Honor is what motivates our team of dedicated healthcare professionals. Through passion and purpose, we come together to ensure every patient is provided with the best possible care. honorhealth.com
This
34 HR Pitfalls
Contrasting tactics are exacerbating the “Great Resignation.” In “HR Pitfalls and the Dangers of ‘Quiet Promotion’,” Kelli Mason explores the difference between giving responsibility and taking advantage. In “HR Pitfalls and How to Avoid Flatlining Deserving Employees,” Don Alix discusses flatlining, an age-old obstacle to talent management.
9 Guest Editor
Kate Borders, president and CEO of Downtown Tempe Authority, introduces the “Retail” issue.
10 Feedback
Leah Huss, Marc Shutro, Steve Mayer and Wayne Watson respond to In Business Magazine’s burning business question of the month.
11 Briefs
“Fire Safety Tips for Commercial Building Owners,” “Dailies Top Stories,” “Local Standouts Recognized for Achievements and Philanthropy,” “Harrah’s Ak-Chin Casino Bets on Sustainability” and “Nonprofit Teen Lifeline Accepts Crypto Donations”
13 By the Numbers
New CMO council research reveals shortcomings in advertising strategies.
14 Startups
“ListenUp with This App that Tells Users All about Where They Are”
15 CRE
“Commercial Real Estate Trends to Look Out for in 2023,” “113-Acre Mesa Industrial Park Breaks Ground,” “New Luxury Rental Community for Gilbert” and “Optima: LEEDing the Way in Sustainability and Conservation”
18 From the Top
Evolving the family business for the future, Michael May changes Wisdom Natural Brands focus from product to people.
24
In Business Magazine explores the topic, from mom-andpop establishments with a single location to those with growth strategies to expand far beyond our local borders to destination shopping districts and malls.
Plus: an in-depth look at the evolution of the shopping mall here in Greater Phoenix.
20 Healthcare
“SCHOTT Chooses Phoenix for First-in-U.S. Facility for Life Sciences Products” and “Holistic Corporate Wellness for the Era of Remote Work”
22 Technology
“Dark Web Trend: Consumer Breaches Decline but Data Threats Remain” and “Ensur AI Use in Business Is Ethical and Responsible”
35 Books
New releases give fresh insights on business thinking.
36 En Negocios
Feature articles in Spanish and English on Liderazgo / Leadership
38 Economy
Daniel Altman discusses the reasons that the economic outlook for Phoenix is sunnier than that for the rest of the country.
39 Legal Attorney Erin Dunlap discusses what businesses need to know about the proposed American Data Privacy and Protection Act.
42 Nonprofit
What does it take to successfully navigate the transition into a VP or chief development officer role?
43 Assets
2023 Ferrari Purosangue Plus: Stress relief starts at the sole.
44 Power Lunch
Buck & Rider Reels in Daily Fresh Catches
66 Roundtable
Attorney Helen Holden wants to make businesses aware of potential action on a nationwide ban on noncompete agreements.
On the Cover: Pictured on the front cover is the luxury wing of Scottsdale Fashion Square. Macerich, the third-largest owner and operator of shopping centers (including Scottsdale Fashion Square) in the United States, reports that Scottsdale and Greater Phoenix make up one of the fastest-growing markets in the U.S. See cover story, which starts on page 24.
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.
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.
Kristen Merrifield, CEO Alliance of Arizona Nonprofits (602) 279-2966 www.arizonanonprofits.org
Debbie Hann, Chief Operating Officer Arizona Small Business Association Central Office (602) 306-4000 www.asba.com
Steven G. Zylstra, President & CEO Arizona Technology Council One Renaissance Square (602) 343-8324 www.aztechcouncil.org
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Colin Diaz, President & CEO Tempe Chamber of Commerce (480) 967-7891 www.tempechamber.org
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Ahwatukee Foothills Chamber of Commerce ahwatukeechamber.com
Arizona Chamber of Commerce & Industry azchamber.com
Arizona Hispanic Chamber of Commerce azhcc.com
The Black Chamber of Arizona phoenixblackchamber.com
Chandler Chamber of Commerce chandlerchamber.com Economic Club of Phoenix econclubphx.org
Glendale Chamber of Commerce glendaleazchamber.org
Greater Phoenix Chamber of Commerce phoenixchamber.com
Greater Phoenix Equality Chamber of Commerce gpglcc.org
Mesa Chamber of Commerce mesachamber.org
North Phoenix Chamber of Commerce northphoenixchamber.com
Peoria Chamber of Commerce peoriachamber.com
Phoenix Metro Chamber of Commerce phoenixmetrochamber.com
Scottsdale Area Chamber of Commerce scottsdalechamber.com
Scottsdale Coalition of Today and Tomorrow (SCOTT) scottnow.com
Surprise Regional Chamber of Commerce surpriseregionalchamber.com
WESTMARC westmarc.org
Arizona State University’s MacroTechnology Works facility in Tempe is where the public and private sectors come together to develop the research and workforce that Arizona will need as it transforms into a global hub for microchip manufacturing. It’s a collaborative approach attracting attention from national policymakers because it allows companies of all sizes to partner with ASU to solve microelectronic challenges that impact our daily lives and national security. It also directly connects these companies to the largest pipeline of engineering and technology talent in the U.S.*
*American Society for Engineering Education, 2021
ASU’s MacroTechnology Works in Tempe is a one-of-a-kind facility that operates as both a lab and a fab, a national resource for microelectronics companies of all sizes.
Editor, In Business Magazine
RaeAnne Marsh became editorial director of Phoenix-based InMedia Company in 2010 and helped launch Valley-wide business resource In Business Magazine. Her journalism career began more than 20 years ago, when she left California and 12 years of teaching to transplant in Phoenix’s vibrant entrepreneurial environment, and includes incorporating her own business, Grammar & Glitz, Inc., through which she has taken writing and editing gigs with business and media clients nationwide. Holding the magazine to strong editorial standards, she says, “New businesses are founded, out-of-staters bring new strengths, established businesses evolve and expand — all of which contributes to the dynamic vitality that I see as the mission of In Business Magazine to be the voice of and vehicle to nurture, in each monthly edition. It is my challenge to ensure each edition is packed with relevant information on a broad spectrum of issues, aimed at a readership that runs the gamut from entrepreneurial startup to major corporation.”
As editor of the Spanish section of In Business Magazine, Edgar R. Olivo shares weekly content for Spanish-preferred small-business owners in Phoenix. As a first-generation Latinx and native-Arizonan, Olivo’s upbringing was filled with similar challenges that Latino communities in Arizona face when they engage with the economy. An entrepreneur and nonprofit executive, he is leading the charge to help strengthen a diverse, inclusive and sustainable entrepreneurial ecosystem in Arizona. His work is nationally recognized for establishing programs that help advance equitable economic recovery, and increase generational wealth for Latinx/Hispanic small business owners in Arizona.
“I believe today is a moment for leading big change. Business ownership is a critical means to build community and individual wealth. I hope my work will demonstrate to the Latino community that the entrepreneur ecosystem in Arizona has their back.”
Guest columns are feature articles presented as a special, limited series as well as regular, ongoing series in In Business Magazine.
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.
Joanna C. de’Shay is executive director of Diversity Leadership Alliance, the premiere education training organization in Arizona dedicated to eradicating racism, bias and prejudice. DLA’s goal is to create an inclusive community where each person is equally respected and empowered.
De’Shay is an avid servant leader who was born in Accra, Ghana, on the western coast of Africa to a Nigerian father and a Russian mother. An immigrant herself, she believes in being a part of the solution to disrupt systems and is on a mission to create bridges and partnerships by educating companies, nonprofits and educational organizations on the vital need for diverse voices and fresh perspectives.
As a 35-year newspaper veteran in Arizona, Don Henninger has always made journalism his passion as well as his career. Facts matter — especially in this day and age — and information is the foundation that enables citizens to be positive participants in their communities at all levels. Henninger has been fortunate to serve as a community leader and continues in that role today as director of the Scottsdale Coalition of Today & Tomorrow, which convenes leaders to work on issues in that city, and as a member of several nonprofit boards in the Valley.
Bruce Weber 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.”
Publisher Rick McCartney
Editor RaeAnne Marsh
En Negocios Editor Edgar Rafael Olivo
Web Editor Jake Kless
Graphic Design Benjamin Little
CONTRIBUTING WRITERS
Don Alix
Dr. Daniel Altman
Christophe Bourguignat
Tyler Butler
Erin Dunlap
JoAnne Gritter
Helen Holden
David Hovey Jr.
Mike Hunter
Steve Lockwood
Kelli Mason
Michael May
Ryan Sarbinoff
Richard Tollefson
Anita Verma-Lallian
ADVERTISING
Operations Louise Ferrari
Business Development
Louise Ferrari
Cami Shore
Events Amy Corben
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President & CEO Rick McCartney
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Vol. 14, No. 2 In Business Magazine is published 12 times per year by InMedia Company. POSTMASTER: Send address changes to InMedia Company, 45 W. Jefferson Street, Phoenix, AZ 85003. To subscribe to In Business Magazine, please send check or money order for one-year subscription of $24.95 to InMedia Company, 45 W. Jefferson Street, Phoenix, AZ 85003 or visit inbusinessphx.com. We appreciate your editorial submissions, news and photos for review by our editorial staff. You may send to editor@inbusinessmag.com or mail to the address above. All letters sent to In Business Magazine will be treated as unconditionally assigned for publication, copyright purposes and use in any publication, website or brochure. InMedia accepts no responsibility for unsolicited manuscripts, photographs or other artwork. Submissions will not be returned unless accompanied by a self-addressed, stamped envelope. InMedia Company, LLC reserves the right to refuse certain advertising and is not liable for advertisers’ claims and/or errors. The opinions expressed herein are exclusively those of the writers and do not necessarily reflect the position of InMedia. InMedia Company considers its sources reliable and verifies as much data as possible, although reporting inaccuracies can occur; consequently, readers using this information do so at their own risk. Each business opportunity and/ or investment inherently contains certain risks, and it is suggested that the prospective investors consult their attorney and/or financial professional. ©2022 InMedia Company, LLC. All rights reserved. No part of this magazine may be reproduced or transmitted in any form or by any means without written permission by any means without written permission by the publisher.
Kate Borders assumed the leadership position of the downtown Tempe enhanced services district in 2014. She relocated to Tempe from Fresno, California, where she was president and CEO for the Downtown Fresno Partnership, a similarly structured business improvement district that is working to revitalize Downtown Fresno. Before joining the Downtown Fresno Partnership, Borders served as executive director of East Town Association in Milwaukee, Wisconsin. East Town is a membership-based organization that produces large-scale events in an effort to stimulate the local economy.
Originally from South Carolina, Borders received her B.A. in music from The University of Arizona and a master’s degree in nonprofit arts management from Columbia College in Downtown Chicago.
downtowntempe.com/go/ downtown-tempe-community
Experiential. That’s the buzzword in business these days. And, for retail, that’s where brick-andmortar really shines. Individual businesses call it customer service, destinations like shopping districts and malls build on that through events and, yes, their mix of merchants.
The street-level experience in Downtown Tempe is ever evolving and we are constantly looking for ways to support the entrepreneurs that want to call this place home. It’s these businesses that make our downtown unique, and we are proud that more than 70% are locally owned. Without diverse merchants at the street level, we wouldn’t be the funky, eclectic urban center that we are.
All downtowns also rely on their business owners to be partners in the growth of the downtown. These people are our neighbors and they are committed to the place. Local businesses also bring jobs to our downtown that support the larger economy. As we continue the recovery, it’s imperative that these businesses are supported and continue to thrive. They create our character and they are worth celebrating!
“Retail on Top” is this month’s cover story. The feature is a shopping trip to look at “Why Brickand-Mortar Businesses Are Booming.” In Business Magazine editor RaeAnne Marsh explores the experiences of mom-and-pop establishments with a single location, businesses whose clientele support them at multiple locations and those with growth strategies to expand far beyond our local borders. She also takes a look at some of our Valley’s special shopping destinations — and sets the whole story off with an in-depth look at the evolution of the shopping mall here in Greater Phoenix.
Another feature this month addresses a couple of the “quiet” things going on with employee treatment. Side-by-side articles deal with the issues of companies not promoting otherwisedeserving employees out of fear the company couldn’t find a replacement and companies piling on job responsibilities without acknowledging the “promotion” officially through salary or title adjustments: “Advancing Positions: Avoid Promotion-Avoidance Strategies” and “Advancing Positions: Dangers of ‘Quiet Promotion.’”
Important legal changes are (or may be) coming that will affect business. In this month’s Legal feature, attorney Erin Dunlap discusses what businesses need to know about the proposed American Data Privacy and Protection Act and suggests now is a good time for businesses to review and potentially make changes in their privacy policies. And in the “Roundtable” feature, attorney Helen Holden wants to make businesses aware of an issue that’s gaining traction as a political item: a nationwide ban on noncompete agreements.
Other relevant and important information that impacts our business community fill the pages this month on our economy, startups, healthcare, technology and more. I am pleased to be part of this February edition of In Business Magazine to share this content with you. I hope you enjoy the read.
Sincerely,
So much came out of the pandemic surrounding the future of retail in the era of expanded online shopping. Safety was just part of it. Were we to see online shopping as the next boom? Well, as things got back to “normal,” we discovered that the brick-and-mortar businesses were a necessity. As malls and shopping districts reimagine who they are, one thing stays constant –people want the experience of shopping, and they are excited about the ever-evolving experience while doing so.
We want to thank Kate Borders for leading this issue. Her vast experience in one of the most ever-evolving shopping districts in the Valley gives her a unique perspective on what retailers, shoppers and those who create their environment are looking for. Marrying these concepts so that all are happy and profits abound is what it is all about. Tempe and districts like it, malls and communities surrounding them — all are reworking what it means to shop. —Rick
McCartney, PublisherManténgase informado sobre temas empresariales en español a través de En Negocios, artículos para los lectores de habla hispana en el área metropolitana de Phoenix. Visite inbusinessphx.com/ ennegocios para más información.
Stay informed on business topics in Spanish through En Negocios, articles for Spanish-speaking readers in the Phoenix metropolitan area. Visit inbusinessphx.com/ ennegocios for more information.
Editor’s Note: This question generated input also from:
Chief Operating Officer
Bashas’ Family of Stores
Please visit February’s Feedback entry on our website to learn from this business’s strategies and experience.
Let us know what you want to know from the Valley’s top business leaders.
editor@inbusinessphx.com
Co-Founder
Huss Brewing Co.
Sector: Breweries
We’re so proud to be celebrating 10 years in business as Huss Brewing this year! Our growth in our core business of selling local craft beer to consumers in grocery stores, bars, restaurants and resorts is all rooted in one fundamental principle: a true love of our customers and community!
We are locally grown and proud of it, and we feel that investing resources in local community initiatives like Boys and Girls Clubs, Hope Kids, Phoenix Children’s and countless other charitable organizations is a key part of not only our growth strategy but also who we are as a local family-owned company, employer and member of the very community that we serve!
We focus on the community that we love — our guests recognize this, drive foot traffic and bring friends and family to our four locations throughout the valley on a weekly basis. Many people say it, but we live it. It’s truly all about family!
Huss Brewing Co. hussbrewing.com
Owner
Burland Jewelry Center
Sector: Jewelry
The thing I do to drive foot traffic is just offer great service and price. Because of where I’m located, I don’t get very much walk-in traffic (unless you’re eating next door at Niccoli’s Italian Grocery-Deli or getting your hair done at one of the salons in our complex at 6102 N. 16th St.). We don’t advertise, so it’s word of mouth and a small Facebook presence — and of course referrals are our No. 1. We are now selling rings to the children of parents we sold engagement rings to.
My mom and dad built this store on hard work and a great reputation. We are now featuring lab-grown diamonds at a fraction of the price of natural diamonds, and that has really helped young couples get a bigger diamond at less than half to even a quarter of the price.
I feel people are wanting to do business with local family jewelers now, and we’re here to help. The only thing I do to direct foot traffic is continue doing what we’ve always done; we’re looking for lifetime customers.
Owner
Cigars ’N’ Such Sector: Tobacco
Since purchasing the store in Q4 2017, we needed to increase overall sales.
The largest impact to date to broaden the customer base has been partnering with other local Fountain Hills businesses and participating in their customer events. Cigars ‘N’ Such serves as the cigar vendor at these events, held with complementary business categories such as beer, wine or whiskey tastings at Grapeables as well as golf tournaments and club member events at Rio Verde Country Club. We participate in approximately one event per month during high (winter) season.
Partnering with other businesses and clubs has increased our reach into the community. The lobby furnishings were changed out to provide more of a cigar lounge atmosphere. In addition to adding a largescreen TV that plays sports, music or other entertainment during business hours. These changes helped create more of a cigar lounge atmosphere and encouraged customers/visitors to stay a bit longer.
For all past Feedbacks go online to inbusinessphx.com
and see what Valley executives think on various business topics.
FEB. 2023
10
Prior to creating Huss Brewing Co. with her husband Jeff, Leah Huss co-owned and operated Papago Brewing in Scottsdale, helping pioneer the craft beer community and growth in Arizona. Huss Brewing Co. opened its doors in South Tempe in 2013, and in 2016, Huss acquired the Papago Brewing Company in Scottsdale, creating the newly formed Huss Family of Beers and transforming Huss into the third-largest brewer in the state.
Burland Jewelry Center burlandjewelry.com
I am Marc Shutro, the owner of Burland Jewelry Center. I started working for my mom and dad 31 years ago and continue to offer the same quality and excellent prices on all our jewelry and repair. My daughter has worked for us for 10 years now as the third generation in this family business.
Remodeling the humidor increased the capacity to display larger quantities of premium cigars and expand the inventory to include more t han 40 manufacturers/ brands and multiple product lines from each manufacturer.
Cigars ’N’ Such facebook.com/profile. php?id=100057211069755
With 30-plus years of retail experience in tobacco products, premium cigars, pipes and all kinds of accessories, working for other cigar store owners, Wayne Watson jumped at the first opportunity to purchase an ongoing concern. He enjoys being the proprietor and shaping the business to his vision of a premium cigar merchant and lounge. Watson has visited Nicaragua to experience manufacturers’ processes first hand.
Sign up for the monthly In Business Magazine eNewsletter at www.inbusinessphx.com. Look for survey questions and other research on our business community.
Commercial properties such as office building need to be a safe place for employees and customers. Myriad issues often arise during fire safety inspections in offices. The most common issues include not having enough fire extinguishers for the space, improper installation of safety equipment, out-of-date inspections and repairs not taking place or done incorrectly. Identifying and fixing these problems will ensure the occupants of the office space are safe in case of a fire emergency.
These are aspects that should be regularly attended to:
Regular fire inspections: Many office owners let their fire inspections go past due. Past-due inspections are often caused by the property owner not being on-site and a lack of communication between the owner and tenant. When renting an office space, the owner and tenant must create a plan for annual fire inspections.
A professional inspection of alarms, lights, extinguishers and sprinklers must take place once a year. After the inspection, the property owner will receive a report. This report needs to be kept on file for the fire marshal. Owners are required by law to keep these reports for two years.
Repairs: Having repairs to the fire safety system taken care of as they happen will help a property pass its yearly inspection. Common repairs for office buildings involve clogged sprinkler systems, leaking pipes and unlit exit signs. The property owner should hire a professional immediately for repairs if the fire system is damaged or malfunctions in any way. Installing the right fire extinguishers: Class A, B and C fire extinguishers must be available in each suite of the office space. These classes of extinguishers can put out small fires involving paper, oils, wood and gases. Extinguishers must be installed 75 feet apart throughout the building, according to OSHA guidelines. Property owners should check the fire extinguishers every six months to make sure they are at the proper weight according to the label on the cannister. If they are low, a professional can help refill or replace them. Ensuring the office space has the proper equipment, repairs are taking place and annual inspections are being done will keep the tenants and employees safe in case of a fire emergency. —Steve Lockwood, owner of Mountain State Fire Protection LLC (www.mountainstatefire.com) which specializes in premier fire equipment and comprehensive fire protection services
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 | January 2023
Sendoso is adding nearly 1,000 jobs to its established workforce here as it relocates its corporate headquarters from San Francisco to Phoenix’s historic neighborhood The Grove.
Taiwan Semiconductor Manufacturing Company expects to create 10,000 high-paying high-tech jobs at the two fabrication facilities it is building in north Phoenix, including 4,500 direct TSMC jobs.
Growth & Enterprise | inbusinessphx.com | January 11 2023
inbusinessPHX.com
Award-winning commercial real estate and land consultant, Anita Verma-Lallian announced the creation of Camelback Productions, Arizona’s first female- and South Asian-owned film production and entertainment company. It is also the first company of its kind with a focus on South Asian storytelling.
Commercial Real Estate & Development | Feature | January 2023 The ABCs of ADUs in Phoenix
by Jeremy NovaPhoenix appears to be poised to open the doors wider to accessory dwelling units (ADUs), and for good reason. These freestanding backyard structures — also known as in-law suites, granny flats, casitas and cottages — create additional living spaces at a cost of about 40% less than a traditional renovation or home remodel.
Government & Compliance | inbusinessphx.com | January 5 2023
Katie
inbusinessPHX.com
Governor Katie Hobbs announced her First 100 Days Initiative, which includes the first 100 actions she will take as governor to help build an Arizona for everyone. The Governor’s bold agenda for her first 100 days in office will focus on her top policy priorities, such as strengthening the economy and making Arizona more affordable, improving public education, and securing the state’s water future.
