy Project Credit (48C) Program. Florence Copper, which is set to become North America’s lowest GHG-intensity primary copper producer, qualifies as a critical materials project.”

Having a local copper supply would help mitigate risks associated with global supply chain disruptions. Currently, copper is sourced from international producers, with geopolitical tensions

and environmental regulations often causing delays. Florence Copper’s proximity to Arizona’s semiconductor manufacturers would reduce transportation costs and ensure a stable, reliable supply of this essential material.

Furthermore, sourcing copper from an environmentally responsible operation like Florence Copper aligns with many tech companies’ broader sustainability goals, especially since they are under increasing pressure to reduce their environmental impact. So, having a local, sustainable source produced with a minimal carbon footprint would offer Arizona a competitive edge by strengthening its supply chain resilience, lowering production costs and attracting further investment.

Moreover, Florence Copper is expected to create more than 800 jobs in Arizona, further boosting the local economy. With the semiconductor industry projected to grow 203% in the U.S. by 2032, the demand for materials like copper is expected to skyrocket. Florence Copper’s production capacity could play a critical role in meeting this rising demand, especially as semiconductor manufacturers look to expand their operations within the state.

As Arizona continues to attract high-tech industries, the local availability of raw materials like copper will only increase the state’s appeal to investors and manufacturers. In addition to serving the semiconductor industry, Florence Copper will support sectors like electric vehicles, renewable energy and defense. These industries are rapidly expanding and depend heavily on copper for their products.

In an industry where every advantage counts, the Florence Copper operation offers Arizona a unique edge — one that will help drive innovation, sustainability and economic growth for years to come. —Stephanie Quinn

Taseko Mines tasekomines.com

Taseko Mines’ Florence Copper operation, set to begin its first copper production by the end of 2025, will be a local, sustainable source of that essential material produced with a minimal carbon footprint and would offer Arizona a competitive edge by strengthening its supply chain resilience, lowering production costs and attracting further investment.

Photo courtesy of Taseko Mines

Taseko Mines’ Florence Copper

3

Tips for Keeping

the Office Spic and Span

Maintaining a clean office is an important aspect of operations for all business owners. It creates a healthy environment for guests, clients and staff. While most cleaning crews focus on the major areas such as carpets, windows, bathrooms and countertops, many areas can go unnoticed. Ensuring these areas are not overlooked is critical in preventing the spread of infections; inadequate cleaning can result in employees losing work time due to illness.

High-touch areas: Light switches, door handles and even office equipment like keyboards are high-touch areas. These surfaces are touched by hands constantly throughout the day, making them a magnet for germ build up. Cleaning crews must prioritize these areas in business offices, making sure to disinfect them each time they clean the area.

Waiting areas: This area of the office is where most people sit and gather. It’s important cleaning crews clean every part of the waiting room upon each scheduled cleaning, including under the furniture. The floors also must be swept and sanitized at each visit, especially the corners, which collect the most dirt and grime.

Employee Desks: Employees working at desks in the office should take pride in cleaning their own working area but for those who don’t it is imperative to have cleaning crews clean these spots. This includes wiping down all chairs and desks each time they clean. This will get rid of dust build up that could lead to germ build up. Many workers eat at their desks, so making sure the working surfaces are clean is vital as food debris and other organic materials can build up on desks that can’t even be seen but will lead to bacteria growth.

Paying attention to the overlooked areas of the office can greatly enhance the cleanliness and safety for guests, clients and staff entering a business. —Jon and Laura Crow, owners of AZ Green Commercial Cleaning (azgreencommercialcleaning.com), a commercial cleaning business with an environmentally friendly focus that has served the Greater Phoenix area for more than a decade

The Future of Home Healthcare in Phoenix: Embracing Omnichannel Care

Healthcare is evolving rapidly, and MD Home Health is staying ahead by embracing an omnichannel approach to care. Key factors motivated us to make this shift, ranging from the increasing demand for home-based healthcare due to a growing population of seniors aging in place to rising patient expectations. Patients are now healthcare consumers who seek more convenient, flexible options for accessing care. As healthcare becomes more consumer-focused and the population ages, this transformation is essential for delivering high-quality care that enhances outcomes, reduces costs and improves patient experiences.

WHY OMNICHANNEL CARE?

The U.S. healthcare landscape is changing dramatically. By 2035, 26% of the U.S. population is projected to be over 65, and 95% of seniors will manage at least one chronic condition. This demographic shift presents challenges to the existing healthcare infrastructure, requiring more cost-effective, patient-centric care options. In addition, experts predict that by 2035, up to 50% of healthcare services will be delivered in the home, including models that bring hospital-level care directly to patients.

These trends have driven us to pivot from a traditional home health agency to an omnichannel healthcare services organization. So, what exactly is omnichannel? It’s a concept borrowed from retail, entertainment and other industries, where consumers can access services and make purchases however, whenever and wherever they prefer. For MD Home Health, that means offering not only home health care but also in-clinic services, virtual care, Remote Patient Monitoring, house calls and hospice services. This transformation ensures we’re ready to meet the evolving healthcare needs of Phoenicians by providing accessible, high-quality care across multiple channels. Virtual care is one of the components of our omnichannel approach, and it has grown in popularity since the pandemic. Patients are seeking greater convenience in how they access healthcare — whether for routine checkups, chronic condition management or immediate concerns. Our virtual care platform, developed in partnership with Healow, meets this demand by offering secure and efficient access to care from the comfort of home.

We also offer in-clinic services for hands-on care when a patient wants to see a doctor or nurse practitioner in person.

Experts predict that by 2035, up to 50% of healthcare services will be delivered in the home, including models that bring hospital-level care directly to patients.

At MD Home Health, we’re excited to bring back the house call — offering both in-person and virtual options. Using MedWand technology, our providers can conduct remote house calls with clinical-grade data such as body temperature; ECG/EKG readings; and high-definition imaging of the throat, ears and more. For patients who need assistance with the MedWand, we provide medical assistants to support their care.

This modern version of the house call fits seamlessly into our omnichannel approach, offering care for patients who face mobility or transportation challenges, or prefer to avoid clinical settings. It’s an important part of our commitment to delivering care wherever patients feel most comfortable.

Remote Patient Monitoring is another essential part of our omnichannel model. It allows our providers to continuously track patients’ health in real-time. RPM is offered to home health clients and monitors key vital signs such as blood pressure, heart rate, blood sugar and oxygen levels, enabling our healthcare team to detect potential issues before they escalate.

For patients managing chronic conditions, RPM provides a reliable way to stay connected with their healthcare team while remaining at home. It’s a game-changer for reducing hospital visits and supporting better health and independence.

Our transformation not only prepares us to meet the growing demands of the aging population of Phoenix and Arizona — where 17% of the state’s residents are already seniors — but also aligns with broader healthcare industry goals of improving care quality, reducing costs and making healthcare more accessible for all.

The future of healthcare is omnichannel, and we’re proud to be at the forefront of this exciting shift. —David P. Tusa, CEO of MD Home Health (mdhomehealth.com)

3 Steps to Destroying Hard Drives

Businesses need to dispose of hard drives at some point. This requires business owners to prioritize compliance issues and data security upon destruction of devices. The days are gone when users can simply delete files from a computer or format a hard drive. Here are three ways businesses can destroy hard drives the correct way.

Data-Wiping Software

Before physically destroying hard drives, wiping the drive with certified data-erasing software is necessary. Certain easily accessible tools exist for businesses to overwrite data, rendering it unrecoverable. Software services such as DBAN and Nuke meet industry standards for data destruction, ensuring important files cannot be retrieved. However, it’s important to know that data destruction tools are not foolproof.

Use Certified e-Waste Disposal Professionals

E-waste disposal companies are available to help businesses destroy physical digital information. These companies provide proper destruction of hard drives and dispose of materials in environmentally friendly ways. Professional companies provide certificates of destruction that show the company’s data has been securely destroyed. This certification helps provide legal proof if it is needed.

Magnetic Degaussing

Degaussing is another way to get rid of hard drive information. Degaussing destroys information using magnets but leaves the drive intact. This should be used only for companies needing to quickly delete large volumes of out-of-date drives no longer in use, typically taking up space.

Many ways exist to destroy out-of-use hard drives. Business owners should consider the best option available, and call a professional if ever unsure. —Patty Caradonna, co-owner with husband Joe of PROSHRED Arizona (proshred.com/ greater-phoenix) located in Tempe, Arizona — experts in document shredding and hard drive destruction for local businesses in the Greater Phoenix area

AI Meets Physical Therapy: Intel and WebPT Drive the Future of Patient Care

At its annual Ascend Summit, WebPT announced it was teaming up with Intel® to transform in-clinic physical therapy with advanced AI solutions. The two companies worked together to bring Intel® RealSense™ PT Metrics to the market, arming rehab therapists with an intuitive AI copilot to help improve their efficacy and profitability.

The technology includes AI-assisted, data-driven software and hardware that tracks and analyzes patient movements, range of motion and posture. The fully automated AI kiosk directs patients through their therapy routines with visual demonstration, while planned integration with WebPT’s electronic medical record (EMR) system automates charting, reduces administrative tasks and helps physical therapists manage more patients efficiently.

Here’s a deeper look into how WebPT and Intel expect this collaboration to improve outcomes for not only rehab therapy patients and providers but across the healthcare industry at large.

PATIENT-CENTERED IMPACT

Intel RealSense PT Metrics was designed to improve the patient experience for both the patient and the therapist. Physical therapy patients benefit from the AI copilot-assisted, data-driven approach to care that uses the same technology as elite athletes worldwide. This approach also enables physical therapists to access high-quality data that helps track patient progress throughout their care journey.

These in-clinic kiosks come with an integrated motion-tracking device and an interactive screen for direct feedback and progress tracking.

TECHNOLOGY

Following an early access program, Intel RealSense PT Metrics will be integrated into WebPT’s all-in-one, patient experience management (PXM) platform, which includes its EMR and enables progress tracking, exercise schedule building and reporting, supported by proprietary AI models.

Intel RealSense PT Metrics app draws on an impressive and constantly growing library of exercises and allows patient exercises to be quantified and measured more accurately.

EFFICIENCY & SCALABILITY

With this technology, patients can do prescribed exercises in front of the device and gain immediate feedback of their performance through precise movement tracking. This real-time analysis

WebPT’s collaboration with Intel aims to advance the use of technology in healthcare by increasing patient engagement, decreasing PTs' workload and boosting clinics' profitability.

empowers patients to make necessary corrections, ensuring exercises are performed accurately. As a result, this tool promotes engagement and helps patients visualize their progress, significantly improving the effectiveness and motivation of their rehabilitation journey.

For physical therapists, Intel RealSense PT Metrics offers scalable benefits by promoting accurate execution of prescribed programs, thereby positively influencing patient outcomes. It facilitates the collection of objective data to justify treatment interventions and guide program adjustments, making it easier for practices to remain compliant while staying patient focused.

The integration with WebPT’s EMR will further alleviate administrative burdens by automating and simplifying patient record updates, allowing therapists to operate more efficiently and purposefully — crucial in today’s resourceconstrained environment. This scalable solution will maximize the value clinics derive from their software and also positions them for growth while maintaining high standards of care.

LONG-TERM & FINANCIAL IMPACT

An internal study from Intel RealSense PT Metrics found that care has the potential to increase revenue per clinic by 25% and greatly expand the number of treatable patients per clinic. This collaboration will influence long-term outcomes by enabling continuous patient care through hybrid solutions. This collaboration aims to advance the use of technology in healthcare by increasing patient engagement, decreasing PTs’ workload and boosting clinics’ profitability. The low upfront investment makes adopting this new technology easier for PT clinics.

By collaborating to bring Intel RealSense PT Metrics to market, Intel and WebPT are weaving cutting-edge technology with a commitment to patient-centered care. They share a vision to empower clinics to achieve long-term efficiency, scalability and profitability while creating a transformative win for patients, providers and the healthcare industry at large. —Nick Smith, vice president of product marketing at WebPT (www.webpt.com), the leading rehab therapy platform for Practice Experience Management (PXM)

[Intel RealSense PT Metrics internal study, March 6, 2024, is available by request.]

TOP LEADERS 16

Our List of Valley Leaders Who Are Making a Real Difference!

by Mike Hunter

Each 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 2025. 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 recent societal 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.

Michael Barnard

Producing Artistic Director

The Phoenix Theatre Company

Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers?

The first thing I would say is transparency. I never hold anything back unless I am requested to not speak on a matter that has not been strategically thought through. I am honest and expect honesty in return.

It is important to stress communication at all costs and to listen to what the needs and observations are of those I am overseeing. I never ask anyone to do something I would not do myself. I believe in those I hire, and I want them to feel safe in the work environment and to question that which is confusing or misleading to them.

Q: What impact has any disruptions of the past 18 months had on you as a leader?

The biggest disruption over the last 18 months has been the construction of our new theatre. It has had many challenges and overages, which has caused a great deal of consternation, but on the flip side has rallied many members of the board and the community to help to bring to the table ideas to raise much-needed funds and to move heaven and earth in getting the new theatre built.

Because of this distraction, we have been forced to really tighten our belts financially, and sometimes the need to meet with someone about the fundraising efforts of the capital campaign has spread us all a little thin. I’ll say this: When a challenge of this size manifests itself, the real heroes come out and you know who you can count on.

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

I know the arts can play a huge part in providing education; safe space for children to develop into the humans they were meant to be; to communicate to the greater community about anything that wants to be messaged; and is a fantastic gathering place to share ideas, escape from the challenges we face, learn to accept others and develop a real sense of community.

Name of Leader: Michael Barnard

Position of Leader:

Producing Artistic Director

Company Name: The Phoenix Theatre Company

No. of Years with Phoenix Theatre: 26

The growth in the arts benefits everyone especially when we can offer it to anyone who wants to enjoy it.

The arts also stimulates businesses around them, from hotels and restaurants to parking and even shopping. It also comforts others in the area to feel safe with so many other caring community citizens around.

We at the Phoenix Theatre Company offer our services to charities and organizations alike to help create content for their fundraising events and articulate their messaging in an entertaining way.

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

In June of 2025, a brand new 500-seat theatre will open in the downtown area that will attract thousands of individuals into our area and businesses around us. It is one of only two regional theatres that are building a new theatre. We will be able to offer more jobs to artists, musicians and production staff. It’s a win-win for everyone around us.

Phone: (602) 254-2151

Website: phoenixtheatre.org

Number of offices in Greater Phoenix: The one and only

Year Established Locally: 1920

City Nationally Headquartered: Phoenix

Chris Camacho

President & CEO

Greater Phoenix Economic Council

Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers?

At GPEC, we prioritize excellence in execution, striving to represent Greater Phoenix properly and leveraging all advantages the region offers to develop the economy and improve the lives of residents. Staff members are empowered to display their expertise in conversations with clients and community members, on panels and in other groups or organizations with whom they work. Coalition-building is also at the forefront of our mission — GPEC cannot accomplish its work without the open communication, collaboration and trust of our partners at the public, private and nonprofit levels.

Q: What impact has any disruptions of the past 18 months had on you as a leader?

Economic development has evolved from selling the market to futureproofing it by identifying the key levers that affect one’s competitive position. In recent years, geopolitics have forced a change in supply chains, business practices and the speed at which companies operate, and that has affected my leadership as GPEC’s vision has adjusted. We must have much more technical depth in industry competency to match the speed of change in industry and be prepared to stay ahead of the curves in eVTOL, air mobility, climate technology and other quickly developing areas.

Arizona has been fortunate to be at the forefront of investment due to smart legislation like the CHIPS and Science Act, demonstrating the value of long-term planning. We must continue to do so to lead from the front as national policy, workforce trends, artificial intelligence and hybrid work scheduling evolve.

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

First and foremost is being aware of trends that allow us to envision the future and build a plan of execution around it. I’m consistently evaluating market trajectory and how we can position infrastructure, workforce and the education system to align with the growth potential of Greater Phoenix. Business leaders can work with policymakers and the civic community in a bipartisan fashion to embrace the kind of change needed

for our market to leverage everything around us, from demographic trends to arts and culture, reshaping education and intensifying innovation outcomes, to build world-class quality-of-life attributes that attract more people and more businesses.

