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.
This could mean anything from rescheduling required maintenance to shutting off nonessential equipment when called upon and could result in significant earnings.
Our exclusive BDR provider, Enel X (formerly EnerNOC), works with customers to develop custom energy reduction strategies designed to minimize disruption in your facilities and maximize your program earnings.
To learn more about the program and all of the benefits, in addition to monetary payments, contact Eric Chang at eric.chang@enel.com or visit srp.net/BDR
39
Equality Health Foundation Focuses on Forging Connections
This month spotlighting Equality Health Foundation, Tyler Butler’s series explores the myriad ways businesses give back and the positive ways their programs impact our community.
40
Bruce Weber’s series examines developing and sustaining organizational capacity.
After all, as Harrison Rausch points out, there’s turnover in the C-suites as well as among the rank-and-file.
Lindsay Boyajian Hagan discusses how to make it happen.
Don Alix examines what’s on the line in productivity, retention and recruitment.
Christopher Collins, founder and operator of Common Ground Culinary, introduces the “Restaurant” issue.
Jason Church, Jonathan Levy and Kevin Pavlov respond to In Business Magazine’s burning business question of the month.
47
Tempe Chamber of Commerce
“The Do’s and Don’ts of Shipping and Returning,” “Dailies Top Stories,” “Local Standouts Recognized for Achievements and Philanthropy,” “Recycling Programs in the Cannabis Industry” and “Early Warning: Local Fintech Competes Nationally”
Women’s labor participation is on the rise, but what are the latest statistics on pay equity?
“Garden Party Girls Makes Events ‘Instagram-able’” and “Peerlogic: Filling Dentists’ Revenue Generation Need”
Excellence in Banking: Community Banks & Credit Unions
“FnB Amenities in Multifamily and Senior Living Communities,” “Rio Salado Project to Combat Food Desert,” “Master-Planned Community Boosts Growth in Buckeye,” “Leasing Home Run for Mesa Industrial Product,” “Major Expansion Underway at Phoenix-Mesa Gateway Airport” and “Infill Industrial Breaks Ground in Tempe”
Leading restaurateurs offer their insights about our local restaurant market, and share how they carefully curate the experiences for guests at their various concepts.
Founding Axis for Autism, Christine Ehrich revolutionizes the autism evaluation process in Arizona.
19 Healthcare
“Oak Street Health Expansion into Arizona and the Greater Phoenix Area” and “KWC Partners with VA for Veterans’ Mental Health”
“Secure a Software-Defined Perimeter” and “Overcoming AI Biases through Art”
33 Books
New releases give fresh insights on business thinking.
34 En Negocios
Feature articles in Spanish and English on Economia / Economy
36 Economy
Offering strategies to recession-proof one’s business, Cristina Fumagalli and Caren M. Cacciatore point out that the economy is cyclical
Attorney Hani Sayed discusses legal challenges in these Arizona boom times.
Nonprofits must find creative strategies in fundraising for our most complex social issues.
2023 BMW M4 CSL
Plus: Measure and categorize stress … and control it?
More than a Coffee Shop, Bottle & Bean Offers Unexpected Surprises
Discussing the power in scarcity marketing, Mindy Weinstein hones in on using popularity to get more sales
On the Cover: Courtyard of The Global Ambassador, Sam Fox’s first enterprise with his Author & Edit Hospitality company, now taking shape on Camelback Road at 44th Street in the heart of Phoenix and due to open next year. The restaurateur is creating new restaurant concepts for the hotel. (Courtesy of Author & Edit Hospitality)
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.
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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 Don Boxley Tyler Butler Caren M. Cacciatore Cristina Fumagalli
Dave Jenkins Lindsay Boyajian Hagan Holly Harmon Mike Hunter Christina Johnson Valliere Jones
Merilee Kern Rose Martin Harrison Rausch Andrew Runnette Jamie Sabia Hani Sayed Natalie Schwimer Richard Tollefson Bruce Weber Mindy Weinstein
ADVERTISING Operations Louise Ferrari Business Development Louise Ferrari Cami Shore Events Amy Corben
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Vol. 13, No. 11 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.
Proudly raised in Phoenix, Christopher Collins is a fourthgeneration restaurateur and the founder and operator of Common Ground Culinary. After graduating with honors from Boston University with a degree in hospitality management, Collins honed his craft working as both an executive chef and general manager for top restaurant brands nationwide. Returning to the Valley in 2011, he handcrafted local restaurant group Common Ground Culinary with a mission of creating community-driven restaurants that have “soul.”
Common Ground Culinary currently operates Grassroots Kitchen & Tap, Collins Bros. Chophouse, Wally’s American Gastropub, Sweet Provisions in Scottsdale and The Collins Small Batch Kitchen, The Macintosh, Neighborly Public House, St. Urban and Arcadia Catering Company in Phoenix.
Classic or creative, the culinary scene in Greater Phoenix happily serves a population that continues to make eating out a favorite entertainment choice. The industry here in peppered with individual chef-driven restaurants and innovative organizations, all bringing to life their unique approach.
I believe the culinary industry here in Arizona is so successful because of the amazing support from our community, combined with our innately entrepreneurial spirit. People can go anywhere to grab a bite to eat, but it means the world to us that they choose to come to our restaurants for family dinners, to celebrate their achievements or reconnect with old friends. Arizonans have always taken a lot of pride in supporting local businesses, and we’re proud to carry on that tradition. Plus, we benefit from having a very business-friendly environment and a growing population. It’s that unique mix of community, openness and our welcoming nature, combined with new and exciting businesses coming to the state that are all contributing factors to a successful and healthy ecosystem within Arizona’s culinary industry.
In Business Magazine has reached out to some of the prominent locally based restaurateurs for a back-of-the-house look into our industry. Many of us have multiple concepts and are taking some that were debuted here and expanding them in other regions. This month’s cover story is as much in the pictures as the narrative.
A hot topic these days is job vacancies and the difficulty employers are having in filling them. The fact that this extends into the C-suites is generally not dwelt on. Harrison Rausch discuses this aspect of today’s business world in the feature article, “How Businesses Can Attract Executive Talent in a Post-Pandemic Recruitment World.”
Pointing out, “The economy works in cycles,” Cristina Fumagalli and Carin M. Cacciatore share their financial and accounting expertise in the Economy feature “Strategies to Recession-Proof One’s Business.” And taking a different perspective on our economy, Hami Sayed examines “Legal Challenges in the Arizona Boom Times” for this month’s Legal feature.
The current buzz about supply-chain issues usually focuses on the challenges those issues pose to businesses. But Mindy Weinstein touches on that subject from a different angle in the Roundtable feature on scarcity marketing, “Using Popularity to Get More Sales.”
This November edition offers the usual full menu of other business-relevant articles, capped with the annual Excellence in Banking special section. I’m pleased to have helped bring you this edition of In Business Magazine. Enjoy the read.
Sincerely,
Manténgase informado sobre temas empresariales en español a través de En Negocios, artículos para los lectores de habla hispana en el área metropolitana de Phoenix. Visite inbusinessphx.com/ ennegocios para más información.
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.
As we come back from the pandemic we have been energized and our palates pleased by the many restaurants and culinary concepts we have gained. In addition, many of the well-known haunts have improved or learned so much though the past two years that they are nimbler, focused on customer option and certainly great taste. Greater Phoenix is home to some world-class eateries and is quickly finding itself among the top destinations in the U.S. for developing great concepts.
We asked Chris Collins to step in as Guest Editor this issue because he has been busy at work opening and creating new
concepts and has a stellar reputation among the Valley’s restaurateurs. We want to thank him for leading this issue and for his meaningful insight on the industry’s ups and downs. It is a great time in Greater Phoenix as we get to experience tastes from our local farms to regions throughout the world among casual to refined surroundings within the impressive restaurant scene sprouting up here.
—Rick McCartney, PublisherCONNECT WITH US: Story Ideas/PR: editor@ inbusinessphx.com Business Events/ Connections: businessevents@ inbusinessphx.com Marketing/Exposure: advertise@ inbusinessphx.com
Visit us online at www.inbusinessphx.com
Christopher Collins Founder and Operator Common Ground CulinaryPhoto courtesy of
FEEDBACK
QUESTION: Let us know what you want to know from the Valley’s top business leaders. editor@inbusinessphx.com
Arizona ranks among the top 10 states to own an electric car, according to a recently released study from SmartAsset. In your view from within the electric car industry, what factors make this such a strong market?
For all past Feedbacks go online to inbusinessphx.com and see what Valley executives think on various business topics.
JASON CHURCH Chief Operating Officer Courtesy Automotive Group Sector: RetailThere are a few key factors why Arizona is a strong market for electric vehicle ownership. The first is that electric vehicles qualify as blue-plate vehicles and thus for access to our HOV lanes. Second, while other cities have dynamic public transportation options, Phoenix is somewhat limited to bus and emerging light rail public transportation. Since the average daily commute is less than 25 miles, electric vehicles can accomplish all driving needs with no trips to the gas station. Finally, many living in the Phoenix Metro have garages where 240V chargers can be installed, enabling a full charge overnight.
Courtesy Automotive Group has fully supported and carried electric vehicles since the Chevy Volt was introduced 12 years ago. Along with our all-electric Polestar Scottsdale store, Courtesy proudly offers electric Kia, Jeep, Volvo and Chevy vehicles at our Arizona dealerships. We are also continually training our service and parts technicians to provide complete service to our electric vehicles across brands. You’ll see them doing their jobs with laptops instead of wrenches and other traditional tools.