Myriad issues often arise during fire safety inspections in offices. The most common issues include not having enough fire extinguishers for the space, improper installation of safety equipment, out-of-date inspections and repairs not taking place or done incorrectly.
LOOKING GOOD
First Interstate Bank and the First Interstate BancSystem Foundation, as a continuation of the inaugural Believe in Local grant campaign, recently donated $2,500 to MentorKids, one of 10 nonprofits nominated by employees that will receive a Believe in Local Holiday Edition grant. These funds will be deployed to equip and empower youth to be transformative leaders in their lives, their families, and their communities. mentorkidsusa.org • firstinterstatebank.com
Wilde Wealth Management Group helped more than 800 children enjoy a “merry and bright” holiday season with a donation of 500 toys and $5,000 in additional cash donations to Toys for Tots in December. This was Wilde’s 18th year supporting Toys for Tots, and this annual tradition is in addition to the firm’s bi-monthly fundraising and volunteer programs for nonprofits across Arizona through its Wilde for Arizona Community Outreach Program. wildewealth.com
Barro’s Pizza did its part once again to help fight hunger in Arizona, raising nearly $415,000 for St. Mary’s Food Bank in a one-day event when 100% of all sales from 46 Barro’s locations in both Phoenix and Tucson are donated to St. Mary’s Food Bank to help those in Arizona facing hard times during the holidays. The Doran Barro Holiday Hunger Fight is St. Mary’s Food Bank’s largest causerelated marketing effort each year. barrospizza.com
ProShred Arizona did its part to help kids in need have a merry Christmas during its Shredding for Santa document shredding event in partnership with Operation Santa Claus toy drive, a local organization, helping more than 3,000 Arizona kids receive toys, food and clothing during the holidays. givetotheclaus.com • proshred.com/greater-phoenix
In the spirit of chivalry, Medieval Times Dinner & Tournament donated $10,000 to Phoenix-based United Food Bank, along with nine other food banks and shelters across the U.S. and Canada — part of an effort to support families experiencing food insecurity as food banks and shelters experience a lower-than-usual amount of donations. medievaltimes.com • unitedfoodbank.org
FEB.
“We acknowledge the science behind humaninduced climate crisis and combat its effects with science-based targets and strategies that reduce our greenhouse gas emissions within our own operations and through our value chain,” says April Stovall, director of surveillance and facilities at Caesars Entertainment, Inc., Greater Phoenix Area.
Reducing energy consumption is a key element of the property’s CodeGreen program, which was established in 2008 by Caesars Entertainment. Just a few of the energy conservation efforts at Harrah’s Ak-Chin Casino are retrofitting lighting to energy-efficient LED lighting, offering free electric vehicle charging stations for guests and implementing building automation systems with economizers and HVAC systems with recovery wheels. The property’s Energy Management System Legrand Watt Stoppers default lighting and HVAC in 12-story Tower and HVAC in fivestory Tower when rooms there are unoccupied.
Additionally, by adding aerators, low flow shower heads and energy-efficient dish machines, Harrah’s Ak-Chin Resort and Casino is reducing water consumption. Diversion of waste from landfills is also a significant objective both to save costs and lessen the impact on the environment.
On the broader scope of global corporate citizen, the property is dedicated to collaborating
with other organizations to advance industrywide and overall corporate climate leadership. Harrah’s Ak-Chin Casino participates in a variety of global climate awareness activities, including Earth Day and Earth Hours events, Adopt a Highway clean-up efforts and hosting educational activities for members of the Pinal County community.
And the property brings the efforts down to the personal level. Harrah’s Ak-Chin Casino hosts regular Shred-It events and promotes plastics recycling across the property recycling 1,845,201 lbs. in 2020 and 2,288,786 lbs. in 2021; figures for 2022 are not yet available. By partnering with Clean the World, the property collects discarded soaps and shampoos for processing and redistribution to individuals in need who include military veterans, the homeless, and even for third-world countries. Employees also built hygiene kits for military veterans in need that benefitted the Diana Gregory Foundation.
It’s a long-term view of what Stovall considers a facet of the new pathways to economic success. “Economic growth and environmental sustainability must go hand in hand,” she says.
—RaeAnne MarshHarrah’s Ak-Chin Casino caesars.com/harrahs-ak-chin
Phoenix-based nonprofit Teen Lifeline is now one of several thousand nonprofit organizations in the United States accepting cryptocurrency donations, joining the ranks of much larger, national nonprofits like the Ronald McDonald House, Save the Children and the Make-A-Wish Foundation of America.
The IRS classifies cryptocurrency as property, so donations to qualifying charities receive the same tax benefits as donating stocks. According to The Giving Block, a cryptocurrency giving portal used by nonprofits, charities, universities and faith-based organizations, millennial and Gen Z donors are the most likely to make cryptocurrency donations.
Statewide teen suicide prevention organization Teen Lifeline will accept Bitcoin, Ethereum, Dogecoin, Bitcoin Cash, Litecoin, Polygon or any tokens currently accepted on the Gemini Exchange. The cryptocurrency is sent to
The Giving Block, which instantly converts crypto donations to cash and then sends a weekly deposit to the nonprofit.
“All contributions provide the resources we need to save lives,” says Michelle Moorhead, Teen Lifeline executive director. “Accepting donations in new ways, like cryptocurrency, gives our donors even another opportunity to help us provide essential intervention services to assist Arizona teenagers in crisis.” —Mike Hunter
Teen Lifeline teenlifeline.org
The Giving Block thegivingblock.com
Medieval Times dinner theater is based upon authentic Medieval history and is the true story of a noble family, with documentation dating back to the 11th century.
by Mike Hunter
The media marketing and advertising landscape has become much more fragmented, unpredictable and vast with the rise of digital channels. The amount of consumer choices, heightened expectations for personalization, and the need to optimize based on real-time data insights make managing campaigns and achieving desired outcomes challenging today.
New research from the Chief Marketing Officer Council, “Optimizing Outcomes in Media Marketing,” in collaboration with NCSolutions, finds two in three marketing leaders not very confident in their current media marketing and advertising strategy to effectively produce critical outcomes such as winning and retaining customers, increasing brand loyalty and enhancing customer experience (CX), among others.
“Today’s CMO must be incredibly agile in order to successfully navigate a fragmented and unpredictable media landscape,” says Donovan Neale-May, executive director of the CMO Council. “They have to be able to learn quickly and pivot fast when things aren’t going to plan. They need to make smart decisions based on data, not only gut hunches.”
“In our survey of marketing leaders, we learned they resoundingly do not feel confident in their ability to drive direct outcomes through their marketing and advertising efforts,” says Deirdre McFarland, SVP of marketing at NCSolutions. “A vibrant partner ecosystem already offers help for many of these obstacles. Brands can seek partners to run more efficient campaigns with targeting and optimization solutions.”
The report notes a growing interest among marketers for a data clean room, which can provide a host of benefits in media marketing and advertising. Chief among these benefits are indepth analytics and the ability to have more access to analytics — which can lead to optimization and better outcomes.
“Optimizing Outcomes in Media Marketing” examines the impact of media marketing and advertising, where marketers can improve their capabilities, what they should be planning over the next 12 months, what challenges need to be overcome, and more.
How important is optimizing media and audience for an in-flight campaign?
What gets in the way of optimizing in-flight campaigns?
• Lacking the right data inputs
• Lacking expertise and resources
• DSP/media partner/publisher doesn’t provide the tools
Source: www.cmocouncil.org/thought-leadership/reports/optimizing-outcomes-in-media-marketing
CMO Council’s recent survey found 83% of marketers say optimizing media and audience for in-flight campaigns is either extremely (40%) or very (43%) important.
The report is based on a survey of more than 160 marketing leaders in North America, predominately in CPG and retail. Additionally, we conducted indepth interviews with executives from companies such as Blue Buffalo, Red Wing Shoe, and Cuisinart. The Chief Marketing Officer Council is the only global network of executives specifically dedicated to high-level knowledge exchange, thought leadership and personal relationship building among senior corporate marketing leaders and brand decision-makers across a wide range of global industries. cmocouncil.org
NCSolutions has been helping CPG brands, publishers and retailers improve advertising effectiveness for over a decade. With a mission to improve advertising effectiveness for all media, the NCS team has pioneered new ways to target, optimize, measure and enable sales-based outcomes. ncsolutions.com
ListenUp is a revolutionary free audio app that tells its users stories about where they are, wherever in the world they may be. It uses artificial intelligence to assemble stories, then can translate them into up to 22 languages. In essence, the founders have discovered a way to source information about any location in the world, at almost no cost, and make it available to anyone to whom it may be relevant, regardless of language. Between stories, users will hear promoted clips featuring businesses within walking distance. This provides the app with revenue — although, unlike traditional advertising that is self-promotional, these stories are meant to either connect emotionally with users and/or empower users to promote their favorite businesses. Both uses can be sponsored through the website www.YourAdHear.com.
“A poor user experience while traveling internationally inspired us to build this app. We took an inventory of all the technology that is cheap or freely available, and infused it with a fundamental understanding of human tendencies and historical events,” explains Irina Ilyinsky, who co-founded the app with husband Igor. “The unique ability to build the next generation broadcasting platform using artificial intelligence with zero employees made it possible to launch this product in about six months.”
The Ilyinskys launched ListenUp last month after several months of collaborations and experiments in AI spacial audio technologies. Specifically, the Ilyinskys used the OpenAI tool Generative Pre-trained Transformer, which uses deep learning to produce human-like text.
As an added incentive and benefit for natural storytellers, educators, and social media users who love to post and share their favorite city finds, the founders have designed a blockchain-based incentivization model, where tokens will eventually be distributed in addition to experiences and benefits special to those in the ListenUp
cryptocurrency account, however, to experience or contribute to the audio app.
“Helping people understand a new paradigm shift when eliminating visuals is hard, and enabling them to participate — not just absorb — takes time,” says Igor, comparing the disruption being experienced today to earlier societal disruptions from radio, telephone and, more recently, the internet. “Now, again we are seeing the beginning stages of this massive shift aided by artificial intelligence. We meet that challenge with a tremendous amount of patience.”
They’ve also been inspired by this observation from Seth Grodin: “There’s no shortage of remarkable ideas; what’s missing is the will to execute them.” Shares Igor, “Virtually everyone we speak to tells us they’ve had a similar idea to ours. Some have even gone down the path of trying. It’s not always their fault that they did not execute. It was probably bad timing, lack of scalability, poor margins, unfamiliarity with technology or all of the above. We have the will, and know the way.”
Igor and Irina Ilyinsky are both Soviet immigrants who faced uncertainty from an early age. “It’s a privilege to be able to help people learn about the places they visit or wherever they move to, especially refugees, such as those that recently arrived from Afghanistan or Ukraine,’’ says Irina. “We don’t take for granted that we now live in a safe country. Globally, people are still displaced daily, and many are finding their way to Phoenix. As much as we want to offer entertainment to tourists, our work will also expedite the assimilation of refugees. It can be quite a culture shock to move from Afghanistan to a fluctuating tourist destination like Scottsdale, and we hope ListenUp can help make the city feel less intimidating and more exciting and soon familiar to those finding their way here.” —RaeAnne
MarshListenUp
joinlistenup.comLiv Communities, a seasoned provider of luxury apartment homes, has entered the 55+ market with its recent groundbreaking of an age-qualified community in the Norterra area in North Phoenix. The upscale community, Liv+ Union Peak, on 21st Avenue north of Happy Valley Road, will boast 145 units and will be ready for occupancy in late summer/early fall of 2024. Active adults can choose from a well-appointed apartment-style home or a larger, upgraded casita, all with smart-home technology. The community offers eight acres of vacation-style living, attractions and adventurous activities. livcommunities.com/liv-plus
The year 2023 could be a challenging one for the commercial real estate industry, with the combination of market volatility, high inflation and interest rate hikes. Not to mention, the latter half of 2022 brought instability to the U.S. economy, causing hesitation and anxiety in consumers and investors. With the rise in real estate prices and the prospects of another looming recession, investors are ambivalent when it comes to investing in commercial real estate. The ULI Real Estate Economic Forecast predicts that America’s 2023 commercial real estate transaction volume would be $735 billion, down $65 billion from 2022. Given the leery state of the U.S. economy, here are four important trends that investors will be watching closely as we head into 2023:
Rising interest rates: As interest rates continue to climb, it could trigger a recession, making debt costlier and borrowing harder — for both consumers and businesses. With the rise in inflation, the debt market has shifted considerably, and interest rates are now well above 6.00%, making it something to watch in 2023.
Inflation: The commercial real estate industry serves as a hedge when it comes to inflation, as values typically rise at the same rate of inflation. However, other values are affected by inflation, including supply and demand, operating expenses, rent, vacancy, materials and labor costs, putting a strain on commercial real estate.
CAP rates/property values: Cap rates for commercial real estate values will continue to struggle to match up with higher borrowing costs. The recent spike in interest rates, combined with high borrowing rates, have forced up cap rates and caused property values to adjust downward. Leading into 2023, it will be important to watch if property values dip with the instability of the economy and debt market that happened in the latter half of 2022.
Looming Recession Fears: Commercial real estate investors and economists are expecting more interest rate hikes as the Federal Reserve continues to try and tame stubborn inflation, avoid a recession and attempt a softer landing for the turbulent U.S. economy. A recession can cause vacancies, rent collection, weakened property values and hesitant investors. Many Investors are taking a pause to wait and see how things will shake out in the first quarter of 2023, causing a negative impact on the commercial real estate industry.
While 2023 could present some challenges for the commercial real estate industry, it is something to pay close attention to for investment opportunities. There’s nothing new about commercial real estate’s cyclical nature; the rising interest rates, inflation, dips in CAP rates and the looming fears of a recession won’t intimidate any investor in commercial real estate. Property owners and investors with extensive experience know how to take advantage of the ups and downs. I wouldn’t count commercial real estate out when it comes to good investment options in 2023. —Anita
Verma-Lallian, CEO and founder of Arizona Land Consulting (arizonalandconsulting.com)
Landsea Homes Corporation, a publicly traded residential homebuilder, has broken ground on Bentridge, located in Buckeye, Arizona, offering High Performance Homes at today’s entry-level price point. Supported by a partnership with Apple®, the homes utilize the Apple HomeKit™ environment to operate all home automation features from one mobile application. The 247-home development will preserve more than 30 acres of open space, including a community park. landseahomes.com
Lincoln Property Company’s Southwest division, LPC Desert West, and Scottsdale-based Harvard Investments have joined with the City of Goodyear and project stakeholders to break ground on the Phase One of Goodyear AirPark, a Class A industrial development. Phase One totals 1.6 million square feet in six buildings ranging from 81,000 to 775,000 square feet. Targeting mid- and large-scale users, the buildings will offer up to 40’ clear height, multiple points of ingress and egress, private truck courts and generous parking. harvardinvestments.com • lpc.com • lpcdesertwest.com
Optima, an award-winning real estate development firm, recently announced plans to move ahead with its next Arizona residential development, Optima McDowell Mountain Village, in North Scottsdale after receiving the city’s approval for the $1-billion sustainable mixed-use community.
Breaking ground spring/summer 2023, the 22-acre site, located on the southeast corner of Scottsdale Road and the Loop 101 Freeway, is comprised of six concrete-framed, eight-story buildings that will include 1,330 luxury residences and 36,000 square feet of commercial and retail space. The development will be a mix of condominiums and apartments.
And it premiers a couple of special features.
Optima McDowell Mountain Village will be the largest private rainwater harvesting site in the United States, with an approximately 210,000-gallon storm water tank in a concrete vault at the lower level of the site. The tank will recapture water to repurpose for irrigation. Based on data from two other Optima communities in Scottsdale, the residences within the community are expected to use half as much water as the average Scottsdale multifamily residence and a quarter as much water as the average Scottsdale single-family home. Optima is also providing the City of Scottsdale with 2,750 acre-feet of water that will be deposited into the Scottsdale water system.
The community will be the first project in Arizona to be built under both the new International Energy Conservation Code (IECC), which provides for an additional 9% energy savings over the previous code, and International Green Construction Code (IgCC). Both codes establish guidelines to create energy-efficient and sustainable buildings.
A few highlights of the sustainable features include 75% open space that will be a combination of artificial turf, xeriscape landscaping and native plants; high-performance mechanical systems, solar panels; 100% underground parking to mitigate the heat-island effect, and Optima’s signature vertical landscape system. The underground parking reduces the heat island effect by 9 to 12 degrees. The vertical landscaping system,
with its self-containing irrigation and drainage, will enable a palette of vibrantly colored plants at the edge of each floor to grow both up and over the building. The integration of enhancements to the vertical landscape and architectural shading systems protects homes from the sun and creates additional privacy, while filtering the air and lowering ambient temperature.
Designed in partnership with David Hovey Sr., FAIA, the six buildings feature undulating landscaped facades that echo the shapes of the McDowell Mountains with elevations that will create depth, shadow and texture. The outdoor terraces provided for every residence will be edged with trailing native plants cascading down the building and the colors of the desert will be incorporated throughout the community with bronze glass, railings and planters. Glass-enclosed, 15-foot-high ground-floor levels will feel utterly transparent.
Each of the six buildings will contain a variety of state-of-the-art, health-based and resort-style amenities that include a rooftop deck with a 50-meter Olympic-length swimming pool; a sauna, spa and cold plunge; a running track that will follow the perimeter of the roof; and more, along with spectacular views of the surrounding desert landscape and mountains. The ground-floor will feature spacious, well-appointed lobbies; a fitness center and yoga studio; a residents’ club with game room and theater; an outdoor pickleball arena; indoor and outdoor kids’ play spaces; a dog park and pet spa; a business center and conference room; and more.
The convenient location is just a five-minute drive to the shopping, dining and entertainment destinations of Scottsdale Quarter and Kierland Commons, while the proximity to major highways and freeways will provide residents with easy access to the surrounding Valley. In addition, the development will feature a bicycle and pedestrian path around the perimeter of the development that will connect to the bicycle and multi-use paths of the City of Scottsdale Bicycle Master Plan.
Optima McDowell Mountain Village will be Optima’s most sustainable project to-date and will utilize the kind of architectural detail that characterizes Optima’s Arizona projects, representing the next evolution of Optima’s design and construction. —David Hovey Jr., AIA, president and COO of Optima, Inc. and Optima-related entities
optima.inc
optimamcdowellmountainvillage.com
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• Gilbert-based SweetLeaf was founded by James May, known to many as the “Father of Stevia.”
• May was the first to bring stevia to the United States from Paraguay in 1982.
• May imagined sweeter world where consumers could enhance their beverages and recipes with a healthful, natural sweetener alternative.
• May fought to have stevia line the shelves of the sweetener aisle alongside sugar, instead of in the aisle with dietary supplements.
• Today, SweetLeaf is spearheaded by James’ son, Michael May, who carries on the company’s legacy while moving the company forward with sciencebacked stevia taste innovation and new products.
A family company often takes on the character of the family who owns it. Early startup struggles and difficulties become ingrained in its culture and fixed in its corporate identity. My father’s struggles in establishing our company set our culture at Wisdom Natural Brands, makers of SweetLeaf Stevia.
When my father, James May, first introduced stevia to the U.S. market 40 years ago, he fought an uphill battle. Simply put, large artificial sweetener companies did not want him to succeed. Stevia was a plant from the rainforests of South America and naturally 30 times sweeter than sugar without calories. To the growing artificial sweetener industry of the 1980s, stevia was enemy No. 1.
Nevertheless, my father persevered amidst challenges, setbacks and even some outright failures to ultimately succeed in establishing a vibrant natural sweetener industry. What constantly propelled him was his crystal-clear vision of what a future without sugar or artificial sweeteners would look like. I now find myself tasked with the challenge and opportunity to build upon that vision and move my father’s company — my family’s company — into the future.
Evolving a longtime family business into the future presents many challenges but also many opportunities. First, one needs to decide whether or not to keep it in the family, have it be managed by the family, divest part of it, or invest in future growth. In the last years of my father’s life, we often discussed how to move the company forward, how to evolve it but, at the same time stay true to the legacy he built. Although he was revered around the world as the “Father of Stevia” for the work he did to establish the natural sweetener industry, he was very clear that the vision that would guide me — and our company — into the future had to be my own.
I was to manage the business for my family. I decided my primary task as CEO was to ensure the founding principles and values of the company remained while we embraced new science and technologies, confronted a changing competitive landscape, explored new markets and channels, and provided new wellness options for our consumers.
Second generation family-run businesses work best if the original passion and a continuing vision remain. Founders often identify very strongly with their businesses. This can lead to over-confidence bordering on arrogance that makes it difficult to see beyond “what got them there,” to notice changes in the competitive landscape, or even to hold onto favorite products that have long since lost their competitive edge.
In our company, past innovations gave us our preeminent market position many years ago, but those innovations — like all good innovations — were copied and, sometimes, eventually bettered. We had to accept the new competitive landscape, recapture the entrepreneurial spirit, and alter the paradigm in which we operated in order to create new value
Gilbert-based SweetLeaf is the country’s most-awarded natural sweetener brand.
and establish a new sustainable, competitive advantage different from the one my father created many years ago.
Our company was indeed founded upon vision and entrepreneurial drive. My father wanted to change the world. In the beginning, however, we focused on products. Now, we focus on people. We are not a merely product company anymore; we see ourselves as a service company that provides wellness to consumers through our products. It may seem like semantics, but the change in focus is critical for our company’s transformation and viability into the future. Everyone around the world should have access to premium-quality, natural health and wellness. That drives us and separates us from our competitors.