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

GPEC will continue building upon the successes of recent years to establish a strong international brand identity for Greater Phoenix recognized by executives and leaders around the world. Regional leaders have helped reposition the market away from one driven by construction and call centers into a dynamic global tech hub anchored by leading semiconductor companies. These businesses, along with the burgeoning startup ecosystem bolstered by groups like StartupAZ, will allow for more collaboration and partnerships to create innovation and build upon the local supply chain. As GPEC partners with these groups, we’ll also continue working with policymakers to advance policies and investments that are attractive for both emerging industries and residential prosperity to improve equity and accessibility across the board.

Name of Leader: Chris Camacho

Position of Leader: President & CEO

Company Name: Greater Phoenix Economic Council

No. of Years with GPEC: 16

Main Local Office Address: 2 N. Central Ave., Suite 2500, Phoenix, AZ 85004

Phone: (602) 262-7700

Website: gpec.org

Number of offices in Greater Phoenix: 1

Year Established Locally: 1989

City Nationally Headquartered: Phoenix

Christopher Collins

Owner & Founder

Common Ground Culinary

Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers?

What’s most notable about my leadership style is that I lead by example. It doesn’t matter what the task is, I am the first person willing to tackle it. I believe in never asking an employee to do something that I would not be willing to do myself, and I think that resonates with my staff. The restaurant business comes with extremely long hours and takes a lot of hard work. I want my team to know that I’ll be there, battling in the trenches night-in, night-out with them. In my experience, employees are more willing to rise to the occasion when they see the boss rise to the occasion as well.

We have integrated this philosophy into every position in our company. No one is above any task and we truly function as a team. No one, including the managers, are ever allowed to say, “That’s not my job.” Everyone is expected to do anything that needs to be done in the moment to ensure guests are being taken care of at the highest level.

Q: What impact has any disruptions of the past 18 months had on you as a leader?

The biggest disruptions we have seen over the last 18 months are a result of the softening in the local economic landscape. Spending and dining habits are changing, both for financial and health reasons, and I am trying to balance creativity and practicality to answer the shifts in consumer spending. This certainly hasn’t changed the way I lead my company; in fact, it’s probably made it that much more important. Product and labor costs remaining high while people are going out less has made it imperative that everyone is hands-on in all facets. I do feel that the current environment demands more of my physical and mental energy.

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

Empowering economic growth is extremely important to me as a restaurateur. I feel Arizona, and the Phoenix Metro area, has and is setting itself up for a successful future economically. We need to embrace and bolster our business-friendly environment by continuing to work and build locally in our community. I believe that supporting local business is paramount in fostering a thriving community, both economically as well as socially.

Name of Leader: Christopher Collins

Position of Leader: Owner & Founder

Company Name: Common Ground Culinary

No. of Years with Common Ground: 13

For us, it’s important that the community knows we are not looking to grow outside of Arizona. We are committed to putting our money and energy into continuing to grow the restaurant scene here in the Valley. We also believe in building relationships with other local food and beverage companies. For example, we serve Shamrock Dairy, Noble Bread, Passport Iced Tea and Press Coffee at our restaurants. We also host “Third Thursday” (every third Thursday of the month) at Bar Neighborly and do a collaboration dinner with a different vendor.

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

We have one very notable thing happening now that will positively impact our community and economy. Open now, our newest concept, Saint Urban, is located in Scottsdale’s McCormick Ranch neighborhood. Saint Urban is a wine bar that celebrates West Coast-inspired shareable cuisine with a laid-back, funky and eclectic wine program. We are also planning on opening another new concept in midtown Phoenix next year (stay tuned for details!) and hope to keep expanding throughout the Valley. I have full faith in Arizona’s business community for the next 5, 10 and 20 years, which is why I continue to open new concepts around the Valley.

Main Local Office Address: 839 E. Via de Ventura, Suite F110, Scottsdale, AZ 85258

Phone: (602) 321-9758

Website: commongroundculinary.com

Number of offices in Greater Phoenix: 9

Year Established Locally: 2011

City Nationally Headquartered: Phoenix

Michael M. Crow

President

Arizona State University

Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers?

Every day presents a new opportunity — seize it. Drop yesterday’s baggage and focus forward.

Leadership is about looking ahead while staying committed to your guiding principles. At ASU, we have developed a Charter that we rigorously follow, focused on inclusion, excellence, research of public value and taking responsibility for the communities we serve.

My focus since I arrived at ASU in 2002 has been on the design of a new kind of university, focused on access and student success, using every tool and technology at our disposal to make that happen. The work on this front continues through collaboration, innovation and perseverance. Arizona is a unique place that offers extraordinary opportunity. My mantra is very simple: “Never give up.” Keep working.

Q: What impact has any disruptions of the past 18 months had on you as a leader?

We live in a world that is evolving rapidly in complexity and through technology, which means change is inevitable. The key to success is the ability to adapt.

Leaders have a fundamental responsibility to determine what is important, bring their teams together to find how to address the issues we face, absorb that input, and then act decisively. That process applies regardless of what circumstances we face.

Disruption has always been part of the human condition. The only difference today is the speed at which it is happening. It increases the urgency to look ahead, innovate and explore all contingencies to keep our efforts on track. Whether it is a global health crisis or the introduction of new technology like AI, ASU will respond with agility, creativity and commitment to service. We have a culture that is based on the ability to adjust and thrive no matter what curve balls the universe throws at us.

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

This is an important question for Arizona’s business community because it is the place where self-interest and the public interest come together. A bridge between those two interests is Arizona’s public universities, which have demonstrated the collective ability to produce substantive outcomes for our state and its economy with only a fraction of the funding that systems in other states receive. We are talking about billions of dollars

Name of Leader: Michael M. Crow

Position of Leader: President

Company Name: Arizona State University

No. of Years with ASU: 22

of direct, indirect and induced growth and impact, but, rather than work together to set ambitious goals and invest in educational and human capital development, we continue to miss an opportunity that states like Texas and Florida have not.

Businesses are looking for talent and people are looking for jobs and careers that will enable them to thrive. We know that the social benefits of increasing college degree attainment include increased earning and tax payments, reduced unemployment, better health outcomes, decreased use of social support services and higher civic engagement.

There is mutual interest and the potential for mutual benefit. Arizona’s universities need the business community to work with us to help make our case. We need marching orders. And we need investment to manifest the 21st century workforce, systems and technologies to position our state as a competitive leader.

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

We have many notable efforts underway related to water, energy and space exploration challenges, among others, that stand to have a significant impact on the Arizona economy. However, two major initiatives are especially critical to Arizona’s future.

The first is our work to establish Arizona as a hub for semiconductor manufacturing, essentially creating an emerging and critical industry for our state. These collaborative endeavors, with local, state, national and global partners, are imperative to fortifying our state’s economic prosperity and global competitiveness, and our national security.

The second is ASU Health, a comprehensive, interdisciplinary ecosystem designed to produce better health outcomes for all Arizonans. By establishing a new School of Medicine and Advanced Medical Engineering, a School of Technology for Public Health, and a Health Observatory at ASU, ASU aims to redesign health care, produce new kinds of health professionals and evolve the patient experience.

Main Local Office Address: P.O. Box 877705, Tempe, AZ 85287-7705

Phone: (480) 965-8972

Website: asu.edu

Number of offices in Greater Phoenix: 4 campuses, 7 affiliated facilities

Year Established Locally: 1885

City Nationally Headquartered: Tempe, AZ

Matthew Fehling

President & CEO

Better Business Bureau

Pacific Southwest, Central & Inland California

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’s hard to really know what style of leadership I embody, as I believe it tends to be situational. I do my best to be a supportive, while decisive, leader who truly believes my biggest leadership obligation is to get my team members the tools and resources they need to be successful. If they’re successful, then I’m successful.

Oftentimes, people mislabel stagnation as tradition, heritage or even convention. We have a duty to the business community to ensure our products and services help elevate trust in the marketplace. We’ve hired and, most importantly, empowered people to help design these nationally recognized programs we continue to improve. As Ben Franklin once said, “Well done is better than well said.” And we’re doing.

I do try to lead by example. Given that BBB is supported by a wonderful group of leaders who volunteer their time as board directors, it’s important for me to give back as well. I currently serve on four boards, and have served on as many as six at one time. We’ve instituted a quarterly volunteer day, giving employees eight hours each to volunteer at a nonprofit close to their heart.

Q: What impact has any disruptions of the past 18 months had on you as a leader?

The biggest disruptions we’ve seen have been internal in nature. In October, we completed a merger with BBB serving Central California and Inland Empire. This was an opportunity to add a valuable partner and integrate their successful arbitration and mediation programs. Any time a merger of this magnitude is embarked upon, there are always things popping up that one doesn’t plan for. Overall, it’s been a rewarding experience, enhancing efficiency to better support and benefit the business community.

Another disruption, external in nature, has been the amount of private equity activity in the skilled trades industry. Many of our long-time partner BBB-Accredited businesses are being acquired. We’re proud to see these businesses thrive, as we’ve always supported them, but we often lose oneon-one connections and recognize the need to adapt to better serve them.

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

One of my earliest mentors, Thomas J. Gallagher, used to talk about creating a “region of integrity.” If we’re all collectively mindful, and our community of

Name of Leader:

Matthew Fehling

Position of Leader: President &

CEO

Company Name: Better Business Bureau Pacific Southwest, Central & Inland California

No. of Years with BBB: 29

like-minded businesses grows, it will ensure folks can confidently engage with trusted organizations. Businesses that address local challenges and prioritize values strengthen their position, foster thriving communities and build lasting trust. This builds loyalty, which fuels sustainable growth and encourages a ripple effect of accountability. We can choose to make this sound lofty, or rather simplistic. Either way, the region wins.

We’re elevating this idea by piloting BBB4Good, which verifies a business’s social good activities with BBB. Earning the BBB4Good Trustmark empowers consumers to identify businesses that reflect their values and purpose-driven businesses to stand out in the marketplace.

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

We have a unique “shared service” program that we run out of our Phoenix campus that currently supports more than 25% of the BBBs in North America, representing more than one-third of all new revenue to the BBB system as a whole. It’s created more than 40 jobs and added close to $3 million in topline revenue to our BBB.

Our Phoenix area “ignite sparked by BBB” initiatives continue to thrive, and new offerings are set to be soft-launched in December. Our Business & Community Center offers meeting space and currently hosts more than 1,000 business and community leaders each month. From using our meeting spaces for strategic planning, training and networking, to using our Podcast Studio, we’re thrilled to be a resource for so many. Up next, we’re excited to be launching an Innovation & Events Hub, which will feature a large, open event space; crash spaces; and a video production studio.

Lastly, we’ll be re-tooling and re-launching our very successful business accelerator programming aimed at Main Street businesses. Our past success in this area is due in no small part to a wonderful community of trustworthy businesses that include GoDaddy, Desert Financial Credit Union, Snell & Wilmer and LifeGuides.

Main Local Office Address: 1010 E. Missouri Ave., Phoenix, AZ 85014

Phone: (602) 264-1721

Website: bbb.org

Number of offices in Greater Phoenix: One; eight total campus locations throughout Arizona, Southern & Central California

Year Established Locally: 1938

City Nationally Headquartered: Phoenix

Richard J. Gray, M.D.

Chief Executive Officer, Mayo Clinic in Arizona

Vice President, Mayo Clinic

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 driven by a commitment to Mayo Clinic’s core value: the needs of the patient come first. This guiding principle ensures that we not only deeply care about our patients but also are committed to doing whatever it takes to meet their needs — whether through unhurried exams, actively listening to their goals or innovating new treatments to address unsolved conditions.

Every employee understands this commitment to our patients because it is reflected by our leaders as well. The impact of this focus is clear: Mayo Clinic in Arizona was ranked No. 1 in cancer quality and outcomes last year by Vizient; earned our 25th consecutive Leapfrog “A” grade for safety, placing us among the top 0.5% of hospitals nationwide; and has 45% of its physicians in the 99th percentile for patient experience according to Press Ganey.

Q: What impact has any disruptions of the past 18 months had on you as a leader?

Leading a large organization through times of uncertainty has reinforced the importance of surrounding myself with strong leaders. While we can’t always predict the challenges ahead, we can rely on the “collective genius” of our teams to help us navigate through them. History also offers valuable lessons. Thus, by actively seeking input from all members, valuing diverse perspectives and learning from the past, we can make more informed decisions and approach new challenges with greater insight and resilience.

This collaborative approach has proven invaluable during crises, and I’m proud of how our teams have applied these lessons to new challenges, keeping us resilient, agile and ready to pivot when faced with the unexpected.

For example, throughout the COVID-19 pandemic, we faced significant supply chain disruptions that forced us to find new ways to meet the needs of our patients. Similarly, this year, a natural disaster disrupted IV fluid manufacturing in the U.S., presenting another challenge to our supply chain. In both situations, our strong leadership teams were critical to our ability to respond quickly and effectively.

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

As a business community, we have a strong tradition of pulling together to support one another in the Phoenix metro area, welcoming newcomers and advocating for policies that foster economic growth. Collaboration is a key part of this — Mayo Clinic actively participates in organizations that

Name of Leader: Richard J. Gray, M.D.

Position of Leader: Chief Executive Officer, Mayo Clinic in Arizona, and Vice President, Mayo Clinic

Company Name: Mayo Clinic

include the Arizona Commerce Authority, Greater Phoenix Economic Council and Greater Phoenix Leadership to drive economic progress.

Arizona has made significant strides in diversifying its economy, leading in innovative sectors like biotechnology, chip manufacturing and electric vehicles. And with infrastructure that enables businesses here to reach tens of millions of consumers quickly as well as the significant population growth expected in the next few years, we are now ready and must take the next step, which is to focus on fostering early-stage innovators and ensuring they have the capital and mentorship to launch successful companies. By strengthening this foundation, we can make our economy even more vibrant, dynamic and attractive to new business, positioning Arizona as a leader in innovation for years to come.

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

At Mayo Clinic, we are excited about the impact our work is having on the local economy, particularly as we lead the transformation of healthcare and distributing new solutions through the Mayo Clinic Platform. The Platform’s collaborative approach is driving the growth of a rich data ecosystem, which is attracting interest from companies eager to partner with us. A key example of this is our Discovery Oasis initiative, a biotech innovation hub adjacent to our Phoenix hospital campus. This 100-acre development will bring together innovative early- and mid-stage companies with more established organizations to collaborate on groundbreaking advancements in biomanufacturing, cell and gene therapies, next-generation diagnostics and more, all aimed at pushing the boundaries of medical science and bringing new solutions for patients.

Beyond Discovery Oasis, we are also strengthening the local economy by expanding healthcare options in the Phoenix market. This summer, we announced a joint venture with Brooks Rehabilitation, a Florida-based leader in post-acute care, to open a 60-bed hospital on our campus. This $70 million project, which will break ground in early 2025, is a significant step forward in enhancing post-acute care options in the region and creating more jobs and economic opportunities for the local community.

No. of Years with Mayo: 29

Main Local Office Address: 5777 E. Mayo Blvd., Phoenix, AZ 85054

Phone: (480) 342-2000

Website: mayoclinic.org

Number of offices in Greater Phoenix: 6

Year Established Locally: 1987

City Nationally Headquartered: Rochester, MN

Amy Hysell

President & CEO

Arizona Financial Credit Union

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 every step of my 30-year career with Arizona Financial, I have tried to lead with integrity and transparency, and ensure all employees have access to the information and resources they need to be successful. I am deeply invested in the culture and keep our employees and members at the heart of all decisions made. I try to act as a servant leader to honor the humanity of everyone I have the privilege of working and interacting with in the community.

One of the key programs that I am proud to support as a leader is our very robust Employe Engagement Group program. We have an array of groups for our employees to join and align with other co-workers who have similar backgrounds and interests. This not only benefits the individual to give them opportunity to collaborate with and learn from each other outside of “normal” work, but it benefits us as an organization to foster those connections, which make better employees and, in turn, better for our members. I love when I have the opportunity to roll up my sleeves and volunteer with some of these groups. It really is a point of pride for me and Arizona Financial.

Q: What impact has any disruptions of the past 18 months had on you as a leader?

As with many other financial institutions, we were in need of deposits. Consumers were feeling uncertain after some bank failures in California. We developed a plan, worked the plan, and far exceeded our deposit growth goals.

The impact of seeing my team achieve what was difficult to do when most other institutions were competing for deposits — it reenforced the strength and commitment of my team to each other and to the organization’s success.

Additionally, as our credit union has expanded in the last two years through acquisitions, changed our charter to be able to serve the entire state and continued expanding our services, it forced me and our leadership team to think even more about the future. With growth comes challenges, and, much like the press for deposits, our team has taken on those challenges head-on to the benefit of our members. I am very excited for what the next few years will look like for us.