Courtesy Automotive Group courtesyautomotivegroup.comJason Church is COO of Courtesy Automotive Group. Born in Africa, Jason worked at Procter & Gamble before joining the Courtesy family car business. He held several positions at Courtesy dealerships before becoming COO over all Courtesy brands. Church has deep knowledge of the electric car industry and was a driving force in the family’s investment in Polestar Scottsdale.
JONATHAN LEVY Chief Commercial Officer EVgo Sector: Electric Vehicles
Arizona is a leading market for electric vehicles in part because state policies and utility rates and incentives have created a supportive ecosystem for EV adoption. For example, Salt River Project, a long-standing partner of EVgo and Arizona’s communitybased, not-for-profit water and utility company, used to offer a rebate for EV purchases and still offers residents and businesses incentives and rebates for EV charging. Arizona Public Service and Tucson Electric Power offer competitive commercial electric rates that support EV charging and, to-date, EVgo has installed 29 public fast-charging stalls across their service territories where EV adoption is currently most prevalent in the state.
Solar power is also abundant in Arizona, further supporting a strong EV market by coupling EV charging with the power of renewable electricity. And of course, the people of Arizona love that EVs are a better way to drive. Since EVs and EV charging go together like peanut butter and jelly, it’s no wonder that Arizona has the right recipe to lead the way on EV adoption.
EVgo evgo.com
Jonathan Levy is chief commercial officer at EVgo. Prior to EVgo, he was the director of policy and strategy at Vision Ridge Partners. Previously, Levy served as deputy chief of staff to U.S. Energy Secretary Ernest Moniz and as a policy advisor to then-Congressman Rahm Emanuel, in addition to serving in the Obama Administration in a variety of positions at the U.S. Department of Energy and the White House.
ElectraMeccanica Vehicles Corp. Sector: Electric Vehicles
Arizona has continually been on the forefront of renewables, from embracing solar energy projects to interest in electric vehicles. For EVs in particular, Arizona has been forwardthinking in terms of laws and incentives that raise awareness and encourage adoption.
Arizona, and Phoenix specifically, is also unique in that it is one of the fastest-growing areas in the U.S. More cities and more people mean more emissions, driving an increased demand for electric vehicles. But it also raises an even bigger challenge — urbanization — and how we can better adapt mobility for the way people need it today.
The way we travel has changed, by our behavior but also by how more densely crowded places have become. We travel shorter distances, less often and typically by ourselves. Going electric is key for adapting transportation for the future, but so is rethinking the idea of the car entirely. We don’t need full-size, gas-guzzling vehicles for what we do every day. We’re overdue for a mobility revolution, and going electric is just the start of even greater change.
ElectraMeccanica Vehicles Corp. emvauto.com
Kevin Pavlov brings more than two decades of automotive experience with an accomplished background and domain-specific expertise working along OEMs and globally recognized tier-one suppliers. Prior to ElectraMeccanica, Pavlov most recently served as COO of Karma Automotive. He has held various other senior positions at different groups throughout Magna International.
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courtesy of Portal Warehousing
Managing shipping and returns is an essential aspect of running an e-commerce business. Unfortunately, it’s not as simple as just putting the product in a box and adding a label. There are many elements that go into shipping a product, from having appropriate packaging to finding the best shipping rates and getting it to the customer in a timely manner.
According to Material Handling & Logistics, 87% of online shoppers listed shipping speed as a key factor in their decision to shop with an e-commerce brand again.* Therefore, as an e-commerce business, it is essential to know how to navigate these two concepts correctly.
Here are a few do’s and don’ts when having to deal with shipping to and returning from customers:
— Giving customers a range of shipping options allows them to get a breakdown of the premium they need to pay to get a product quicker. Some of them will be willing to pay a little extra for high-priority shipping.
Keep returns as simple and organized as possible — Having an organized system of processing returns as they come through, such as a step-by-step process for the customer along with a smooth return operation, makes life easier for both the consumer and the company.
Provide customers with updates on their packages — Keeping the customer updated on the whereabouts of their package is an excellent way to improve customer service. An order management system can handle everything from placing to tracking and delivering an order.
Add a business card or a personalized note to each package — Having a personalized note goes a long way in improving customer relations. Having a business card in the package as well enables the customer to connect with the businessperson on social media, leave a review and potentially purchase more products.
Pay for overpriced shipping packaging — Shipping boxes and packaging can be expensive; buying in bulk is one way to save. One option is to join a community that can buy packaging in bulk. Major carriers, like UPS, FedEx and USPS, also offer discounted packaging.
Package items carelessly — Shipping fragile items can feel risky. It’s important to use the right box and add enough protective layers before sending to the customer.
Forget to add a return policy on your site — Having a return policy builds trust between a business and its customers. Businesses should b clear and concise about what that policy entails and always try and do right by the consumer.
Let customers leave things in their cart — Making the checkout process more user-friendly can help avoid shopping-cart abandonment.
Understanding these do’s and don’ts of shipping and returns can be the defining difference between a business succeeding or folding over. —Andrew Runnette, director of operations for Portal Warehousing (join-portal.com), a rentable month-to-month warehouse providing flexible industrial space for the needs of today’s growing e-commerce companies at no long-term commitment
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
Healthcare & Wellness
October
Cover Story
Healthcare continues to evolve, and with that evolution are changes not just in employee benefits but in how healthcare issues impact the workplace.
Leadership & Management | From the Top | October 2022
“Leadership is the process of influencing people by providing purpose, direction and motivation to accomplish the mission and improve the organization.”
For more than two decades, this official U.S. Army doctrine definition of leadership shaped Ivan Royal as he rose through the ranks of the U.S. Army. Today, they have become inextricably linked to him and his approach to leading OMEX, an Arizona-based commercial cleaning company.
Leadership
Management
Striking the balance between intuition and information
by Christopher Frank, Paul Magnone and Oded Netzer
Striking the balance between intuition and information
Quantitative intuition™ (QI)—the combination of data and analytics with Intuition—might sound like an oxymoron at first, but it is actually the key to effective decision-making.
Healthcare
from Laurie McCartney
Health & Wellness Goes Beyond Nutrition & Exercise … and It’s a Growth Industry
There is a shift toward more interest around health and wellness in our society, which is serving as an opportunity to make the future of work more beneficial for both employees and employers.
A recent survey conducted by Jonathan Shroyer, CX Innovation Officer at Arise, found that only 2% of people prefer AI chat bots as the preferred method of communication in customer service. 63.5% of those surveyed said they prefer to speak with a real person over the phone. arise.com
Tri Pointe Homes®, one of the largest homebuilders in the U.S., has been recognized for the second year in a row as a Great Place to Work-Certified™ company. Tri Pointe Homes was also named to Fortune’s Best Workplaces for Millennials™ 2022, an honor that is especially significant as Millennials make up the majority of the U.S. labor force, according to the Pew Research Center1 and are, more than any other generation, seeking equity, transparency, flexibility and purpose, according to Great Place to Work. TriPointeHomes.com
Scottsdale, Arizona-based multifamily investor, developer and manager MC Companies has been honored with the Cystic Fibrosis Foundation’s coveted Corporate Champion Award, an honor given to just one company, once each year to recognize outstanding and steadfast contributions to the cystic fibrosis community. The Corporate Champion award was created to acknowledge a volunteer or corporation that successfully champions the cystic fibrosis cause within their company, resulting in significant dollars raised. cff.org • mccompanies.com
The Dave Thomas Foundation for Adoption recently recognized SRP for its dedication to help its employees adopt and change lives. SRP ranked fourth in the nation among utility and energy companies and is named as an “adoption advocate” by the organization. Adoption costs in Arizona can range from $20,000 to $50,000, which often becomes the greatest barrier for adoptive parents. davethomasfoundation.org • srpnet.com
Recently, more than 30 Delta Dental of Arizona employees came together to support the critical work of St. Vincent de Paul. Throughout the day, volunteers prepared and served 237 meals to St. Vincent de Paul clients, and the team also handed out fresh to-go food bags they assembled. Dentists from the Delta Dental board also got involved, volunteering their time to the Delta Dental of Arizona Oral Health Center at the Virginia G. Piper Medical and Dental Clinic at St. Vincent de Paul, providing screenings and fluoride varnish to nearly 100 local children. deltadentalaz.com
Early Warning Services, LLC was founded in the 1990s, but little was known about the banking risk and fraud mitigation company. That is, until five years ago when the Scottsdale-based company launched its Zelle® brand, doubling its staff since that time.
Today, Zelle® is a household brand found in more than 1,700 banking apps and is available to more than 150 million consumers. Crossing its anniversary milestone, Zelle® recently announced more than five billion transactions and nearly $1.5 trillion moved since 2017.
Arizona employment is forecasted to continue to grow for the next two-plus years despite economic factors, and Early Warning is no exception. Owned by seven of the largest banks in the U.S., Early Warning offers benefits well above the national averages, like unlimited PTO, lowercost healthcare premiums, and paid parental leave for up to 12 weeks. It is one in just 23% of large companies (500 and more employees) that expanded voluntary benefits in 2022.
Many local organizations are competing for
talent with employers not just in Greater Phoenix but nationally as well, as remote-first companies hire from anywhere in the U.S. Our recruitment team is constantly re-evaluating how we stack up to other employers nationwide as the highly competitive race continues for top talent skillsets in technology, data analytics, product and more.
The employer recently announced a new headquarters off the Loop 101 Freeway and McDonald Road. In addition, Early Warning has offices in San Francisco and Chicago, totaling more than 1,100 employees nationwide, with 70% based in Arizona.
We’re competitive nationally, although Scottsdale is our hometown. This area continues to be desirable for our team from a work-life balance and cost-of-living perspective, not to mention a favorable business environment. Our relationships with local universities serve as attractive opportunities to tap into new talent as we continue to evolve our fintech products and services.