Defining what separates a business from its competitors drives its leaders to grow the business and creates new value and competitive advantage. Everything else cascades from that: the demographics, the markets, the channels and the products. It comforts investors and encourages partners that the family business is in good hands moving into the future.
Finally, I have noticed that opportunities for growth and expansion as we move into the future can be ubiquitous. For instance, at SweetLeaf, exporters and international distributors have consistently sought us out for introduction into their markets because of our position as the top natural sweetener brand in the natural channel. We have learned, however, that focusing on a few markets proactively with the right planning, preparation and investment brings greater success than being reactive and just taking whatever opportunity comes our way. It’s alright to close the door on one good opportunity to maximize success in a better one. Maximum weight of effort on a few goals will be more impactful than trying to accomplish everything that is on the table. The key for the family business is to stay true to the founding principles and values our original consumers and partners latched onto, even as we update the founding vision for the future.
SweetLeaf sweetleaf.comWisdom Natural Brands wisdomnaturalbrands.com
SRP’s Business Demand Response (BDR) program pays participants to reduce energy use temporarily in response to peak conditions on the grid! By participating, your company can earn payments without sacrificing operational reliability, which helps strengthen the grid and increase sustainability efforts.
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Being committed to continued advances in improving human health, SCHOTT has opened a new facility last month in Phoenix to expand the development and manufacturing of diagnostics and life science consumables.
“SCHOTT saw an opportunity to leverage our expertise and the existing production capabilities here in Phoenix to bring manufacturing for this market to the U.S. for the first time,” says Greg Wolters, head of Strategic Business Field Diagnostics at SCHOTT. “The Phoenix area is a very welcoming environment for business with excellent talent and we plan to hire 150 people in the coming years. The investment we’ve made helps SCHOTT to onshore critical manufacturing supporting the U.S. Government’s renewed interest in reshoring and revitalizing American manufacturing to secure critical domestic supply chains.”
Launching the first fully integrated microfluidic foundry in the United States validates SCHOTT’s global growth plan and increases production capabilities to help get these products to market faster and more efficiently. The new, almost 40,000-square-foot facility is comprised of clean room, high-volume manufacturing of microarrays and microfluidic devices.
Diagnostic tests for infectious disease, autoimmune disease and cancers are increasingly being performed at the Point of Care (PoC) rather than central laboratories. Demand especially took off during the COVID-19 pandemic. These tests, in various microfluidic cartridges with embedded biosensors, detect and quantify multiple biomarkers related to the genes and proteins of the infecting agent or present in the patient.
The new field of Precision Medicine enables the precise diagnosis and better treatment outcomes of disease, considering the patient’s individual genetic makeup, environment, and lifestyle. Enabling companies producing leading edge life science research tools, and advanced diagnostics which probe the details of genomic and proteomic signatures associated with disease, has become a major strategic focus area for SCHOTT.
SCHOTT MINIFAB, a diagnostics business of SCHOTT North America, Inc., offers a complete set of solutions for contract design and manufacturing of rapid diagnostics devices to enable precise treatments and therapies. —Mike Hunter schott-minifab.com
For years, corporate wellness programs focused on the bottom line of reducing healthcare expenses: health screenings, exercise programs, and programs that targeted dangerous behaviors like smoking and drinking. That focus paid off. Traditional wellness programs lowered medical costs for employers by about $3.27 for every dollar spent, according to a 2010 study.
Since these programs came into vogue, we’ve learned more about the determinants of physical health. Exercise is still good. Smoking and excessive drinking are still bad. But a comprehensive approach to preventing adverse health outcomes before they arise can be even more beneficial by incorporating programs that target environmental, emotional, financial and social health as well. Increasingly, employers are recognizing the value these programs hold in attracting, retaining and engaging employees. Against a backdrop of unprecedented worker resignations across multiple economic sectors, it’s critical for organizations to undertake initiatives that enrich the lives of their employees and help their bottom line. A well-rounded corporate wellness program can achieve both goals by addressing five dimensions of employee health: physical, emotional, financial, social and occupational.
Here is a closer look at each.
Traditionally, employees would access key elements of their corporate wellness program (health screenings, workshops and informational pamphlets or posters) simply by showing up to the office. In the work-from-home era, it takes more to reach employees where they are. Employers need to allow and encourage time in the day to take a walk, work out, or go for a bike ride — anything to get active. It’s easy for one to sit at a desk, focused on getting the work done, then realize one has hardly moved all day. Many insurance providers already incorporate familiar elements of wellness programs into their member offerings. Newer, digital-first companies focused on promoting health and wellness are often priced at a corporate rate that varies based on the size of the company. Virgin Pulse, for example, offers a suite of smartphone wellness tools that claim to increase employee productivity and presenteeism by 44%.
A positive workplace culture enhances employees’ mental health, creates better engagement and builds
loyalty. Recognizing this, the Department of Labor issued guidance in May regarding mental health and the Family Medical Leave Act (FMLA). Eligible employees may now take job-protected leave under the FMLA for their own “serious health condition or to care for a spouse, child or parent because of a serious health condition” — and that serious health condition can include a “mental health condition.”
Third-party employee assistance programs can supplement a wellness plan by providing assistance with just about anything affecting job performance, from productivity issues to personal concerns. Some EAPs offer crisis response and other forms of training, as well.
Remote workers might especially benefit from corporate subscriptions to smartphone apps that offer guided mindfulness, meditation and other forms of assistance with stress, depression and sleep deficits.
Social initiatives, more than any of these, tend to suffer as an organization’s workforce becomes more distributed and opportunities for casual interactions among employees are reduced. For companies whose employees span multiple states or countries, getting creative is key. Zoom meetings don’t have to be all business; they can be an occasion to recognize employees’ accomplishments, years of service, weddings, babies or retirements. Fantasy sports leagues provide an opportunity to participate in a shared activity from around the globe.
Organizations whose employees are distributed within the same region may consider planning volunteer days as a company or by department, team lunches, taste testings, participating in local 5K runs and sports leagues, or company picnics.
Of course, it’s critical organizations tailor these initiatives to the size of their workforce and their budget. Organizations that will be offering several of these wellness initiatives as new programs should plan the rollout carefully. Employees who are bombarded with too many options at once are less likely to take advantage of every program available to them. —JoAnne Gritter, chief operations officer with ddm marketing + communications (teamddm.com), a leading marketing agency for highly complex and highly regulated industries
[Editor’s Note: Additional elements of a holistic corporate wellness program are financial and occupational. See this article online at www.inbusinessphx.com for the full article.]
The Centers for Disease Control offers many free resources focused on workplace health, created from existing worksite programs, tools, resources and survey data from workplace health interventions. cdc.gov/workplacehealthpromotion/index.html
The health and well-being of your employees matters. UnitedHealthcare is here to help you guide them toward brighter days ahead. From finding new ways of controlling costs to connecting them with medical care and mental health support, it’s good to have a health plan that’s on their side and in your corner.
Learn more
According to Dark Web Monitor data, 62% of its users have had their data breached on the dark web. In 2019, around a third of breaches affected more than 1M users. In 2020, this percentage dropped to 18%. In 2021, only 10% of breaches affected millions of users. In 2022, this number is even smaller — 7%.
“On the one hand, this is great news. On the other hand, we don’t see cybercrime slowing down because of those numbers. A recent report by Verizon showed that around 50% of security incidents in 2021 happened due to leaked credentials. So criminals continue to reuse and exploit the data that was leaked on the dark web in the past,” says Daniel Markuson, cybersecurity expert at NordVPN.
“Most businesses are doing everything in their power to protect customers’ data. So when companies get hacked, consumer data is rarely affected. But users still have a lot to learn because human error causes 95% of cybersecurity incidents,” says Markuson.
Below, Markuson lists the number of ways users can stop criminals from exploiting user data that was leaked on the dark web in the past:
Practice digital hygiene. Digital hygiene includes changing passwords to the most important online accounts at least twice a year, clearing cookies and browsing history regularly, deleting inactive accounts and enabling multi-factor authentication.
Be aware of social engineering attacks. Criminals can find personal details such as name, address, birth date and phone number as well as email addresses leaked on the dark web. So when they contact their victims, their emails could sound very trustworthy. Grammar mistakes, strange-looking links, and attachments often reveal that the email is from an attacker.
Use tools like Dark Web Monitor. Tools like NordVPN’s Dark Web Monitor leave no room to second guess and inform users if their data was found in a data leak. That way, a person can utilize extra security measures to secure online accounts. —Mike Hunter nordvpn.com
Artificial intelligence is an amazing tool to improve efficiency and speed up processes but, when not used properly, can cause more damage than good. With this in mind, how can companies ensure they are using AI ethically and responsibly?
Tip #1: Biases in AI are not always where we might think they are. When most people look for biases in AI, it’s usually focused on unbalanced training data. An example is having more men than women represented in the dataset, or vice versa. This isn’t the only place where an AI bias can happen, though; it can also be when an AI algorithm is used outside the content it was initially created for. For example, a product that is specifically built for farmers wouldn’t have factory workers or business executives represented. This isn’t AI bias, but design bias.
Tip #2: Have a diverse team. Left unchecked, human biases can find their way into datasets, corrupting the decision-making process that the system uses to generate solutions. Having a team that is diverse brings diverse thoughts and opinions, ethnic and cultural backgrounds, ages, etc., and this will not only challenge ideas but can catch biases before they’re implemented into an AI system. Having a diverse team truly makes the difference when striving for a stronger Ethical AI framework, especially when ensuring the avoidance of Simpson
When most people look for biases in AI, it’s usually focused on unbalanced training data. However, AI bias can happen when an AI algorithm is used outside of the content it was initially created for.
paradoxes. (Simpson’s paradox is a phenomenon in probability and statistics in which a trend appears in several groups of data but disappears or reverses when the groups are combined.)
Tip #3: Use bias bounties. One way to detect biases and discrimination in AI is to use bias bounties to catch bad data, avoiding further deviation of the analytics. Bias bounties are implemented to reward users for identifying bias in AI systems. These biases happen as a result of incomplete data or existing bad data that can lead to an AI that is unethical.
Several major companies are using bias bounties as a way to ensure their AI systems are as ethical and robust as possible. It’s an easy and relatively inexpensive way to get more diverse thought processes to look at and review a business’s AI.
Tip #4: Cultivate responsible AI at every level of the company. Having responsible AI at all levels within an organization is a necessity, especially now. Before, organizations could get by with just having their technical R&D or research teams involved, who would then communicate downward to their customers and partners. With the ever-changing landscape of responsible AI use, this is an area where no compromises can be made. —Christophe Bourguignat, CEO and co-founder of Insurance tech provider Zelros (www.zelros.com)
Commerce makes the world go ‘round, and retail is its end play. With all the shifting and challenges of recent years, In Business Magazine decided to take a look at retail’s brick-and-mortar component, where transactions are made with a human connection.
Here’s the human voice of retail enterprises that span merchandise and service, from one-shop businesses to those aggressively expanding, and from independent location to destination shopping.
The powerhouse of destination shopping is the shopping mall. Ryan Sarbinoff explores this retail concept from a commercial real estate perspective in the accompanying article, “Evolution of Retail and Malls in the Phoenix Metro,” while we start our shopping spree at Valley gem Scottsdale Fashion Square.
“Scottsdale and Greater Phoenix make up one of the fastest-growing markets in the U.S.,” says Kim Choukalas, senior vice president of leasing for Macerich, the real estate investment trust that operates many of the Valley’s shopping centers, including Scottsdale Fashion Square. She explains that, with an increasing tech presence as well as long-standing visitor credentials and a world-class resort infrastructure, the region has been an amazingly buoyant market and luxury destination. And she notes, “This is a market that loves retail: Scottsdale residents spend 50% more on retail goods than the nation overall.”
To respond to these customers, Scottsdale Fashion Square debuted its luxury wing in 2018, with high-end design elements and amenities carefully considered to be just right for the incredible luxury brands that call this center home. “By every measure, the luxury redevelopment has been a tremendous success,” Choukalas says, citing an enviable collection of new-to-market and pure luxury brands from Louis Vuitton, Brunello Cucinelli, Cartier, Saint Laurent, Bottega Veneta, Dior the mall has already attracted, with more to come. “Many of these brands remain the first and only in Arizona,” she notes. “Now, the success of luxury is inspiring more top brands to choose Scottsdale Fashion Square.”
“Local” is a key part of the motivating ethic at Agritopia in the East Valley, where Johnston & Co. is developing mixed-use Epicenter to have a strong retail component. “At Epicenter, we really focused on trying to get some of the best of Arizona, focused on food, health/wellness and lifestyle,” says CEO William Johnston. The merchandising plan focuses on having different users for different day parts — different businesses that can thrive throughout the day, that are very experiential and that are unique. “I think those are two things that are really important for retail and restaurants these days. There has to be something that sets them apart from everything else, and for us we really tried to hand-select and hand-pick and really spent time building relationships with each of the businesses that come into Epicenter,” Johnston says, adding, “The tenants that we have coming in, the businesses are well-known in the Valley and they do a fantastic job of being a great place for people to come and feel like they’re part of something outside of just a generic location. And so, feeling connected to the space and the business I think really sets certain restaurants and retailers apart.”
For Johnston, there is an added dimension to the selection. “Part of our goal for Epicenter was to add more uses and more businesses that allowed Agritopia and the surrounding neighborhoods to be even more walkable — where you don’t have to get in your car” to go find what you need, he explains. “However, that being said, we want to be a local regional draw, and so we’re pulling from outside of just Agritopia or the neighboring communities” — and specifically aiming to fill some of the needs that market research had identified. For example, “We had people saying we really want to have a higher-end, sit-down, date-night kind of restaurant.” So, Belly Kitchen & Bar, a full-service Vietnamese restaurant from Phoenix, is now open, with well-known local restaurant Buck & Rider planned to open later this year.
Downtown Tempe is another destination shopping area. “It offers a unique shopping experience, attracting people from all walks of life — visitors, office workers, residents, students, and families,” says Lori Foster, chief strategy officer with the Downtown Tempe Authority. “The urban, energetic vibe, along with the tree-lined brick walkways lead to shopping destinations you can’t get anywhere else — literally. Over 67% of the businesses in downtown Tempe are local and independently owned and offer an eclectic mix of retail.” Plus, she notes, “The many modes of transportation servicing downtown Tempe, including the light rail, Tempe Streetcar, oodles of bike lanes and scooter access, make it accessible for all.”
Samir Sandesara, who owns Henna Shoppe with his wife, Neelam, finds being on Mill Avenue offers some unique features that benefit retail businesses like theirs. “We’re adjacent to some beautiful hiking and nature around Tempe Town Lake and Papago Park. Being in nature, watching sunsets over the lake, and the youthful vibrancy of ASU all really help commune with the spiritual side of the world.” Explaining why they believe the market supports their success, he says, “While Mill Avenue certainly has its share of clubs and night life, plenty of families also enjoy spending time with their children hiking Hayden Butte, spending time at the lake, or going
for ice cream after a day at the zoo. So, as parents ourselves, we’ve built a friendly retail destination on Mill Avenue also. Kids love finding just the right crystal or bracelet for them. And, of course, temporary henna body art is always a fun way to have a truly unique experience on Mill Avenue.”
Troy Scoma has been in business in downtown Tempe with Cactus Sports for 31 years, and says that, as an ASU fan store, “We are the last independent retailer left.” For the alumnus-owned and -operated business, Scoma says, “Shop small and shop local is pretty important. The majority of our competition is now run by large corporations who aren’t headquartered in Arizona. We feel this gives us an advantage and a lot of our guests know they are supporting a local Sun Devil alumni [sic] who understands their needs and wants.” He’s kept the retail concept simple, he says, explaining he never wanted more than the single location. “It was important to focus on running the business with all the attention on customer service, attention to detail and product selection.”
Customer service is the key element for Mint Cannabis, as CEO Eivan Shahara explains, “Cannabis has been trending for the last couple of years. With the addition of recreational sales, it has added to the growth in sales and foot traffic. At the Mint, we have taken special care to devote lots of our attention to the consumer retail experience to make sure we are able to attract the lion’s share of this trend while it is hot!”
In a similar vein, State Forty Eight CEO and co-founder Mike Spangenberg says, “We truly value the importance of brick-and-mortar retail because it allows us the opportunity to directly connect and engage with our community.” The apparel brand has three brick-and-mortar locations, selling Arizona-inspired T-shirts, hats, outerwear and other accessories. “While our e-commerce does well, there is something to be said about touching and being able to try on our products.” He points out that brick-and-mortar also gives the business the opportunity to showcase its customer service. “Our goal is for everyone to leave one of our retail locations with not only a great product they love, but with a better understanding of our company and
who we are.” Says Spangenberg, “I believe we’re supported in this market for not only our uniquely designed products, but because people recognize that State Forty Eight is a locally run small business with heart. We strive to be authentic and make a difference in Arizona and, because of that, we’ve managed to build an incredibly supportive community.”
Cindy Dach, co-owner of Changing Hands Bookstore, also finds the community responds to the fact that the business is locally owned and operated. “During the pandemic, we had to close our doors to the public for four months. That was very difficult, and a traumatic experience. At the same time, our community went out of their way to support us with online orders and curbside pickup, and ensured that we could be here when we reopened to the public. They stick with us through thick and thin, and we’re so grateful.”
The independent bookstore opened in 1974 in downtown Tempe as a used bookstore, but very quickly became a new and used bookstore. “Shortly after that, we began carrying gift items like bookmarks and journals, and today our gifts include a vast array of items such as kitchenware, ceramics, and bath and beauty products.” Says Dach, “From the very beginning, we prioritized being a community gathering space and curated merchandise that reflects the interests and values of our great community. They responded by shopping in our two locations.”
Brick-and-mortar was important to Tracy Dempsey even before she had her own location. “In the early days of building my own brand, I recognized that, until I had the funds to afford my own brick-and-mortar retail space, I needed the support of local merchants who would purchase my products
Over the past 20 years, retail real estate has continued to adapt and evolve in the face of several headwinds, including the broader adoption of e-commerce and greater focus on social experiences. One of the key avenues by which the retail sector has changed is the embracing of an omnichannel presence. The second key avenue is integrating mixed-use spaces that expand the retail center from just a location where goods are purchased to a place that also offers engagement, entertainment, social connections and other services.
An early concern that arose alongside the advent of digital-only marketplaces was that operations, such as Amazon, would erode traditional brick-and-mortar retail, with online purchasing becoming the norm. While e-commerce spending as a share of core retail sales has climbed over the past decades, hovering around 20% earlier this year, the current outlook for retail is omnichannel. Case studies have shown that, when a vendor opens a physical store in a new location, that retailer often records an increase in its online visits from customers nearby. This halo effect is partly due to the brand awareness the store provides as well as the convenience of routing online order pickups and returns to that physical location. Meanwhile, digital native brands, such as Warby Parker, Allbirds and Fabletics, have found success in opening their own physical storefronts.
at wholesale and grace their shelves (precious real estate) with it,” says the owner of bakery and bottle shop TDOriginals and ODV Wines. “Having my products in various shops around the Valley was a tremendous marketing opportunity to reach lots of different customer in different parts of the Valley. In turn, that helped build my customer base when I decided to open my own retail shop.”
Dempsey believes her current level of revenue, marketing and partnerships are all because of those brick-and-mortar retail shops. Noting that many of her confections are still carried by and sold in a number of local retails shops that supported her from the early days, she says, “Those relationships are a contributing factor to why I carry so much local product and want to support fellow local producers — it’s a little bit of paying it forward as well as being able to offer products I truly believe in, and maybe help someone else starting out realize their own dreams as a small business owner.” As she emphasizes her belief in supporting the local community, Dempsey says, “The majority of our customer base is very much like-minded. Therein lies the support and the success.”
Salad and Go was founded as a brick-and-mortar concept but with its own approach to quick-service restaurants: drive-thru only. “The brand was designed to revolutionize the industry with its ease, affordability and access to fresh, made-to-order and healthy meals, including salads, wraps, breakfast burritos and soup as well as delicious beverages such as handcrafted lemonades, teas, and cold brew,” says CEO Charlie Morrison. Since opening its first location in Gilbert in 2013, Salad and Go now has more than
The transition to mixed-use development within the retail shopping center sector is nowhere more apparent than in the re-use or modernization of older, enclosed shopping malls. The Phoenix metro area is no stranger to these projects — ranging from the elevation of Scottsdale Fashion Square to a dominant destination for high-end shopping and dining, to complete redevelopments of older, defunct malls such as the Metrocenter Mall and Paradise Valley Mall.
Fashion Square Mall in Scottsdale, which originally opened in 1961 as a much smaller footprint, is an example of how continued reinvestment over the span of decades has been able to not only sustain but grow the mall amid a changing retail landscape. Originally anchored by a Goldwater’s
80 locations open across Arizona, Texas, Oklahoma and, soon, Nevada. “We are currently operating more than 45 locations in the Greater Phoenix area and are excited to continue expansion of our mission in our home state in 2023,” Morrison continues.