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

The one thing we as a business community can do that will have immense economic impact is to prioritize banking locally. By depositing money in a bank or credit union that operates locally, you empower us to prioritize

Name of Leader: Amy Hysell

Position of Leader: President & CEO

Company Name: Arizona Financial Credit Union

financing for local businesses and offer the personalized banking they need and deserve. In our partnership with Local First Arizona, we work hard to educate individuals and businesses to find a local financial institution in lieu of larger mega banks. Local financial institutions know the communities they operate in and can work closely with small businesses looking for financing. I cannot overstate the importance of this simple act for the betterment of our community’s long-term economic health.

With all the growth around the Valley, I think another important thing we can do as individuals and businesses is find ways to spend locally. Small businesses are the life-blood of our community. Prioritizing where we spend our money, or vendors we may choose for our busineses, makes all the difference. Sometimes this might mean we spend a little more on a particular good or service but, in the long run, those extra dollars go to support these small business owners that provide jobs for others in our community.

When small businesses do good, our community at large benefits. Being mindful of this cycle of banking and spending locally is a challenge I would put to all of us in the business community.

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

We’re expanding our small business and SBA loan programs in 2025. As one of the only locally based credit unions that holds the SBA Preferred Lending partner status, we can fast-track the approval process to get loans done quickly for our members.

We’re also adding branches in Chandler, Queen Creek and the Biltmore area over the next few years, which will result in new jobs and additional access to financial services in those areas.

Perhaps most exciting, we’ll be launching the Arizona Financial Foundation to increase our impact throughout the state through grant programs and volunteer activities.

No. of Years with Arizona Financial: 30 Main Local Office Address: 333 N. 44th St. Phoenix, AZ 85008

Phone: (602) 683-1000

Website: arizonafinancial.org

Number of offices in Greater Phoenix: 14 in Greater Phoenix, 19 total in Arizona, 3 new locations in development

Year Established Locally: 1936

City Nationally Headquartered: Phoenix

W. Scott Jenkins Jr.

Office Chair

Dorsey + Whitney

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 grounded in leading by example, transparency, maintaining open lines of communication and not taking myself too seriously. Our clients ask us to engage in finding solutions for their legal problems; this is a results-oriented, solution-driven business. I approach leadership the same way, by leading through action and being part of the solution rather than contributing to the problem. I never ask someone to do something that I haven’t done or wouldn’t be willing to do myself. When a leader is actively involved and demonstrates a willingness to solve others’ problems, it builds trust and loyalty that only strengthens the commitment of the office.

It’s also important to have a sense of humor and occasionally laugh at myself along the way. It’s important to me that we’re able to work hard and achieve great things, but also enjoy the journey and not be weighed down by unnecessary formality.

I’ve always had the benefit of strong mentors throughout my career, and their influence has shaped my leadership style in meaningful but different ways. By learning from their diverse approaches, I’ve been able to take bits and pieces from each — and weave them into a style that fits my personality and values.

A notable example of leadership success in the Dorsey-Phoenix office is the development of a mentorship-driven culture that has significantly contributed to our growth and office camaraderie. We have prioritized creating an environment where our experienced attorneys could mentor our newer attorneys and foster both their short- and long-term professional development. We strive to get buy-in at all levels, ensuring that everyone feels involved and valued. This approach has been instrumental in attracting and retaining some of the strongest legal talent in the Valley of the Sun.

Q: What impact has any disruptions of the past 18 months had on you as a leader?

Over the past 18 months, our Phoenix office has experienced remarkable growth, more than doubling in size. This success has reinforced my belief in the importance of building strong relationships, fostering trust, embracing flexibility and maintaining clear and consistent communication as a leader. I’ve also learned that some of the toughest decisions often yield the best outcomes.

While growth is usually a sign of success, any time you have rapid expansion, it brings challenges that can affect operations, employee satisfaction and the firm’s culture if not handled carefully. To address this, we’ve prioritized hiring people who align with our desired office culture and who are committed to supporting our vision of the office.

I have also had to embrace being more flexible as a leader, as a one-sizefits-all approach certainly doesn’t work in a law firm. Flexible leadership allows you to tailor your approach — whether it’s providing mentorship for a young associate, supporting autonomy for my partners or offering support to administrative staff. This approach has been essential in navigating our growth while making sure we are all moving in the same direction.

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

To drive economic growth in the Valley of the Sun, our business community must prioritize collaboration and cooperation across industries. By working together, we can unlock new opportunities for businesses to grow, attract top talent, and position us to continue the run of incredible growth over the last several decades.

Organizations like GPEC and GPL, which we proudly support, among others, are doing an excellent job of bringing governmental and business leaders together to tackle the challenges facing the Valley of the Sun. If we actively engage in these strategies, we will create an even more positive business environment that attracts new businesses but also supports the growth of existing ones.

Equally important is the need to continue to actively build a resilient economy — one that is well-prepared to face future challenges head-on. It’s this collective effort and commitment to progress that will ensure Phoenix’s continued long-term success and prosperity.

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

In January 2025, Dorsey will celebrate the three-year anniversary of our Phoenix office, marking an exciting milestone in our journey. Yet the growth of Dorsey’s Phoenix office feels like it’s just beginning. Over these past few years, we have expanded to offer full legal service capabilities locally while leveraging Dorsey’s international platform. This allows us to provide our clients with significant resources and sophistication to help them drive new business opportunities in the Valley of the Sun.

We are also actively exploring opportunities to expand our practice areas into other areas that strategically support our clients and their evolving needs. We are deeply committed to continuing to support our community, not only through economic development but also through meaningful philanthropic initiatives.

Name of Leader: W. Scott Jenkins Jr.

Position of Leader: Office Chair

Company Name: Dorsey + Whitney

No. of Years with Dorsey: 3

Main Local Office Address: 2325 E. Camelback Rd., Suite 300, Phoenix, AZ 85016

Phone: (602) 735-2701

Website: dorsey.com

Number of offices in Greater Phoenix: 1

Year Established Locally: 2022

City Nationally Headquartered: Minneapolis

Michael D. Jones

President &

CEO

Delta Dental 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?

My leadership style is marked by decision-making delegation and empowerment. I don’t believe in placing people in a box but in encouraging them to leverage all their talents and skills to accomplish goals. I provide stretch assignments to get people outside their comfort zone, which grows and develops them in different ways.

I also believe in the concept of servant leadership, which means I am constantly looking for ways to facilitate others’ success and I use empathy as a superpower. Moreover, I never ask anyone to do something that I am not willing to do as I try to actively model expected behaviors. Lastly, I am very open about sharing my experiences so that others may learn from my own development and successes.

Q: What impact has any disruptions of the past 18 months had on you as a leader?

I believe consistency is the key ingredient to help sustain company momentum through adversity. However, the COVID pandemic did sharpen my focus on nurturing and driving the right culture.

Hybrid work arrangements have made it difficult to maintain culture, so organizations must be extremely intentional about their methods and procedures to achieve the desired culture. As a part of our HR strategy at DDAZ, we delivered several initiatives that advanced the values of the “future state” organization we envisioned. We also took time to redefine our mission and vision. These activities reenergized our employees and increased engagement regardless of their work location. Lastly, we ensured that we could measure progress with all our programs.

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

Businesses should invest more time developing strategic relationships where they partner on projects and initiatives. These types of collaborations will uncover new opportunities and lead to more aligned thinking on how we view our collective success in the Valley. We must also provide

support for local entrepreneurs to advance their concepts, which could include mentoring, networking and even funding. There are organizations focused on this, but we need more to join the effort to promote greater entrepreneurial success.

Also, we must bolster current efforts to position Phoenix as a toptier city with high-level talent to attract national and global businesses interested in relocation.

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

For the past several years, Delta Dental of Arizona has been strategically, sustainably moving from a single-line insurance company to a multi-line health and wellness organization. We have been and will continue to expand and diversify our product and service offerings throughout Arizona. We are also very focused — and will continue to be — on investing in partnerships and opportunities to promote and facilitate medical/dental integration.

By way of example, we worked with Banner Health Foundation to expand our Hospital Oral Care and Periodontal Disease Education (HOPE) program protocol to 28 acute-care facilities across Western U.S. over the past 18 months and are currently working with the University of Arizona on an Oral Health Medical Initiative at the College of Medicine – Phoenix. We also invested in a state-of-the-art new headquarter office in Scottsdale to allow for enhanced synergies across our community and state.

Name of Leader: Michael D. Jones, MBA

Position of Leader: President & CEO

Company Name: Delta Dental of Arizona No. of Years with Delta Dental: 3+

Main Local Office Address: 14850 N. Scottsdale Rd., Suite 400, Scottsdale, AZ 85254

Website: deltadentalaz.com

Number of offices in Greater Phoenix: 1

Year Established Locally: 1972

City Nationally Headquartered: Scottsdale, AZ

M. Tomás León

President Equality Health 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?

As an inclusive, collaborative and purpose-driven leader, my approach centers on fostering a culture where every team member feels valued, heard and a sense of belonging. What notably stands out about my leadership style is my commitment to empowering others. I believe that the best ideas come from diverse perspectives, and I actively seek input from all levels of the organization and in the community.

One example of leadership success is the implementation of the wellbeing transformation initiative in South Central Phoenix. Our initial plan was to implement a certain model within a quick timeline, but we got feedback from community stakeholders and residents of their desire for a more culturally responsive approach that moves at the speed of trust. We are now actively building a community-based coalition and five-year plan to address health inequalities, quality of life and longevity disparities.

My philosophy is simple: lead with empathy, listen actively and inspire through action. This approach has consistently driven our team and external stakeholders to achieve remarkable results while maintaining a supportive and inclusive work environment and trusting relationships.

Q: What impact has any disruptions of the past 18 months had on you as a leader?

The past 18 months have been transformative, significantly impacting my leadership approach, especially in the realm of diversity, equity and inclusion. The disruptions have underscored the importance of resilience, adaptability and courage, which have not only been crucial in navigating change but also in championing it, inspiring me to lead with a renewed sense of purpose.

One key change in my leadership style is a heightened focus on active listening and empathy and leading with questions. Understanding the unique challenges faced by team members and community partners has become paramount.

Additionally, I’ve prioritized inclusive decision-making. We’ve fostered a more innovative and supportive environment by involving diverse voices in the decision-making and innovation process. This approach, which encourages creativity and support, has not only improved team morale and relationships rooted in trust but also driven better business outcomes and community solutions, giving us hope for a brighter future.

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

To empower economic growth and support social ventures addressing the social determinants of health, the business, philanthropic and nonprofit communities must prioritize collaborative investment and resource sharing.

By pooling resources, we can create a robust ecosystem that nurtures innovation and drives impactful community solutions.

One key strategy is establishing inclusive funding networks that connect social entrepreneurs and founders with angel investors, venture capitalists and grant opportunities. This can be achieved through dedicated platforms and events that facilitate networking and knowledge exchange.

Additionally, providing mentorship and capacity-building programs is crucial. Experienced business, philanthropic and nonprofit leaders can guide and support emerging social ventures, helping them navigate challenges and scale their impact.

Finally, fostering public-private partnerships is not just a strategy but a powerful tool that can amplify our collective efforts. By working together with government agencies, the business community and nonprofits, we can leverage diverse expertise and resources to create sustainable economic growth and improve community health outcomes, inspiring a culture of cross-sector coordination and collaboration.

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

Urgent action is needed to address the potential tripling of healthcare costs for the average American by 2040, as revealed by a Deloitte study. If health inequities are not tackled, annual spending could exceed a staggering $1 trillion. This is a pressing issue that requires the attention and action of businesses, nonprofits and philanthropists, who are crucial agents of transformative change in our communities.

At the Equality Health Foundation, a nonprofit partner of Equality Health LLC, we believe in the power of collaboration. We envision an inclusive society where everyone can access the resources needed for optimal health and well-being.

Investing in health equity is not just a moral imperative but also a smart economic decision. Deloitte estimates that closing health equity gaps could add a substantial $2.8 trillion to the U.S. GDP by 2040 and potentially increase corporate profits by an impressive $763 billion. This presents a compelling case for the significant benefits that could be reaped by communities and the economy through such investments.

Our commitment to data-driven, tech-enabled and community-based solutions aims to tackle the root causes of health disparities and foster a more equitable society. This initiative reflects our dedication to innovation and community well-being and promises positive economic and public health outcomes.

Name of Leader: M. Tomás León

Position of Leader: President

Company Name: Equality Health Foundation No. of Years with Equality Health: 5 Main Local Office Address: 720 N. Dobson Rd., Suite 200, Scottsdale, AZ 85256

Phone: (602) 799-4382

Website: equalityhealthfoundation.org

Number of offices in Greater Phoenix: 1

Year Established Locally: 2018

City Nationally Headquartered: Scottsdale, AZ

Matt Mooney

EVP & COO Parkway

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 hope the trait that I exemplify most is genuinely listening well as a leader. It is often hard to pause in our frenetic lives and be a great listener. However, it is critical to understand the needs and objectives of our investors and tenants, and the motivating factors for our employees. If I grasp those inputs, then I can effectively drive strategy to move our organization forward. I think something that perhaps people don’t see in me as much initially, but that is at my core, is that I am extremely competitive. Probably like most people on this list, I have a hard time being satisfied with anything less than the best possible outcome in something that I care about. These two traits have been critical in our business at Parkway over the last few years post-pandemic, as real estate usage and capital flows have all changed dramatically. We have significantly increased the amount of recurring communication within our team to make sure we’re gathering as much real-time information as possible to be able to adapt strategically. That communication, coupled with a lot of “won’t quit” attitude, has made me very proud of our team through a challenging macro environment for our industry.

Q: What impact has any disruptions of the past 18 months had on you as a leader?

The most unique impact for me in the past 18 months is that through my work with the Phoenix Thunderbirds, I have had the opportunity to serve as the Tournament Chairman for the 2025 WM Phoenix Open. The role has allowed me to witness, in a unique way, the power of our community when we get behind something. To see up close an event that generates approximately $500 million in annual economic impact to Arizona each year, and the more than $200 million raised for charities from the tournament since its inception, is truly remarkable. The WM Phoenix Open is the most successful event on the PGA Tour because of how this community supports it, and the unique environment we get to showcase to people around the world each February that draws people into our community. For the proceeds of the tournament to then benefit this community through charity is a beautiful thing.

Coupled with my “day job,” my role as Tournament Chairman this year has made for many very full days but, in a new way, it has taught me the power when business, sports, charity and fun can all unite. As a result, I’m focused on finding more ways to move our company and other charities closer to the confluence of those factors, where people are able to truly see the impact of their work beyond a paycheck.

Name of Leader: Matt Mooney

Position of Leader: EVP & COO

Company Name: Parkway

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

The improvement in the diversity of job growth and the quality of overall economic growth since I moved to Arizona in 2006 is simply remarkable. We are so fortunate to have leaders like Chris Camacho at the Greater Phoenix Economic Council and Sandra Watson at the Arizona Commerce Authority. Maintaining low taxes, low regulations and competitive incentives are clearly key. Climate isn’t enough to continue to pull the amazing growth we’re seeing in high-tech manufacturing. That said, a more subjective note I always mention is that Phoenix is the most collaborative community anywhere in the country, in my opinion. Nobody here cares where you came from, and everyone is welcome if you want to jump in and contribute. This “rising tide lifts all ships” mindset is critical for us as a business community to all continue to benefit from our growth.

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

The most significant impact for Parkway as a real estate company is seeing a stabilization and increase in liquidity in the debt markets. It has been a very volatile environment since the pandemic, but there are reasons to be optimistic for 2025. Our business is cyclical, but Parkway has built exceptional real estate portfolios in Greater Phoenix over the years, and we anticipate entering one of those seasons when we can increasingly play offense again.

No. of Years with Parkway: 15 Main Local Office Address: 2425 E. Camelback Rd., Phoenix, AZ 85016

Phone: (602) 428-7788

Website: pky.com

Number of offices in Greater Phoenix: 1

Year Established Locally: 2002

City Nationally Headquartered: Houston, TX

Dr. Shar Najafi-Piper

CEO Copa Health

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 rooted in compassion and servant leadership, emphasizing the importance of treating every individual with dignity, love and respect here at Copa Health. I believe that fostering a supportive and inclusive environment empowers our team to thrive and ultimately enhances the services we provide to our community.