—Natalie Schwimer, chief people officer at Early Warning Services, LLC (www.earlywarning.com)
Each year, Americans throw away 1,200 pounds of organic waste while recycling only 67.2 million tons of 267.8 million tons of recyclable material, according to RTS. Given state-by-state packaging requirements in the cannabis industry, it’s no secret that excessive cannabis packaging waste plays a role in this number. According to a study from Re Waste, an estimated 12.7 to 14.1 million pounds of plastic from cannabis packaging ended up in landfills between October 2018 and August 2019. As a leading international provider of consumer products in cannabis, Curaleaf is actively taking steps to address this matter on a local level.
In April, we partnered with Resinate, a recycling and remanufacturing company based in Phoenix, to launch a statewide program dedicated to reducing cannabis packaging waste. As part of the long-term partnership, all Curaleaf dispensaries in Arizona were outfitted with collection barrels where customers are able to drop off their cannabis packaging for recycling. Each month, Resinate collects the packaging and recycles it, using a portion of the material to create and sell plastic rolling trays.
Since partnering in April with Resinate, a recycling and remanufacturing company based in Phoenix, Curaleaf has recycled more than 620 pounds of plastic and saved more than 31,000 containers from landfills.
Our partnership with Resinate has made an immediate impact in the local community by creating a convenient way for our customers to recycle. To date, we have recycled more than 620 pounds of plastic and saved more than 31,000 containers from landfills. More than 600 recyclers have signed up for rewards and it’s estimated more than 1,000 people have participated in the program at Curaleaf since it began.
The importance of environmental responsibility cannot be limited to one partnership or initiative. On the national level, our corporate social responsibility team partnered with Map Collective, a female-founded carbon tracking and supply chain transparency startup, to examine and establish a baseline of our environmental impact to compare against future efforts. With this ecological baseline determined, our team has begun the second phase of our sustainability efforts with the goal of becoming carbon neutral by 2025. —Mayra Medina, senior marketing manager at Curaleaf (curaleaf.com)
While recent data from the Bureau of Labor Statistics shows women’s labor participation is on the rise, the gender wage gap continues to be a top concern for many female professionals. Recent White House data shows the average woman working full-time, year-round, for wages or a salary earned 83 cents for every dollar paid to their average male counterpart.
A recent Robert Half survey of 1,450 working women looked at women’s top concerns and priorities in today’s workforce. The survey found that female professionals:
1. Fail to negotiate: Only 1 in 3 tried to negotiate for a higher salary with their current employer following the initial offer; however, of those, 67% received a bump in pay.
2. Grapple with wage gaps: Thirtynine percent have noticed pay inequities in their organization, where new hires are being offered higher salaries than current employees in the same role.
3. Worry about raises: Fifty percent cited their top concern at work is their salary not keeping up with inflation.
In a similar survey conducted by the talent solutions and business consulting firm, a majority of female respondents said they seek the following from their employers:
• More pay: Sixty-five percent would leave their current job for one with a significant salary bump.
• Promotions: Sixty percent want a promotion as the next step in their career.
Negotiation is key to the hiring process and overall salary growth. Job seekers should be prepared to negotiate salary with prospective employers, especially in the current competitive hiring market — and that includes job seekers knowing their worth. What is the market rate for their position in their area? Are they remote employees where the cost-of-living needs
added consideration? What are other companies offering employees in the job seeker’s city or province in terms of salary, benefits and perks?
To effectively negotiate salary, candidates can gain knowledge about current compensation trends in their industry by referencing reliable sources, such as the 2023 Robert Half Salary Guide, which offers the salaries for hundreds of positions and experience levels in a given market.
Beyond paying competitively, employers must foster a work environment that is inclusive for all employees. Growth opportunities, organizational culture and flexibility play a role in supporting a company’s top talent. Employers can partner with female workers to define their long-term objectives and provide challenging assignments and skillbuilding opportunities that will help them reach their goals without leaving the company.
Does your current employer give you opportunities to build your leadership?
Total Male Female Phoenix
Unweighted base 2,403 953 1,450 100
Yes 63% 68% 60% 63%
No 37% 32% 40% 37%
Do you feel you are underpaid?
Total Male Female Phoenix
Unweighted base 2,403 953 1,450 100
Yes 57% 52% 59% 57%
No 43% 48% 41% 43%
Thinking of your last job offer, did you try to negotiate for higher pay?
Total Male Female Phoenix Unweighted base 2,403 953 1,450 100
Yes 37% 43% 33% 28% No 63% 57% 67% 72%
Did you get a higher salary after negotiating?
Total Male Female Phoenix
Unweighted base 890 409 481 28
Yes 69% 70% 68% 79%
No 31% 30% 32% 21%
What is your top concern as it pertains to your job?
Total Male Female Phoenix
Unweighted base 2,403 953 1,450 100
Salary not keeping up with inflation 47% 43% 50% 56%
Being laid off 8% 8% 9% 6%
High levels of stress 20% 20% 19% 19%
Building my professional network 6% 8% 5% 4%
Balancing professional and personal obligations 16% 19% 15% 11%
Source: Robert Half survey May 30, 2022
Recent White House data shows the average woman working full-time, year-round, for wages or a salary earned 83 cents for every dollar paid to their average male counterpart.
Jamie Sabia is Phoenixbased market director for global talent solutions and business consulting firm Robert Half. roberthalf.ca/en
The best ways to make a business Instagramable, according to Garden Party Girls owner Sydney Crimmins, include strategic placement, being original to the brand (that is, having original designs), having great angles for selfies, using textures and tangibles — “and, of course,” she says, “making it pop.”
Sydney Crimmins founded Scottsdale-based Garden Party Girls a year ago as an event design company that specializes in commercial floral installations and “Instagram-able” spaces for advertising and marketing. “The one-of-a-kind installations allow local businesses to stand out and bring in guests who are looking for an over-the-top experience,” she explains. As owner and designer, Crimmins also designs corporate or private events for 50 people or more.
“Truthfully, you can have a really ‘sucky’ product or service and still be successful if the inside of your business is worth experiencing,” Crimmins notes. “We specialize in helping businesses create Instagram-able moments throughout their businesses. Creating these Instagram-able moments for our clients helps to create an experience and a buzz behind their brand. It’s an important part of marketing for businesses and pertinent to growth and brand recognition.”
She believes this is, in fact, ever more important in the age of social media. “Instagram and TikTok is a significant component of how consumers desire to connect in an organic and authentic way. They can, however, be quite particular about where they choose to invest their time and money. Businesses can sell a great product or experience, but without an online moment, customers will move on to the next, prettier place. This is particularly true of younger, more tech-savvy customers who are always looking for décor and backdrops that would look good on social media.”
Crimmins credits networking as a crucial factor in the success of Garden Party Girls. “You simply cannot be successful alone,” she says. “Garden Party Girls has really done well this year and not strictly based on my hard work. My business is thriving because I have had some amazing people step into my life. I have found when you take care of people, most of the time they will take care of you. Networking isn’t hard when you just treat people well.” —RaeAnne Marsh
Garden Party Girls LLC gardenpartygirls.com
[Editor’s note: Crimmins shares the perseverance behind starting and growing her company — and the seeming paradox of its name — in the online version of this article, at www.inbusinessphx.com.]
Ryan and Kristen Miller created Peerlogic to help dental practices generate more revenue through voice-based conversational intelligence.
“By providing feedback on the revenue activities of both inbound and outbound phone calls, we help dental practice operators close more opportunities, identify the root causes of lost revenue, efficiently train staff and make informed business decisions,” says CEO Ryan Miller.
The idea of Peerlogic began in 2019, but the platform’s development started in late February 2021. “While working in the then-emerging market of UCaaS (unified communications as a service), I was introduced to a disruptive industry that was solving big problems for small and mid-size businesses. For the first time, enterprise solutions like advanced call center software, workforce optimization, and sales enablement were available to small and mid-size companies. While general businesses were reaping the rewards of this additional functionality, the medical vertical remained largely the same,” Miller relates. “During the same time, my wife worked (and
still does) for the second-largest distributor in the dental field. Their primary focus was on providing exceptional customer care and providing a reliable supply chain.”
They saw the UCaaS and medical industries as being on opposing ends of the innovation spectrum and spoke regularly of how the tech industry was evolving, how companies like Salesforce, Gong and Outreach were changing how revenue generators worked, and how little of that innovation was available to support the sales apparatus of a medical office.
“After many conversations at home and with industry friends, we concluded that it’s inevitable that this technology will make its way into the medical sector,” Miller recalls. “We ‘war gamed’ it for some time, and Peerlogic was born.” —RaeAnne Marsh
[
Editor’s note: Miller shares their experience and insights learned from their startup journey that began at the height of the COVID-19 pandemic in the online version of this article, at www.inbusinessphx.com.]
Arizona, and Phoenix in particular, regularly ranks among the best places for startups. StartupBlink describes Phoenix as “an ideal place to locate for Energy & Environment, Software and Data and Foodtech startups.” startupblink.com/startup-ecosystem/phoenix-md-us
Photos courtesy of Private Label International (top left), Arizona Fresh (top right)
Community amenities are impacted any time we have a social or cultural change, such as new technology or a shift in health and wellness. The goal of community amenities is to connect residents to the property in a way that feels personal and unique. Properties that do that well will always have an advantage over their competitors. Amenities with staying power feel like a decision the targeted demographic would have made on their own if they only knew they could. One such amenity that has changed quite a bit over the last several years and can really make a property stand out is its food and beverage offerings, or FnB.