The business model emphasizes the value of local. “We’ve vertically integrated operations and distribution, and we source our ingredients directly from high-quality local farmers and suppliers whenever possible,” Morrison says, explaining, “This model ensures each meal has fresh, quality ingredients and that our costs remain low. Salad and Go’s drive-thru only concept has seen so much success due to the vertical supply chain’s efficiency, which in turn allows us to provide high-value healthy choices to
Department Store and a supermarket, the mall has expanded over time, absorbing the adjacent Camelview Plaza in 1996 as well as constructing new wings in 2009 and 2015. These new wings were tenanted by experiential offerings, such as a Harkins Theatre and global luxury brands, joining new upscale restaurants and a co-working space at the property. Lifetime Fitness and additional restaurants are in the pipeline. While Fashion Square benefits in part by an affluent local demographic base, the mall’s focus on premier experiences has helped it become a destination dining and shopping experience for residents across the metro. Keeping a tenant mix relevant to the local customer base, and shopping preferences in general, is critical to a location’s success. While Metrocenter Mall was the first indoor, two-story, five-anchor mall in the country when it opened in 1973, a reliance on department stores with aging business models led to the property’s general attrition. After closing in the summer of 2020 amid COVID-19-related challenges, the primary mall structure was demolished in 2022 to make way for a redevelopment project costing as much as $1 billion. This multi-phase project, expected to be completed by 2029, may ultimately house both traditional and medical office space as well as two hotels, a senior housing facility and 3,000 multifamily units, in addition to roughly 100,000 square feet of dedicated retail space. A similar dynamic is at play for Paradise Valley Mall. While the area’s Costco and JCPenney remain in operation, similar to Metrocenter’s adjacent Walmart, most of the Paradise Valley Mall has been demolished for a mixed-use redevelopment that also includes multifamily housing as well as a Whole Foods Market, a fitness center and a new dine-in movie theater concept.
Many mall redevelopment or reinvestment projects in the Phoenix area include a residential component. Even in first-ring suburbs that are already home to many residents, a mall offering housing onsite can, with the right tenant mix, foster a semi-urban walkable lifestyle that helps shore up a local
our guests.” Salad and Go also supports the community it is part of through various partnerships, fundraisers and weekly donations to those in need.
Kevin Fretz, managing director of franchise finance at Western Alliance Bank, says his department is seeing operators in the limited-service restaurant section, especially the QSR subsector, continue to show remarkable resilience in the face of the intense economic headwinds of 2022, “and therefore remain relatively safe and stable investments over time,” he says.
“More specifically,” Fretz continues, “the inflationary spike the nation saw in 2022 was the strongest headwind the industry has experienced in decades, but operators have generally proven to be quick on their feet to make necessary staffing and pricing changes. The nimbleness we saw at
customer base. This has been a key component of redevelopment plans for both the Metrocenter and Paradise Valley malls, and is also occurring at properties that are undergoing smaller reinventions. The former Sears pad at Superstition Springs Center, which is predominantly tenanted by national discount chains, may be demolished in the near future for the purposes of constructing a 254-unit apartment complex.
Ryan Sarbinoff is first vice president and regional manager for Arizona and New Mexico at Marcus & Millichap (marcusmillichap.com/southwest), a commercial real estate investment sales brokerage and capital markets advisory firm.
the height of the pandemic — where operators modified their customer interface procedures to adhere to COVID protocols such as pivoting to drive-thru and takeout — was seen again in 2022. This time around, they’ve made prudent pricing and operational adjustments to accommodate these inflationary hurdles.”
For the bank itself, in-person banking is still important although the use of digital services has been increasing. “Yet,” says Jeff Schelter, manager director of commercial banking at Alliance Bank of Arizona, “despite growth and reliance on technology, relationships are proving to be more important than ever before.”
“The shift toward convenience in our industry is exactly why we created Salad and Go to make healthy food convenient and accessible,” Morrison says. Guests can order at the drive-thru or place orders online to pick-up in person. The business model’s efficiency has allowed the brand and its guests to make and receive orders quickly and without complications — even with its made-to-order model to ensure freshness. Some Salad and Go locations feature double drive-thru lanes and a pickup window, allowing team members to serve multiple guests’ needs at once and maintain the order and flow of business operations.
When Dempsey was starting TDOriginals, she says she “actually dabbled in both on-line order fulfilling and direct delivery.” Realizing there are a lot of moving parts to being able to be successful at both and/or either, she decided to let go of the on-line ordering as well as direct delivery. “I don’t think there is a great impact on our business,” she says, noting, “We are a destination location for wine, desserts, and we have a sweet little space that I believe our customers enjoy visiting. We’re offering more of an inperson shopping experience than a quick, on-line shopping solution.”
At State Forty Eight, Spangenberg says, “We understand how popular online ordering has become, and we do our best to mimic our customer service via e-commerce.” But his belief in the value of in-person shopping is the reason the company opened its third retail location in Gilbert. “The beauty of the e-commerce side of our business is that we’re not solely relying on in-person shopping, so we have some flexibility — and a ton
of data that we can use to our advantage,” says Spangenberg. “We pay attention to trends and the behaviors of our customers to inform our business hours, as well take note of what products are most popular online, so that we can keep them stocked in store.”
As the proprietor of a small mom-and-pop store, Scoma says Cactus Sports doesn’t have the budget to spend big money on SEO to compete online with the large corporations. “Luckily, we are a niche business that still has heavy foot traffic that wants to touch and feel products in person,” he says. He believes getting licensed ASU products for a game is part of an experience and buying online is just not the same. “Then there is also tourism and bringing back something from your visit — it just doesn’t translate to online purchases,” he says. “However, being local and independent allows us to react to trends faster.”
“Honestly, there are certain areas where we simply cannot compete,” says Dach, pointing out that Changing Hands is not a large warehouse; as a brick-and-mortar business, the model is fundamentally different. “We will always lose a sale if, for example, we are out of a book and someone wants it the same day or the next day.” Nor can she compete with an online megaretailer who devalues books to sell, often at or below cost, as a loss-leader. “Fortunately, though, our customers want to come into our space. They want to gather and talk about authors and about writing and buy not just books, but a unique candle, for example, or a greeting card or any number of the hundreds of non-book gift items we carry. They want us to be here so that
they can browse with a friend,” Dach says. “Put simply, we are supported by a community that wants to keep us here. It means everything to us.”
It’s a wholly different situation for Shahara, who notes there is no delivery in the cannabis industry. And, while online ordering is allowed, consumers are still required to visit the brick-and-mortar location to finish their transaction onsite. For the consumer who prefers online and delivery, Mint Cannabis offers quick and efficient express service with online orders. “We strongly believe in well-trained employees and the best customer service,” Shahara says, noting that, in cannabis, a large percentage of customers still need more and better information. “We make sure we are very well versed on the latest and the greatest, so we can pass that on to our customers.”
Foster points to lessons from the pandemic underscoring the need for brick-and-mortar merchants to be active in both the physical and virtual realms — a lesson she believes most businesses in Downtown Tempe took to heart, and worked to improve their web stores and delivery options. Acknowledging the convenience of online ordering and doorstep delivery as an asset, Foster notes the value of the in-store experience, the engagement with a well-trained staffer to answer questions, make suggestions and try out products before purchase. “The combination of online and in-store operations result in a win-win for the merchant and the customer.”
In fact, Sandesara believes the growth of online ordering has helped the Henna Shoppe. “Much of what customers (ourselves included) buy online is either comparison shopping large ticket items or everyday necessities.” What’s missing is the experience of discovery. “When you come into our stores, you’re transported. You smell the incense, feel the crystals, hear the singing bowls, try on the clothes. So much of our product is unique and one-of-a-kind, that if you love what you’re holding, there’s not likely to be another one quite like it.”
Henna Shoppe does have a website, but Sandesara says much of what most people buy are the repeat necessities they had already bought in-store.
Choukalas says Macerich views brick-and-mortar stores as a complement to online shopping, but at the same time points out many brands that began
online are increasingly opening brick-and-mortar locations at Macerich’s centers so that shoppers can physically experience their merchandise — from Alo Yoga to UNTUCKit to Warby Parker. “Of course, along with traditional shopping visits, we also offer curbside pickup, dining takeout and buy online/ pick-up in-store options to meet the consumer’s needs,” she says.
Observing that, after the past few years, people are hungrier than ever for in-person experiences, Choukalas believes shoppers want to see, touch and feel the quality of iconic and trusted labels as well as trendy, up-andcoming new brands — with comfort and ease at every turn. “At Scottsdale Fashion Square, people encounter the full gamut of offerings — luxury and contemporary brands, experiential opportunities, digitally native brands and great dining — that together deliver the rich, multisensory experience people want.
“What’s more,” she continues, “with the challenges in e-commerce right now, from layoffs to shipping delays, we’re seeing shoppers choosing to select merchandise they can bring home right then and there.”
For the Epicenter businesses, Johnston believes e-commerce has actually expanded what they can do sales volume-wise because it gives them an online presence as well. “People maybe see them on Instagram or have seen an article about them,” he says. “But for the most part, I would say the bulk of shoppers that will be coming to retail at Epicenter, that come to Agritopia already, they come because they want to do something — they want to not just get a generic item that has zero connection to them.” Using shoes as one example, he says, “You can get shoes on Amazon or online somewhere, but can you get the special, unique, Jordan releases that Manor has? Not really.” And where it comes to food, delivery services offer convenience, but “the quality of what you get delivered versus what you get when you dine in is just always different. And the quality’s always better in store.” For dining and also for softgoods, “You want the best experience, and you have to go to a brick-and-mortar for that.” For the health and wellness tenants, there’s an additional element to on-site versus online. “If you want to feel like you are part of a group of people that are your friends, your colleagues, your daily routine, going to a place like Bar 3 or The Collective — two of our fitness tenants — there’s a big difference.”
“We host many events, which draw people from around the Valley,” says Changing Hands Bookstore’s Dach. Some are author events and some are community events, and Dach notes that a good number of them generate earned media. The bookstore also hosts discussions on current events, celebrations of book releases, political discussions and much more. An active e-newsletter and a large social media presence are augmented by a select bit of print, radio, television and digital marketing. “We’re also in the middle of updating our website to better reflect online the experience of being at Changing Hands Bookstore in person.”
Additionally, Dach notes the bookstore’s Phoenix location has a beer/ wine/coffee bar inside the bookstore. “A guest can get a glass of wine, beer or a latte with a tasty treat and roam the bookstore for hours,” she says. “First Draft Book Bar is a unique experience in our bookstore. It drives its own traffic.”
For Salad and Go, which is expanding across the U.S. and had two new market entries last month in Houston and Las Vegas, Morrison says, “We announce our grand openings locally to generate buzz and conduct special promotions whenever possible to encourage attendance and give back to the community.” Once the restaurant is established in a community, he says, “Our growth is driven by those who love what we do and the delicious offerings we provide at our stores.”
State Forty Eight has relied on the traditional marketing tactics of social media, email, text messaging and discounts to drive traffic, but Spangenberg says the business is beginning to implement monthly activations at its locations. “We love our community, so we aim to add value to shopping in store,” he says. “We will often sell exclusive or limited-edition products in-store only, we’ll throw community block parties, put on sale events with live music, host local markets and invite other local vendors to set up in our parking lot, incentivize with freebies like food and drinks with purchase, etc.” The aim is to create a fun and welcoming atmosphere for customers, show appreciation for the community and “separate ourselves
from the rest by creating a memorable experience that leads to genuine connection with our brand and our team.”
Dempsey says that, at TDOriginals and ODV Wines, “One of the biggest things we do is to try to make everyone who walks through the door feel welcome and to build relationships.” She shares news of an array of experiences that include wine sampling, cooking classes and meet-thewinemaker events through the business’s newsletter and social media platforms, and thanks “our friend who is a public relations professional” for help getting word out to the media about events and other happenings. “Our customers are precious to us and the reason we have managed to maintain this humble but relatively successful little business,” Dempsey says, sharing, “I’m big on quizzing folks about how they found us, what brought them in, et cetera. A good many answer with, ‘so and so told me about you,’ and then many mention looking for certain products on search engines and being led to us.”
At Cactus Sports, Scoma believes foot traffic follows from the business staying true to its roots. “We embrace our shop-small, shop-local presence, and being Sun Devil-owned and -operated means a lot to our alumni guests,” he says. “Social media plays a big part in driving traffic to what makes us unique amongst our competition.” And he shares, “What’s selling may surprise some people, but crewneck and hooded sweatshirts sell all year round no matter how hot it gets in Arizona.”
Many of the downtown Tempe retailers have reported that 2021-2022 sales are back up to pre-COVID levels and many surpassed their goals last year, according to Foster. “The merchants that are nimble and in touch with their customers can react to market demands — whether it’s the latest trends in fashion, food or drink,” she notes. And she has found the downtown merchants are well-versed in sharing the shopping/dining/ personal service experiences of customers in social media. “They know their markets and cater their products and services to them,” she says.
Sandesara, for instance, says he and his wife are seeing a deeper
embrace of the entire Bohemian/naturalistic lifestyle impacting foot traffic for Henna Shoppe. “We think [in] the past couple years people really had a chance to reflect on the importance of being at peace with their surroundings and focusing on their own mental health,” he says. Noting that there’s also been an increased shift to more natural products, he says a line of clothing made of natural fibers that Henna Shoppe recently launched has been very well received. And while most of their advertising is through word of mouth, he notes, “Of course, being on Mill Avenue generates a good amount of foot traffic in its own right.”
Observing that the definition of what a shopping center means and brings to a community has changed and pointing out that the best centers in the country offer not only great shopping but a range of outstanding experiences, Choukalas says Macerich responds to those changes by constantly refining and curating the mix of offerings at Scottsdale Fashion Square. “Along with the best luxury brands, we offer an array of flagship retailers, elevated food and beverage choices, fitness and well-being, art and artistry, co-working, and purposeful mixed-use densification,” she says.
She notes, in fact, that Macerich’s town center strategy of adding density and new uses to its top-performing retail properties in great locations is exactly in sync with how people want to engage with places today. “People want proximity, convenience and the ability to do exciting, in-person activities at places they enjoy, such as their favorite retail destinations,” she says. “We continue to evolve Scottsdale Fashion Square with several innovative uses, such as the Caesars Republic Hotel, opening in February 2024; a 30,000-square-foot, high-end Life Time fitness currently under construction; and the co-working space Industrious, which opened in 2019.”
Johnston believes foot traffic for Epicenter got a boost from the existing reputation of Joe’s Farm Grill and The Coffee Shop and Bar None in Agritopia. “People have been excited about it for a long time, and so, through PR as we announce different things, it really has done well,” he says.
Of its draw, Johnston says his company’s market studies show that the number of regulars who come to the businesses in Agritopia from outside the Gilbert area fairly evenly matches the number who live in the Gilbert
area. And the development also attracts national travelers thanks to its proximity to Mesa Gateway Airport. “We get a lot of people that are flying in from Chicago, the Dakotas, that whole area as well. It’s beneficial to have that proximity to the airport where, when they get off the plane, they’re looking for a place to go, and if you type ‘best restaurant’ on Yelp or Google, Farm Grill and Coffee Shop always pop up pretty quickly on those lists.”
How does that translate to foot traffic? “Once they come out and they see Epicenter, it’s like, ‘Oh my gosh, what is this thing?’ And then they start to explore.” Careful attention goes into creating and building on that first impression, focusing on getting people to come out for more than just one thing. “Let’s say they go to Belly for lunch. Once they’ve done that, because of what they can see visually when they walk out that door, they’re going to want to explore a bit more. So they might walk east and they’ll go look at more stuff at Epicenter. Or they could walk west and look at The Farm’s own coffee shop and walk The Farm and see the organic produce that’s being grown.” And have that generate interest in return visits for more exploring. “As more and more businesses open, foot traffic will continue to increase,” Johnston says.
“We really try to make it a place where people can have a longer dwell time and enjoy sitting a part of longer,” says Johnston.
Alliance Bank of Arizona westernalliancebancorporation.com/alliance-bank-of-arizona Agritopia agritopia.com
Cactus Sports cactussports.com
Changing Hands Bookstore changinghands.com
Downtown Tempe Authority downtowntempe.com
Epicenter epicenteratagritopia.com
Henna Shoppe hennashoppe.com
Marcus & Millichap marcusmillichap.com/southwest
Mint Cannabis mintdeals.com
Salad and Go saladandgo.com
Scottsdale Fashion Square fashionsquare.com
State Forty Eight statefortyeight.com
Tracy Dempsey Originals tracydempseyoriginals.com
Thanks to all the talk of “quiet quitting” hitting the news cycles recently, many managers are newly suspicious of their employees’ intentions. As it turns out, the suspicions may go both ways. According to a new JobSage survey, a whopping 78% of American workers report receiving a “quiet promotion” — an increased workload without increased pay. And most of them are not happy about it, with 57% feeling taken advantage of or manipulated by their employer.
That’s not to say that managers giving workers more responsibility or work is always bad, or always intentional. Employees may seek out more challenging projects as they get more comfortable in their positions. Managers may start transferring or increasing responsibility to a worker, leading up to an official promotion.
However, when quiet promotions reflect a corporate strategy to squeeze more work out of employees for the same pay, then it’s a different story. And workers may be catching on. Nearly two-thirds (63%) of survey respondents reported working for a company that would suffer if employees refused to be quietly promoted.
A one-way work culture — where an employer consistently expects more of employees but gives nothing in return — can eventually breed resentment and frustration. In today’s tight job market, this may tempt employees to turn quiet promotions into very real quitting.
So, to increase employee engagement and retention, we’ve compiled four tell-tale signs that quiet promotions are going on in an office.
A manager has asked an employee to take on work above their position. Nearly three in four American workers (73%) have been asked to take on work above their position. If employees can capably perform duties above their level, it’s easy to understand why they feel they deserve a corresponding pay increase. And it’s certainly not for lack of ambition on the part of workers, as nearly two in three (63%) are looking to move up or change roles in their company.
An employee has more work than others with the same title. With nearly every industry experiencing staffing challenges these days, all employees are stretched thin. If one employee consistently has more work than others at their level, though, it may be a clear indicator that they have been quietly promoted. More than two in three employees (68%) surveyed report having more work than others with the same title.
An employee has absorbed work after a co-worker above them left. One of the most obvious signs of a quiet promotion is expecting an employee to absorb the work of a departing co-worker above them, something 67% of American workers have experienced. Perhaps that’s because it’s hard (if not
In a tight labor market, businesses want to fill open positions with new talent but may have in-house talent that fits the bill. However, these in-house applicants do not always receive the encouragement or take the initiative to apply.
Over time, this can result in “flatlining,” which is when successful, deserving employees are stalling in their careers without forward momentum. Flatlining existed long before the “Great Resignation” yet often goes unnoticed by professionals year after year. If not addressed, flatlining employees may find themselves unhappy with their role and responsibility once they reach mid-career.
The cycle begins when employees may become comfortable enough in their current position they decline to apply or ask for a promotion. Though the employee excels in a role, so long as they fail to take initiative, managers may feel tempted to keep them in their position, for fear of having to hire a replacement in a tight labor market. As a result, that employee’s career growth stagnates within the company, eventually pushing them to find employment elsewhere.
Though flatlining afflicts individual employees, not businesses, flatlining can reduce retention and harm morale, so it remains important for leadership to address.
Communication is critical to helping employees grow into their next role. Annual reviews offer an invaluable chance for workers to set goals and look toward the future and for managers to communicate their support to employees. During their annual reviews, employees should feel comfortable and confident
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discussing their achievements and expressing their desire to take responsibility. Managers should also ask employees about their aspirations and what tools they need to reach them.
Employees benefit from this type of communication encouraging them to envision their future in the business and in the industry. While most professionals aspire to grow in their careers, not every individual knows how to advocate for themselves by expressing goals to their supervisors. Managers can help employees stay on track to meet their goals by offering tips to stand out and teaching necessary skills before the next promotion.
In a culture of confidence, every conversation between workers and managers will take place with an eye on the future. Employees will complete projects with an understanding of what the project means to business, which skills they acquired and how the experience prepares them for their next position. Check-ins throughout the year between employees and their supervisors should not only address what has gone well recently but also how goals can be met ahead of the next annual review and promotion cycle.
Another key solution to “flatlining” is upskilling, which teaches employees additional skills to grow their capabilities. Upskilling programs offer immense benefits to both employees and employers.
For many workers who find themselves flatlining at work, upskilling can result in greater skills, more satisfaction and even higher income. For
Though the employee excels in a role, so long as they fail to take initiative, managers may feel tempted to keep them in their position, for fear of having to hire a replacement in a tight labor market.
impossible) to justify why the employee should do not just the work of two people, but also two levels — all for the same pay.
The workplace or industry thrives on quiet promotions. While quiet promotions can happen anywhere, some companies and industries are more guilty of this practice than others. A massive 89% of workers in art and design and in hospitality report the practice. Following closely behind are food services and government, with 88% each.
That’s not to say other fields are free of the practice. The majority of survey respondents overall (63%) reported working for a company that would suffer if employees refused to be quietly promoted.
Employees put up with quiet promotions for all sorts of reasons. They may accept extra responsibilities because they fear losing their job, appreciate the challenge, or want to move up in the company. In fact, nearly seven in ten (68%) survey respondents have taken on additional tasks in the hopes of being promoted.
Still, that doesn’t make it right. While quiet promotions may save the company money in salaries, it can also devastate company morale. And in today’s job market, it may be easier than it has been in years for an employee to seek a better situation elsewhere.
Kelli Mason is a co-founder of JobSage, an employer review platform focused on what matters most to today’s jobseekers and professionals. Mason earned national recognition in Forbes 30 under 30 for her work as a leader in the field of workplace diversity and inclusion and has spoken widely on the topic. jobsage.com
organizations facing a culture of complacency, upskilling can bring renewed ambition and innovation into their workforce. A stronger, more confident culture will strengthen talent management, promote worker retention and ensure in-house talent receives recognition.