A notable program that embodies this philosophy is our “Housing Meets Healthcare” initiative, which represents a groundbreaking intersection of housing and healthcare. This innovative project focuses on the first lowincome housing developments designed to serve individuals eligible for low-income housing while providing fully integrated healthcare services. The initiative includes a pharmacy, a community center and a Copa Hero’s sandwich shop operated by Copa members, creating a vibrant hub that promotes both health and community engagement. By housing more than 100 individuals, we are not only addressing critical housing needs but also ensuring that residents have access to essential services that support their overall wellbeing. This project exemplifies our commitment to holistic care and the belief that everyone deserves a safe and supportive place to call home.

Q: What impact has any disruptions of the past 18 months had on you as a leader?

The healthcare industry is characterized by an ever-changing landscape, marked by rapid advancements in technology, evolving regulations and shifting patient needs. While the unpredictable market can present significant challenges, I view these obstacles as opportunities to demonstrate resiliency and grit. Closing on Copa Health’s first low-income housing tax project was a notable milestone that came with its own set of challenges, yet it underscored the importance of adaptability in leadership.

As leaders, it is crucial for us to approach these issues with a mindset focused on learning, growth and the willingness to pivot and iterate as necessary. My leadership style emphasizes the need to change and adapt in response to new situations, fostering an environment where innovation thrives and teams feel empowered to tackle the complexities of our industry. By embracing these challenges, we not only strengthen our organization but also enhance our ability to serve our community effectively and compassionately

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

As the CEO of Copa Health, I believe that leaders play a pivotal role in empowering economic growth, particularly by addressing the healthcare,

Name of

Leader: Dr. Shar Najafi-Piper

Position of Leader:

CEO

Company Name: Copa Health

No. of Years with Copa: 5.5 years

employment and housing needs of vulnerable populations. One of the most impactful ways we can achieve this is by providing second chances and opportunities to all members of our community. By fostering an inclusive environment where everyone is given the chance to thrive and discover their purpose, we not only uplift individuals but also contribute to the overall economic vitality of our community. This approach enables us to tap into the potential of those who may have previously been marginalized, transforming their lives and, in turn, fueling economic activity. When individuals are empowered to succeed, they contribute to the workforce, support local businesses and stimulate growth. Ultimately, by championing inclusivity and opportunity, we create a more harmonious environment that benefits everyone and drives sustainable economic growth.

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

Copa Health is poised to make significant strides in fueling the economy through our ambitious five-year strategic plan. A key focus of this plan is to actively pursue low-income housing projects while simultaneously developing integrated healthcare services within these housing initiatives. Given the pressing housing crisis in Arizona, we are committed to addressing this urgent need by providing affordable rental options to members of our community.

By offering low-income rentals, we not only alleviate some of the housing pressures but also create a supportive environment that promotes stability and well-being. Our approach goes beyond just housing; we are dedicated to embedding healthcare services directly into these projects. This integration ensures that residents have access to essential health resources, which is crucial for their overall quality of life.

Moreover, by providing employment opportunities alongside housing and healthcare, Copa Health is creating a comprehensive support system that empowers individuals to thrive. This multifaceted approach not only addresses immediate needs but also fosters economic growth by enhancing the workforce and contributing to local economic activity. As we move forward with our strategic plan, we are excited about the positive impact we will have on the community, ultimately driving economic development and improving the lives of those we serve.

Main Local Office Address: 924 N. Country Club Dr., Mesa, AZ 85201

Phone: (480) 969-3800

Website: copahealth.org

Number of offices in Greater Phoenix:

We have more than 100 locations between housing and healthcare clinics

Year Established Locally: 1957

City Nationally Headquartered: Mesa, AZ

Edgar R. Olivo

CEO

American Red Cross of Arizona and New Mexico

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 is rooted in empathy, resilience and inclusivity, with a focus on empowering others to succeed. When alleviating human suffering, leadership means being a steady anchor in turbulent times while fostering innovation and collaboration for impactful and transformational results for the clients we serve.

A success I’m particularly proud of is expanding community mobilization within the American Red Cross. By prioritizing volunteer recruitment in underserved communities, we’ve significantly increased our capacity to respond to disasters like wildfires and floods, building stronger relationships and inspiring a new generation of Red Crossers. This means more neighbors helping neighbors in their time of need.

One standout initiative has been addressing extreme heat in Arizona. Partnering with local governments, universities and community organizations, we distributed lifesaving resources through 150,000 door hangers and neighborhood canvassing events in vulnerable areas. These efforts culminated in an invitation to the White House’s first summit on extreme heat, reaffirming the power of collaboration and purposedriven leadership.

Q: What impact has any disruptions of the past 18 months had on you as a leader?

The past 18 months have tested and shaped my leadership, requiring agility, resilience and a long-term vision. Upon stepping into my role, I immediately faced crises like wildfires in New Mexico, the Maui wildfires and hurricanes, including Helene and Milton. These experiences reinforced the importance of decisive action while empowering my team to adapt quickly under pressure.

One key lesson has been the role of community engagement. During the Maui wildfire response, our region inspired 900 new volunteers in just one week, highlighting the power of connection. This commitment to outreach guides my efforts to engage more people in disaster preparedness and relief. Seeing the power of volunteerism inspires me every day.

Frequent extreme weather events have also emphasized the need for sustainability and equity. My background in sustainability has informed initiatives to address long-term challenges, like helping small businesses become eco-friendly or increasing blood donations among Arizona’s Latino population. These disruptions have deepened my commitment to fostering collaboration, kindness and inclusion, creating lasting solutions for the communities we serve and partnerships we nurture.

Name of Leader: Edgar R.

Olivo

Position of Leader: CEO

Company Name: American Red Cross of Arizona and New Mexico

No. of Years with Firm: 1 year 4 months

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

Economic growth depends on collaboration, innovation and inclusivity. It’s time to rethink how we operate and build a foundation where everyone can thrive.

Investing in workforce development is critical. Programs that provide training for emerging industries, particularly in vulnerable communities, can help bridge gaps and expand economic participation. Offering bilingual training and mentorship opportunities strengthens this effort.

Collaboration is equally important. Businesses, nonprofits and government agencies must work together to address systemic issues like affordable housing, healthcare access and climate adaptation. Joint initiatives, such as disaster preparedness workshops and resilience hubs, create lasting impacts. Finally, sustainability must be prioritized. By adopting eco-friendly practices, businesses can reduce costs, attract conscious consumers and create jobs. Together, we can build an economy centered on equity, innovation and long-term prosperity.

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

The American Red Cross in Arizona and New Mexico is advancing several initiatives to drive resilience and economic growth. Our Century of Resilience plan focuses on building capacity, fostering collaborations and preparing communities for future challenges. When communities are resilient, they can engage better in the economy.

We’re also launching a Training Clubhouse strategy to strengthen disaster preparedness and expand community service capacity. The accessible training in first aid, CPR and disaster response we offer empowers individuals and businesses, fostering a culture of readiness that benefits both communities and the economy.

Additionally, partnerships with local governments and organizations are addressing extreme heat and other weather challenges through shelter training, cooling centers and sustainable volunteer opportunities. These efforts not only create economic opportunities but also strengthen community resilience. By continuing to innovate and collaborate, we are positioned to lead the way in fostering a more resilient and prosperous future for Arizona and New Mexico.

Main Local Office Address: 4747 N. 22nd St., Suite 100, Phoenix, AZ 85016

Phone: (602) 336-6660

Website: redcross.org/aznm

Number of offices in Greater Phoenix: 3

Year Established Locally: 1916

City Nationally Headquartered: Washington, D.C.

Tim Olson

CEO Deca

Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers?

At Deca, we take a bottom-up approach where all employees are involved in shaping our vision, mission, strategies and goals. This inclusive process ensures everyone has an opportunity to share their input and see all the inputs synthesized and reflected in the company’s direction. With personal contribution in setting objectives, it’s natural for everyone to feel a strong sense of ownership, strengthening engagement and driving success.

Our ability to retain top talent is a testament to this approach. Deca has retained most of our senior staff and key technologists over the years in the highly competitive semiconductor industry. This level of stability is rare and speaks to the value we place on empowering our team to be integral to our journey.

Q: What impact has any disruptions of the past 18 months had on you as a leader?

The past 18 months have underscored the importance of adaptability and resilience. Geopolitical tensions have been a major driver of accelerated growth for the semiconductor industry in North America. Over the past few years, we’ve seen a significant transition as global dynamics and policies, such as the CHIPS Act, have fueled a push to diversify supply chains and increase the levels or R&D and production in North America

This shift has been both exciting and challenging. Continuing to expand a skilled domestic workforce as we grow is one of the biggest hurdles. We’ve been very fortunate to have a partnership with Arizona State University. ASU’s decision to partner with Deca and implement our industry-leading M-Series fan-out and Adaptive Patterning technologies in their fab, literally across the street from Deca in ASU Research Park, provides an exciting new pipeline for training and developing talent.

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

As a business community, we must prioritize a collaborative mindset across the public and private sectors. Streamlining processes, such as infrastructure development and zoning, is essential to support rapid innovation. I recently attended a meeting with industry and government leaders, where we discussed how delays in utilities and basic infrastructure can hinder progress. Delays such as these often slow down the ability of companies to get up and running, ultimately delaying economic growth.

Name of Leader: Tim Olson

Position of Leader: CEO

Company Name: Deca No. of Years with Deca: 16

One of the most impactful steps we can take is creating specialized programs or organizations that help companies fast-track their investments. Imagine having dedicated teams that work hand in hand with new investors to break through barriers, expedite approvals and solve logistical challenges. Reducing lead times for utilities, power, water and other critical infrastructure can make Arizona even more attractive for technology and manufacturing projects.

Beyond that, targeted incentives like tax breaks and funding grants remain essential for encouraging long-term investment. Programs that enhance access to funding for R&D and promote workforce development will empower businesses to scale while creating high-value jobs.

Arizona has incredible potential as a technology hub, but fostering an ecosystem that accelerates project timelines and reduces bureaucratic barriers is key to making that vision a reality.

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

At Deca, we’re bringing groundbreaking advanced packaging technologies to the semiconductor industry that have a broad impact from performance improvements in smartphones to advancements that make artificial intelligence more affordable. Our Adaptive Pad Stacks, part of the Adaptive Patterning suite, provide a dramatic 10X increase in manufacturing tolerance for advanced AI applications. The innovation allows companies to push to ever higher performance in AI with higher density integration while maintaining high yields and cost efficiency. With AI markets rapidly expanding, our technology is playing a pivotal role in making these advancements more accessible, ultimately fueling economic growth and technological progress.

Main Local Office Address: 7855 S. River Pkwy., Tempe, AZ 85284

Phone: (480) 345-9895

Website: thinkdeca.com

Number of offices in Greater Phoenix: 1

Year Established Locally: 2009

City Nationally Headquartered: Tempe, AZ

Mona Stone

Chief Administrative Officer & Chief Legal Officer

Goodwill of Central & Northern Arizona, Goodwill Industries of Monocacy Valley Inc., Goodwill of the San Francisco Bay

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 believe it is important to adapt one’s leadership style as circumstances dictate. Most often, I am direct, which people appreciate because they know where I stand. I encourage learning and I challenge my team to consider solutions and recommendations before coming to me with problems. I am transparent, clear and concise. I ask thoughtful questions to ensure we reach a common understanding of the parameters of what is influencing our successes or areas of opportunities. As a leader, I also understand that titles and positional power are a reality, but I intentionally try to bring a down-toearth and team approach to all conversations and decisions.

Using this approach to encourage critical thinking has allowed Goodwill to grow effectively and efficiently across several areas of the organization. One monumental achievement within recent years I am incredibly proud of is the opening of the first no-cost adult high school in Arizona, the Excel Center, which also provides on-site childcare and transportation vouchers to adult students in need. By removing barriers to pursuing their education, we help all students achieve their academic and professional goals, thereby reducing poverty. The Excel Center is already changing the landscape for the future of education and workforce development in Arizona.

Q: What impact has any disruptions of the past 18 months had on you as a leader?

We acquired the “Goodwill of the San Francisco Bay” territory over the summer of 2024, which grew us to be the first bicoastal Goodwill nonprofit entity. As with any acquisition, I have been mindful to practice affiliative leadership and focus heavily on cultural integration and explaining the “why” behind many operational and leadership changes to ensure everyone has a vested interest in succeeding.

Building upon this cultural integration and achieving greater understanding and appreciation for the bases of decisions is what ensures that any merger, transaction or business objective of this size and scope is successful for the entire organization, from the executive leadership team to the frontline team members. When we are aligned both culturally and operationally, there is no limit to what our organization can achieve and the impact we can make.

Name of Leader:

Mona Stone

Position of Leader:

Chief Administrative Officer & Chief Legal Officer

No. of Years with Goodwill: 8.5

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

Economic growth requires increasing the size of a community’s workforce and growing that workforce’s productivity. We must invest in education all the way from pre-school to advanced degree programs, teach critical business skills throughout the pipeline, and offer families the resources they need in order to create generational wealth. The goal is to reduce scarcity and enhance human capital — the information and skills that people obtain through schooling, work experience and expertise.

Encouraging this desire to learn throughout one’s professional experience is also critical, and leaders within our business community must invest in our leaders of tomorrow. Instilling important leadership traits like those of empathy, integrity and learning agility will be crucial for the success and evolution of our businesses in today’s ever-changing world. A well-educated workforce increases productivity, yielding higher output per individual. The higher level of educational attainment will be vital to future economic growth.

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

Goodwill is constantly innovating and examining ways to develop bestin-class sustainability practices and become an even stronger leader in the circular economy. We are committed to reducing waste and establishing both the highest and best use for donated goods.

Additionally, our growth as an organization, expanding to a bicoastal operation here in Arizona, Maryland and the San Francisco Bay Area, offers us an opportunity to operate at a scale that will increase our impact, both from quantitative and qualitative perspectives. This includes an increase in our retail footprint and the size of our workforce, opportunities to explore more valuable community partnerships, additional resources offered to those in need within the communities we serve and, overall, a greater step toward our vision of ending poverty through the power of work!

Company Name: Goodwill of Central & Northern Arizona, Goodwill Industries of Monocacy Valley Inc., Goodwill of the San Francisco Bay

Main Local Office Address: 2626 W. Beryl Ave., Phoenix, AZ 85021 Phone: (602) 535-4000

Website: goodwillaz.org

Number of offices in Greater Phoenix: 86

Year Established Locally: 1947

City Nationally Headquartered: Phoenix

Vincent VanVleet

Executive Director

The Phoenix Theatre Company

Q: What most notably stands out about your leadership style or what is an example of leadership success you can share with our readers?

What most notably stands out about my leadership style is that I am extraordinarily pragmatic. I believe in fostering a culture where customer service and putting the patron first are paramount. Our team is united by the understanding that if we consistently get the behaviors right — treating every patron interaction with care, respect and attentiveness — revenue will naturally follow. This customer-first approach not only builds trust and loyalty but also sustains long-term growth.

Additionally, I lead our nonprofit with the same entrepreneurial mindset that drives successful businesses. We’re disciplined, data-driven and innovative, always seeking new ways to deliver value to our patrons while ensuring financial sustainability. A great example of this is our approach to our recent major expansion project. By balancing bold vision with operational pragmatism, we’ve garnered support from diverse stakeholders and positioned our organization to thrive for years to come. This blend of practicality, service focus and entrepreneurial drive has been key to our success.

Q: What impact has any disruptions of the past 18 months had on you as a leader?

The past 18 months have been a transformative period for me as a leader. With our theatre under construction for the past 14 months, every aspect of our business has been disrupted. Balancing the reality of having one of our three theatres temporarily closed — and with it, a vital engine that drives our mission — while preparing to reopen on a bigger and better scale has been both a challenge and an opportunity for growth.

I’ve learned just how fraught and unpredictable construction can be, with its unique hurdles and complexities. At the same time, I’ve come to deeply appreciate the importance of having the right people around me. A strong, dedicated team and unwavering board support have been critical to navigating these challenges. This experience has reinforced for me that leadership is as much about surrounding yourself with trusted partners as it is about guiding through uncertainty.

The journey has required patience, resilience and a focus on long-term vision. It’s been a powerful reminder of the importance of adaptability and teamwork in overcoming disruption and preparing for a bright future.