Nothing else feels hyper local quite like restaurants do. The biggest trend in food offerings in multifamily or senior living developments is to connect them to the local community. This can be done with catering kitchens, demonstration kitchens, self-serve markets or events. The biggest key here is commitment because an empty kitchen or a market that is never wellstocked is an obvious miss. It also doesn’t necessarily have to be done with food. If drinks are more manageable, properties can achieve the same connection that way. Coffee bars have been a favorite in communities for years, but while bringing in Starbucks is nice, bringing in the neighborhood coffee house in an area that prides itself on great coffee is even better. Providing alcohol for events is great, but providing a locally well-known mixologist or stocking the bar with local beer and wine creates that extra connection.
For senior communities, the FnB offering is even more important because that demographic is getting to a point where they want and need as much as possible onsite. When it works within the property’s program, full-service restaurants with multiple casual dining offerings are a huge asset to that age group. The connection to the location comes in the form of sourced ingredients, menus created by well-known chefs and food catered to specific diets. When full service doesn’t make sense from a budget standpoint, providing dining spaces where neighborhood restaurants can cater frequent meals or provide event services is a nice alternative.
Another amenity offering we are hoping to see more of is community gardens. In a senior living community, the connection to the outdoors and the sense of belonging are real factors that improve physical and emotional health and aid in memory care, in addition to the benefits of fresh-grown food.
While this is a moment of change for the hospitality market, multifamily and senior living can and should recognize it as their cue to innovate, as well. —Christina Johnson, creative director of Phoenix- and San Francisco-based Private Label International (privatelabelintl.com), a full-service interior design studio that develops hospitality environments and lifestyle brand experiences for clients worldwide.
Ground has broken on the 140-acre Arizona Food Innovation Center along Rio Salado in Phoenix, at 1150 E. Elwood Street, that will include a year-round farmers market and community park. Developed by Arizona Fresh and Plaza Companies, this is the first new physical development within the John McCain Legacy Project, Rio Reimagined, converting a former brownfield site into an active community park and gathering space along with the nation’s leading innovation and education source for means to achieve food security, production and distribution. —Mike Hunter phoenix.gov/econdev/delrio
The Howard Hughes Corporation® plans to develop Arizona’s largest master-planned community, in partnership with JDM Partners and El Dorado Holdings, in Buckeye, already one of the nation’s fastest-growing cities. Dedicated to innovative placemaking, the company is recognized for its ongoing commitment to design excellence and the cultural life of its communities. The master-planned community in North Buckeye anticipates 100,000 homes, 300,000 residents and 55-million-square-feet of commercial real estate upon completion. —Mike Hunter howardhughes.com
On behalf of Metro Commercial Properties, leading national design-build contractor Graycor Construction Company has delivered the final industrial buildings at Metro East- Valley Commerce Center in Mesa, Arizona. Designated as Phases III and IV, the delivery totals five buildings and marks the completion of the 11-building, 1.1-million-square-foot Class A industrial project – one of the largest master-planned commerce parks in Phoenix’s Southeast Valley. Lee & Associates’ Chris McClurg and Ken McQueen have completed leases for more than 98% of the project, most as pre-leases. —Mike Hunter graycor.com • lee-associates.com/tag/phoenix
mcpaz.com
The biggest trend in food offerings in multifamily or senior living developments is to connect them to the local community. This can be done with catering kitchens, demonstration kitchens, self-serve markets or events.
A new 30,000-square-foot terminal is part of a $25 million construction project that has begun at Phoenix-Mesa Gateway Airport, with McCarthy Building Companies as the project’s general contractor. The project, being partially funded by a federal grant from the Bipartisan Infrastructure Law, will provide Gateway Airport with a larger, modern, energyefficient and ADA-enhanced commercial passenger facility designed to accommodate future growth. The new addition will replace a 13-year-old temporary structure.
Currently, the airport’s terminal has 10 gates, but overall capacity and efficiency is limited by the current 10,000-square-foot temporary structure. New airlines, new flights and record-setting passenger activity require the airport to expand its terminal to keep up with its growing popularity.
The new terminal expansion will be connected via an impressive glass walkway and will include new retail and concession space. Demolition of the temporary facility is planned for December and the project is expected to be completed by February 2024. The airport and DWL Architects + Planners began designing the new facility in the summer of 2022 and, through a competitive bid process, selected McCarthy Building Companies as general contractor in August 2021.
Gateway Airport is served by five domestic and international airlines offering nonstop jet service to more than 50 popular destinations across the U.S. and Canada. The airport welcomes nearly 2 million passengers each year and contributes approximately $1.8 billion annually to the regional economy.
The airport will be fully operational during the construction.
—Mike Hunter
Phoenix-Mesa Gateway Airport gatewayairport.com McCarthy Building Companies mccarthy.com
An infill, redevelopment project that will revitalize the 17.97-acre parcel that was the former global headquarters for Insight Enterprises, Sight Logistics Park broke ground last month along the high-visibility I-10 corridor in Tempe.
Calling it a phenomenal addition to the ViaWest Portfolio and observing, “It’s not often you get to transform a site of a Fortune 500 office building into a state-of-the-art industrial complex,” Danny Swancey, partner of ViaWest Group, describes the project as designed to accommodate a variety of sizes and uses catering to a diverse group, including manufacturers, distributors, and all types of general industrial users.
Sight Logistics Park is made up of two modern industrial buildings totaling 356,904 square feet, Building 1 at 155,717 square feet and Building 2 at 201,187 square feet. These Class A buildings both feature 32-foot clear heights, with 33 dock-high doors and four drive-in doors.
Sight Logistics Park was designed by McCall & Associates Architects and the general contractor on the project is Willmeng Construction. Once work on the buildings begins, the estimated completion time is just nine months. Demolition of the former Insight headquarters began in July and the project is scheduled to finish in July of 2023. Colliers International in Arizona is handling the leasing for Sight Logistics Park, with the team of Rob Martensen, Phil Breidenbach and Sam Jones leading those efforts.
Sight Logistics Park is the second industrial development that ViaWest
is delivering along the I-10 corridor. Just over three miles south on I-10, ViaWest and Willmeng Construction are nearing completion on Converge Logistics Center, a three-building infill project on the west side of the I-10 between Ray Road and Chandler Blvd. —Mike Hunter
ViaWest Group viawestgroup.com Willmeng Construction willmeng.com
CBRE’s recently released “Phoenix Industrial Figures Q3 2022” reports that 38 buildings were delivered in Q3 2022 totaling 7.3 million square feet, primarily consisting of speculative distribution product in the Southwest and Southeast Valley, and construction activity increased in Q3 2022 with 35.2 million square feet under construction, 13.9 million square feet of which broke ground in the quarter. cbre.com
Axis for Autism founder built on background and personal experience to disrupt the system
by Valliere Jones
For years, many Arizona families have struggled to get professional autism evaluations. A lack of psychologists and an overburdened system have created waitlists of a year or longer — far too long for parents and children who need answers and life-changing intervention therapies.
With decades of experience in the healthcare space and a proven track record of building provider networks, Christine Ehrich felt compelled to intervene after hearing about the struggles parents endure. She spoke with numerous psychologists who shared their patients’ healthcare access barriers, and it reminded her of her own experiences as young mother.
“Their seemingly endless struggles to get an evaluation struck a chord with me. I remembered how powerless, helpless and vulnerable I felt when my son had a bone infection and was in and out of the hospital. Getting him the help he needed was torture — the red tape and bureaucracy was maddening, and I realized I was his only advocate,” says Ehrich. “I need a lot of purpose in whatever I do, and I knew my personal and professional backgrounds could help families get the services they deserve in a much shorter time.”
In 2020, Ehrich set out to disrupt the current system by founding Axis for Autism, a company that gives Arizona families answers, support and guidance as they begin their autism journey.
Ehrich’s leadership path started at Industrial Solutions Network, a company that revolutionized how injured Arizona workers received the physical therapy they needed. In 20 years at the helm, she amassed a network of physical and occupational therapists at 600 clinics in three states.
“By contracting with therapists with a wide range of specialties, we were able to match patients with those who could deliver the best outcomes and results,” she says.
After selling to One Call Care Management in 2015, Ehrich was soon back to network building.
Ehrich’s experience building networks opened doors with psychologists, and by demonstrating how Axis for Autism permits them to practice at the top of their license, she ultimately persuaded many to participate.
“Many focused on cash-pay business because that’s easier for them — they get paid upfront and don’t do all the legwork of coordinating with insurance plans,” she says. “We work
closely with the Medicaid and private insurance plans, taking a lot of the contracting, credentialing and administrative workload off providers’ backs. By making it really easy for them to participate, we’ve leveled the playing field so everyone has access to an evaluation if they need one.”
Psychologists also reported spending hours writing diagnostic reports, so Ehrich addressed that challenge by leveraging technology and processes radiologists have used for years. Psychologists access intake forms, parent and teacher questionnaires, the 90-minute video evaluation and other information through the cloud and take advantage of the system’s drop-down options and buttons to complete detailed reports much faster. Fewer paperwork hassles were a big draw, but Ehrich’s vision for helping them concentrate on their specialties was also enticing.
“Some of our psychologists are full time, but others want to work 10 hours a month. Meeting them where they are helped us build a deep bench with the best in Arizona,” she says. “All of them specialize in autism but have different niches and specialties. We have psychologists that really like the littles, so we send two- and three-year-olds to them, while others focus on adults or adolescent girls. We’re able to match our patients with the right psychologist for their evaluation.”
With many of Arizona’s top autism psychologists on board, Ehrich set out to streamline the process for patients.