Many flatlining employees just need a push from a manager or mentor to focus on their future. However, some workers may experience a chronic lack of ambition. While individuals can discover greater ambition at any point in life, businesses should recruit with an attention toward candidates who show a consistent desire to grow and learn. Once hired, these applicants will bring that motivation and confidence into the culture, motivating their coworkers to do the same.
To identify which candidates feel driven to succeed, recruiters may defy some conventional recruiting wisdom. Traditionally, recruiters view job hopping on a resume as a negative. However, job hopping may not reflect an issue if the job changes lead to career progress.
With that in mind, if a candidate moves from one job to another for a role with higher status or responsibility, recruiters can interpret that as a sign of ambition. Fewer candidates feel inherent loyalty to their employers and if their career begins to stagnate, they may move on to the next opportunity instead of waiting for a promotion. Similarly, ambitious candidates may leave a larger business for a smaller team where they can create the most impact. Finding and hiring these candidates will counteract a culture of flatlining and build a culture of confidence and achievement.
Don Alix is a district manager with Insperity, a leading provider of human resources offering the most comprehensive suite of scalable HR solutions available in the marketplace. insperity.com
The Potentialist explains the first steps to achieve individual potential and accelerate wisdom. Readers will discover how forces of change create a better world — a New Reality — by breaking down the one we know. The pace of life will accelerate and become more turbulent. Institutions such as government, education, religion, news media and many employers will be disrupted and become less reliable. But the unfolding New Reality will be revealed through the lens of opportunity instead of anxiety and fear. This first installment in a three-book series is for those who will live 30 years or more, those who are older and seeking to assist younger people through this unprecedented challenge, and leaders who are adapting organizations for the New Reality.
The Potentialist I: Your Future in the New Reality of the Next Thirty Years
Ben Lytle
Amplify Publishing
On shelves and online
$25.99
264 pages
Our soul craves magic and creativity — but who has time to pursue passions and hobbies when there are bills to pay? We can reignite our lost creativity — it still lives inside us. We don’t have to trade a world of exciting possibilities for an unfulfilling life of responsibilities. Joy and a fulfilling personal and professional life await. In Do What You Love, readers will discover simple steps for overcoming the fears and doubts holding us back from pursuing our dreams. This book enables us to get ready to explore our creative ideas, rediscover our passion projects, and give ourselves permission to start creating — simply for the joy of it. It’s time to start embracing the passions that feed our soul.
Do What You Love: A Guide to Living Your Creative Life Without Leaving Your Job
Kate Volman
Wellspring Available 2/28/2023
$24.95
160 pages
Participants at leadership conferences often tell Sally, “Please don’t spend your time telling us why developing and retaining a diverse workforce is important. We get it. The problem is, we don’t know how to do it.” Rising Together provides that missing know-how in full detail by identifying both what holds us back and specific tactics that can help us move forward. This book also serves as an indispensable guide for HR, diversity, and leadership professionals tasked with addressing the misunderstandings, resentments, and derailments caused by the eight triggers. Sally’s focus on behaviors—how we act—rather than bias—how we think—promises to redirect the inclusion conversation in a grounded, real-world way that brings us together.
Rising Together: How We Can Bridge Divides and Create a More Inclusive Workplace
Sally Helgesen
Hachette Go Available 2/28/2023
$30
240 pages
Edgar R. Olivo es un educador empresarial bilingüe, asesor económico y colaborador de varios medios de comunicación. Es apasionado por la educación y comunidad. Está certificado en finanzas y análisis de datos y posee un título en negocios de la Universidad Estatal de Arizona.
No es ningún secreto que la pandemia ha hecho que nuestro tiempo se sienta muy diferente, especialmente si usted es un trabajador remoto. Para algunas personas, no hay suficientes horas en el día y para otras los días son demasiado largos.
¿Está haciendo lo máximo con su tiempo? El tiempo es un recurso. Y como cualquier otro recurso, cuando se planifica adecuadamente, puede tener grandes beneficios en muchas áreas de su vida y trabajo.
Habiendo trabajado con muchos líderes ejecutivos, he aprendido algunas estrategias clave que los ayudan a maximizar su tiempo y bienestar bajo presión. Considere aplicar estos consejos fuera del ámbito del trabajo para ponerlos a prueba también en su vida personal.
¡La clave es tener el control de su tiempo estableciendo primero sus prioridades y plazos! La gestión del tiempo es en realidad otro término para la gestión de prioridades. Este cambio de perspectiva marca la diferencia cuando comienza a ver su tiempo de esta manera.
TENER EL CONTROL DE SU TIEMPO LE BRINDA MUCHOS
BENEFICIOS:
• Aumenta sus hábitos de autodisciplina,
• Mejora su calidad de trabajo,
• Le abre a nuevas posibilidades y oportunidades,
• Mejora sus relaciones (personales y profesionales),
• ¡Y lograra más!
TRES TÉCNICAS QUE LE AYUDARÁN A CONTROLAR SU
TIEMPO:
Técnica uno: Utilizar la matriz del tiempo, que explica la diferencia entre urgente versus no urgente e importante versus no importante para ayudarlo a decidir qué es lo más importante.
Antes de que pueda utilizar su tiempo de manera eficaz, es fundamental definir qué constituye un uso eficaz del tiempo. Pasa cada minuto de cada día haciendo algo, ya sea avanzar en su campo laboral, fortalecer sus relaciones o quedar atrapado en la última moda de aplicaciones de juegos.
Stephen R. Covey proporcionó un marco excelente para categorizar cómo gasta su tiempo: La matriz del tiempo.
Edgar R. Olivo is a bilingual business educator, economic advisor and contributor for several media outlets. He’s a nonprofit executive who is passionate about education. He is certified in finance and data analytics and holds a business degree from Arizona State University.
Cuando perdemos de vista el valor del tiempo, deja espacio para que aparezcan muchas distracciones. Aquí hay un ejemplo rápido: Su nuevo proyecto vence en noventa días. Si no se da cuenta de lo rápido que pasan noventa días, probablemente pensará que tiene mucho tiempo para terminar. Sin embargo, durante esos noventa días, si no ha establecido prioridades e hitos claros en el camino, existe una alta probabilidad de que apresure su proyecto en el último minuto. La procrastinación le dice: “Podemos ver ese programa de televisión hoy y trabajar en eso mañana. Después de todo, tenemos noventa días para hacerlo “.
Cuando comprende el valor del tiempo, deja muy poco espacio para que aparezcan distracciones. Aquí hay otro ejemplo rápido: Su nuevo proyecto vence en noventa días. Si sabe lo rápido que pasan noventa días, probablemente pensará que hay mucho por hacer. Entonces, desarrolla una estrategia enfocada para dejarle el tiempo suficiente para revisar su proyecto antes de entregarlo. Una persona en control le dirá a la procrastinación, “Estoy tan contento de haber organizado mi trabajo para poder duplicar mis esfuerzos en el futuro , ahorrándome tiempo y energía para otras cosas importantes que hacer “.
¿Ve la diferencia al cambiar su perspectiva?
Técnica dos: Utilizar el Embudo de enfoque, de “Postergar a propósito” de Rory Vaden en su TEDTalk para ayudarlo a decidir qué debe hacer con sus tareas.
¿Debería posponer las cosas a propósito? El Focus Funnel o embudo de enfoque de Rory nos pide que analicemos nuestras tareas con tres preguntas: ¿Se puede eliminar? ¿Puede automatizarse? ¿Se puede delegar? Si su respuesta a estas preguntas sigue siendo negativa, debería considerar realizar la tarea de inmediato, a menos que pueda esperar a que se elimine, automatice o delegue la oportunidad. Esta técnica ha hecho maravillas para ejecutivos con largas listas de tareas pendientes.
Técnica tres: Tratar la técnica de Brian Tracy y coma su rana a primera hora de la mañana. Básicamente, haga primero la peor, la más irritante o la más difícil para que el resto del día sea más fácil.
¿Cómo encuentro la rana?
Siempre hay algunas tareas que nos gustaría marcar de nuestra lista de tareas pendientes lo antes posible. Es mejor empezar el día realizando una tarea difícil para cerrar el día con tareas más livianas. Esta estrategia le ayuda a utilizar sus
La pandemia ha alterado nuestro sentido del tiempo, haciéndolo sentir más largo o más corto dependiendo de la persona. Para aprovechar al máximo nuestro tiempo, es importante establecer prioridades y plazos, comprender el valor del tiempo y desarrollar estrategias para gestionarlo de manera efectiva. Mejorar la gestión del tiempo puede mejorar la disciplina personal, mejorar la calidad del trabajo, abrir nuevas posibilidades, mejorar las relaciones y permitir un mayor logro.
reservas de energía en las áreas en las que necesita mayor concentración y evitar el agotamiento al final del día.
La rana son las tareas que no desea hacer, pero que realmente necesita hacer. Donde va su atención, su energía fluye. Recuerde, la gestión prioritaria es la gestión del tiempo disfrazada. Considere usar aplicaciones para ayudarlo a mantenerse en el camino como Asana o Planificador de Microsoft. Estas herramientas tienen funciones integradas de
administración de correo electrónico y calendario para ayudarlo a optimizar todas sus tareas importantes.
Si está interesado en unirse a nuestro grupo de emprendedores, ¡regístrese en nuestro programa Energiza Tu Negocio cada dos semanas! Discutimos estrategias, objetivos y recursos en una plática virtual. Energiza Tu Negocio se lleva a cabo cada dos lunes de 11 a.m. a mediodia. Puede registrarse de forma gratuita visitando www.ccbsfoundation.org
It is no secret that the pandemic has made our time feel very different, especially if you are a remote worker. For some people, there are not enough hours in the day, and for others the days are too long.
Are you doing the most with your time? Time is a resource. And like any other resource, when planned properly, it can have great returns on many areas of your life and work.
Having worked with many executive leaders, I have learned a few key strategies that help them maximize their time and well-being under pressure. Consider applying these tips outside of the realm of work to put them to the test in your personal life as well.
The key is to have control of your time by establishing your priorities and deadlines first! Time management is really just another term for priority management. This change in perspective makes all the difference when you start to look at your time in this way.
When we lose sight of the value of time, it leaves room for many distractions to appear. Here is a quick example: Your new project is due in 90 days. If you do not realize how fast 90 days goes by, you probably will think you have plenty of time to finish. However, during those 90 days, if you have not set up clear priorities and milestones along the way, there is a high probability you will be rushing your project at the last minute. Procrastination says to you, “We can watch that TV show today and work on that tomorrow. After all, we have 90 days to get it done.”
When you understand the value of time, it leaves very little room for distractions to appear. Here is another quick example: Your project is due in 90 days. If you know how fast 90 days goes by, you will probably think there is a lot that needs to get done. So, you develop a focused strategy to leave you with enough time to review your project before turning it in. A person in control will tell procrastination, “I am so glad I kept track of my work so I can duplicate my efforts in the future, saving me time and energy for other important things to do.”
See the difference in changing your perspective?
BEING IN CONTROL OF YOUR TIME BRINGS YOU MANY BENEFITS:
• Boosts your self-discipline habits,
• Improves your quality of work,
• Opens you to new possibilities and opportunities,
• Enhances your relationships (personal and professional), and
• You achieve more!
THREE TECHNIQUES TO HELP YOU TAKE CONTROL OF YOUR TIME
Technique One: Use the time matrix, which explains the difference between urgent vs not urgent and important vs not important to help you decide what matters most.
Before you can use your time effectively, it is essential to define what constitutes an effective use of time. You spend each minute of each day doing something, whether it is advancing your field, strengthening your relationships, or getting caught up in the latest game app craze.
Stephen R. Covey provided an excellent framework for categorizing how you spend your time: the Time Matrix.
Technique Two: Use the Focus Funnel, from Rory Vaden’s “Procrastinate On Purpose” TED Talk to help you decide what needs to stay on your plate to do.
Should you procrastinate on purpose? Rory’s Focus Funnel asks us to look at our tasks with three questions: Can it be eliminated? Can it be automated? Can it be delegated? If your answer to these questions is still no, then you should consider doing the task right away, unless it can wait for an opportunity to be eliminated, automated or delegated. This technique has done wonders for executives with long to-do lists.
Technique Three: Try Brian Tracy’s technique and eat your frog first thing in the morning. Basically, do the worst, most irritating or hardest task first so the rest of your day is easier.
How do I spot the frog?
There are always some tasks we would like to tick off our to-do list as soon as possible. It is better to kick of the day accomplishing a difficult task to close out the day with lighter tasks. This strategy helps you use your energy reserves on areas where you need the most concentration and avoid burnout at the end of the day.
The frog is the tasks you do not want to do but actually need to do.
Where your attention goes, your energy flows. Remember, priority management is time management in disguise. Consider using apps to help you stay on track, like Asana or Microsoft Planner. These tools have built-in email and calendar management features to help you streamline all your important tasks.
If you are interested in joining our entrepreneur group to learn more, sign up for our bi-weekly Business Energizers! We discuss strategies, goals, and resources in a virtual mastermind setting. The Business Energizers are held every other Monday from 9 a.m. to 10 a.m. You can register for free by visiting www.ccbsfoundation.org.
The pandemic has disrupted our sense of time, making it feel longer or shorter depending on the person. To make the most of our time, it is important to establish priorities and deadlines, understand the value of time, and develop strategies to manage it effectively. Improving time management can boost self-discipline, improve the quality of work, open up new possibilities, enhance relationships, and allow for greater achievement.
Daniel Altman is the chief economist at Instawork, the leading flexible work app connecting businesses with local, hourly professionals. An internationally bestselling author on economics, he previously wrote for The Economist and The New York Times and was an economic advisor in the British government. He holds a Ph.D. in economics from Harvard University.
instawork.com
Despite predictions of a mild recession, 2023 may be the first year since the start of the COVID-19 pandemic when the economy feels almost stable. Inflation is coming down, the labor market remains vibrant, and huge shifts in spending across sectors are looking like a thing of the past. Best of all, the coming trends play directly into the Phoenix area’s greatest strengths.
It’s no secret that Phoenix has been growing rapidly for more than a decade. Before the pandemic began, Phoenix routinely added more people per year than any other city in the nation. Then, in the past couple of years, Americans started to migrate toward warmer, less expensive cities all across the South and West. Yet, Phoenix has continued to grow not just because of its weather and amenities, but because of its economy.
Phoenix has been the epicenter of a resurgence in American manufacturing. Jobs in manufacturing peaked at around 168,000 in the Phoenix area back in the spring of 1998 and tumbled downward to a low of 111,000 in 2010, mirroring the nationwide trend in the sector. But then something happened — global businesses started to see the benefits of basing their operations in the United States, especially in a relatively lowcost environment like the Phoenix area.
With an infusion of technology, the manufacturing cluster started to grow again, reaching about 136,000 jobs just before the pandemic began. And the pandemic supercharged the sector, as people chose to consume goods in their homes rather than going out to spend money on services. In just three years, manufacturing in the Phoenix area added another 14,000 jobs — a 10% increase in employment.
These jobs brought more working-age residents to the area, and their families came with them. All these people needed schools and medical providers, as well as places to live and things to do in their spare time. So, it’s hardly surprising that positions in construction, education, healthcare, and leisure and hospitality multiplied almost as quickly as those in manufacturing.
Remarkably, some of the fastest growth on record in the Phoenix area’s manufacturing sector happened in 2022, when millions of Americans were shifting their spending away from
goods. Starting in the spring, the combination of savings built up during the pandemic with pent-up demand for travel and entertainment led to a huge surge in spending on services outside the home. Inventories stayed on store shelves, orders plummeted, and manufacturers around the world were stuck in a lull ... just not in Phoenix.
That’s because Phoenix doesn’t make a lot of plastic toys or disposable fashion. From electric vehicles to semiconductors, the Phoenix area has become a factory for the future. Demand for its products has been skyrocketing and is likely to keep rising, even in the midst of a mild recession.
In the short term, Americans are looking at another winter largely behind closed doors. Along with record cold temperatures, the risks of a highly infectious COVID-19 subvariant may encourage families to stay indoors, once again buying products for the home online rather than venturing out to restaurants, salons and stadiums.
Further ahead, the springtime shift into spending on services isn’t likely to happen again. Pent-up demand has eased, and American consumers have taken a big bite out of their pandemic-era saving. Slowing pay raises in a looser labor market and higher interest rates may also lead them to curtail their spending. In the summer, the balance of budgeting between goods and services will probably look more like it did before the pandemic.
This doesn’t mean businesses in Phoenix will have smooth sailing throughout the year. A wave of COVID-19 infections can make employees miss work, and sudden upticks in demand for products can lead to labor shortages. At my company, which provides a platform to connect local businesses with flexible workers for in-person labor, the share of shifts booked less than 24 hours in advance doubled during the course of last winter before falling back to normal in the spring. It’s already happening again this winter.
Most high-tech factories are already built for agility, but the past few years have brought new challenges. Being prepared for changes — whether in demand, staffing or supply chains — will be the key to riding the waves, regardless of the industry. But after each little storm passes, the sun looks set to shine brightly on Phoenix again.
FEB.
Intel has more than 12,000 workers already in Chandler and plans to hire 3,000 more in
Lately, a shortage of microchips
Introduced to Congress in June, the American Data Privacy and Protection Act advanced toward a floor vote in the House of Representatives in July. If passed, it will be the first comprehensive federal data privacy law in the U.S. — our equivalent to the European Union’s General Data Protection Regulation.
The proposed legislation was considered the biggest breakthrough to date for efforts to pass a long-overdue federal data privacy law. However, some California officials have pushed back on the bill recently, taking issue with the provision that preempts state law. They want a carve-out for California’s consumer data privacy law, which they claim is stronger than the ADPPA.
At this point, the future of the ADPPA is unknown and many businesses, especially those with a national footprint, are left trying to sort through and comply with a patchwork of federal and state privacy laws.
Up until recently, many U.S. companies have not been regulated in terms of their collection, maintenance, use and disclosure of consumer data. As of now, five states have passed comprehensive consumer data privacy laws (California, Colorado, Connecticut, Utah and Virginia), but each law is unique in its scope. The ADPPA — if passed — would set a national baseline for consumer data privacy practices and bring U.S. requirements closer in line with other international privacy laws.
Most significantly, the ADPPA focuses on data minimization and only allows companies covered by the Act to collect, process or transfer individually identifiable data to “what is reasonably necessary and proportionate” to provide a product or service requested by an individual or for other purposes that are enumerated in the bill.
Generally, the current state laws do not limit what companies can collect and maintain; rather, they require companies to notify individuals of what information they collect and for what purposes they use it, and to use the information as reasonably necessary and proportionate for the operational purpose for which it was collected or processed. The ADPPA also:
• Sets baseline standards for transparency, accountability, security and consumer privacy rights;
• Specially protects sensitive personal data, including limiting the use of sensitive personal data to what is “strictly necessary” to provide requested goods and services for such purposes and get consent to share the data with third parties; and
• Uses federal civil rights protections to guard against discrimination in the processing of personal information.
The current draft of the ADPPA applies more broadly than any existing state laws. The ADPPA applies to a “covered entity,” which means a company that meets certain revenue and data thresholds and collects, processes or transfers “covered data,” which generally means individually identifiable information.
At this time, “covered data” does not include:
• Deidentified data (does not contain individual identifiers),
• Employee data (defined broadly to include hiring data), and
• Publicly available information.
Even if a company does not meet the definition of a “covered entity” under the ADPPA, it could meet the definition of a “service provider” if it processes “covered data” on behalf of a “covered entity.” However, there are a number of exceptions under the current draft of the ADPPA, including a small data exception, exceptions for certain financial institutions/ financial data and exceptions for certain healthcare organizations/healthcare data. If the ADPPA is passed, applicability will be a threshold question for companies.
Although the future of the ADPPA may be unknown, data privacy should remain at the forefront for any organization that is collecting, using, maintaining, processing or disclosing consumer data. It is prudent for companies to understand and actually map out their current data practices, e.g., especially if they are collecting or tracking consumer data or use it through websites and mobile applications. Some version of the ADPPA may gain more traction in the coming months and more states will likely pass consumer data privacy laws in 2023.
Now is a good time for companies to implement or assess privacy-by-design; follow certain privacy rules as a matter of best practice; put a team in place to monitor this rapidly changing landscape and assure compliance with any applicable laws; and to identify, assess and mitigate privacy risks.
According to Learning Experience Alliance, nearly 70% of Americans will walk away from a company that requires them to provide highly personal information, including phone numbers and email addresses, to conduct business with them. Additionally, PwC reports 60% of Americans blame the company instead of the hackers when a data breach occurs.
An attorney at Phoenix law firm Coppersmith Brockelman, Erin Dunlap regularly advises clients working in the healthcare industry on a variety of data privacy and security-related issues, offering practical advice and recommendations for compliance. cblawyers.com
February is National Children’s Dental Health Month, and to celebrate, Risas Dental and Braces is paying it forward to the community. Through Risas’ partnership with Molina Healthcare, it will provide simple exams, resources and educational activities to the Phoenix community. This free, one-day event is open to the community. There will be fun raffles and giveaways, including one free braces treatment. Music, art and crafts, light refreshments, a photo booth and face painter will enhance the fun.
Staff from both Risas Dental and Braces and Molina Healthcare will be on site to answer questions and provide support.
Saturday, February 4th 9 a.m. – 1 p.m.
Risas’ Kids Dental, Alhambra
3542 W. Camelback Rd., Phoenix risasdental.com
Each February for National Children’s Dental Health Month, Risas Dental and Braces doctors provide dental education to elementary schools. They bring along dental goodie bags for each student, containing a toothbrush, toothpaste and floss. This is but one program that Risas’ teammates and doctors participate in.