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

To empower economic growth, I believe the business community must prioritize collaboration and investment in initiatives that enhance the

Name of Leader: Vincent VanVleet

Position of Leader: Executive Director

Company Name: The Phoenix Theatre Company

overall quality of life in our region. Economic growth thrives when we foster environments where creativity, education and innovation intersect. This means strengthening partnerships between businesses, nonprofits and educational institutions to create pathways for workforce development and talent retention.

One critical resource is investing in cultural and community infrastructure. Arts and cultural organizations, for example, not only enrich our lives but also drive significant economic impact, attracting visitors and stimulating local spending. When we support these sectors, we’re investing in the vibrancy and attractiveness of our community as a place to live, work and grow businesses.

Another opportunity is increasing access to capital and mentorship for nonprofits and small businesses. Programs that provide funding, guidance and networking opportunities can empower the next generation of business leaders and innovators, ensuring long-term sustainability for our economy.

By working together to prioritize shared goals, build cross-sector partnerships and support initiatives that strengthen both our workforce and our community, we can lay the foundation for sustained economic growth that benefits everyone.

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

What’s new and notable for our company is the upcoming completion of our state-of-the-art theatre, which represents a transformative moment not just for us but for the broader business community. This new facility will allow us to attract pre-Broadway show development projects, bringing significant outside investment into Phoenix.

These projects will create more arts-related jobs, from performers and technicians to designers and fabricators. They’ll also drive local spending on materials like fabric, scenic supplies and other production needs, benefiting local vendors and small businesses. Beyond the direct economic impact, this expansion will place Phoenix firmly on the national map as a hub for innovative theatre development.

The ripple effects are substantial: more visitors coming to the city, increased tourism revenue, and a boost to our cultural profile that makes Phoenix an even more attractive place to live and work. Our new theatre is not just an investment in the arts — it’s an investment in our entire community’s economic growth and vibrancy.

No. of Years with Phoenix Theatre: 27 Main Local Office Address: 1825 N. Central Ave. Phoenix, AZ 85004

Phone: (602) 889-5295

Website: phoenixtheatre.com

Number of offices in Greater Phoenix: 1

Year Established Locally: 1920

City Nationally Headquartered: Phoenix

Gaby Cardenas is the founder and CEO of The Colibri Collective, the Valley’s first Latina-owned digital marketing agency. With a commitment to creating positive change, Cardenas’s focus extends beyond profit margins to meaningful partnerships. Specializing in marketing for causes that aim to build a better world, The Colibri Collective boasts a diverse portfolio that includes K-12 and higher education institutions, human rights advocacy organizations, political, healthcare services, transit, foundations and nonprofits. thecolibricollective.com

Why Hiring a Translator Is Important

Bilingual marketing fights misinformation and cultural insensitivity

by Gaby Cardenas

In today’s modern global economy, effective communication is paramount. For companies looking to reach a diverse audience, especially within the Latino community, employing a professional translator for marketing materials is crucial. Too many companies have become heavily reliant on Google Translate, which can embarrass a brand or organization when marketing collateral is sent out incorrectly. Hiring a translator is vital for a business’s marketing approach, particularly when it relates to critical issues like Latino mobilization, diversity and the fight against misinformation.

THE SIGNIFICANCE OF EMPLOYING A TRANSLATOR

The need to hire a translator goes beyond simple language translation; it encompasses cultural understanding, cultural sensitivity, professionalism and building genuine connections.

Preserving Message Integrity: Marketing materials often carry a specific tone, message and brand voice. For this reason, a translator can ensure that these brand standards are accurately conveyed to the target language, thus preserving the integrity of the message. They also have a profound grasp of linguistic nuances, cultural contexts and specialized terminology, ensuring that translations and interpretations are both accurate and precise.

Keeping Cultural Sensitivity in Mind: Cultures are not all the same. Each has unique values, beliefs and linguistic acumen. Hiring a fluent translator can help mitigate confusion and misunderstandings, or even offending the target audience. A translator can ensure that the marketing content resonates with the target audience by being culturally sensitive.

Maintaining Professionalism: Hiring a translator helps reflect how professional and credible a company is. Poorly translated content can make a business appear unprofessional and undermine trust in the brand. Why would anyone want to collaborate with a company seen as lazy?

Localization of Content: When considering translating, a business must consider the localization of the message it is trying to convey. Who is the target audience, and why is it important for them to know this information? This process takes into account not just language but other factors. It includes altering images, videos, formats and even tweaking the tone of the content to fit local traditions. Localization ensures that a business’s content resonates with the local audience and embodies the essence of the target market.

Hiring a fluent translator can help mitigate confusion and misunderstandings, or even offending the target audience.

INSIGHTS IN LATINO MOBILIZATION

Maricopa County has the most Latinos in Arizona, at 1.3 million — more than half of Arizona’s 2.3 million Latinos. Because of this, it’s incredibly important to amplify the voices of Latinos and ensure representation to address issues that are particularly relevant to the Latino community, such as immigration reform, education and healthcare.

Audience Segmentation: Marketers should apply detailed segmentation techniques to understand their different demographics better, considering factors like age, gender, country of origin, cultural heritage, region (e.g., East Coast vs. West Coast) and language dominance. Latino mobilization plays a crucial role in this process, as it highlights the importance of engaging the Latino community in ways that resonate with unique experiences and cultural backgrounds. Cultural heritage is significant, as individuals often identify more strongly with their specific background rather than a broad label of “Hispanic” or “Latino.” Additionally, socioeconomic factors play a significant role, as messaging that resonates with one socioeconomic group may differ from what appeals to another. Using these segmentation strategies makes it easier to speak and target an audience effectively.

Value-based Mobilization: Latinos are often motivated to take action based on issues that align with their values. Messaging that emphasizes core values tends to be more engaging and effective. For various demographic groups, themes such as family, economic self-reliance, pursuing the “American Dream,” faith and social justice resonate strongly. The belief in the power of hard work is prevalent across many communities. In recent years, some organizations have seen success by tailoring their messages to emphasize values such as family and economic prosperity. Translating not only ensures that these messages are linguistically correct but also culturally appropriate, making them more likely to resonate with the target audience. Effective translations can bridge gaps and make sure the values and emotions are conveyed in the original message.

Market Research: Market research is a key component in formulating strategy. It comprises several resources, including demographic information, public opinion, consumer and voter behavior, and trends. Polls and surveys are excellent resources to gain information. Research must be approached with an openness to new information, include larger samples and ask diverse questions. This approach is often overlooked during the

development of multicultural campaigns, even though knowing a specific demographic within a particular market is important to translate marketing materials. Understanding the nuances of the intended audiences allows for translations that are linguistically accurate and culturally resonant. Many research companies fail to conduct enough sampling to be truly representative of the population, so it’s essential to challenge existing research. It’s important to be careful and sensitive to how questions are worded to extract the most accurate information from cultural groups to ensure the data is meaningful for strategy development.

Language Real Estate Matters: There are various viewpoints on the most effective language to use for different audiences and platforms. In reality, many households have a mix of language speakers. Pew Research found that 40 million Latinos speak Spanish at home. The proportion of individuals who talk exclusively in Spanish varies by region. Among these individuals, 54% are bilingual, while the rest are split between Spanish-dominant and English-dominant speakers. Using bilingual messaging can engage a broader audience. For example, a single communication piece could include both Spanish and English to ensure that everyone in a household can understand the content.

ADDING DIVERSITY TO MARKETING

In recent years, issues of diversity and representation have increasingly dominated headlines across various sectors. According to Penn State University, since the 1980s, Fortune 500 companies and other organizations have been enhancing their diversity-focused marketing strategies to reflect the evolving cultural and ethnic landscape of American society. Statista reports that more than 60% of Americans believe diversity in advertising is crucial.

Given the significance of inclusivity for diverse populations, it is essential to incorporate diverse imagery and language into marketing messages. Having translators is important to ensure accurate and inclusive communication. Developing educational and comprehensive messaging can empower individuals with crucial information. Additionally, using inclusive language is vital to ensure that diverse perspectives, including those from marginalized communities, are both acknowledged and addressed.

COMBATING MISINFORMATION & BUILDING TRUSTED SOURCES

In a time when information travels quickly, business leaders need to ensure that the resources they use for marketing are reliable and factual to avoid spreading misinformation. Professional translation is essential to this. Professional translators provide accurate translations that are essential for preventing disinformation — deliberate falsehoods spread to deceive people — and misinformation — incorrect or misleading information shared without malicious intent. In fields where precision is critical, such as legal, medical or technical areas, precise translations are vital for avoiding the spread of both disinformation and misinformation. Proper translations minimize the risk of misunderstandings, which helps establish credibility with a business’s targeted audience and positions its brand as a trustworthy source. These experts adhere to strict ethical guidelines to guarantee that content is accurate and devoid of false information. Culturally competent translations reduce misunderstandings and possible backlash by facilitating efficient communication during emergencies or delicate topics. By providing precise and culturally relevant translations, business leaders improve the perception of their companies and fortify client connections with trustworthy and understandable messaging.

The Enduring Enterprise

The bulk of the world’s growth in population and economic activity in the foreseeable future will be generated in the developing world. This is precisely where enterprising families dominate, operating very differently from their peers in more stable and affluent nations. These businesses not only survive but actually thrive in turbulent times, enduring wars, lawlessness, market failures, environmental disasters and more. The world’s most advanced economies will increasingly experience these types of structural shocks and chronic uncertainties in the years ahead. Devin DeCiantis and Ivan Lansberg bring readers into the lives of families operating in emerging and frontier economies who rely on a unique portfolio of stabilizing strategies to create islands of trust, resilience and prosperity amidst persistent turmoil. Yet these tactics can also be deployed by any business coping with extended periods of volatility or building a more systematic approach to managing risk.

The Enduring Enterprise: How Family Businesses Thrive in Turbulent Conditions

Devin DeCiantis and Ivan Lansberg

PublicAffairs

The Next Dimension

$30

The Next Dimension: How to Use Augmented Reality For Business Growth In The Era of Spatial Computing, by Tom Emrich, explores the power of augmented reality to propel business strategy into the next wave of computing. Readers can learn how AR is reshaping the digital landscape, crafting a new marketing mix and evolving retail into a brand-new consumer experience. The book offers valuable insights on realizing success with AR across the marketing funnel to help readers activate and engage ‘Generation AR,’ and move beyond traditional ads with immersive campaigns that are co-created with their consumer. With real-world examples from brands like LEGO, BMW, Walmart, Gucci, Diageo, and more, this guide equips readers with everything they need to use AR technology for immediate and impactful results. The Next Dimension is more than a book; it’s the key to unlocking the digital frontier.

The Next Dimension: How to Use Augmented Reality For Business Growth In The Era of Spatial Computing

Tom Emrich

Wiley On shelves

The Way We Talk Around Here

$25.69

The unspoken rules and unquestioned assumptions that make up an organization’s culture are so well hidden that, once we become insiders, we stop noticing them. They’re just ‘the way we do things around here.’ But shared internal language — “the way we talk around here” — both reflects and sustains the unconscious patterns of thought, behavior and interaction that add up to culture. So, examining an organization’s language is a powerful and pragmatic way to shed light on its culture. Those who are responsible for guiding an organizational or team culture — or are trying to thrive within one — can find out how listening to language can help them map, understand and even inspire change within that culture.

The Way We Talk Around Here: How your organization’s culture shows up in your language and why it matters

Gill Ereaut

$21.94

Practical Inspiration Publishing On shelves and Online 188 pages

It’s important to be careful and sensitive to how questions are worded to extract the most accurate information from cultural groups to ensure market research data is meaningful for strategy development.

Steven Abernathy is a famed financial consultant, CEO of Abernathy Daley 401k Consultants, and the principal and chairman of the board at The Abernathy Group II Family Office. He previously held executive roles at Shearson American Express and Cowen & Co. Abernathy earned a Bachelor of Science as a pre-med student from Fordham University. abernathydaley401k.com

Employees’ Financial Future: A 401(k) Imperative

And their employers’ fiduciary responsibility

by Steven Abernathy

For many employers, managing a 401(k) plan has become another administrative task. Yet, as businesses seek to attract and retain top talent, the 401(k) plan holds untapped potential as a strategic tool for long-term workforce engagement and financial well-being. Unfortunately, employers are conducting fewer benchmarking audits of their retirement plans.

Companies need these audits to avoid violating their fiduciary duties under the Employee Retirement Income Security Act (ERISA). At the same time, employees are left with outdated and costly plans that undermine their financial security. This failure to conduct regular plan audits is an expensive oversight for businesses, potentially both legally and financially. But more importantly, it’s a missed opportunity to transform the 401(k) from a burden into a powerful asset.

THE IMPORTANCE OF BENCHMARKING AUDITS

A benchmarking audit is an independent evaluation that compares a company’s 401(k) plan to industry standards regarding fees, investment options and structure. These audits ensure the plan is competitively priced and complies with fiduciary standards, protecting the employer and employees.

In recent years, however, the frequency of these audits has declined. This is typically due to the following factors:

• Complexity: Benchmarking audits can be complex and time-consuming, often requiring specialized knowledge from outside expertise. This may deter smaller businesses or those with limited resources.

• Costs: Audits can be expensive, and businesses may be reluctant to incur these costs, especially if they believe their plan is performing well.

• Lack of Awareness: Some businesses may be unaware of the importance of benchmarking audits or the potential risks of not conducting them.

• Misconceptions: There may be misconceptions about the audit process, such as the belief that it is only necessary for more extensive plans or is needed only once.

This lapse exposes companies to potential legal action and diminishes their ability to offer employees a competitive, costeffective retirement plan. Failing to conduct a benchmarking audit can result in excessive fees, underperforming investment options and a workforce unprepared for retirement. For employees, the consequences are particularly stark — high-cost plans erode retirement savings, delaying employees’ ability to retire.

Many employees of varying demographics may not be aware of or see the value in investing in their retirement funds. In a recent survey, 4 out of 10 employee respondents said they don’t contribute any money to their 401(k) plan.

Low-income and young employees, in particular, may struggle to contribute to 401(k) plans due to essential living expenses, limited financial knowledge, and a short-term focus influenced by the complexity of savings and the allure of immediate gratification. This is why promoting the plan benefits is essential for employers, so they invest in team members while adhering to their fiduciary responsibilities. Under ERISA and the Department of Labor, employers are legally required to act in the best interest of their employees when managing retirement plans.

THE ROLE OF THIRD-PARTY ADVISORS

One reason for the decline in benchmarking audits is the growing complexity of retirement plan management and the increasing strain placed on HR departments. Many HR teams are stretched thin, balancing compliance, benefits and employee relations, leaving little time for the detailed analysis required to effectively audit 401(k) plans. This is where thirdparty advisors can make a critical difference.

Companies can ensure that their retirement plans remain competitive, compliant and cost-effective by engaging independent advisors to conduct annual benchmarking audits. These audits relieve the burden on HR teams, allowing them to focus on strategic initiatives while ensuring the company’s retirement plan supports long-term employee retention.

A CALL TO ACTION FOR BUSINESS LEADERS

Business leaders can impact their employees’ long-term financial security by investing in employee education and providing the necessary tools. By allocating the budget for educational materials, workshops and access to fiduciary plan advisors, employees will have the resources needed to make informed decisions about their retirement savings. Additionally, it’s essential to make these resources easily accessible to all employees, regardless of their role or level of experience.

Then, there’s the focus on adequately communicating the value of a retirement plan. By highlighting the long-term financial security a well-funded retirement plan can provide, leaders can motivate employees to participate and contribute regularly. Sharing real-life examples of employees who have achieved their retirement goals through the company’s strategy can inspire and encourage others.

Finally, business leaders should regularly review and improve their retirement plans. By monitoring the plan’s effectiveness and making necessary adjustments, employers can ensure it continues to meet employees’ needs. By committing to regular benchmarking, companies can lower costs, improve employee financial wellness and enhance their appeal to top talent.

Failing to benchmark retirement plans is more than a financial oversight; it could present a risk to fulfilling fiduciary responsibilities, exposing companies to legal risk. With only a fraction of companies regularly conducting benchmarking, many may unknowingly violate their fiduciary responsibilities, impacting employees’ retirement prospects.

EXPAND RANGE OF EMPLOYEE AI TRAINING

Those employers who are offering training to their employees report they are focusing on issues such as AI literacy (79%), data privacy (78%), confidentiality and protection of proprietary company information (76%) and ethical and responsible use of AI (72%). There are clear opportunities for organizations to expand the range of training topics.