“Instead of coming in for three visits, patients come in only once to get tested. The psychologist shares the diagnostic report via a telehealth appointment where patients or their parents are able to ask questions and get the resources they need,” she says. “We also have psychologists and clinicians who speak Spanish, Arabic and a number of other languages, which helps patients feel more comfortable culturally, and they get more out of the evaluation.”
Although Axis for Autism has slashed the evaluation process to less than 60 days and can evaluate 200 patients a month, Ehrich is nowhere near done. Her next plan is for mobile clinics that make it easier for people who don’t live near Axis for Autism’s three locations in Phoenix, Glendale and Tucson to be evaluated.
“It’s not an easy fix,” Ehrich says, “but collaborating with others to solve problems that impact people’s lives every day is incredibly rewarding.”
Autism axisforautism.com
One in 40 Arizona children has autism, which is higher than the national average of one in 44. The average age of diagnosis for Arizona children is 4 years and 10 months, but the earlier they receive intervention, the better chance they have at reducing or reversing autism’s challenging effects and gaining more independence.
AT A GLANCE Company: Axis for Autism CEO: Christine Ehrich Headquarters: Phoenix Who They Are: Leveraging groundbreaking technology and a network of specialized psychologists, Axis for Autism has developed a model for streamlining autism diagnosis that’s slashing exorbitant wait times for Arizona families, ensuring them faster access to life-changing intervention and therapies faster.
Oak Street Health, a network of value-based primary care centers for adults on Medicare, is on a mission to rebuild healthcare as it should be. To accomplish this, the company is always looking at new regions where this approach to healthcare is needed and where access to high-quality care is challenging. With a large density of Medicareeligibles, Arizona became an important state to bring this model of care. Oak Street Health opened its first center in Apache Junction in January 2022, marking the company’s 20th state entry.
Oak Street Health has devoted itself to providing unmatched care where it’s needed most and keeping older adults out of hospitals by caring for them proactively. Nationally, the primary care provider has a 51% reduction in patient hospital admissions compared to Medicare benchmarks. With more than 178,000 residents 65 years or older, Phoenix was of great interest to Oak Street Health. To date, the company has opened nine centers in the greater Phoenix area, including Chandler, Tempe, Mesa, Apache Junction and Glendale, and two in Tucson, bringing the total number of Arizona centers to eleven, with plans to continue the expansion across the state.
Every Oak Street Health patient has a full team in addition to a provider — which include social workers, behavioral health workers and team members dedicated to helping patients get the most out of their Medicare benefits. Each center also has a community room, where Oak Street Health encourages patients to participate in fun, interactive activities like line dancing and chair yoga. Beyond physical care, Oak Street Health’s community rooms also promote patients’ behavioral health — an integral part of its care model — by giving patients a safe, engaging place to interact with other seniors and staff members. In addition to the physical and behavioral healthcare, Arizona’s Oak Street Health centers will also offer vaccinations and informational sessions on how to stay healthy during the holidays. —Rose Martin, regional vice president of Oak Street Health oakstreethealth.com
Ketamine Wellness Centers, the largest ketamine therapy provider in the U.S. and a subsidiary of Delic Holdings, recently entered into a partnership with the Veterans Administration in Arizona. Veterans suffering from treatment-resistant depression, PTSD and anxiety will have access to ketamine therapy at the KWC Arizona clinics in Phoenix, Tucson and Mesa-Gilbert at no out-ofpocket cost with prior authorization from the VA.
More than 20 million veterans live in the United States, and the State of Arizona is home to upwards of 500,000 veterans. The Office of Disease Prevention and Health Promotion found that veterans of all ages in Arizona are three times more likely to die by suicide than non-veterans, and veterans over the age of 65 are at four times greater risk of dying by suicide than non-veterans. Unfortunately, one-third of veterans know of a fellow former service member who is not currently receiving the necessary mental health care.
KWC originated in Arizona with Dr. Mark Murphy, Dr. Ellen R. Diamond, and Kevin and Julie Nicholson as the founders. All the founders had friends and family members who were active or veterans of the service, and they were tired of the horrifying statistics about veteran suicide. They knew this treatment worked and, through expansion of their programs into other states, they could build the infrastructure to provide these life-changing treatments to our veteran community through the Hero Discount and even better through their insurance.
The nation’s largest ketamine therapy provider is one of the few ketamine providers in the U.S. authorized to partner with the VA and remains committed to offering exceptional, therapeutic services that meet the needs of each veteran seeking quality mental health care. In addition to the VA partnership, KWC also partnered with the Veterans Administration Community Care Network last year to offer ketamine treatments
to veterans at no out-of-pocket cost at KWC’s locations in Burnsville and Naperville, Illinois. These partnerships are in addition to the Hero Discount offered at clinics nationwide to cover partial out-of-pocket expenses of the treatment for military veterans and first responders.
The VA has a number of ways to become a part of its network. A healthcare provider can contract directly with the VA through the Veterans Care Agreement (VCA) system. The VA system also allows other third-party insurers to participate in veteran-member coverage through the Community Care Network (CCN). KWC is actively working with the Tricare CCN network to contract for Spravato services at KWC’s locations in Denver, Seattle, Mesa-Gilbert, Phoenix, Tucson, Dallas, Houston, Reno, Las Vegas and Salt Lake City.
One of the reasons KWC cites for its success in contracting in a number of the states is it has the 13 clinics in nine states. It has found the VCA and CCN networks, like most insurers, like to work within a clinic network to allow for consistent claims processing and allow for easier contracting and payment relationships as opposed to individual clinics throughout the various states.
“At KWC, we take great pride in supporting our veterans in Arizona and across the country. Unfortunately, veterans often face challenges securing the care they seek, such as access and affordability, and our partnership with the Veterans Administration will help to alleviate some of them,” says Kevin Nicholson, CEO of KWC and COO of Delic. “The VA is a dedicated service organization that shares our commitment to supporting our veterans on the path to securing the mental health services they need to gain control over their lives again. We anticipate even more VA contracts as a result of the resources KWC has committed to expanding insurance coverage for our patients.” —Mike Hunter
Ketamine WellnessThe State of Arizona is home to upwards of 500,000 veterans. The Office of Disease Prevention and Health Promotion found that veterans of all ages in Arizona are three times more likely to die by suicide than nonveterans, and veterans over the age of 65 are at four times greater risk of dying by suicide than non-veterans.
Today, work-from-home (WFH) has evolved into work-from-anywhere (WFA), to the delight of employees and their employers alike. The benefits of this new work paradigm for employees include the flexibility to choose work hours, getting more work done in less time, and a decrease in workrelated expenses, and of course a better work/ life balance. For employers, the benefits include higher productivity, a larger talent pool from which to draw, increased job satisfaction, more engaged employees and a lower turnover rate, as well as significantly reduced overhead expense. (And by the way, happy employees lead to happy return customers.)
To take a step back, the evolution from an onsite work model, to the new paradigm of WFH or WFA, as well as hybrid, wasn’t without its challenges. Perhaps one of the biggest bumps along the way was figuring out how people could WFH not only productively, but securely. At the beginning of the transition, many organizations were forced to depend upon their virtual private networks (VPNs) for network access and security and then learned the hard way that VPNs were not up to the task. It became clear that VPNs were not designed nor intended for the way we work today. Both external and internal bad actors were and are still exploiting inherent vulnerabilities in VPNs.
Instead, forward looking IT organizations have discovered the answer to the VPN dilemma. It is an innovative and highly reliable approach to networking connectivity — the Software Defined Perimeter (SDP). This approach enables organizations to build a secure softwaredefined perimeter and use Zero Trust Network Access (ZTNA) tunnels to seamlessly connect all applications, servers, IoT devices, and users behind any symmetric network address translation (NAT) to any full cone NAT: without having to reconfigure networks or set up complicated and problematic VPNs. With SDP, organizations can ensure safe, fast and easy network and data access while slamming the door on potential cybercriminals. —Don Boxley, CEO and co-founder of DH2i (dh2i.com), speaking as part of a collaboration involving Cybersecurity and Infrastructure Security Agency and the National Cybersecurity Alliance to lead a collaborative effort between government and industry to raise cybersecurity awareness
Many of us have seen the breakthroughs in AI-generated art. From a simple text prompt, AI engines like MidJourney, Stable Diffusion and DALL-E can generate entire scenes and videos. Soon, we’ll likely have entire procedurally generated 3D metaverses. Unfortunately, the biases that have been intertwined in AI for some time now are more visible than ever.
AI image generation works in a similar pattern to most common AI: A team assembles a large amount of given set of data (statistics, text, speech, images, video) and then spends effort to “train” the AI by having a team go through and identify the target objects in each image or statistically analyzing which words usually seem to be positioned next to each other.
For generating art, AI engines have been fed thousands of paintings, drawings and photographs. These images all were tagged, sometimes manually but increasingly automatically, as the AI recognized objects. These recognitions act cumulatively, so now an AI “knows” what a cat looks like, “knows” what a whiteboard looks like, and “knows” the visual patterns that are unique to Matisse, Dali or Banksy. These patterns, and the data sets from which they derived, are the problem. For decades, the
cultural pattern for “developers” was mostly white males. So, prompting an art-generating AI like MidJourney with words like “tech developers,” “laptops” and “business” will generate images with men, not women.
AI plays to stereotypes. Unless developers are very specific, the AI will produce images that will only reinforce the stereotypes.
Specificity is required to reduce bias in AI. The prompt will do what it’s told, so it is up to the person entering the prompt to break the stereotypes by typing in “female tech developers,” “laptops” and “business.”