Since the opening of its first Phoenix office on Labor Day 2011, community engagement has been a core element to the company’s culture. To celebrate its first opening, Risas provided free dental care to the community during that one-day event. This tradition of paying it forward through new office openings has continued. And, with 27 clinics now in operation across Arizona, Colorado, Nevada and Texas, the impact has grown considerably.
That original Labor Day opening has since served as the inspiration for the company’s signature giving event. Labor of Love has become a beloved tradition in the communities Risas serves. During the single-day event, select Risas offices participate in providing free dental treatment, be it exams and X-rays, basic cleaning, extraction or filling. In 2021, Labor of Love gave away more than $500,000-worth of free treatment.
Labor of Love is an opportunity for staff at Risas Dental to meet their neighbors, donate treatment to new patients, and establish patient relationships in a meaningful way. At Risas, they are guided by the belief that in order to grow, they must give back. So, the organization commits time, talent and resources each Labor Day to the communities through its teammates, who fuel its success through this impactful engagement event.
supplies to youth organizations and sponsorships of local community events. Valuable partnerships with organizations such as the Arizona Youth Partnership, Starting out Right division, have enabled Risas to scale these giving efforts.
Since opening its doors 11 years ago, Risas Dental and Braces has provided $9.1 million in free dental care to the community. The company’s mission, “give to grow,” binds the Risas team as they see the positive difference they are empowered to make in their patients’ lives every day. What’s more, Risas’ team members are encouraged to give back to the public as well.
Risas Braces and Dental often provides those in need with gratis treatment, reinforcing the company’s belief in putting patients above profit and going the extra mile for every smile, particularly for communities whose members feel they cannot afford a healthy smile. Erin DuPree, a Risas Dental and Braces patient, shared, “The tireless work they do in the community says so much about who they are as an organization, and how much they care.”
Tyler Butler is a chief social impact officer for a publicly traded corporate portfolio where she leads programs that positively impact humanity. She is also the founder of 11Eleven Consulting, and she is often cited as a subject matter expert by Forbes, SHRM, Entrepreneur, U.S. News & World Report and more. linkedin.com/in/tylerbutler
Philanthropy is systemic at Risas, where top executives and leaders in the company frequently make donations to schools or nonprofits or implement financial support to employees. “Everything we do, from putting the patients first to giving back to our communities, is guided by our values. Our motto is to go the extra mile for every smile. We put patients before profit,” shared Jeff Adams, CEO of Risas Dental and Braces. Risas’ outreach includes much more than community engagement. The company is also committed to education and volunteering. And it provides corporate donations of dental
These values are reinforced internally at Risas as the company provides consistent opportunities for team members to volunteer. The staff will organize their own volunteer programs for their specific offices. Some of the volunteering activities from these teams includes packing food at local Feed My Starving Children or Midwest Food Banks, as well as passing out toys at Phoenix Children’s Hospital. Around the holidays, some offices will sponsor families to provide food, clothing and Christmas presents. Additionally, Risas’ top executives make giving a priority, setting an example by making donations to schools and nonprofits or by implementing financial support to employees.
Through the company’s new Second Family Foundation, teammates will now be able to support one another. The Foundation will provide support for teammates who need support or additional resources due to personal hardships beyond their control, unexpected deaths, extreme circumstances and more. This will also be open to Risas’ teammate’s immediate family members.
Risas Dental and Braces business continues to grow. In October 2021, Risas opened the first Risas Kids Dental office, further expanding its services to children’s dentistry and reinforcing its “give to grow” mantra. As the United States’ fastest-growing dental practice, Risas is on a mission to change the way dentistry is offered. With a firm focus on giving back, accessibility and quality care, Risas is living its beliefs and positively impacting countless communities in the process.
Since opening its doors 11 years ago, Risas Dental and Braces has provided $9.1 million in free dental care to the community.
1. Strategically prepare for the transition.
2. Self-assess strengths and weaknesses.
3. Don’t be afraid to share.
4. Set performance expectations early.
5. Stay true to oneself.
When a long-time major gift officer, annual fund manager or advancement services director steps into their first chief development officer or vice president role, the transition can be rocky, the learning curve enormous and the expectations overwhelming. “The skills you mastered moving up the ranks are not always the ones that are relevant as you move into a first-time CDO or VP role,” says Gregory Leet, a consultant at Aspen Leadership Group. “It can be a profound shift.”
Yet, at other times, new leaders thrive as they take the reins and unleash ideas that have been bridled in their minds for years. This article explores that dichotomy and offers insights from those who strategically prepared and successfully navigated the challenges and obstacles they faced as firsttime senior executives.
Moving into a CDO or VP role means a rapid shift in the number of constituencies and stakeholders with whom one must authentically engage. There’s not a lot of time to “ramp up” one’s skills. At the same time, it’s important one shows competence to reassure others that one is confident of being the right person for the position.
For Kimberly Valentine, chief development officer for the Frank Lloyd Wright Foundation, experience gave her the confidence to know she was ready to take a leadership role, but she also quickly recognized her limitations and found ways to use them to excel in her job. “Experience is what brings us to these leadership positions,” says Valentine. “You can want to be a leader, but experience allows you to be a leader. Time management was a challenge for me. There are so many things thrown on your plate. You have to be skilled at delegation and allow others to step into leadership roles. You need to be that spoke in the wheel that passes responsibilities on to others to allow them to grow in their positions.”
which in this case means moving from working with donors or development teams to working with stakeholders with real power and influence over plans and goals.
“It can feel like being hit by a tsunami,” says Leet. “Each constituency or stakeholder feels they are your top priority when you must find a way to balance them all.” So how do successful leaders do it?
They find their center. For Mike Remedi, chief development officer at the Desert Botanical Garden, that center is a five-year strategic planning document that serves as the organization’s guiding manifesto. “Everything centers back to that document,” says Remedi. “It helps everyone stay focused on what we’re trying to do. Even with a large board like ours, the board and senior leadership keep each other in check on organizational engagement and performance. It all gets rolled up into that strategic plan and helps avoid distractions or reactionary decision-making.”
In the case of a university campus, where competing constituencies can be overwhelming for a first-time CDO, one’s center must be the university president, says Geiken. “Make sure your agenda is the president’s agenda,” he advises. “Make sure the president knows you are his or her biggest cheerleader.”
Richard Tollefson is founder and president of The Phoenix Philanthropy Group, an Arizona-based international consulting firm serving nonprofit organizations as well as institutional and individual philanthropists. phoenixphilanthropy.com
Even those who are knowledgeable and skilled in fundraising may find the details of managing those finances could trip them up, as Jason Geiken, vice president for advancement at Arkansas Tech University, found when stepping into his role. He advises getting some basic finance knowledge before taking the leap. “It seems like there are hundreds of endowment management decisions every week that come across my desk,” says Geiken. “That was challenging for me. I would encourage others to spend time with the back-office team and attend a conference or webinar on endowment management, financial management or advancement services to help you wrap your head around the type of financial decisions that will land on your desk.”
The common business phrase of “managing up” is a solid guidepost to follow. So is the concept of “emotional intelligence,”
Staying true to oneself is an important part of the process, according to Valentine. “So much of this is about being yourself even from the first interviews for the position,” she relates. “The more you show you are sincere and passionate, and even stating that you are going to be the cheerleader, the greater the chance for success.”
From navigating conflicts to understanding analytics to building consensus, the skills needed for a CDO or VP role are varied and extensive. The role may require non-traditional training and skillsets. For those up for the challenge, it can be rewarding and fulfilling. However, becoming a CDO is not the only path to success. One should seek the job if it’s desired, but it’s important for one to be open to other roles that better fit one’s skills and personality.
From navigating conflicts to understanding analytics to building consensus, the skills needed for a CDO or VP role are varied and extensive. The role may require non-traditional training and skillsets.
After years of anticipation by the international automotive fraternity, Ferrari has unveiled the Purosangue, the first-ever four-door, four-seater car in the Prancing Horse’s 75-year history, in the magnificently atmospheric surroundings of the Teatro del Silenzio in Lajatico (Pisa).
The Purosangue’s engine (code named F140IA) maintains the architecture that made the Prancing Horse’s most recent 12-cylinders so successful: a 65-degree angle between its cylinder banks, a 6.5-litre capacity, dry sump and high-pressure direct injection. It was designed, however, to produce the highest amount of torque at low revs possible without losing the feeling of linear, neverending power typical of Ferrari’s naturally aspirated V12s. Eighty percent of the maximum torque is on tap at just 2100 rpm and it peaks at 716 Nm at 6250 rpm.
The Purosangue boasts a unique, innovative system that is a world first: Ferrari active suspension technology enabled by
Here’s a great way to relax and unwind at the end of a busy day. The truMedic truShiatsu PRO Foot Massager with Heat is equipped with professional-quality massage technology to provide a relaxing, tailored massage on one’s own schedule. No need to worry about booking expensive massage appointments when this device can be enjoyed in the comfort of one’s own home.
This massager has three different time settings, three intensities and optional heat functionality, allowing users to treat their feet to a professional-quality Shiatsu massage without leaving the house. The
Multimatic’s True Active Spool Valve (TASV) System. Compared to other solutions on the market, this new suspension architecture offers numerous advantages by combining electric motor actuation with a high-precision spool valve hydraulic damper into one fully integrated system. The electric motor ensures that body and wheels can be controlled actively with more force authority and at higher frequencies than traditional adaptive or semi-active systems.
The Purosangue name beautifully describes the car’s architecture. Its sleek, athletic exterior sets it apart from other four-door, four-seater cars on the market, and the mid-frontmounted naturally aspirated V12 combine with a sublimely comfortable, luxuriously roomy and impeccably appointed cabin. This is not just an incredibly fast, agile car but it also offers the space on board to ensure exceptional comfort for all four occupants.
The driver’s cockpit is inspired by the SF90 Stradale and is almost exactly mirrored on the passenger side. This creates an unparalleled feeling of emotional engagement for the front passenger, aided and abetted by a 10.2-inch display that provides all the information required to help them participate in the driving experience. The Purosangue features the entirely digital interface already adopted for the rest of the range.
—Mike HunterFerrari ferrari.com/en-US
truShiatsu PRO targets specific acupressure points in the feet with its combination of rollers, heat and airbag compression. It targets specific reflexology points to provide complete stress and soreness-relief in every session. Plus, it’s ergonomically designed to complement the structure of the human foot for maximum relaxation. When not in use, it can be easily stored away in a closet. —Merilee Kern, a Forbes Business Council, Newsweek Expert Forum and Rolling Stone Culture Council member trumedic.com
$194.97
Rooftop Tech In a Ferrari first, owners are being offered the opportunity to personalize the roof of their car. The glass is coated on its lower surface with an electro-sensitive film. When a small electric current is passed through the film, it changes its tint level to either flood the cabin with sunlight or provide shade where necessary.
MSRP: $400,000
City: 12 mpg
Hwy.: 17 mpg
Trans: 6-speed
0-60: 3.3 sec
Iceberg lettuce, egg, heirloom tomatoes, olives, KILLER Louie dressing topped with fresh Dungeness crab
Crispy rice topped with #1 Ahi tuna, avocado, sesame and spicy aioli
Arizona’s lack of coastline couldn’t hold Adam Strecker from his dream of opening a seafood restaurant — and it took just one year from idea to opening the first Buck & Rider in Arcadia nearly eight years ago. Now, the north Valley boasts its own Buck & Rider — twice the size of the original.
Pan-seared loup de mer, house tartar, lettuce, tomato and pickle on a poppyseed roll
The signature rotating flat board holds a prominent position in the dining room to announce each day’s selection of freshly flown-in seafood. And the raw bar also, again, is a central attraction. Additional features to enjoy at the Scottsdale restaurant are a sit-down sushi bar and a wideopen exhibition kitchen — and, just a few steps along an interior hallway and in vibrant contrast to the generally muted atmosphere, a colorful depiction of a tilefish from noted textile artist Frances Rodriguez.
Interior design evokes old seafood canneries, while the patios — one enclosed by a split-rail fence, the other within a low stone wall — give a sense of rocky coast, with rough sandy floors and expanses of weathered wood. The front patio offers the full dining experience. The one in back serves more as cocktail lounge where guests can order drinks and small plates; Adirondack chairs are wisely designed with wide, flat arms that offer a convenient resting place for whatever refreshment was ordered.
Like its Camelback counterpart, the north Scottsdale location offers a menu that rounds out its seafood dishes with a few choices of steak, ribs and chicken as carefully sourced as the seafood from small producers around the world. Always popular are the Baja Shrimp Ceviche made with Sea of Cortez wild shrimp, Ahi Tuna Crispy Rice with a spicy aioli and Smoked Trout Dip made with Ducktrap Farms trout. Sushi offers a variety of flavors and textures, with the Baked Yuzu Crab Roll — blue crab and spicy tuna — encased in white soy paper instead of the usual black nori seaweed.
Buck & Rider Scottsdale also features event space at the south end of the building, with its own private entrance, creatively designed to accommodate two separate parties but with a flow-through that allows it to work for a single large party.
Buck & Rider
7015 E. Mayo Blvd., Scottsdale (480) 561-5252
4225 E. Camelback Rd., Phoenix (602) 346-0110
buckandrider.com
BUCK & RIDER OR BUCK &RIDER?
Yes, the ampersand matters. Playing on the meaning of the marine term “buck and rider” as a pair of intertwined crabs, the ampersand directly hugs the word “Rider” when the words of the restaurant name are stacked one above the other.
Meetups throughout the Month from 525 Metros
• League of Extraordinaries
2nd Tuesday and final Friday
• League of Opportunities
3rd Friday
• Global Women Online Networking final Wednesday
• Virtual Global Dining on final Thursday
• LinkedIn Audio including Women in Global Leadership
• Educational Globinars throughout the month
February 21, 9 a.m. and 5 p.m. MT
Global Excellence Awards 2023
February 23, 3 p.m. MT
Grow Globally Fair Tucson 2023
February 24, 3 p.m. MT
Global Semiconductor Summit 2023 Semiconductor Leaders across the Global Supply Chain
Are you looking to grow your business and explore new opportunities in other cities and countries, and even around the world? If so, we invite you to join Global Chamber®, a worldwide organization that carefully and strategically connects leaders and professionals from all industries and locations.
I’m Tal Zilberberg, Executive Director for Global Chamber® Tel Aviv. As a member in our chapter or in any of our 525 chapters around the world, you’ll have access to a range of resources, bene ts and leaders, including warm introductions, networking and educational events, collaboration opportunities and an online community.
We welcome you to take advantage of the gift of global. Don’t miss the opportunity to connect e ciently and e ectively with likeminded individuals who are also growing their business to advance your rm and career on a global scale. Our global tribe of leaders are action-oriented givers and doers, “high level people with eye level attitude.”
Connect for opportunities, new clients, employees, partners and trusted resources... anywhere.
Global is good. Invest now and get the bene t for yourself and your business. Be global and UNSTOPPABLE! Here’s more information about our vision, mission and values.
Accelerate cross-border business, trade and investment in every region of the world by engaging top executives and leaders with warm connections and timely information to grow their businesses and create more success.
A business reality where it’s as easy growing across regions anywhere in the world as it is selling across the street.
• Member Satisfaction: Serving members; being grateful, thank you!
• High Integrity: Honesty, accountability, follow-up, transparency, trust
• Results: Simplicity, speed, just doing it, making a di erence, growth, pro t, success
• Positivity: Optimism, persistence, passion, freedom, empowerment, celebration
• Inclusion: Equity, diversity, gender balance, fairness, equal pay for equal work
• Professionalism: Dependability, resilience, humbleness, communicating
• People First: Listening, empathy, respecting, connecting, collaborating
• Sustainable Operations: Doing no harm, environmental responsibility
• Education: Training, focus on exports, investment and success
• Learning: Listening, curiosity, continuous improvement
• Being Kind: Seek to understand, then be understood
• Progress: Improving life for the next generations
• Being Brave: See something, say something
• Doing the Right ing: End racism
• Truth: Embrace data, facts, reality
• Innovation: Creativity, exibility
Tal Zilberberg is executive director at Global Chamber® Tel Aviv.
Global Chamber® is a registered trademark of Global Chamber, LLC since 2014.
Last month, Global Chamber® began a monthly Global Innovation Summit so that members may receive a steady dose of education, connections and inspiration on global growth innovation. Other monthly programs include meetups from every part of the world — regularly including Africa, India, the EU, Latin America, Asia and many of our metros — to connect members regionally and globally with new opportunities through leaders in the global tribe. ese innovation events will rotate metro by metro, globally, every month.
Join us monthly for a fast-paced and interactive discussion on growing global business across metros, with 10 or more inspiring global growth leaders each time in the areas of technology, health, leadership, exporting, ntech, arti cial intelligence, nonpro ts and more. Engage with global leaders in a unique conversation of success stories on global innovation within growth ecosystems — starting with Phoenix last month and continuing around the world, through high-energy talks and smaller group discussions. e events are hybrid — both virtual and in-person. Learn, connect and be inspired!
Trabanco is vice president at Global Chamber®.Global Chamber Phoenix and Tucson
Global Chamber® is a growing and collaborating community of CEOs, executives and leaders in 525 metro regions around the world taking on global business and advancing growth and success. Contact us at info@globalchamber.org or (480) 595-5000.
Chairman/CEO Sponsors
Velocity Global Kao Corporation
Gazelle.ai
Spencer Fane
Squire Patton Boggs
Thunderbird School of Global Management
President Sponsors
Bank of America
BBVA Compass Bank
Beach Fleischman
City of Phoenix
Chicanos Por La Causa
Cresa Phoenix
Lee & Associates
PNC Bank
Tetakawi
Special Global Advisors
Hank Marshall, UK Honorary Consul in Arizona
Melissa Sanderson
Leila Aridi Afas, Toyota
Michael Patterson, Spencer Fane
Kiyoko Toyama, Japanese Friendship Garden
Jimmy Douglas, Tesla
Eduardo Gonzalez, 258 Consulting
Susan Shultz, The Board Institute
Committees
All Metros, Industries and Regions
Contacts
CEO/Founder: Doug Bruhnke, doug@globalchamber.org
Business Services: Cesar Trabanco, cesar@globalchamber.org
Membership: Yvonne Luker yvonne@globalchamber.org
Global Chamber Phoenix Board Chair: Connie Kadansky
Global Chamber Tucson Board Chair
Rodrigo Novoa
of underbird, now part of Arizona State University, ranked No. 1 ‘Most Innovative School’ for ve consecutive years.
Come visit us in Room 109 on the 1st oor, southeast corner. Members and leaders stop by all the time, and just let us know a day or more ahead for our planning, too. Last month, Marco Gomez stopped by (shown), founding executive director of Global Chamber® Lima, Peru.
We hold events in the Global Forum — that larger round room near the entrance of the building. Our rst large event in that grand space was the Global Semiconductor Summit last year, and we have a reprise coming up in February, in coordination with Consulate General of Japan in Los Angeles and semiconductor leaders from the U.S., Japan, Taiwan and more.
Chamber® Global Chamber® moved into our new global headquarters from SkySong into the new headquarters of underbird School of Global Management in Phoenix, Arizona, USA, in April, 2022. We thank CEO/ Dean Sanjeev Khagram for the support and collaboration. underbird School of Global Management is the world’s premier leadership and management school and was named No. 1 international trade higher education school in the world through Hinrich Foundation. underbird is a worldwide network of leaders, managers, entrepreneurs and intrapreneurs innovating across the private and public sectors to shape a global business future.
“Welcome, members of Global Chamber®,” said CEO Dr. Sanjeev Khagram, director
general and dean of underbird School of Global Management since 2018. Dr. Khagram has overseen the revitalization
We also hold events in our room on the 1st oor and in classrooms primarily on the 3rd oor, including the signature events Women in Global Leadership PHX and the International State of the Metro PHX. And we hold ‘After 5’ events upstairs at e Pub, like December’s post-Advisory Board meeting with Dr. Sanjeev Khagram, Tempe Mayor Corey Woods and the Doc Jones Ensemble, playing jazz. Welcome!
We’re holding another important Global Semiconductor Summit this month (February) being supported by underbird and the Consulate General of Japan in Los Angeles. e rising investment from Asia will be discussed and explored. Special thanks to Jason Bagley of Intel Corporation for his leadership and past contributions, including an outstanding industry overview last time. Special thanks as well to Mayor Kate Gallego and Senator Mark Kelly, and all the attendees and participants. Another great session is planned for this February.
Doug Bruhnke is founder and CEO at Global Chamber®.
At Global Chamber® we have many signature events coming up this summer, fall and ongoing. Items in blue are new.
• Meetups – Virtual conversations from metro regions around the world in English, Spanish, French, Portuguese, Japanese and Korean.
• Women in Global Leadership – ese are signature events at Global Chamber, ongoing from our early days, spotlighting women leaders and their challenges and opportunities.
• International State of the Metro – Discussing how well a region is becoming more global, including with exporting, foreign direct investment, immigration and more.
• Grow Globally Fair – All the global business resources for a region, all together, one time per year, to assist those leading global growth activities, including exporting.
• Export League – We spotlight members who are exporters to get their take on the challenges and opportunities and help them nd new clients in new markets.
• Young Global Leaders – We connect young global leaders looking to make more of a global impact with others in trade to increase everyone’s success.
• Global Innovation Summit – We give global leaders an opportunity to discuss their innovative approaches, to share success, and expand success to others.
• Global Logistics and Supply Chain – ese are regular events that cover the evolving situation with ocean freight, air freight, resourcing products and more.