How Employers Are Harnessing AI’s Value while Reining in the Risks

Developing employee policies around its use is critical

Melissa L. Shingles

Two years after the public debut of ChatGPT, the adoption of artificial intelligence by companies throughout North America continues apace. This increased use of AI in the corporate world has, in turn, spurred continuing conversations about AI’s utility and value in the workplace along with its potential risks.

Littler recently conducted its “2024 AI C-Suite Survey Report,” querying more than 330 C-suite executives about their perceptions of both generative and predictive AI. Those surveyed include chief executive officers, general counsel, chief human resources officers, chief operating officers and chief technology officers. The results show increasing acceptance of AI as well as an improved understanding that developing employee policies around its use is critical to harnessing the value of AI while reining in the risks for organizations.

EMPLOYERS ARE IMPLEMENTING A RANGE OF AI POLICIES, WITH FEW PROHIBITING AI USAGE ALTOGETHER

Of the executives surveyed, 44% report that their organizations have implemented specific policies for employee use of AI, with an additional 25% indicating they are in the process of establishing such a policy. Of the companies reporting that they have AI usage policies in place, 75% have mandatory policies while 23% simply offer guidelines. Only 3% of those with usage policies prohibit AI outright.

More than half (55%) of respondents say that employee use of generative AI is limited to approved tools, whereas 40% of executives report that their organization limits employee use to approved tasks. Certainly, monitoring and enforcement are easier on a tool-by-tool, rather than a per task, basis.

Melissa L. Shingles is a management-side labor and employment attorney in the Phoenix office of Littler Mendelson P.C. who represents and counsels employers of all sizes on a broad range of employment law matters, including in the rapidly developing area of artificial intelligence in the workplace. littler.com

AI POLICIES ARE ONLY AS GOOD AS THE ENFORCEMENT AND EDUCATION MEASURES THAT SUPPORT THEM

Of course, regardless of their subject matter, workplace policies do not enforce themselves. Employers report utilizing a range of methods to track and enforce their AI policies. The majority of respondents with generative AI policies (67%) indicate they are relying on expectation setting (e.g., establishing clear expectations and depending on employees to meet those expectations). A slightly smaller share (55%) utilize access controls to limit AI tools to certain employees. Other executives responded that they rely on employees to report violations (52%). Companies are also employing such methods as audits and reviews (43%); automated monitoring systems (38%), such as software to track generative AI use; and individualized check-ins (33%). Only 5% say they are not tracking compliance or enforcing their AI policies. Educating employees about AI usage policies and expectations is key to not only achieving buy-in and

adherence, but mitigating risks to employers as well. Surprisingly, however, only about a third of respondents (31%) report that their organizations offer such training. An additional 15% of executives say they are in the process of developing and rolling out training, 31% are considering it and 24% have no plans for training.

HOW CAN PHOENIX BUSINESSES HARNESS THE VALUE OF AI WHILE REINING IN THE RISKS?

As Littler’s latest survey shows, AI is continuing to take hold in the workplace as companies recognize its potential to increase efficiency and reduce workloads. Whether, and how, organizations adopt AI are weighty decisions that may depend on a range of factors, including a company’s size, industry and mission. As AI usage ramps up, however, so does AI-related litigation and legal risks to employers. Survey responses make clear that there is a growing awareness of these risks by organizations, and they are responding accordingly.

The takeaway for Phoenix employers is that there is a range of approaches to AI usage policies, from detailed handbook provisions to more generalized guidelines. Spelling out the requirements or expectations around AI — whatever they are — can not only help improve adherence among employees, but also mitigate risk and ease concerns as well. Indeed, there is still a fair amount of fear and uncertainty surrounding AI in the workplace being fed by dire predictions of worker replacement by this burgeoning technology. Corporate messaging about acceptable use of AI by both the organization and its employees can help to quell these concerns.

As with the development of any workplace policies, input from legal counsel can help ensure that AI usage provisions mitigate risk as intended. After all, AI in the workplace touches on a host of legal issues, including intellectual property, privacy, and employment law, as well as a multitude of new and proposed legislation. A well-designed approach to AI usage, to include clearly stated and vetted requirements, can help companies reduce AI-related risks while reaping its benefits.

Those employers who are offering training to their employees report they are focusing on issues such as AI literacy (79%), data privacy (78%), confidentiality and protection of proprietary company information (76%) and ethical and responsible use of AI (72%).

Tyler Butler, a trailblazer in ESG and corporate citizenship, has led Fortune 500 sustainability programs, contributed to two IPOs and founded Collaboration for Good. With degrees from ASU, Boston College and Cornell, she writes for top publications and serves as head of Public Affairs for Phoenix Rising FC. collaborationforgood.com

Amazon’s Community Commitment: Bringing Holiday Joy to Phoenix Children’s

Toyland is holiday magic

by Tyler Butler

Amazon’s impact reaches far beyond its massive logistics network, touching the lives of families and communities across the country. In Phoenix, Amazon’s partnership with Phoenix Children’s Hospital exemplifies this commitment, bringing much-needed holiday cheer to families facing the challenge of hospital stays during the season.

Each December, Phoenix Children’s Hospital transforms a room into “Toyland,” where families can select holiday gifts for their hospitalized children at no cost. This holiday event, made possible by Amazon’s support, gives parents one less thing to worry about. Tim Harrison, vice president of Corporate Partnerships & Special Events at Phoenix Children’s, captures the program’s significance: “Amazon has stepped up for us in a big way to make Toyland possible. If you have ever seen it, there are a lot of moving parts, and it takes a lot of resources to pull off. Not only donating toys, but by sponsoring this program, Amazon ensures that we can create this holiday magic for families at Phoenix Children’s.”

Toyland allows parents to focus on being with their children and enjoying precious moments rather than stressing over holiday logistics. “For families that have a child in the hospital during the holidays, they are dealing with enough,” Harrison explains. “Through Toyland, they don’t need to worry about how they are going to get presents to their kids. We couldn’t do it without the generosity of our community and Amazon’s partnership.” Each year, the program reaches more than 300 families, creating moments of joy and relief during the holiday season.

Amazon’s support for Phoenix Children’s Hospital is a core part of its local community investment strategy, but it represents just one facet of the company’s larger commitment to philanthropy. Through programs like Amazon Future Engineer, the company invests in STEM education for underserved students, opening doors to computer science education and building a tech-skilled

Amazon Giving by the Numbers

Amazon’s commitment to community impact and innovation goes beyond words, with its efforts quantified by impressive numbers. From supporting families at Phoenix Children’s Hospital to pioneering initiatives in education and environmental sustainability, these figures reflect Amazon’s far-reaching contributions. Here’s a snapshot of the impact Amazon is making through its philanthropic and corporate responsibility programs.

workforce of the future. On a national scale, Amazon has also launched significant environmental initiatives, such as The Climate Pledge, to achieve net-zero carbon emissions by 2040 — a full decade ahead of the Paris Agreement goals.

These initiatives create meaningful, local impact as well. Amazon’s investments in clean energy provide tangible benefits for communities, such as improved air quality and reduced carbon footprints, especially in areas like Arizona where environmental preservation efforts are critical. Additionally, programs like the Amazon Small Business Academy equip local businesses with tools to grow and compete, driving economic resilience in Arizona’s diverse communities.

Yet, it is initiatives like Toyland that reveal the heart of Amazon’s community engagement. The partnership with Phoenix Children’s Hospital allows the company to support families during times of stress, letting them focus on recovery and healing rather than the pressures of the holiday season.

“We couldn’t do it without Amazon’s generosity,” says Harrison, highlighting the company’s role in bringing comfort and joy to hundreds of families every year.

Through its commitment to local causes, Amazon demonstrates how large corporations can use their resources to foster real, lasting impact. Whether through large-scale environmental goals or holiday toy drives, Amazon’s dedication to community support in Phoenix shows a powerful model of corporate responsibility that extends well beyond business as usual.

Amazon amazon.com

• 300+ Families Served: Each year, more than 300 families benefit from Amazon’s Toyland partnership with Phoenix Children’s Hospital, receiving holiday gifts for young patients and their siblings at no cost.

• 2040 Climate Pledge Goal: Amazon has committed to reaching net-zero carbon emissions by 2040 — 10 years ahead of the Paris Agreement timeline.

• 100,000+ Small Businesses Supported: Through international initiatives like the Amazon Small Business Academy, Amazon provides tools and resources to help more than 100,000 small businesses thrive.

Amazon is one of the world’s largest corporate purchasers of renewable energy, with projects worldwide supporting The Climate Pledge.

• $100 Million in STEM Education: Since 2018, Amazon has invested more than $100 million nationwide in the Amazon Future Engineer program, providing resources, scholarships and internships to inspire and support students in pursuing STEM careers.

• 6,000 Toys Donated: In 2023, Amazon helped deliver approximately 6,000 toys to Phoenix Children’s Hospital, ensuring that every child had a gift during the holiday season.

• Renewable Energy Leader: Amazon is one of the world’s largest corporate purchasers of renewable energy, with projects worldwide supporting The Climate Pledge.

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.

Kamini Chavda is a technical designer at Gensler with experience in architecture, design and sustainability. Her work experience includes large-scale projects in hospitality, retail, labs and sciences, and residential.

Niepceron is a licensed architect at Gensler with expertise in mixed-use, retail centers and residential. gensler.com

The Future of Mixed-Use Communities in Phoenix

The 5 T’s are the new 5 C’s by

Kamini Chavda and Madeleine Niepceron

For more than a century, Arizona’s economy has heavily relied on the 5 C’s: copper, climate, citrus, cattle and cotton. Even today, the 5 C’s serve as defining elements of Greater Phoenix’s cultural identity. But Arizona’s capital and its surrounding metropolitan area have experienced remarkable growth in recent years; as a metropolitan area, Phoenix is one of the fastest growing in the U.S., with an increasing population, a thriving job market, major tech and manufacturing investments in infrastructure and real estate development. Phoenix is well-positioned for continued expansion, capitalizing on new technologies, sustainable practices and architectural innovation, particularly in the realm of mixed-use communities. As the metro area embraces this evolution, we, as architects and designers, also recognize the potential of the 5 T’s in Phoenix — transformation, tall buildings, transportation, technology and talents.

1. TRANSFORMATION

Transformation in Phoenix is imminent. With a continuous influx of leading-edge technology companies moving to the Valley, a new ecosystem is developing. Using design as a tool, Phoenix’s next challenge is to integrate workplace, industry, residential, commercial and recreational spaces to craft a more vibrant and interconnected urban environment. Smart urban planning practices will help optimize land use, reduce urban sprawl and create more walkable, bike-friendly and transitoriented communities. This transformation is also a great opportunity for adaptive reuse and conversions strategies toward a more sustainable future.

2. TALL BUILDINGS

While monolithic, office-focused downtown districts have become a thing of the past, tall buildings still are an amazing opportunity to redefine Phoenix’s living culture. With densified architecture, new and reimagined existing mixed-use projects — combining retail, entertainment, sports, housing and other lifestyle-oriented developments — will make the city more livable, sustainable and connected. With a growing preference for urban and vertical living, especially among younger generations who value the convenience and lifestyle associated with city life, tall buildings are an important aspect of the city’s metamorphosis. With the pace at which the Valley is expanding, suburban downtowns are also expected to evolve with mixeduse developments that will grow vertically, enhancing the quality of life while maintaining the charm and accessibility of suburban settings.

3. TRANSPORTATION

Phoenix has already established itself as a leader in transportation innovation. With the growing presence of Waymo, self-driving cars developed by Google, and even the

exploration of futuristic concepts like flying car technologies, Phoenix is constantly redefining urban mobility. Those innovations present architects and stakeholders with a unique opportunity to reimagine connectivity in Phoenix. Traditional notions of urban design can be reshaped to create dynamic, mixed-use spaces that truly cater to evolving mobility needs. By reducing reliance on personal cars, the 20-minute city is one step closer to becoming a reality in Phoenix

4. TECHNOLOGY

Arizona is undergoing a remarkable technology boom, with a lot of different startups, established legacy tech companies such as aerospace and semiconductors, and AI technology moving to the state. According to the Arizona Commerce Authority website, Arizona has made it to the top four in largest technology and innovation manufacturing employment. This surge has transformed the Phoenix into a dynamic hub, attracting talent and investment from around the world and propelling Arizona onto the global stage as a leading tech destination. Embracing sustainable practices will be critical to not only mitigate environmental impact but also foster long-term resilience and shape the trajectory of the continued growth in Arizona.

5. TALENTS

This oncoming wave of people will inherit a world shaped by rapid technological advancement, evolving urban living standards and non-negotiable sustainable practices. In Phoenix, we need to collaborate with the city, community stakeholders, engineers, planners and experts, to create a city that incubates and provides mentorship to local businesses, entrepreneurs, startups, etc. while supporting the changing needs of the next generation of residents. We can use design as a tool to develop strategies not only to attract but also to retain talent from the thousands of students annually graduating in Arizona.

As Phoenix continues to transform, the convergence of the “5 T’s” — transformation, tall buildings, transportation, technology and talents — holds immense promise for the city’s evolution. By embracing innovative practices in urban design, sustainable infrastructure and talent development, Phoenix is poised to redefine what a 21st century metropolis can achieve. The future of this desert oasis lies in its ability to harmonize technological progress, livability and environmental stewardship — creating a model for other fast-growing cities to follow. The path forward will hold both challenges and immense opportunities for the future of Phoenix’s next chapter.

With the pace at which the Valley is expanding, suburban downtowns are also expected to evolve with mixed-use developments that will grow vertically, enhancing the quality of life while maintaining the charm and accessibility of suburban settings.

Madeleine

Reimagining legal education

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

Surviving Organizational Change in a Turbulent World

Turning challenges into opportunities for growth

by Bruce Weber

If there is one thing that remains constant, it’s change! In today’s volatile global environment, businesses face the pressure to evolve and adapt quickly to survive. Political and economic fluctuations, technological advances, social change and environmental challenges create a turbulent landscape in which organizations must learn to navigate change effectively. Surviving organizational change requires both strategic insight and strong leadership that can guide teams through uncertainty and transition. This article outlines some of the key strategies organizations can adopt to stay resilient and succeed amid transformation.

EMBRACE A CULTURE OF AGILITY

One of the essential elements of surviving in a turbulent world is cultivating a culture of agility. Organizations that foster adaptability in their workforce can respond more quickly to external changes, whether driven by market demands, customer preferences or regulatory shifts. An agile culture allows employees to shift focus and adjust their priorities based on changing conditions. This agility is typically underpinned by a mindset of continuous learning, where teams are encouraged to acquire new skills and knowledge regularly.

A culture of agility also requires organizations to empower their employees. When employees have the autonomy to make decisions, experiment and propose new ideas, they feel a greater sense of ownership and investment in the company’s future. This empowerment reduces resistance to change and fosters a workforce that is more resilient in the face of uncertainty.

DEVELOP STRONG AND TRANSPARENT LEADERSHIP

Leadership plays a crucial role in guiding organizations through change. Leaders who communicate openly, transparently and regularly can significantly reduce anxiety and confusion within their teams. Employees look to their leaders for direction and reassurance during times of transition. Leaders who acknowledge both the challenges and opportunities of change help employees feel grounded, even when the future seems uncertain.

Moreover, effective leaders provide a vision that keeps teams focused on long-term goals, rather than getting lost in immediate obstacles. By sharing this vision, leaders create alignment within the organization, ensuring that every department, team and individual is working toward the same purpose. This shared direction is especially important when navigating turbulent times, as it helps employees understand how their roles contribute to the organization’s overarching strategy.

INVEST IN EMPLOYEE WELL-BEING AND DEVELOPMENT

Organizational change can be demanding and stressful for employees. Investing in employee well-being during these

“Once a year, go someplace you have never been before.” —Dalai Lama

times is helpful for maintaining morale and productivity. Organizations that prioritize mental health, offer flexible work options and create opportunities for growth will have a workforce that is better equipped to handle change. Wellbeing programs can range from providing mental health support to organizing team-building activities that encourage collaboration and communication.

In addition to well-being, continuous development programs can help employees keep pace with change. Offering training sessions, workshops and mentorship opportunities gives employees the skills they need to thrive, both personally and professionally. By investing in their growth, organizations show employees that they are valued, increasing their engagement and commitment even amid challenging transitions.

CREATE A FEEDBACK LOOP

A successful change strategy requires constant feedback. Organizations should actively seek input from employees at all levels to understand how change is impacting them and to identify areas for improvement. Regular surveys, feedback sessions and one-on-one check-ins provide valuable insights into employee sentiment and operational effectiveness. This feedback loop enables leaders to adjust change initiatives, ensuring that they stay relevant and effective.