Biases in AI can be overcome with forethought and conscious actions. At a programmatic level, it is key for teams building AI engines to identify and understand how biases creep into the AI, both from a cultural stereotyping perspective as well as the mathematical set of statistics upon which the AI draws its output.
The AI will improve in accuracy and creative ability. As AI continues to march into more areas of our lives, we will see an increasingly important role for “AI ethicist,” “AI bias manager” and “AI culturalist.” With effort, AI bias can be counteracted. —Dave Jenkins, VP of technology curation at Iterate.ai (iterate.ai)
AI plays to stereotypes. Unless developers are very specific, the AI will produce images that will only reinforce the stereotypes.
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.
Inside the industry with some of our leading restaurateurs
by RaeAnne Marsh
“Greater Phoenix is such an amazing incubator for up-andcoming restaurant concepts and has become a dining destination attracting visitors from across the nation and all parts of the world,” says Joey Maggiore, co-founder of The Maggiore Group. “It has really been growing quickly and it has been astonishing to be a part of our restaurant industry’s massive growth and see it exponentially expand.”
Kyu Utsunomiya, partner and co-founder of Conceptually Social, describes the restaurant market in Greater Phoenix over the past three years as a roller coaster ride. “Pre-pandemic, we were seeing significant growth of new concepts, both locally owned and by national brands. Whether QSR [quick service and fast casual] or elevated dining, the market was consistently announcing new openings and expanding into new development projects all over the Valley. This significant growth saturated the market in several areas of Greater Phoenix and caused many smaller, locally owned restaurants to be unable to compete.” He points to Downtown Phoenix and Roosevelt Row as prime examples of that impact and notes that 2020 and the pandemic shutdown impact would test the resolve of the industry. “The earlier rapid growth ceased completely and, sadly, much of the industry permanently closed doors. Only the well-funded or those who could quickly access government assistant would survive the year plus shutdown.
“Fast forward to today,” Utsunomiya continues, “and the restaurant market has not only rebounded but back at rapid growth again and in many areas, becoming saturated once again. The Greater Phoenix market has never offered such a variety of concepts, price points, style of service and cuisines.”
“Surprisingly resilient” is how S. Barrett Rinzler, president and CEO of Square One Concepts, describes Phoenix so far, acknowledging that “given this economy it’s still a bit tricky.” Noting, “Phoenicians certainly like dining out and the influx of winter residents provides a boost to the sheer numbers of diners, he says the curveball today is food price fluctuations. “It forces us to be ready, flexible and creative on an ongoing basis. These last two years have shown us how. If the price of chicken increases, for example, we pivot. Do we simply raise prices or do focus on different ingredients, a new cut or new recipe that our customers will still enjoy? We’re still certainly bullish, but we’ve adapted and become smart right now in how we manage the price fluctuations in product and labor.”
In Christopher Collins’ view, Arizona, and the Phoenix Metro area as a whole, has and continues to set itself up for a successful future economically, but he notes a need to continue to embrace and bolster
our business-friendly environment by working and building locally in our community. “I believe that supporting local business is paramount in fostering a thriving community, both economically as well as socially. Getting people excited about their community through events, charity and new business is also a great way to empower economic growth,” says the founder and operator of Common Ground Culinary. “I have full faith in Arizona’s business community for the next five, 10 and 20 years, which is why I have opened three new concepts in the past calendar year, two in Uptown Phoenix (Neighborly Public House and St. Urban) and one in the heart of Scottsdale (Collins Bros. Chophouse).”
“A lot has been happening in the Phoenix Metro!” says Lauren Bailey, CEO and co-founder of Upward Projects, who shares, “It has been so much fun to see concepts from other markets join us but, more importantly, see more and more great local chefs and talented restaurateurs opening new spots across the Valley. Some of my new favorites are Valentine, Bacanora and Sotisse.” As for Upward Projects, Bailey says, “We’ve been focused on bringing our popular wine café, Postino, to neighborhoods and communities that are often overlooked, such as South Tempe, which has been hugely supportive of our new locations. And now the outpouring of love from the West Valley has also led us to begin the development phase for our firstever Postino in Peoria.”
“The Phoenix restaurant market continues to demonstrate resilience and strength,” observes Sam Fox, founder of Fox Restaurant Concepts and of Author & Edit Hospitality. Noting the longevity of “some of the most incredible food experiences,” he names Pizza Bianco from restaurateur Chris Bianco, Postino from restaurateur Lauren Bailey), Hana Japanese Sushi House from restaurateur Lori Hashimoto and, Binkley’s from restaurateur Kevin Binkley as some examples. “In contrast, the market continues to pull in some successful new dining experiences that are notable international names, like Nobu, or new experiences, like Valentine and Bacanora.
“Business in the market is strong,” Fox says. In his view, “Restaurants are bustling, online and to-go sales have remained strong, and we are very happy with the Arizona market.”
“The restaurant market has not only rebounded but back at rapid growth again and in many areas, becoming saturated once again. The Greater Phoenix market has never offered such a variety of concepts, price points, style of service and cuisines.”
—Kyu UtsunomiyaFederal Pizza
Author & Edit Hospitality:
• The Global Ambassador, expected to open in mid-Phoenix in late 2023 authorandedit.com
Common Ground Culinary:
• Wally’s
• Grassroots
• Sweet Provisions
• The Collins
• The Mackintosh
• Neighborly Public House
• Coming:
• St. Urban
• Collins Bros.
• Chophouse commongroundculinary.com
Conceptually Social:
• The Larry
• Kaizen
• Be Coffee
• The Dressing Room conceptuallysocial.com
Fox Restaurant Concepts:
• Flower Child
• Fly Bye
• The Henry
• Culinary Dropout
• Dough Bird
• Blanco
• Olive & Ivy
• The Greene House
• Arrogant Butcher
• Zinburger
• Wildflower foxrc.com
The Maggiore Group:
• Hash Kitchen
• The Sicilian Butcher
• The Sicilian Baker
• The Mexicano maggioregroup.com
Square One Concepts:
• Cold Beers & Cheeseburgers
• Bourbon & Bones
• Wasted Grain squareoneconceptsinc.com
Upward Projects:
• Postino
• The Windsor
• Churn, Federal Pizza
• Joyride Taco House upwardprojects.com
“Location, location, location” is the familiar mantra of the real estate industry, but as these restaurateurs tell us, the concept underlies their decisions on where to open a restaurant — and it comes into even greater play when the restaurant group has more than once concept to consider opening there. Dining is an experience that these restaurateurs carefully curate.
“The Common Ground Culinary mission is to create community driven results that have ‘soul’ and strive to be a staple of the neighborhoods each concept serves,” says Christopher Collins, founder and operator, sharing examples around the Valley: The company’s two concepts in uptown Phoenix, Neighborly Public House and St. Urban, match the up-and-coming Seventh Street dining district’s creative and stylish vibe. Its concept The Collins Small Batch Kitchen reflects the Biltmore’s familyfriendly neighborhood with a daily menu of favorites and a rotating weekly menu based on the season’s freshest ingredients available. And the recently opened Collins Bros. Chophouse in the McCormick Ranch neighborhood is the company’s take on a classic chophouse that fits nicely with the community.
Of his company, Collins says, “Our Common Ground Culinary family is the best in the industry” and cites “incredible support for each of our concepts that comes from our dedication to outstanding service.” His goal is for all his concepts to be approachable by many age groups, offering a place where families can come and enjoy a meal together, couples can come on date nights or to celebrate special occasions, groups of friends can meet up for an awesome dinner, and people can feel comfortable and proud hosting business lunches and dinners. “I make a great effort in matching the neighborhood to the concept so that we can seamlessly integrate ourselves into our guests’ daily lives,” says Collins.
Looking back over the recent COVID-19-related challenges, Collins relates, “I can say my leadership style never changed these past couple of years. The biggest lesson I learned from the many disruptions that came these past couple of years was the significance of control in my industry. Control is absolutely crucial in the restaurant industry. Control over every little detail is something that restaurateurs need to get their vision executed properly. I realized that there are certain things that are 100% out of your control. Once I, myself, came to accept our current environment, I was able to work with my team on an individual level to strategize a way to push on collectively as a team. Once we got a good grip on the situation, we were able to breathe a little easier from a management perspective. Our success was directly related to rolling with the punches and worrying only about what was within our control.”
“Location and concept style typically go hand in hand,” says partner and co-founder Kyu Utsunomiya. He cites North Scottsdale’s elevated brand experience and Old Town Scottsdale’s heavy bar and nightclub focus as standard examples. However, he sees the East Valley (Gilbert, Chandler, Queen Creek) as exceptions to the norm, due to the multi-family housing growth that has created huge demand for any and all concept style.
“Connecting to the local diner has now, more than ever, been influenced by social media and food and bar influencers such as AZ Foodie Diana Brandt and Eat Drink AZ’s Melissa Anaya.” Utsunomiya sees this even more pronounced with TikTok influencers and the teen-to-mid-20s generation, and adds, “Collateral influence is also significant when the locals themselves post their experiences and recommendations.” In fact, Utsunomiya notes that live remote and in-studio spots were previously the strongest way to reach the local diner but now barely move the needle. “As well, as much as many restaurants would love to participate in local food festivals, the price tag to costs and impact on labor resources is now showing to be too costly to justify,” he shares.
Utsunomiya credits the company’s embracing of change as a significant positive. “These past years have taught us to pivot
quickly. The best example of this is with how, when and where we launched our most recent concept, Kaizen Sushi,” he shares. The partners’ original plan was to open it on Roosevelt Row in its own space but, with the pandemic affecting the economy, realized they could open and launch Kaizen Sushi within their existing concept space, The Larry. “As The Larry was a breakfast and lunch, Monday-through-Friday concept, we weren’t maximizing the space and its revenue ability.” So, they decided to focus Kaizen Sushi as dinner-only for this first location and use simple ways to change esthetic via artwork, table setup and style of service, changing from the Larry’s daytime counter service to Kaizen Sushi’s nighttime full service.