• Global Leadership – We discuss all aspects of business leadership, talent retention, leading extended teams, work from home and much more.
• Global Education – We speak with global business educators about ways to enhance education and training of the global tribe to be more global and UNSTOPPABLE.
• Digital Transformation – Reaching clients is easier than ever through the internet and e-commerce, and we feature regular programming on taking your business direct.
• Equity, Diversity and Inclusion – Leaders doing global business share ideas and success with equity, diversity and inclusion, to increase fairness and success.
• On LinkedIn – Global Chamber has regular discussions on LinkedIn Audio and on Zoom, on the topics of exporting, global business, foreign direct investment and more.
Minkyeong Kang is an intern at Global Chamber®.
We’re pleased to announce two new regional advisory board chairs for Global Chamber Phoenix and Tucson. Our advisory boards consist of insightful, trusted business leaders working with Global Chamber® Phoenix and Tucson to help companies grow more successfully with less risk. Ultimately, their e orts increase cross metro and border trade through exporting, importing, foreign tourism and FDI/investment. ank you to our advisory board for your service and support! All leaders! And special thanks to our board and committee chairs.
For Global Chamber Phoenix, Connie Kadansky has been named board chair, taking over from Hank Marshall on January 1st. Under Hank, the board become more complete and grew from 50 to 55 leaders, and we’re in the process of adding approximately 10 more leaders as 2023 starts. Connie Kadansky is president at Exceptional Sales Performance, providing sales coaching in diverse industries. She is a recognized expert in identifying and eliminating Sales Call Reluctance™, the emotional hesitation to prospect and self-promote. Kadansky’s global experience includes training for the Women in Parliament in Rwanda, and, through United Nations grants, she facilitated 26 sales and public speaking training events in Trinidad West Indies for multi-national companies. In October 2022, she facilitated sales training for 47 branch managers for ABSA bank in Kenya. Connie has been interviewed by the Wall Street Journal, Bloomberg Business and Forbes. ousands of sales pros have graduated from her programs, bene tting from increased sales and enriched career satisfaction. Kadansky is a Master Certi ed Coach, Positive Intelligence® Certi ed Mental Fitness Coach and an ORSC trained coach.
For Global Chamber Tucson, Rodrigo Novoa is the new board chair. Rodrigo is the business development advisor at the Kozolchyk National Law Center, partner at DNPV Abogados. He has focused his practice on corporate, real estate, international and customs law, advising national and foreign companies mainly in their commercial establishment in Chile and in multiple Latin American countries. He has also participated in institutional investment protection arbitration (ICSID) and in working groups of the United Nations Commission for International Trade Law.
Doug Bruhnke is founder and CEO at Global Chamber®. He’s also executive director for both the Phoenix and Tucson Global Chamber chapters.
We start 2023 by spotlighting the extraordinary global triber Doc Jones, longtime member, advisory board member and arts committee leader for Global Chamber® Phoenix. Doc is not just creating and playing great music, he’s having an amazing, positive impact on people – jazz listeners, young people, musicians, legislators, business leaders and more.
Jones keeps pushing through and making a di erence – like jazz concerts all during April for the International Jazz month that he started. For years, he has convinced the regional legislature to declare April as International Jazz Month. He is seemingly tireless and UNSTOPPABLE!
Jones is a great example here because jazz itself is a metaphor for global business. Have skills, practice hard, hang out with talented folks – the global tribe – go with the ow and make great music and global business! It works for jazz and it works for success with trade and investment.
Is Jazz easy? Is global business easy? e answer is yes and yes – when you start with the skills and then collaborate e ectively
with others. It takes a village, dear friends. Perhaps “easy” isn’t the best word to use here. Perhaps it’s “doable” or “possible”? Is it
easy to run the Mayo Clinic, one of the best hospitals and medical systems in the world? It’s doable; they’re doing it, with a vision and skilled people and processes. And they’re world-class. Perhaps that’s a tting analogy. is all is an important point because probably too many people explain how hard things are to do globally. We disagree with that. It’s doable. Business is doable. Global business has some additional complexities, including cross-cultural issues, country-speci c regulations, etc., but it’s all manageable with the right mindset, people and approach. So, in that sense, it’s “easy” and certainly, indisputably, important, valuable and fun (in reference to the title of this post).
So, don’t be intimidated. You can do it! And global is good.
Your Resource:
Valley business organizations are doing so much to help grow business here. We showcase the organizations that are impacting businesses of all types and sizes in this special section. We asked them to share what they do and how it can help business in each of their pro les …
Comprised of 1,000+ nonprofits and community members who support them across the state, the Alliance of Arizona Nonprofits is dedicated to furthering the common interests of Arizona’s nonprofit community. Arizona Grantmakers Forum members are part of a network of more than 400 philanthropy professionals from 80+ member organizations across the state.
The Alliance + Arizona Grantmakers Forum merger in 2022 leverages the combined strengths of two statewide associations representing nonprofits and philanthropy to maximize value for members, advance the sector and benefit Arizona.
Our reimagined organization preserves the members’ learning and networking spaces,
Members have access to an extensive list of member benefits, resources and services. All members gain access to engage with the social sector and be a part of the Alliance of Arizona Nonprofits + Arizona Grantmakers Forum network and offerings, including but not limited to:
Advocacy & Public Policy – Policy Council, advocacy training/programs, advocacy newsletter/alerts
Merged in August 2022, the Alliance of Arizona Nonprofits + Arizona Grantmakers Forum will enable more impactful collaborations among philanthropic and nonprofit leaders.
The merged organization positions the nonprofit sector as a key partner with the government and business community to drive economic growth and build an equitable Arizona where all people thrive.
while unlocking the potential to solve complex community problems through collective impact. Together, we will advance diversity, equity and inclusion in Arizona; foster authentic communication among funders and nonprofits to transform relationships; and make grantmaking processes more efficient. We’ll speak with a clear, unified voice on public policy issues that affect our sector and the communities we serve.
Cost Savings – Discounted event fees, insurance savings, healthcare pool
Fundraising – grant trainings, Arizona Gives Day, Arizona Guide to Grants
Online Community – customizable online profile, Career Center, sponsorship opportunities
Professional Networking – events, membership directory, volunteer opportunities
Training & Information – online webinars, in-person workshops, IDEA content, email newsletters
Alliance of Arizona Nonprofits + Arizona Grantmakers Forum mission is to merge our collective resources for greater capacity, impact and advocacy.
ORGANIZATION NAME:
Alliance of Arizona Nonprofits + Arizona Grantmakers Forum
MAIN LOCAL OFFICE: 333 E. Osborn Rd., Suite 245, Phoenix, AZ 85012
PHONE: (602) 279-2966
WEBSITE: ArizonaNonprofits.org
NO. OF MEMBERS: 1,100
TYPES OF MEMBERSHIP: Nonprofit, Grantmakers, Government/Tribal Entities, Individual Supporter, Business
NO. OF EVENTS PER YEAR: 100
BIGGEST ANNUAL EVENT: Unite Nonprofit Conference August 24, 2023
WHAT SHOULD A PROSPECTIVE MEMBER KNOW ABOUT YOUR ORGANIZATION?:
Alliance of Arizona Nonprofits + Arizona Grantmakers Forum is a membership organization serving nonprofit and philanthropic community.
LOCAL LEADER: Mónica S. Villalobos
TITLE: President and CEO
HOW LONG WITH ORGANIZATION? 10 years
Led by President and CEO Mónica Villalobos, the nonprofit organization provides products, programs and services related to market intelligence, capacity building, advocacy and education to benefit its members, corporate partners and the wider Hispanic and minority communities.
ORGANIZATION NAME:
Arizona Hispanic Chamber of Commerce
MAIN LOCAL OFFICE:
1020 E. Missouri Ave., Phoenix, AZ 85014
PHONE: (602) 279-1800
WEBSITE: www.azhcc.com
NO. OF MEMBERS: 1,200
TYPES OF MEMBERSHIP:
Student, International, Solopreneur, Emerging Biz, Outside Maricopa County
NO. OF EVENTS PER YEAR: 40
BIGGEST ANNUAL EVENT:
DATOS: The State of Arizona’s Hispanic Market September 2023
64th Annual Black & White Ball and Business Awards
May 6, 2023
WHAT SHOULD A PROSPECTIVE MEMBER KNOW ABOUT YOUR ORGANIZATION?: We are committed to representing our members and the Hispanic-owned businesses (small, medium and large) based on the highest standards of ethics, integrity and community service.
The Arizona Hispanic Chamber of Commerce (AZHCC) has been a vibrant part of the state’s business community for more than 70 years. It has an established reputation of actively promoting small business growth in today’s increasingly diversified market. The AZHCC serves as the primary advocate for Latino-owned businesses statewide by offering seminars, workshops, marketing and networking events, as well as a variety of well established, high-profile sponsorship opportunities for our corporate and community partners.
This year, we celebrate the 75th anniversary of the Arizona Hispanic Chamber of Commerce (AZHCC). Our focus this year is to continue promoting the success of Hispanic-owned businesses in Arizona. We aid in facilitating business relationships, economic development and sharing of knowledge for the benefit of the State of Arizona.
You can count on our organization to champion your interests in the business community by offering a wide array of training, networking and procurement opportunities; continuing market research initiatives (such as DATOS: The State of Arizona’s Hispanic Market); and doing all we can to
The AZHCC is a vital link to the growing power and influence of the Latino business and consumer market and the health and prosperity of the state and national economy. The Chamber is also proud to operate the federally funded Arizona Minority Business Development Agency (MBDA) Center and also oversees the American Indian, Alaska Native and Native Hawaiian (AIANNH) Project, a grant-funded project of the United States Department of Commerce, MBDA.
Another focus is the growth and success of all members of our Chamber. Our organization will continue promoting the economic health and prosperity of the state and nation by serving as a vital link to the growing influence of the Hispanic community in our increasingly diverse and global marketplace.
boost the educational advancement of our youth. The AZHCC also provides access to business and professional development programs to small businesses and entrepreneurs through grant programs such as DreamBuilder, Avanzar and Elevate Together. These programs equip new or established businesses with the skills necessary to take their business to the next level.
ASBA is a nonprofit 501(c)6 membership organization that provides resources, representation, assistance and community to a broad and diverse group of businesses across the state. Small Business is OUR business.
ASBA has been operating for 50 years and is one of the largest trade associations in Arizona. We work tirelessly to support, represent and advocate for the small businesses that make up our membership. ASBA offers relevant education, mentoring, networking, advocacy programs
Our focus in 2023 is catapulting Arizona businesses to success. A new year and business environment requires cutting-edge solutions and leading resources, and ASBA is forging the path ahead with an exclusive ASBA member digital networking community launching early 2023. In addition to ASBA’s expanding networking
ASBA serves as an extension of our member businesses’ marketing efforts. Top benefits also include mentorship, frequent digital and in-person networking opportunities, an exclusive 401(k) program, cutting-edge technology and cybersecurity education, engaging education modules designed specifically for small business needs, access to hiring resources, and exclusive
and member benefits to equip businesses with tools for success. We do the research, provide connections and provide businesses with information on critical areas of need, such as cash management, human resources, marketing, insurance and much more.
As a dominant force in the Arizona business sphere, whether you are a business that is just getting started or a well-established large business, ASBA has the tools and resources to help you grow and thrive in an ever-changing economy.
opportunities, we are focused on meeting the hiring needs of employers statewide. We have two new programs to answer this need: the ASBA Job Board and Growing Opportunities (GO) program — a training/mentorship program designed to empower previously incarcerated individuals to increase their professional skills and find stable employment, or start their own business.
member discounts through our partners — some of Arizona’s top businesses.
With more than 3,000 members in the organization, an ASBA membership opens the door to immediate, impactful connections and critical resources. Additionally, our large footprint and dynamic presence in the state means that, through our advocacy initiatives, your business is always represented and protected.
ASBA is committed to serving and representing our members and the small business community with strength, respect, integrity and commitment to their growth and success.
ORGANIZATION NAME:
Arizona Small Business Association (ASBA)
MAIN LOCAL OFFICE:
11811 N. Tatum Blvd., Phoenix, AZ 85028
PHONE: (602) 386-5603
WEBSITE: www.asba.com
NO. OF MEMBERS: 3,000
TYPES OF MEMBERSHIP:
Pro, Advanced, Premier, Apex, Apex Plus
NO. OF EVENTS PER YEAR: 23
BIGGEST ANNUAL EVENT: AZ BizCon Phoenix
May 4th, 2:00pm – 5:00pm
WHAT SHOULD A PROSPECTIVE MEMBER KNOW ABOUT YOUR ORGANIZATION?: Regardless of your business size or industry, an ASBA membership ensures your voice is heard, your needs are met, and your best interests are protected.
TITLE:
HOW LONG WITH ORGANIZATION? 16 years
ASBA is committed to serving and representing our members and the small business community with strength, respect, integrity and commitment to their growth and success.
ORGANIZATION NAME:
Arizona Technology Council
MAIN LOCAL OFFICE:
2800 N. Central Ave., Suite 1530, Phoenix, AZ 85004
PHONE: (602) 343-8324
WEBSITE: www.aztechcouncil.org
NO. OF MEMBERS: 721
TYPES OF MEMBERSHIP: Industry, Associate and Government/ Not-for-Profit/Academic
NO. OF EVENTS PER YEAR: 100-150
BIGGEST ANNUAL EVENT:
Phoenix: Governor’s Celebration of Innovation (projected for November 2023)
Tucson: Southern Arizona Tech + Business Expo (projected for Wednesday, October 18, 2023)
WHAT SHOULD A PROSPECTIVE MEMBER KNOW ABOUT YOUR ORGANIZATION?:
The Council is defined by its welcoming community. If you’re looking to get connected with Arizona’s cutting-edge technology ecosystem, the Council is the place to start..
The Arizona Technology Council is the premier trade association for science and technology companies across Arizona. The Council is home to more than 700 member companies that range in size from early-stage startups to larger corporations that are household names. The Council hosts more than 100 events per year and offers member companies with a variety of resources to expand their mission and grow their capacity, including an association health plan, a
In 2023, the Council is building on the momentum of celebrating its 20th anniversary by reflecting on its successes, identifying opportunities to deepen its engagement in the community and growing its overall impact. The Council is doing this by better describing and promoting the value it can bring to
Becoming a member of the Arizona Technology Council means coming home to a growing group of technology and business professionals who are eager to make connections; help one another grow; and develop game-changing solutions for Arizona, the nation and the world. Members benefit from 100+ annual informational
multiple-employer 401(k) plan and discounted tuition for degree programs at certain in-state educational institutions.
The Council also works to advocate for a technology-focused, pro-growth and businessfocused agenda at the federal, state and local levels. Each year, the Council publishes a Public Policy Guide that showcases its legislative priorities for the year.
prospective and existing member companies, more intentionally attracting diverse and nextgeneration professionals and better facilitating human connections and collaboration. In sum, the Council wants to not only celebrate technological innovation, but highlight how technology can positively transform the lives of Arizonans statewide.
events; discounted services from vetted providers; uncapped promotional opportunities; administrative support through an association health plan and a multiple-employer 401(k) plan; access to top talent and hiring support; opportunities to influence public policy at the local, state and federal levels; and access to discounted education and other professional development opportunities for employees.
The Gilbert Chamber proactively serves as the business advocate to strengthen the business climate in Gilbert.
To support the growth of business, the Gilbert Chamber facilitates the popular Women Empowered program and five weekly referral teams. To advocate for our membership, we host an active Public Policy Committee and hold membership in the East Valley Chambers of Commerce Alliance and the U.S. Chamber of Commerce. We keep a pulse on the needs of our membership to ensure the representation
We will expand upon much of our current programming. We will continue our advocacy work through our Public Policy efforts and as part of the East Valley Chambers of Commerce Alliance. We aim to launch a Business Academy program to provide solopreneurs, small businesses and their employees with targeted training and resources. To benefit veterans and bring attention
Being a member of the Gilbert Chamber offers benefits to both business owners and their employees. Chamber members develop connections with a diverse and valuable network and knowledge base. They grow with, learn from and support one another and the needs of the local community.
at the local, regional, state and federal levels. To raise up the next generation of leaders, we host programs that include Tours For Teachers, Career Shadowing & Mentorship, Interview Skills workshops and more. This year, we welcomed the 31st class to the Gilbert Leadership program. And there is so much more!
The Gilbert Chamber is committed to representing the interests of our business community, providing access to resources and fostering meaningful connections.
to veteran-owned businesses, we will introduce programming that brings together veteran professionals. We will continue to collaborate with our community partners to support business startups, workforce pipeline development, career exploration and more. And we will expand our physical footprint within our community by increasing the frequency of our events and programs in the southern and eastern regions of our community.
Members have increased access to local leadership; their voice is unified, and their input is valuable. In addition, consumers often view Chamber member businesses favorably with an increase in local reputation. Ultimately, members of the Gilbert Chamber know their interests are represented, they enjoy access to resources, and they have a platform to foster meaningful connections.
With a membership of more than 670 businesses and 80,000 employees, the Gilbert Chamber represents the interests of the business community, provides access to resources and fosters meaningful connections so that business professionals have a place to belong and enjoy the economic growth and success of Gilbert. We solve the challenges and celebrate the successes that businesses encounter.
ORGANIZATION
NAME: Gilbert Chamber of Commerce
MAIN LOCAL OFFICE: 119 N. Gilbert Rd., Suite 101, Gilbert, AZ 85234
PHONE: (480) 892-0056
WEBSITE: www.gilbertaz.com
NO. OF MEMBERS: 670
TYPES OF MEMBERSHIP: President’s Circle, Executive, Champion, Business, Entrepreneur
NO. OF EVENTS PER YEAR: 75+
BIGGEST ANNUAL EVENT: Gilbert Community Excellence Award November 2023
WHAT SHOULD A PROSPECTIVE MEMBER KNOW ABOUT YOUR ORGANIZATION?: The Gilbert Chamber will help you identify the ways in which your business can benefit from membership. Together, we will develop a roadmap to get you where you want to go!
LOCAL LEADER: Michael Mazzocco
TITLE: Board Chair
HOW LONG WITH ORGANIZATION? 8 years
GPECC promotes and supports the interests of the LGBTQ+ business community in the Greater Phoenix area. We accomplish this by fostering business growth, visibility, connections, and professional development opportunities.
ORGANIZATION NAME:
Greater Phoenix Equality Chamber of Commerce
MAIN LOCAL OFFICE:
1101 N. Central Ave., Suite 108, Phoenix, AZ 85004
PHONE: (480) 648-9423
WEBSITE: www.EqualityChamber.org
NO. OF MEMBERS: 350
TYPES OF MEMBERSHIP: Business Members, Partners
NO. OF EVENTS PER YEAR: 30+
BIGGEST ANNUAL EVENT: Festival of Trees
First weekend of December
WHAT SHOULD A PROSPECTIVE MEMBER KNOW ABOUT YOUR ORGANIZATION?: GPECC gives members the opportunity to connect with new businesses, gain professional and personal development and build relationships, all within an inclusive and respectful environment.
The Greater Phoenix Equality Chamber of Commerce was founded in 1980 as the Camelback Business Association. There was a need for LGBTQ+ business owners and operators to gather, support and encourage each other. This need was felt across the country, but Phoenix was one of the first LGBTQ+ business organizations to form. In the year 2001, the organization came out of the closet and renamed itself the Greater Phoenix Gay & Lesbian Chamber of Commerce. Then in 2020, we saw a need to become more inclusive of the entire community and changed our name again, to the Greater Phoenix Equality Chamber of Commerce.
Our focus for 2023 is expanded programing and encouraging more LGBTQ+ business owners to get certified thru the NGLCC. This expanded programming will include all aspects of our community, such as Trans Pitch Nights, Queer gatherings and LGBTQ+ small-business Saturdays.
The top benefits of membership and participation are not only the access to the NGLCC Certification free of charge, but also the amazing professional development opportunities, community building and ability to reach the LGBTQ businesses directly.
We are made up of thriving LGBTQ+ and allied businesses that understand our community is stronger when we empower everyone.
GPECC promotes an equitable business community by supporting the interests of the LGBTQ+ businesses in the Greater Phoenix area. We accomplish this by fostering business growth, visibility, connections, and professional development opportunities. This is the backbone of who we are and what we do with every gathering, panel, and partnership. We want to be a place where all are welcomed for conversations on business and community.
We also aim to highlight how a membership with GPECC will cover the cost for the National Gay & Lesbian Chamber of Commerce’s LGBTQE business certification. This certification allows businesses to be included on a national supplier list for those companies that recognize the need to diversify their suppliers and networks.
The LGBTQ business community is always going to be stronger together and have more political leverage when we are standing as one. This can be accomplished through the Greater Phoenix Equality Chamber of Commerce. We will only support politicians and legislation that support us and recognize our humanity. We will only support businesses and organizations that are open for all Arizonans.
Global Chamber® is the only chamber of commerce with hundreds of locations that helps member companies grow across metros and borders … with chapters in 525 metro cities globally, including Phoenix and Tucson, covering Arizona.
Global Chamber® proactively connects members to new clients, partners, employees, investors, resources and opportunities around the world. Global Is good.
Our mission is to accelerate cross-metro and cross-border business, trade and investment in every region by engaging top executives
We are working to keep getting better at understanding member needs, helping them connect to grow with clients in cities around the state, country and world … anywhere.
This year we’re coming out with the book “Global Is Good, “ which will form the basis of inviting more leaders to the fun of global business.
Members of Global Chamber® gain access to a uniquely large and trusted network that connects members to grow regionally and globally.