Listening to employees not only helps organizations make informed decisions but also gives employees a voice in the change process. When people feel heard, they are more likely to support the changes being implemented. This sense of inclusion can be a powerful motivator, fostering an environment where employees feel like valued participants in the organization’s evolution.

HARNESS TECHNOLOGY FOR BETTER DECISION-MAKING

In a fast-paced, data-driven world, technology can be a powerful ally for organizations navigating change. Advanced analytics, artificial intelligence and cloud computing can provide valuable insights that support decision-making. For example, data analytics can help organizations identify market trends, measure performance and evaluate the success of change initiatives in real time. This data-driven approach allows leaders to make more informed decisions quickly, helping them pivot as needed when new challenges arise.

Leveraging technology can also improve communication within the organization. Platforms for virtual collaboration and project management streamline workflows and keep employees connected, even if they are working remotely. These tools help maintain productivity and alignment, making it easier to implement changes effectively.

When organizations embrace these strategies, change becomes not just a challenge to overcome but an opportunity for growth, innovation and sustained success.

2025 BMW iX All-Electric SUV

Prolific power and instant torque: the iX is an electric trailblazer designed to deliver action-packed adventures and inspiring performance.

The most aerodynamic SUV built by BMW, the iX slices out a drag coefficient of just 0.25 Cd. And with the battery module positioned for a low center of gravity, drivers are in for exceptional handling.

This is a luxuriously crafted space designed around passenger needs, and the possibilities are endless: for relaxation, entertainment and love of the drive. From the available open-pore wood finish and exquisite glass controls, true luxurious craftsmanship is evident in every element of the iX. Passengers will sink into comfortable seats clad in a choice of luxurious upholstery — available in sustainable materials like vegetable tanned leather.

Drivers can create their own SPORT, EFFICIENT and PERSONAL driving environments with My Modes. This allows them to customize every facet of the experience — including

performance settings, display configurations and an interplay of color and ambience in the cabin.

BMW Charging is a comprehensive charging program for BMW electrified vehicles that offers tailored solutions for both home and public charging. With the My BMW App, drivers can access the six largest public charging networks, including Electrify America’s vast DC Fast Charging network and the nationwide networks of Shell Recharge, EVgo, ChargePoint, Blink and EV Connect, with no need for multiple charging apps or contracts.

The BMW iX represents a new futuristic stance. With an intelligent kidney grille, aerodynamic enhancements and expansive size, this all-electric SUV exudes daring, innovative style from the inside out. Slim twin headlights are an electric eye-catcher. The bold-looking front kidney grille doubles as an intelligence panel with sensor technology. Dynamic rear design is complete with slim rear taillights, drag-reducing rear diffuser, and rear-view camera integrated into the BMW roundel.

The iX features up to 22-inch aerodynamic wheel designs, integrated flush door handles and frameless windows — a silhouette ready to take on the new electric era. Drivers can enjoy the iX’s minimalist, thoughtful interior details — from multiple device charging ports to convenient trays for work or entertainment on the go.

The iX transforms what we think of as the future of driving intelligence. —Mike Hunter

BMW bmwusa.com

Calendar Fun for a Serious Cause

Local and special for this holiday season: Fastcasual chicken restaurant Birdcall has partnered with Stop Our Stigma to create a fun calendar featuring the Mesa Fire Department and Cooper the Chicken. “Given that Stop Our Stigma is a nonprofit committed to reducing the suicide rate among first responders in Arizona, they wanted to showcase the ‘human side’ of firefighters and help break the stigma surrounding mental health,” explains a Birdcall spokesperson. Not your typical firefighter calendar, this one follows a day in the life of Mesa Fire

Department firefighters and Cooper (Birdcall’s favorite chicken). Each month lists special promos and coupon codes for online ordering and highlights relevant mental health holidays. The calendar is available through the end of the year at all Arizona Birdcall locations (Scottsdale, Phoenix and San Tan Village), with $10 of each calendar sold donated back to Stop Our Stigma.

Mike Hunter

$15

eatbirdcall.com • stopourstigma.org

Complimentary Energy 2025 BMW iX drivers will enjoy complimentary charging with Electrify America for two years or 1,000 kWh, whichever comes first. 1,000 kWh is an estimated 3,000 miles of driving based on average EPA values of i4, i5 and iX model variants. And, thanks to instant authentication via the Plug and Charge function at Electrify America stations, drivers can simply plug in their vehicle and walk

THE GREEK PACCHERI BOLOGNESE

Beef ragu slow-simmered with San Marzano tomatoes, mirepoix and rosemary, tossed with fresh paccheri pasta and topped with parmigiano Reggiano

$23

BRAISED SHORT RIB

Eight-hour slowcooked short rib paired with roasted carrots and cipollini onions topped with a red wine demi-glaze served over creamy polenta

$32

MARINO’S BURGER

Grilled half-pound blended cut patty topped with caramelized onion, aged white cheddar, butter lettuce, tomato and a special sauce, served between toasted brioche buns

$18

Marino's: Italian for Comfort

by RaeAnne Marsh

At Marino’s, it’s all about the pasta. Well, it’s also all about the cheesy garlic bread, and the pizza, and the salads, and the … For a small restaurant, there’s a lot that it’s all about.

Of course, it starts with the ambience — the comfortable welcome Marino’s offers guests as they walk through the courtyard patio and into the dining room. Open and airy, evoking al fresco dining even inside with a canopy of vinecovered trellises, strategically placed mirrors amplifying the greenery without letting it overpower the space, and Arizona’s famous indoor-outdoor design style reinforced by the vinepatterned wallpaper.

Owner Ron Marino explains he and his wife did more than plan the décor when they opened a year ago — they had an opportunity unusual in second-generation mall space to effect a floor-up renovation, as the space was never previously a restaurant. A key aspect of their planning is bookending the restaurant with the bar at one side and the exhibition kitchen at the opposite side. “No one is ever out of the action,” Marino notes.

It’s a fully scratch kitchen, and the cheesy garlic bread is one of its great accomplishments. This small loaf of focaccia is stuffed with mozzarella that melts all through it, making it soft inside but crusty on top. Add to the decadence by spreading it with the accompanying marinara or truffle honey ricotta.

Among the salads is the Roasted Candied Beets, a flavorful combination of red and yellow beets, avocado, arugula and goat cheese, served with a creamy vinaigrette and a dusting of crushed pistachios. Salmon is among options for adding protein, served with a seared “crust” and tender inside.

La Casa Alfredo is among the most popular pasta dishes. This is made with tagliatelle pasta and a smooth, creamy alfredo sauce with shaved Parmesan cheese. Sausage is one of the choices for adding protein. Another popular pasta dish is Short Rib Ravioli, ravioli filled with cheese and shredded short rib that’s been simmered for 48 hours, served with a port wine reduction and porcini cream sauce.

Pizzas show some seasonal variation. For instance, The Greek was added for the fall menu as eggplant came into season; this pizza’s toppings also include Kalamata olives and feta cheese.

Sandwiches are notable on the lunch menu (and are absent from the dinner menu that, instead, features a few larger entrée items whose longer preparation times make them less appropriate for a lunch menu). These range from meatball to chicken parm, and, of course, a hamburger a la Marino style (pictured on this page).

No self-respecting Italian restaurant would be without its tiramisu to end a meal on a sweet note, but Marino’s is especially sweet and notable, built on super-moist lady fingers and served with honeycomb.

Marino’s Italian Kitchen and Bar Desert Ridge Marketplace 21001 N. Tatum Blvd., Phoenix (480) 247-8660 marinositaliankitchenandbar.com

The restaurant experiences a daily metamorphosis, as its daytime laid-back ambience becomes much more electric after dark.

Photos courtesy of Marino’s Italian Kitchen and Bar

About ASBA

The Arizona Small Business Association (ASBA), is a nonprofit 501(c)(6) membership organization that serves as the nonpartisan advocate and resource-hub for all Arizona small businesses. What started as a small group of businessmen who organized to combine resources has grown into one of the largest trade associations, serving businesses from all corners of the state.

Today, ASBA is a passionate supporter and representative of the diverse businesses who make up our membership. Dedicated to delivering innovative entrepreneurs the resources required to grow and thrive in an ever-changing marketplace, ASBA offers relevant education, mentoring, networking, advocacy programs, and member benefits that equip your business with all the tools to succeed.

Regardless of your business size or industry, whether you have one employee or 500 employees, operate in retail or technology or any trade inbetween, an ASBA membership means your voice is heard and your best interests are protected.

Find ASBA on:

Facebook: @AZSmallBIZ

Twitter: @asba

Facebook: @azsmallbiz

LinkedIn: @Arizona Small Business Association - ASBA

Instagram: @azsmallbiz

Central Arizona

11811 N. Tatum Blvd., Suite P-195 Phoenix, AZ 85028

p. 602.306.4000

www.asba.com

© 2024 ASBA. A publication of the Arizona Small Business Association. For more information or to join ASBA, please contact us at www.asba.com. Section designed by the Arizona Small Business Association.

Trucking One Stop: Arizona’s Ultimate Trucking Resource

by Kaila Hammonds, Arizona Small Business Association

The trucking industry faces a growing challenge that could ripple across the U.S. economy. With an 80,000-driver shortage — expected to double to 160,000 by 2030 — the demand for goods is climbing while the workforce responsible for delivering them is shrinking. Strict medical regulations, including vision and blood pressure checks, make it difficult for older drivers to stay on the road. Although the average age of truck drivers is 46 — six years higher than the overall U.S. workforce — it underscores the urgent need to attract younger workers to replace the aging workforce. Additionally, the industry’s lack of diversity presents a clear opportunity for growth, as 93% of drivers are men and 73% identify as white. By tapping into underrepresented talent pools, the industry can both fill vacancies and drive innovation.

The complex, confusing entry requirements also deter aspiring drivers. Many believe that obtaining a Commercial Driver’s License (CDL) qualifies them for specialized roles, only to find that additional credentials and experience are required. Without clear guidance on advancing their careers, potential drivers often abandon the idea.

That’s where Trucking One Stop comes in — an innovative platform developed by the Arizona Small Business Association in partnership with the Arizona Commerce Authority. This innovative resource simplifies the entry process for interested drivers and offers accessible information for both new and seasoned drivers. Whether navigating Arizona’s specific regulations, understanding financial planning or

exploring job opportunities, Trucking One Stop provides comprehensive support for every stage of a driver’s career.

What sets Trucking One Stop apart is its AI-powered Trucking Assistant, which offers personalized guidance, helping drivers tackle challenges as they enter or advance in the industry. The platform’s rich library of resources also provides practical advice on everything from business development to career planning, ensuring drivers are equipped to succeed.

This initiative comes at a pivotal time. By centralizing information and offering clear pathways to obtaining the necessary credentials, Trucking One Stop addresses the driver shortage and opens doors to underrepresented groups. Although trucking is often overlooked by young people, drivers as young as 18 can work within state limits, highlighting an untapped potential to introduce trucking as a rewarding career path.

For companies, employers and training providers interested in shaping the future of trucking, Trucking One Stop offers a chance to collaborate in building a stronger, more diverse workforce. By promoting diversity, reducing confusion, and offering ongoing career support, this platform is positioned to grow Arizona’s trucking community.

We welcome you to get involved. Contact Trucking One Stop at truckingonestop.com or through the ASBA website at www.asba.com.

Kaila Hammonds is the programs manager at Arizona Small Business Association.

Year-End Insurance Considerations for Small Business Owners

by Katy Rosecrans, SHRM-CP

As the year winds down, the fourth quarter brings not only the busy holiday season but, for business owners, busy year-end tasks.

If you offer health insurance coverage to your employees, you’re likely going through your annual open enrollment process and preparing for 2025 changes. Below, find a few things to be aware of as you work through these year-end tasks and prepare for 2025 — and remember, insurance can be overwhelming at times, so reach out to your broker if you need help.

Your Applicable Large Employer (ALE) Status for 2025: The Affordable Care Act (ACA) employer mandate rules apply only to ALEs, which are employers with 50 or more full-time employees (including full-time equivalent) on business days during the preceding calendar year. Employers determine each year, based on their current number of employees, whether they will be considered an ALE for the following year.

ACA Affordability: The ACA requires ALEs to offer affordable, minimum-value health insurance coverage to their full-time employees or risk paying a penalty to the IRS. In 2025, the affordability percentage is going up slightly to 9.02% from 8.39% in 2024.

Reporting Deadlines: Is your company subject to ACA reporting under Code Sections 6055 or 6056? If so, the following deadlines would apply to you:

• March 3, 2025: Individual statements for 2024 must be furnished to employees by this date. An alternative method of furnishing form 1095-B is available.

• March 31, 2025: Electronic IRS returns for 2024 must be filed by this date.

If you have any questions about these deadlines, please consult with your broker, or reach out to me.

Flex Spending Accounts (FSAs): The annual maximum plan contribution limit for FSAs is projected to increase from $3,200 to $3,300 in 2025. The FSA maximum rollover limit is also projected to increase from $640 to $660 in 2025.

Health Reimbursement Arrangements (HRAs): For 2025, the maximum contribution for excepted benefit HRAs is $2,150.

Health Savings Accounts (HSAs): The HSA contribution limit for 2025 is $4,300 for self-only coverage and $8,550 for family coverage. Those 55 and older can contribute an additional $1,000 as a catch-up contribution.

Legal Notices: There are many notices that you need to provide to employees throughout the year. These include — but are not limited to — Summary of Benefits Coverage (SBCs), Medicare Part D, annual CHIP notice, initial COBRA notice, HIPAA notices and WHCRA notices.

A great resource for small businesses is the “Employee Benefits for Small Businesses” Business Toolkit. Please feel free to reach out and I would be happy to provide one to you.

Happy year-end!

Katy Rosecrans, SHRM-CP Employee Benefits Advisor

Insurance

The Corporate Transparency Act

by Seema Patel

When people hear about the “Corporate Transparency Act,” the first two questions tend to be “What is that?” and “What do I have to do?”

What is it? The Corporate Transparency Act became effective on January 1, 2024. Under this law, all required companies are subject to new reporting requirements. Specifically, private companies that meet the CTA criteria of a “Reporting Company” must file informational reports with the Department of the Treasury’s Financial Crimes Enforcement Network (“FinCEN”). These reports must disclose the Reporting Company’s beneficial owners — i.e., the individuals who ultimately own or control the corporation, limited liability company, limited partnership or similar entity, whether through ownership of equity or through management authority. Reporting Companies will report their beneficial ownership information through a new federal government online portal called the “Beneficial Ownership Secure System.”

Reporting Companies created prior to January 1, 2024, have until December 31, 2024, to comply by filing initial reports. Reporting Companies created on or after January 1, 2024, must file their initial reports within 90 days following receipt of their creation or registration documents. Failure to comply with the CTA can result in a $500-perday penalty (up to $10,000) and possible criminal penalties.

There is continuing litigation challenging the constitutionality of the CTA. As of now, the CTA remains in effect and Reporting Companies are required to comply and file beneficial ownership reports.

So, what do you have to do? If you own a 25% or greater interest in, or have any management authority over, any entity formed in or authorized to do business in the U.S., your first step is to determine if the company is a Reporting Company. You can find a list of the

exemptions here: https://www.fincen.gov/boi. If your entity does not meet any of the exemptions, it is a Reporting Company. From there, you will need to gather the following information:

1. The entity name, address and EIN;

2. If any owner has a FinCEN ID, have that handy. This allows you to simply input the ID into the Beneficial Owner report, instead of the information required below;

3. For each beneficial owner, their (i) name, (ii) date of birth, (iii) address, (iv) identifying number (either driver’s license number, government ID number or passport number), and (v) a photo of the front and back of the driver’s license, government ID or passport; and

4. For entities created after January 1, 2024, the company applicant (if different from the beneficial owners), i.e., the person who formed the entity for you (often your counsel if you are represented).

Once you gather the above information, you are ready to file using the same link above. Note that it is a “click through” filing, so having all the information and documents readily available before you start the report ensures the smoothest process. While you can prepare and file these reports on your own, if you would like assistance or have questions, the “FAQ’s” on FinCEN’s website is a helpful start. We also recommend reaching out to your accountant, tax advisor, or attorney, as many of these offices are offering filing services for their clients.

Seema Patel is an attorney at May Potenza Baran & Gillespie (www.maypotenza.com).