Deciding to launch the concept at the start of the pandemic shutdowns, Utsunomiya and his partners focused on take-out and delivery — running orders to guests as they drove up to the restaurant and creating their own delivery program. Regarding the latter, having the resources of their catering company, Conceptually Social Catering, was an advantage since thirdparty delivery took a heavy percentage. They had warming boxes to keep hot menu items hot and coolers to separately store and transport the cold, as well as the vehicles to use for delivery. “Our goal,” Utsunomiya says, “was to extend the guest service model via delivery and prove to ourselves that elevated sushi could travel and be delivered all over the Valley.”
“I don’t have a structured approach to how we grow in the market,” says Sam Fox, founder of Fox Restaurant Concepts, explaining, “I am inspired by real estate, a new growing neighborhood or menu items I come across in my travels that might complement an area in our home state.” For Culinary Dropout, for example, he jumped on an old motorcycle garage on 7th Street in Phoenix. “Everyone thought we were crazy,” he recalls, “but we are so happy we took that chance, because the space is just amazing.”
Noting that everyone in the restaurant business has to learn to adjust based on ever-evolving circumstances, Fox says, “I’ve always seen that as just a challenge to make ourselves better.” Recently, for instance, the pandemic caused FRC to focus strongly on its to-go business — emphasizing the importance of providing food that’s good from the time it’s ordered to the moment it makes it to the table at home. “We also invested in key technology to help make takeout dining more convenient overall,” he says.
“I take pride in the fact that we will not sacrifice hospitality or forget the gratitude we have for every guest, so we’ve also doubled down on training and food development, even though it would have been easier to cut back,” Fox shares. In fact, he says he sets high standards, and he credits his team with upholding those standards, day in and day out. “It’s taxing, but it’s rewarding and really sets us apart in our industry,” he says.
With multiple concepts and varied locations, Fox says he bring gratitude and humility to connecting with the local diner. “We will never forget where we started. I am so thankful.”
Fox has also recently launched a new hospitality endeavor, Author & Edit Hospitality. Its first property, The Global Ambassador hotel, is expected to open next year at Camelback Road and 44th
Street. Not surprisingly, the dynamic restaurateur — whose numerous industry recognitions include multiple James Beard Foundation awards as Outstanding Restaurateur — has planned a stellar lineup of inventive culinary offerings. The hotel’s signature restaurant will be a Parisian bistro and brasserie offering artisan coffee and exquisite pastries by day and curated wine and charcuterie pairings by night. There will be a poolside restaurant highlighting Mexican and Peruvian dishes; a sophisticated members-only grill built around a centerpiece bar; and a rooftop restaurant and lounge overlooking the iconic Camelback Mountain boasting inventive cocktails and shareable plates inspired by the many flavors of the Mediterranean region.
“It has always been important for us to really put forth a lot of time, thought and intention into our concepts,” says co-founder Joey Maggiore. “For every single concept we create, we think of every single detail — from the location to the menu to the cocktail program, design, ambiance, music, staff attire and even more, to cultivate an intentional full dining experience.”
For instance, the Hash Kitchen locations in Scottsdale tend to attract many leisure guests who are looking for unique brunch experiences while they are visiting resorts or attractions such as golf courses and spring training games. The Sicilian Butcher locations are strategically placed next door to The Sicilian Baker in family-friendly neighborhoods, as they’re meant to be a casual Italian-Sicilian dining establishment for everyday dining and a gathering locale for families and friends.
The restaurateurs’ success in connecting to the local diner lies in making them feel like a part of the family by welcoming them in a warm, hospitable environment coupled with a unique experience. “It is incredibly important for our staff to have a passion for hospitality and to have the ability to provide guests with high-level service. We really try to make sure of that from start to finish — our guests feel like they are being taken care of and our hospitality staff is taking care of them.”
Always striving to keep things new and exciting,
Maggiore says, “Social media definitely drives a lot of what we do. That is the direction our world has gone into, and to ignore that would be one of the biggest mistakes we could ever make.” He credits success also to “consistently refreshing our current concepts and creating new ones.” This includes creating experiences no one has ever tried before such as a build-your-own cannoli bar at The Sicilian Baker, a Bloody Mary bar where guests can customize their beverage from start to finish at Hash Kitchen, and an interactive margarita bar at The Mexicano, all of which he says has worked really well. “Brunch, Italian or Mexican restaurant concepts aren’t new. However, we stay ahead of the curve with elevated food and beverage programs and differentiate ourselves with accentuated social mediadriven dining ambiances.”
Hash Kitchen made the Nation’s Restaurant News list this year as a 2022 breakout brand and is the only Arizona restaurant brand on the nationally recognized and coveted list. “The recognition really took our businesses to the next level and has given me the creative freedom to continue developing new restaurant concepts — with The Italiano and The Rosticceria in our restaurant opening plans in the new year,” Maggiore shares. “Being named as a ‘breakout brand’ by an established publication has allowed us to accelerate our expansion plans outside of Arizona and reach new communities.”
Square One Concepts is planning a second location of Famous 48 opening soon in Gilbert, and anticipates a highend demand in menu options from that particular Gilbert neighborhood similar to the demand at its flagship Famous 48 in Scottsdale at Gainey Village. Similarly, the third location of Bourbon & Bones Chophouse and Bar opening in December in North Peoria at 83 Marketplace is anticipated to produce a very solid performance, again based on area demand, according to S. Barrett Rinzler, president and CEO. “So, you might see a pattern here. Our site selections recently tend toward outlying, underserved areas; and then niches of the inner city where we see missing options that one of our brands can deliver,” he says.
Brand décor is fairly standard throughout each location of each particular concept — but with flexibility to customize design based on the unique characteristics of each space in order to appeal to the local customers. Rinzler gives as example of filling a niche the Cold Beers & Cheeseburgers Downtown that opened in late summer at Chase Field. “It has s a fantastic atmosphere every day and makes sports fans even more enthusiastic to be there. It’s a destination dining spot that raises the excitement at all 13 Cold Beers & Cheeseburgers locations.” New locations next year will be in Maricopa, Verrado in Southwest Phoenix, and in Northwest Tucson in Oro Valley. The following year will see locations open in Surprise at the new Prasada as well as potential others out of state.
“We’re straightforward about our dining experiences. That’s how we succeed at connecting to the local diner,” Rinzler says. Describing the B&B Cocktail Lounge in Old Town Scottsdale as a fabulous spot to escape and relax, he says its contemporary throwback vibe of a golden age of cocktails plus gourmet shared plates appeals to a broader range of guests than had been imagined. “Bourbon & Bones Chophouse and Bar is for
that discriminating diner with a cocktail program second to none, whereas Cold Beers & Cheeseburgers delivers a highquality, casual setting with great food and sports viewing that is second to none in the Valley.” Famous 48 is a cut above CB&CB in terms of the experience and features some great food options along with an energetic atmosphere with sports, events and live entertainment.
Says Rinzler, “You connect with customers when you deliver on the anticipated. For us, it’s the finest food at a value. If the value is there, the price point diminishes in importance honestly. We work hard to crystalize each brand’s layers, each’s calling card. That way, local or otherwise, diners have confidence in the experience.”
There’s been no change in style of service due to the COVID-19 pandemic, but Rinzler notes the need today to be flexible. “No longer is a menu set for a year or even six months,” he says. “Today, we think ahead, stay aware of supply costs and have a team ready to rock ’n’ roll when adjustments are needed.” The most important need he sees is knowing the customer. “Arizona diners, especially in the Valley, are sophisticated; they’re accustomed to quality at every level,” he says, describing our lifestyle here as a cut above most places. “We’re a hometown company, and no matter how large we grow, we want our customers to love our dining experiences.”
And there has been industry recognition as well, with Rinzler being named Arizona Culinary Hall of Fame “Restaurateur of the Year” in 2017. “For me and our entire team, it was a tremendous vote of confidence that the Arizona Culinary Hall of Fame believed in what we were doing — enough so to award us with such recognition,” Rinzler says. “While there may have been an uptick in our business, more important was the great honor and a huge boost of morale to myself and our team.”
“Upward Projects is more than just a catchy title,” says Lauren Bailey, CEO and co-founder. “It speaks to both our ethos of building up the communities we serve, and also how we are a proud collective of 25-plus markedly unique restaurants over five brands in four states.”
Best known for Postino, an Arizona-born restaurant concept with unique locations across Arizona, Colorado, Texas and Georgia, the company also caters to a wide variety of audiences and neighborhoods thanks to additional restaurants: Joyride Taco House, Federal Pizza, Windsor and Churn. And the company is always on the hunt for cool historic buildings and underserved communities to bring its brand to. “When opening any new location, our first choice is always adaptive reuse and restoring existing building that are an integral part of the history and fabric of the neighborhoods they surround. Plus, by not using a cookie-cutter design approach, we’re able to incorporate the unique design and history of a building to inspire each location’s unique art and design.” For example, Postino is known for mid-century modern design; however, each location has an art wall that ties back to the building’s history. The art wall may be made of retro telephones, keys, polaroid pictures or books; no two walls are the same — but each relates to the neighborhood and history of the space, such as Tucson’s museum of neon highway signage and the Denver LoHi location inside a former book bindery.