At a time of global risk, the new globalization requires that leaders are better connected, more collaborative and increasingly aware of
and leaders with warm connections and timely information to grow their businesses and create more success.
Our vision is a new business reality where it’s as easy growing across regions as it is selling across the street.
“I have never seen an organization with so many global, chamber and cross-chamber events and warm introductions for members to connect. Thanks to Global Chamber®, I expanded my reach, connected, and did business with companies in many parts of the world.” —Nadia Bizzarri, Clements Worldwide
Global Chamber® is continuing to build out our proactive connection of members to new clients, partners, employees, investors, resources and opportunities around the world.
As leaders become more global, they are led to be more mindful, professional, sustainable and successful. Be global and UNSTOPPABLE!
challenges and opportunities, through others.
Members gain this special access through Global Chamber®, and so they are more prepared for market changes all along the way, to grow.
Members are more ready for the future than non-members, able to leap buildings in a single bound, and have a lot more fun with life, too. Miles of smiles!
Global Chamber® is a thriving community of professionals, mentors and innovative companies taking on the world of global business.
ORGANIZATION NAME: Global Chamber LLC
MAIN LOCAL OFFICE:
4400 N. Scottsdale Rd., Suite 9-852, Scottsdale, AZ 85251
PHONE: (480) 595-5000
WEBSITE: www.globalchamber.org
NO. OF MEMBERS: 10,000
TYPES OF MEMBERSHIP:
Entrepreneur through Ambassador; Sponsorships
NO. OF EVENTS PER YEAR: 650
BIGGEST ANNUAL EVENT:
Grow Globally Fair in Phoenix and Tucson
WHAT SHOULD A PROSPECTIVE MEMBER KNOW ABOUT YOUR ORGANIZATION?: At Global Chamber®, members gain High level contacts, eye-level attitude.
LOCAL LEADER: Kimber Lanning
TITLE: Founder and CEO
HOW LONG WITH ORGANIZATION? 20 years
We are passionate and committed to introducing locals and newcomers to our state’s amazing culture. A culture that is best represented by our communities, local businesses, and their unique experiences.
ORGANIZATION NAME:
Local First Arizona
MAIN LOCAL OFFICE:
407 E. Roosevelt St., Phoenix, AZ 85004
PHONE: (602) 956-0909
WEBSITE: www.localfirstaz.com
NO. OF MEMBERS: 3,000+
TYPES OF MEMBERSHIP:
Coalition Member, Legacy Partner
NO. OF EVENTS PER YEAR: 125+
BIGGEST ANNUAL EVENT:
Arizona Fall Fest
November
Margaret T. Hance Park in downtown Phoenix
WHAT SHOULD A PROSPECTIVE MEMBER KNOW ABOUT YOUR ORGANIZATION?:
When you join Local First Arizona, you join a movement of proud Arizona business owners collaborating to diversify prosperity and build a stronger local economy.
For 20 years, Local First Arizona has been the leader in community-based economic development in Arizona. As the largest local business coalition in the U.S., with more than 3,000 participating businesses, Local First advocates for entrepreneurs and independently owned enterprises of all sizes by helping local owners compete and collaborate, which ultimately strengthens our state economy and builds hometown pride.
Local First’s areas of focus include prioritizing entrepreneur development and small-business support, investment in rural development,
Local First Arizona’s statewide business coalition, assistance programs and goals for transformational change continue to expand. Our initiatives include entrepreneurship training for Black and Hispanic business owners in an effort to build generational wealth, securing funding to strengthen rural towns and businesses,
WHAT ARE THE TOP BENEFITS OF MEMBERSHIP AND/OR PARTICIPATION?
Joining the largest local business coalition in the U.S. provides:
• Designation as a certified locally owned business
• Connection to more than 3,000 other local business owners in Arizona
• Access to more than 125 yearly networking, educational and signature events
• One-on-one consulting with our Business Support Team to solve challenges
support for under-resourced areas and developing environmental resilience. Local First provides business training, including online courses, one-on-one consulting, mentorship for Hispanic and Black entrepreneurs and environmental sustainability expertise, as well as workforce development and access to capital.
LFA also partners with rural cities, nonprofits and tribes to develop winning grant applications. Visit our website for more information about available resources and a directory of 3,000+ Arizona-based businesses.
advising companies on cost-saving environmental improvements and offering personalized coaching to help business owners overcome challenges. We love Arizona and want it to thrive.
Our supporters in all 15 counties are working together to find solutions to eliminate barriers to success and to build a more vibrant, inclusive and sustainable local economy that benefits everyone.
• Members-only vendor opportunities
• Online local business directory listing
• Community calendar to post events
• Free online business courses
• Members-only Facebook groups
• Access to Local First Arizona branding
• Opportunities for social media and news coverage
• Discounts on office products, payroll services, credit card processing, employee health insurance, advertising and more
The Scottsdale Area Chamber of Commerce is the leading organization dedicated to serving the Scottsdale area through economic development, connectivity, business education and community prosperity.
The Chamber has been a part of this community since 1947, helping build and support a dynamic economy and quality of life throughout decades of growth and challenges. Our roots run deep in Scottsdale. We paved the city’s first street; created the city’s western theme (“The West’s Most Western Town” and
The Chamber focus for 2023 is to provide:
• High-quality member services, connectivity and programming that helps build and sustain a vibrant regional economy and encourage business attraction expansion and retention.
MEMBERSHIP AND/OR PARTICIPATION?
Member Services – Offering access to networking and promotional opportunities, educational programs, business services and special events designed to help business succeed.
Economic Development – The Scottsdale Area Chamber is an active force in business attraction, retention and expansion, workforce,
the Cowboy sign); and started local institutions like the Parada Del Sol, the Jaycees, the Charros, Molly the Trolley, the CVB (Experience Scottsdale), Scottsdale Leadership and the Scottsdale History Hall of Fame.
The Chamber’s vision to expand our vibrant economy is stronger than ever. From entrepreneurial startups to Fortune 50 companies, we engage with businesses and organizations that continue to build the Scottsdale area into one of the most sought-after communities in the country.
• Valuable information and opportunities for businesses to connect throughout the community and help build a strong workforce.
• Programs and events that inspire business leadership and work to build and improve a high quality of life in the region.
recruitment and retention of talent.
Public Policy – The Chamber advocates on issues that affect the business environment at the city, county, state and federal levels.
Community Vision – The Chamber shapes a powerful community vision — stimulating dialogue and building a balanced community with an equal emphasis on quality of life and quality of business.
LOCAL LEADER: Mark Stanton
TITLE: President and CEO
HOW LONG WITH ORGANIZATION? 5 years as president and CEO, longtime member prior
The Scottsdale Area Chamber of Commerce is the leading organization dedicated to serving Scottsdale, regional businesses and community prosperity through advocacy, access to leaders, economic development, connectivity, and business education.
ORGANIZATION NAME:
Scottsdale Area Chamber of Commerce
MAIN LOCAL OFFICE: 7501 E. McCormick Pkwy., Suite 202-N, Scottsdale, AZ 852581
PHONE: (480) 355-2700
WEBSITE: scottsdalechamber.com
NO. OF MEMBERS: 1,000
TYPES OF MEMBERSHIP:
Partner Council, Advantage, Classic, Basic NO. OF EVENTS PER YEAR: 200
BIGGEST ANNUAL EVENT: 28th Annual History Hall of Fame
May 18, 2023
WHAT SHOULD A PROSPECTIVE MEMBER KNOW ABOUT YOUR ORGANIZATION?: At Members have access to unique networking and marketing opportunities, educational programs, business services, economic development initiatives and special events –designed to help their business succeed.
TITLE:
For more than a century, the Tempe Chamber has been dedicated to sustaining Tempe’s quality of life and keeping our community and economy vibrant.
ORGANIZATION NAME:
Tempe Chamber of Commerce
MAIN LOCAL OFFICE:
1438 W. Broadway Rd., Suite 213, Tempe, AZ 85283
PHONE: (480) 736-4296
WEBSITE: www.tempechamber.org
NO. OF MEMBERS: 550
TYPES OF MEMBERSHIP: We have a basic membership that meets the needs of entrepreneurs and small businesses, up to community-level memberships that give community-minded organizations.
NO. OF EVENTS PER YEAR: 172
BIGGEST ANNUAL EVENT: State of the City
October 2023
WHAT SHOULD A PROSPECTIVE MEMBER KNOW ABOUT YOUR ORGANIZATION?: We are proud to have been a partner in Tempe’s long history of growth and achievement and look forward to making your success our business.
The Tempe Chamber of Commerce serves as a voice of business, a catalyst for economic growth and a champion for a strong community, representing more than 550 businesses with more than 70,000 employees. We make a bottom-line impact for the community by advocating for a favorable business climate through interactive public policy engagement and providing ongoing representation in government at local, state and federal levels. We facilitate network development among our members through training workshops, committees, mixers
Tempe Chamber priorities include workforce development and furthering our commitment to DE&I initiatives. Our goal is to help our employers hire and retain great talent through education, professional development opportunities and
An investment in the Tempe Chamber of Commerce is an investment in the Tempe business community. Our members benefit from our initiatives in education and workforce development, public policy and business
and conferences. Our programs and events build relationships and develop leadership skills, while serving the greater community.
For more than a century, the Tempe Chamber has been dedicated to sustaining Tempe’s quality of life and keeping our community and economy vibrant. Our strength is derived from our members. Those who invest in the community through membership in the Tempe Chamber support initiatives in education and workforce development, public policy and business development.
talent pipelines. We are focused on promoting diverse leaders and future leaders in the Tempe business community, supplier diversity that prioritizes procurement from underserved communities, and providing the tools and resources for those in the business community to establish their own DE&I programs.
development. Signature events are a great way to connect with the larger business community and increase the visibility of a business through key sponsorship opportunities. Our committees and programs give our members an opportunity to make meaningful connections and grow their influence while supporting the community through mentoring or volunteer opportunities.
WESTMARC — the Western Maricopa Coalition — is a public-private partnership of the 15 communities, the business community and the educational sector in the West Valley of the Greater Phoenix region. WESTMARC was formed in 1990 to address important issues facing the West Valley’s economic prosperity. Through WESTMARC members connections, collaboration and action, this region is now home to 1.8 million residents, a thriving business community, abundance of education options, and world-class sports and entertainment amenities.
WESTMARC’s three key priorities are to:
1. Promote the West Valley
WESTMARC’s future focus is referred to as West Valley 3.0. The vision for the next 10 years is to harness, leverage and empower the West Valley via technology and artificial intelligence. This means creating programs with
WESTMARC membership provides opportunities to interact, learn and communicate through asset tours, networking, key issue committees, information sessions and signature events throughout the year. WESTMARC is
2. Enhance Economic Development
3. Increase Member Value
Maricopa County is the fourth-largest county in the nation. Economic forecasts and growth projections show that the economic opportunity for the future of Arizona lies within Western Maricopa County. Over the next 25 years, 49.5% of the growth in Maricopa County will occur in the West Valley. WESTMARC continues to work with regional stakeholders to ensure this community is ready to meet the associated demands.
Together, we are one voice moving the West Valley forward.
innovative partners to support our business community’s success.
As a region of diversity, WESTMARC is also focused on identifying and highlighting emerging leaders from all backgrounds and preparing them for future leadership opportunities.
committed to our members’ success and to our mission of enhancing economic development and promoting quality of life in the West Valley. WESTMARC communicates the region’s successes through special events, social media, weekly newsletters and website exposure, to name a few.
The West Valley is primed for economic development growth. To accomplish this, WESTMARC is focused on demonstrating the region’s workforce, increased buying power and high quality of life. Successful communication has transformed outdated perceptions and sparked a new vision of the West Valley. Evidence of this can be seen through the vast number of businesses joining the region almost daily.
ORGANIZATION NAME:
The Western Maricopa Coalition
MAIN LOCAL OFFICE:
6751 N. Sunset Blvd., Suite 210, Glendale, AZ 85305
PHONE: (623) 435-0431
WEBSITE: www.westmarc.org
NO. OF MEMBERS: 200
TYPES OF MEMBERSHIP:
Chairman’s Circle, President’s Circle, Premier Partner, Executive, Corporate, Professional, Non-Profit/K-12
NO. OF EVENTS PER YEAR: 10
BIGGEST ANNUAL EVENT:
Best of the West
Usually the last week of October
WHAT SHOULD A PROSPECTIVE MEMBER KNOW ABOUT YOUR ORGANIZATION?:
WESTMARC is the regional hub of all economic and policy activity in the West Valley. It’s truly your “one stop” to all things West Valley.
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In doing so, we address your legal needs with a uniquely tailored approach. Find out more
Adams, Jeff, 40
Alix, Don, 34
Altman, Daniel, 38
Borders, Kate, 9
Bourguignat, Christophe, 22
Bruhnke, Doug, 48, 59
Butler, Tyler, 40
Choukalas, Kim, 24
Dach, Cindy, 24
Dempsey, Tracy, 24
Diaz, Colin, 62
Dunlap, Erin, 38
Foster, Lori, 24
Fretz, Kevin, 24
Gelken, Jason, 42
Gritter, JoAnne, 20
Agritopia, 24
Alliance Bank of Arizona, 24
Alliance of Arizona Nonprofits + Grantmakers Forum, 53
Arizona Commerce Authority, 68
Arizona Community Foundation, 5
Arizona Hispanic Chamber of Commerce, 23, 54
Arizona Land Consulting, 15
Arizona Small Business Association, 55
Arizona State University, 7
Arizona Technology Council, 56
Arkansas Tech University, 42
Aspen Leadership Group, 42
Barro’s Pizza, 12
Bashas’ Family of Stores, 10
Brisas Dental and Braces, 40
Buck & Rider, 44
Burland Jewelry Center, 10
Cactus Sports, 24
Changing Hands Bookstore, 24
Chief Marketing Officer Council, 13
Cigars ‘N’ Such, 10
Coppersmith Brockelman, 39
Cox Business, 52
ddm marketing + communications, 20
Desert Botanical Garden, 42
Downtown Tempe Authority, 9, 24
Epicenter, 24
Hann, Debbie, 54
Helgesen, Sally, 35
Hoffman, Sintra, 63
Holden, Helen, 66
Hovey, David, 16
Huss, Leah, 10
Ilyinsky, Igor, 14
Ilyinsky, Irina, 14
Johnston, William, 24
Kadansky, Connie, 49
Kern, Merilee, 43
Lanning, Kimber, 60
Leet, Gregory, 42
Lockwood, Steve, 11
Luker, Yvonne, 47
Lytle, Ben, 35
Exceptional Sales Performance, 49
Ferrari, 43
First Interstate Bank, 12
Frank Lloyd Wright Foundation, 42
Gilbert Chamber of Commerce, 57
Giving Block, The, 12
Global Chamber, 45, 59
Greater Phoenix Equality Chamber of Commerce, 58
Harrah’s Ak-Chin Casino, 12
Harvard Investments, 15
Henna Shoppe, 24
Honor Health, 2
Huss Brewing Co., 10
Insperity, 34
Instawork, 38
Jive, 6
JLL, 17
JobSage, 34
Kinessage, 41
Kiterocket, 67
Kozolchyk National Law Center, 49
Landsea Homes, 15
ListenUp, 14
Liv Communities, 15
Local First Arizona, 60
LPC Desert West, 15
Marcus & Millichap, 27
Medieval Times, 12
Markuson, Daniel, 22
Mason, Kelli, 34
May, Michael, 18
Mayer, Steve, 10
Mazzocco, Michael, 58
Merrifield, Kristen, 53
Moorhead, Michelle, 12
Morrison, Charlie, 24
Novoa, Rodrigo, 49
Remedi, Mike, 42
Sandesara, Neelam, 24
Sandesara, Samir, 24
Sarbinoff, Ryan, 27
Scoma, Troy, 24
Scott, Alexandra, 50
Shahara, Eivan, 24
Mint Cannabis, 24 Mountain State Fire Protection, 11
NCSolutions, 13 NordVPN, 22 Optima, 16
Phoenix Philanthropy Group, The, 42
ProShred Arizona, 12
ProTech Detailing, 41 Salad and Go, 24
SCHOTT, 20
Scottsdale Area Chamber of Commerce, 61
Scottsdale Fashion Square, 24
Spencer Fane, 66
Shutro, Marc, 10
Spangenberg, Mike, 24
Stanton, Mark, 61
Stovall, April, 12
Strecker, Adam, 44
Tollefson, Richard, 42
Trabanco, Cesar, 46
Valentine, Kimberly, 42
Verma-Lallian, Anita, 15
Villalobos, Mónica, 55
Volman, Kate, 35
Watson, Wayne, 10
Watts, Sarah, 57
Wolters, Greg, 20
Zilberberg, Tal, 45
Zylstra, Steven G., 56
SRP, 19
State Forty Eight, 24
Stearns Bank, 6
Teen Lifeline, 12
Tempe Chamber of Commerce, 62
Tracy Dempsey Originals, 24
truMedic, 43
UnitedHealthcare, 21
W. P. Carey School of Business, 3
Snell & Wilmer, 64
WESTMARC, 62
Wilde Wealth Management, 12
Wisdom Natural Brands, 18
Zelros, 22
The proposed rule was published in the Federal Register on January 8, and, interested stakeholders have 60 days to submit comments on it. As of January 19, nearly 4,000 comments had already been received. The FTC will then “review the comments and may make changes, in a final rule, based on the comments and on the FTC’s further analysis.” Very often, when proposals such as this one are published, the agency will make changes to the final rule. Such changes could include modifications to allow noncompete agreements to stay in place for high-level executives, or for employees with at least a certain amount of compensation.
On January 8, the Federal Trade Commission published a proposal to ban the use of noncompete agreements for most workers nationwide. The proposed rule, entitled the Non-Compete Clause Rule, would prohibit all employers — regardless of size — from imposing covenants not to compete on employees and independent contractors, with no carve-out available that would permit the use of noncompetes with executives or other highly-compensated workers. The rule is not yet in effect, and, if enacted, it will not prohibit the continued use of properly drafted non-disclosure and nonsolicitation clauses under federal law.
Traditionally, noncompete clauses have been the province of state law. In Arizona, courts acknowledge that noncompete clauses may be “restraints on trade,” but hold that if a clause is narrowly tailored to protect an employer’s legitimate business interests, the clause will be upheld. While the standard is sometimes difficult to apply, it is well-established, and many noncompete clauses are upheld under the standard. If the FTC’s proposed rule becomes final and survives legal challenges, these state laws would no longer apply, and businesses would be required to comply with federal law. In support of its proposed noncompete ban, the FTC asserted that such restrictions “hurt workers and harm competition,” by (1) significantly reducing workers’ wages, (2) stifling new businesses and new ideas, and (3) exploiting workers who lack economic bargaining power. The FTC also estimates that its new regulations could “increase American workers’ earnings between $250 billion and $296 billion” per year. The FTC rule did not discuss how the rule would impact executives at a high level, such as CEOs, who commonly have employment agreements containing noncompete agreements. Under this rule, the CEO of a company like Pepsico would have no noncompete to limit future employment by another soda company, even direct competitor Coca-Cola.
Not only do the proposed regulations prohibit employers from imposing noncompetes on newly retained talent, but they would also require employers to rescind covenants not to compete in employees’ and contractors’ existing agreements if those covenants are rendered unlawful under the new rule. Such rescission would have to occur within 180 days of the official publication of the final version of the FTC’s new rule in the Federal Register. The proposed rule also requires employers to separately notify employees that noncompete clauses are no longer in effect.
Importantly, the proposed regulations would not ban employers from using all forms of restrictive covenants with their workforces, assuming such covenants are otherwise permitted under applicable state and local law. For example, employers will still be permitted — at least at the federal level — to use non-disclosure clauses so long as they are not written so broadly as to “effectively preclude the worker from working in the same field after the conclusion of the worker’s employment with the employer.” Similarly, customer non-solicitation clauses will remain available under federal law unless they have “the effect of prohibiting the worker from seeking or accepting employment with a person or operating a business after the conclusion of the worker’s employment with the employer.” However, some states already limit or ban the use of these types of restrictive covenants in the employment setting.
The new proposed rule does contain a limited exception permitting the continued use of covenants not to compete in connection with the sale of a business or an ownership interest in a business. However, this exception is narrow, requiring that the person restricted by the noncompete clause to hold an ownership, partnership or membership interest of at least 25% at the time he or she agreed to the noncompete covenant.
Compliance — both in terms of a prospective ban on future use of restrictive covenants not to compete and the retrospective rescission of existing noncompete agreements — will be required within 180 days after the date of publication of the Final Rule.
The rule will undoubtedly be subject to myriad legal challenges, and many businesses are asking whether the rule will survive legal scrutiny. In its comments when publishing the proposed rule, the FTC set forth its rationale regarding the proposed rule, noting that the Federal Trade Commission Act declares “unfair methods of competition” to be unlawful, and asserting that noncompete clauses are such an unfair method of competition.
Only time will tell whether the Non-Compete Rule will become final. In the interim, employers now have the opportunity to provide comments to the rule, and should confer with employment counsel regarding enforceability of their current non-competition and other restrictive covenant agreements with employees.
FEB.
The FTC’s proposed rule, entitled the Non-Compete Clause Rule, was published in the Federal Register on January 8, and, interested stakeholders have 60 days to submit comments on it.
SpencerFane partner
Helen Holden helps businesses understand how successfully navigating the alphabet soup of federal and state employment laws can positively impact company culture. spencerfane.com
The Arizona Commerce Authority offers 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 off ers 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.
azcommerce.com/small-business