ElevateEdAZ: Bridging Education and Workforce through Work-Based Learning

ElevateEdAZ, the education initiative of the Greater Phoenix Chamber Foundation, has prepared Arizona students for college and career success since its launch in 2020. By fostering stronger alignment between education, business and the community, ElevateEdAZ partners with companies in high-demand, highwage industries to provide students with work-based learning opportunities such as job shadows, internships and more. With 21 participating schools and more than 170 business partners, and College and Career Coaches on each campus, ElevateEdAZ connects students in career and technical education (CTE) programs with local businesses, guiding students toward these life-changing opportunities and making a significant impact on the local workforce.

Understanding Work-Based Learning

Work-based learning (WBL) encompasses a range of experiential opportunities designed to equip students with practical skills and insights relevant to their career interests. WBL opportunities include internships, where students gain hands-on experience within a business; job shadows, which allow them to observe professionals

in their work environment; and guest-speaker events, where industry experts share their knowledge and experiences. Additionally, career fairs and professionalism workshops also help students develop essential networking and résumé-building skills. ElevateEdAZ partners with schools and businesses to offer these experiences to students. By providing these opportunities, students can build upon their skills and feel more comfortable pursuing education and career pathways after high school.

Small Business Participation in WBL

In today’s competitive landscape, small businesses face unique challenges. One effective solution is to engage in WBL opportunities. These programs not only benefit students, but also provide significant advantages for your business.

Fostering Fresh Perspectives: Engaging with students brings new ideas and energy to your business. A study by the National Association of Colleges and Employers found that 83% of employers believe interns bring a fresh perspective to the workplace. Students often have a keen understanding of emerging trends and consumer

behaviors, helping businesses remain competitive and responsive to market changes.

Creating a Positive Work Culture: Involving students in your business can also contribute to a positive workplace culture. According to a study by Deloitte, companies that prioritize workplace learning experiences have a 14% increase in employee engagement. Mentoring students fosters a culture of continuous learning within your organization, enhancing your existing workforce and promoting collaboration and innovation.

Strengthening the Talent Pipeline: Engaging in WBL experiences also helps small businesses strengthen the local talent pipeline by identifying and nurturing emerging talent. Research shows that former interns have a 30% higher retention rate than new hires and are 25% more likely to be hired full-time after their internships (National Association of Colleges and Employers). This proactive approach not only provides students with valuable experience but also cultivates future employees who are already familiar with your operations and culture.

When businesses invest in high school students, they invest in the future of our local workforce. By equipping them with the skills and knowledge needed to succeed, they enter the job market as reliable and sustainable talent.

Small Business Triumph:

Chem Baddie Cosmetics

Chem Baddie Cosmetics is a local, woman-owned, small business here in the Valley focused on providing vegan cosmetics with high-quality ingredients. Chem Baddie Cosmetics hosted an intern for the first time this fall through the ElevateEdAZ initiative.

“This experience has been incredibly rewarding,” said Chantal Navratil, CEO of Chem Baddie Cosmetics. “Our organization has not only enhanced mentorship opportunities, but also gained valuable insights into internships from a student’s perspective.”

She continued, “Our intern demonstrated her creativity through social media posts, and her time with us inspired her to pursue her own cosmetics brand one day, which was inspiring to hear. Hosting an intern has been eye-opening and reinforced the importance of hands-on experience and the profound impact that guided support can have on emerging professionals.”

Conclusion

Participating in WBL opportunities for high school students offers numerous benefits for small businesses. Success stories like Chem Baddie Cosmetics highlight the transformative impact of these partnerships. If you are an Arizona business interested in learning more about how you can be involved with ElevateEdAZ, please contact our Business Partnerships Team through our website elevateedaz.com or fill out the form at https://share.hsforms.com/ 1sOJwKZptQe6u8bM_1SzWgAd62k9 to sign up for opportunities.

References: Office of Advocacy. “Small Business Profile.” National Association of Colleges and Employers. “Internship and Co-op Survey.” Deloitte. “2019 Global Human Capital Trends.”

ASBA STAFF

Debbie Hann Interim Chief Executive Officer

Robin Duncan Senior Vice President of Business Development

Emma Piazza Senior Vice President of Programs

Katherine Dunphy Marketing Director

Kaila Hammonds Programs Manager

Hannah White Special Projects Manager

Denene Nolder Member Services and Administrative Coordinator

BOARD OF DIRECTORS

Frank L. Divers | Board Chair Founder & CEO - Business Development Specialists, Inc.

John Lewis | Vice Chair SVP – Regional Commercial Manager, National Bank of Arizona

Genia Kehayes | Former Chair VP: Finance & Administration - Experience Scottsdale

James Chakires | Treasurer Managing Partner - Apex CPAs & Consultants, Inc

Sandra Barton | Secretary Senior Director - Alliance Bank of Arizona

Rick Murray | Public Policy Chair President & CEO - Arizona Chapter National Safety Council

John Tucker | Board Development Director - Strategic Energy Management, Salt River Project (SRP)

Darius Green | Event Chair Co-Founder, Partner, Associate BrokerKeyser

Eric Knott | Member-at-Large Founder & CEO - FinePoint HR

Patrick J. Van Zanen Attorney - Sacks Tierney P.A.

Brian King Founder/Board Member - Kenway Consulting

Jerry Bustamante Manager, Community Relations - Hudbay Minerals

Jim Rounds President/CEO - Rounds Consulting Group

J. Randle House Owner/Founder - Metier Pharmacy Co

Tom Barrett President & CEO - Verus Analytics

Denise Seomin Owner - DS Freelance Public Relations

The Power of Mediation for Resolving Business Disputes

by Yamilee Jeudy

As a business owner or entrepreneur, you may find conflicts and disputes an inevitable part of doing business. Whether it is a disagreement with a vendor, customer or even a business partner, these conflicts can quickly escalate and damage valuable relationships if not resolved properly. This is where mediation can be an invaluable tool in your arsenal.

What Is Mediation?

Mediation is an informal negotiation process assisted by an impartial third party (the mediator), who helps the disputing parties find their own mutually acceptable solutions. Unlike litigation or arbitration, mediation is typically non-binding, and the mediator has no authority to impose a decision. Instead, their role is to facilitate communication, identify interests and guide the parties toward a resolution they can both agree on.

A willingness of all parties to work together collaboratively will greatly influence the likelihood of a successful mediation outcome.

Tips for a Successful Mediation

Identify your goals. A dispute is a disagreement over specific issues, while a conflict involves a breakdown in the relationship itself. Mediation can help resolve both disputes and conflicts, but it is important that you identify the nature of the contention in your preparation. Your plan should address the appropriate goals for the mediation — issue resolution, relationship reconciliation or both. Identify your non-negotiables. Remember to distinguish between the elements that are absolutely essential to you to reach

resolution and those that are negotiable. This will help you stay focused and be more creative in finding solutions. Additionally, ensure that you gather all the relevant materials you will need in order to have all the necessary information to make informed decisions about potential resolutions.

Keep your emotions in check. Keep in mind that disputes and conflicts can be emotionally charged. The purpose of this process is to come together with the other party to reach a mutually agreeable outcome, so try to work through any negative emotions beforehand so they do not become obstacles during mediation.

Be willing to compromise. Ultimately, the key to a successful mediation is the willingness of all parties to collaborate and find a resolution that addresses everyone’s core interests. No settlement can be reached without mutual consent, so it is crucial to prepare beforehand, and approach a mediation session with an open mind and a commitment to finding a “win-win” solution.

Mediation is a great tool for entrepreneurs and business owners seeking to increase the likelihood of preserving valuable business relationships after a breakdown occurs, and it offers the parties an efficient and cost-effective alternative to dispute resolution and continued growth. The American Arbitration Association (AAA) offers dedicated mediation services to best meet your specific mediation needs, and our National Roster of Mediators is comprised of industry leaders and experts. For more information on the AAA’s mediation services, please visit us at adr.org/Mediation

Yamilee Jeudy is with the American Arbitration Association (adr.org).

Abernathy, Steven, 48

Barnard, Michael, 30

Brown, Dave, 9

Butler, Tyler, 52

Camacho, Chris, 31

Caracciolo, Ryan, 15

Caradonna, Patty, 26

Cardenas, Gaby, 46

Chavda, Kamini, 54

Christina Johnson, 17 Collins, Christopher, 32 Crow, Jon, 24 Crow, Laura, 24 Crow, Michael, 33

Abernathy Caley 401k Consultants, 48

Ad Chariot, 15

AgTechLogic, 14

Alliance Bank of Arizona, 7

American Arbitration Association, 64

American Red Cross of Arizona and New Mexico, 3, 42

Arizona Commerce Authority, 20, 21

Arizona Community Foundation, 53

Arizona Financial Credit Union, 5, 36

Arizona Party Bike, 10

Arizona Small Business Association, 59

Arizona State University Sandra Day O’Connor College of Law, 55

Arizona State University, 20, 22, 33

AV Concepts, 67

AZ Green Commercial Cleaning, 24

Bell Insurance, 60

Better Business Bureau

Serving Pacific Southwest, 7, 34

Birdcall, 57

Blue Cross Blue Shield of Arizona, 25

BMW, 57

Cohen Asset Management, 17

Colibri Collective, The, 46

Collaboration for Good, 52

Common Ground Culinary, 32

DeCiantis, Devin, 47

Emrich, Tom, 47

Ereaut, Gill, 47

Fehling, Matt, 34 Gray, Richard, 35

Grudzinski, Randy, 10

Hammonds, Kaila, 59

Hysell, Amy, 36 Jenkins, Scott, 37

Jeudy, Yamilee, 64 Jones, Michael, 38

Knudson, Brooke, 14

Lansberg, Ivan, 47 Leon, Tomas, 39

Concord Wilshire Capital, 18

Copa Health, 11, 41 Cox, 14

DB Trucks, 12

Deca Technologies, 43

Delta Dental of Arizona, 38

Diversified Partners, 18

d’Lite Healthy On The Go, 14

Dorsey + Whitney, 13, 37

Empire Group of Companies, 10

Equality Health Foundation, 39

Equality Health, 68

Evergreen Devco, Inc., 17 Factor, 14

Gensler, 49, 54

Goodwill of Central and Northern Arizona, 19, 44

Greater Phoenix Economic Council, 31

HelloFresh, 14

Hines, 18

HonorHealth, 14 Intel, 26

Jani-King Southwest, 14

Jive, 8

Kiterocket, 23

Lincoln Property Company, 17

Littler Mendelson P.C., 50

M Culinary Concepts, 16

Mackay, Christine, 18

Marino, Ron, 58

Mayer, Robert, 10

Maxwell, Brandon, 16

McDonald, Stuart, 22

Mooney, Matt, 40

Najafi-Piper, Shar, 41

Niepceron, Madeleine, 54

O’Brien, Ann, 18

Olivo, Edgar, 42

Olson, Tim, 43

Priebe, Jay, 14

Pritchett, Jason, 15

Rosencrans, Katy, 60

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

Scott, Keri, 18

Shingles, Melissa L., 50

Smith, Nick, 26

Steingard, Scott, 14

Stone, Mona, 44

Tusa, David P., 24

VanFleet, Sara, 12

VanVleet,Vincent, 45

Walenciak, Kellie, 66

Weber, Bruce, 56

Yates-Woods, Whitney, 10

Marino’s Italian Kitchen and Bar, 58

Mayo Clinic in Arizona, 35

MD Home Health, 24

Mesa Fire Department, 57

My Doctor Brand, 15 Optum, 14

Parkway, 40

Phoenix Symphony, The, 49 Polestar Scottsdale, 2

Private Label International, 17

PROSHRED Arizona, 26

ProTech Detailing, 27

Rosendin Foundation, 14

Stearns Bank, 8

Stop Our Stigma, 57

Sun State Builders, 17

Sunbelt Holdings, 27

Taiwan Semiconductor Manufacturing Company, 20 Taseko Mines, 22 Televerde, 66

The Phoenix Theatre Company, 30, 45 Tiffany & Bosco P.A., 51

TLG Investments Partners, 18 University of Arizona, 20 Valley Leadership, 9 Weber Group, 56 WebPT, 26

Yates Buick GMC, 10

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EMPATHY: A COMPETITIVE ADVANTAGE

• A 2021 study by Catalyst found that empathetic leaders increase workplace innovation by 61% and employee engagement by 76%.

• Empathy fosters trust, loyalty, and productivity — traits that are becoming essential in retaining top talent in a rapidly evolving job market.

Dear Leaders: A Candid Note on Performative Empathy

And the value of authentic commitment

by Kellie Walenciak

In a recent Washington Post article, George F. Will wrote about the supposed downfall of ESG (Environmental, Social and Governance) and DEI (Diversity, Equity and Inclusion) in corporate America. While I disagree with Will’s stance that ESG and DEI are bad for business, what struck me most was the lack of empathy in his message. It almost felt like he was celebrating this pullback. Deriding policies that uplift vulnerable groups and protect communities is misguided. His article underscores a broader disconnect between what corporate leaders say and what they actually do.

Empathy is often championed as a key leadership trait. Yet, too often, leaders extol its virtues while making decisions that lack genuine understanding or compassion for their employees. Performative empathy — a superficial display of concern without meaningful action — undermines trust and fails to meet what employees really need from their leaders.

EMPATHY IN DECLINE

Companies that once embraced ESG and DEI are now pulling back when faced with the tough decisions these initiatives require. Ford Motor Company, for example, has stopped participating in external culture surveys like the Human Rights Campaign’s Corporate Equality Index, despite previously earning a perfect score. Similarly, Toyota is scaling back sponsorship of LGBTQ+ events and other community efforts. These pullbacks suggest these initiatives were reactive measures, never truly embedded in company culture. When short-term financial interests clash with these values, they’re the first to be abandoned, revealing a lack of authentic commitment.

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

Consider Amazon’s recent return-to-office (RTO) mandate. Such decisions are often made in corporate boardrooms, far removed from the realities of the workforce. This top-down approach, without genuine dialogue, highlights the growing disconnect between leadership and employees. Amazon’s push for in-person work is viewed by many as a veiled attempt to reduce headcount, demonstrating that employees are still treated as numbers rather than human beings with unique needs. It’s a troubling move for a company that strives to be “Earth’s best employer.” Unsurprisingly, many employees are now seeking more empathetic workplaces that listen, adapt and respect their needs.

WHY EMPATHY MATTERS

What employees want from their leaders isn’t complicated — they want to be heard, respected and valued. A Gallup study shows that companies with engaged employees experience 23% greater profitability, 81% less absenteeism and lower turnover. Despite these findings, many companies still fail to empower their workforce to voice their thoughts or concerns.

This failure is particularly evident in how younger generations are often perceived. They’re frequently criticized for lacking toughness, but the reality is they have more options and expect more from employers. The modern workplace is increasingly digital, and jobs are no longer limited by location. Workers today won’t settle for workplaces that don’t align with their values or respect their work-life balance.

Empathy isn’t just a leadership tactic — it’s a necessity. Across generations, the needs of employees remain the same: to be heard, valued and understood. Leading with empathy is about more than issuing orders; it’s about providing real support. Effective leadership requires understanding and genuine effort. It’s hard work, but it’s the most important work we do every day.

Today’s employees aren’t just looking for a paycheck; they want meaningful work and to be treated with respect. They also want to work for companies that share their values. This isn’t just true for employees; job seekers and customers want the same thing. Companies that demonstrate empathy internally and externally are the ones that succeed in the long run.

PUTTING IT ALL TOGETHER

Real empathy is the cornerstone of strong leadership. It’s easy to care when things are going well, but true empathy shines through when it’s hardest to show. Those moments when it’s tempting to dismiss feedback? That’s when leaders need to lean in and listen. That’s the real work of leadership. Leaders don’t have to relate to every feeling their employees have, but they must respect them. That’s how leaders build a team that trusts and respects them in return.

To create an organization ready for the future, leaders need to move beyond performative empathy and adopt a leadership style rooted in genuine listening and respect. This shift is crucial in building a culture where everyone — no matter their background or role — feels valued, empowered and engaged in shared goals. Leaders who truly embrace empathy do more than manage — they inspire and transform, making a lasting difference and shaping the future of their businesses.

Empathy in leadership isn’t just a nice-to-have — it’s profitable. Studies show that companies with highly engaged employees, driven by empathetic leadership, see a 23% boost in profitability and 81% lower absenteeism. Investing in empathy can significantly impact a company’s bottom line and overall success.