As far as focusing on unique, hidden pockets, Bailey says, “When we first chose to open Postino in Gilbert, a lot of people told us we were crazy. But Craig DeMarco, who is Upward Projects’ founding partner, and I just knew it would be a great spot to land especially because there weren’t many wine spots in that part of town.” Now years later, the Gilbert Postino has proven to be one of Upward Projects’ most popular locations, and Bailey expresses appreciation of how the community has “adopted us and made us the gathering point for so many celebrations, get-togethers and memorable moments. It’s truly such a lovely community to be part of.”
And Bailey shares the personal history that underlies another Postino location. “As for Postino Annex in Tempe, Craig and I were both ASU graduates, so going ‘home’ just made sense. Craig came up in the business bartending on Mill Avenue and I worked at both PF Chang’s and House of Tricks. Tempe really is where both of us fell in love with the business. So, we looked at Postino Annex as a way for us to both give back to the Tempe community, and also create a new local landmark for today’s students, professors and everyone
to kick back and fall in love all over again with this amazingly vibrant college community.”
As the Arizona wine and craft beer scene has evolved and grown over the past 20 years, Upward Projects has focused on continuing to offer guests unique, tasty experiences. “At Postino, we were able to work with a winemaker to develop our signature ‘Downtown’ blend, which is now a fan favorite,” Bailey says. “We’re also privileged to have the opportunity to build relationships with local breweries which allows us to source quality hops for our beer lovers.”
Another example of connecting to the community is Upward Projects’ supporting it in a hyper-local perspective. This last April, Postino Wine Cult hosted a Pride Ride that raised money for Arizonabased LGBTQ+ local nonprofit One-N-Ten at the Postino Central location. The company has also partnered with Phoenix Children’s Hospital by gifting complimentary Board and Bottle redemption cards to 6,000 nurses to celebrate Nurses Week and to thank them for all they do in our community. And, says Bailey, “Serving as the Devour Culinary co-founder; we are fortunate to execute a hyper-local food festival here in Valley that showcases independent restaurants, and strengthens the fabric of the Phoenix dining community that we all enjoy so much.”
Upward Projects recently introducing Arizona’s first-ever wine subscription service, Postino Wine Cult, which Bailey says “has given us an amazing new platform to interact with our most loyal guests.” The innovative program extends the Postino connection right into customers’ homes and allows these “culties” to share their passion for boutique wines with friends and family who might have never stepped inside one of the restaurants. “Plus,” Bailey notes, “it’s a great way to create a space for exclusive perks and experiences, and really make them a part of the extended Postino family.”
Harrison Rausch serves as talent acquisition specialist with Lovitt & Touché, A Marsh & McLennan Agency LLC Company, where he assists with the firm’s recruitment efforts. lovitt-touche.com
Much talk of labor challenges, employee turnover and the Great Resignation this past year has focused on rank-andfile workers and mid-level talent. But CEOs and other top executives have not been immune to these forces.
Nearly 70% of executives are seriously considering leaving their jobs, according to a recent Deloitte report. In fact, data from consulting firm Challenger, Gray & Christmas showed that through August more than 800 CEOs had already quit their positions in 2022.
Additionally, a recent Forbes story cited further CEO retirements and turnover in the coming months, adding to businesses’ year-long labor and recruitment issues.
Much of the reasons cited for the top brass either quitting or considering it sound familiar to what organizations have heard over the past two years from talent at all levels of the company:
• Negative health impacts
• Struggles lingering from the pandemic
• General burnout
Although the challenges are similar, businesses should not rely on the same tactics they use to fill executive roles as they do when recruiting rank-and-file employees.
Senior-level executives’ experience, knowledge and skills are critical elements to driving business growth and expansion. That’s why it’s vital for organizations to understand the three R’s of executive recruitment as they seek to attract these leaders in today’s complex business world.
• Recruit: Prior to launching their recruitment processes, organizations must first evaluate and identify exactly what they want and need for their executive roles. This means homing in and defining “the right fit.” No matter how impressive a prospective candidate’s background, if he or she doesn’t gel with the existing culture or interact well with others on the team, neither the candidate nor the organization will be successful.
• Reward: To attract top executive talent, an executivelevel benefits package is required. Beyond traditional benefits such as competitive base pay, medical insurance and retirement plan, crafting a package of extended benefits focused on retirement, deferred compensation and equity programs can be a critical differentiator in attracting high-quality candidates.
• Retain: The existing labor, turnover and other business challenges make it even tougher to retain top executive talent.
That’s why recruitment doesn’t end with the best candidate agreeing to terms. Companies should do more to create a nurturing, encouraging environment for executives to commit for the long term.
Now, let’s take a closer look at each of the three R’s and how businesses can use them to recruit and retain elite executive talent to their C-suites.
Organizations can’t attract their next CEO with a job posting on their websites. Prospective executives aren’t looking for new roles in the same places candidates for other employee levels do.
Rather than online job boards or listing sites, executives rely on professional and social networks, as well as executive recruiters to seek and assess new opportunities.
To find those prospective C-suite candidates, consider using the following sources:
• Professional and alumni networks
• Business leaders’ personal and professional connections
• Executive recruiting agencies
Recruiting for and filling executive roles is completely different from filling other employee roles. It’s important for organizations to take proactive steps long before they have a C-suite opening to ensure they can find a good crop of prospective candidates.
Whether through board service, previous partnerships or other professional connections, executives often have established relationships with organizations before they accept a position with them.
If there is a particular role or individual a business wants to target for an existing or future executive opening, current leadership should get involved in community and industry groups to proactively make connections.
Even simply making a LinkedIn connection can start the process of building a relationship with potential candidates.
Most job candidates at any level will drop out of the process if it becomes frustrating, too complicated, overly lengthy or insulting.
Many will also share their negative experiences with others. The same is true of prospective executives, except they are even more likely to be turned off by a poor recruitment experience.
A common frustration among executives is a lack of communication from the recruiting company. Organizations must be clear and engaging throughout the application process so their candidates know how the process is unfolding and where they stand.
Nearly 70% of executives are seriously considering leaving their jobs, according to a recent Deloitte report (“The C-suite’s role in well-being”; Deloitte Insights; June 22, 2022).
After all, there’s turnover in businesses’ C-suites as well as among rank-and-file
by Harrison Rausch
Treat VIP candidates like VIP candidates. Other companies are already doing this. For example, introducing executive candidates to other company executives isn’t just schmoozing. It creates a positive connection between the prospect and the organization. Going out for dinner and drinks isn’t simply wining and dining; it also provides an opportunity to get to know them in a casual situation.
When attracting executive talent, it’s critical to create a benefits package that goes above and beyond the needs of prospective leaders. To draw elite talent, ordinary won’t cut it.
These exclusive benefits and perks may include:
• Increased income replacement
• Medical reimbursement
• Guaranteed lifetime income
• Outplacement services
• Long-term care insurance
• Supplemental life insurance
• Employer-funded supplement executive retirement plans
• Nonqualified deferred compensation plans
• Concierge medical services
There’s no one-size-fits-all approach to crafting an executive benefits package. Like every business decision, the specifics of a company’s executive benefits will depend on various factors such as the type of talent being recruited, company culture and budget.
Everything an organization does throughout the recruitment process impacts long-term retention. After all, keeping top talent starts at first contact. But what about after an organization has gone through the process and recruited the best person for the role? The next step is long-term retention and ensuring it can recruit executives down the line. Consider:
• Transparency in Communication: Cultivating a culture where an organization’s top leaders and executive talent can thrive, exercise autonomy and share ideas is vital for individual career growth as well as continued business success. Businesses ought to implement policies and strategies to make it easy for their executives to be transparent and communicate openly with everyone throughout the company.
• Lay Out Clear Career Advancement Tracks: Hard-working, talented executives thrive in a challenging environment. They want to know their hard work will be rewarded with additional opportunities, salary, titles and responsibilities. Businesses should lay out clear expectations and pathways for executives to understand what they must do to climb higher in the organization.
• Growth Opportunities: The best talent wants to get better. Executives are no exception. To keep them around for the long term, companies must provide ample opportunities for their execs to grow and develop, such as offering to pay for educational courses, certifications, seminars or other credentials to allow top talent to grow and improve their skills.
As the business climate evolves and new challenges arise, it’s important to remember that turnover will remain a part of doing business. Businesses must institute a permanent recruiting strategy where they always are on the lookout for talent and potential candidates.
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Senior-level executives’ experience, knowledge and skills are critical elements to driving business growth and expansion. That’s why it’s vital for organizations to understand the three R’s of executive recruitment as they seek to attract these leaders in today’s complex business world: recruit, reward, retain.
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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.
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.
La economía global se está volviendo más ecológica y se han abierto muchas oportunidades para los empresarios sostenibles que quieren ser parte de la revolución verde. Una empresa sostenible, o “verde,” es aquella que muestra un compromiso con un futuro ambientalmente sostenible al esforzarse por crear un impacto positivo en los recursos naturales y sus comunidades locales.
Las pequeñas empresas son una fuerza poderosa que ayuda a generar muchos beneficios para las comunidades locales. ¿Ha dado un paseo por su calle favorita del centro o ha ido de compras a su distrito favorito recientemente? ¿Va a su pequeña empresa favorita por su encanto, su historia o su impacto en usted o en la comunidad?
Ahora trate de pensar en cómo está gastando en las empresas locales y cómo contribuyó a la capacidad del propietario de la empresa para impactar positivamente en su
comunidad. Nuestros hábitos de gasto son una forma efectiva de ayudar a crear más salud económica en una comunidad local. Más específicamente, si gastas $100 en un negocio local, aproximadamente $68 permanecen dentro de su economía local. Esto proporciona más recursos para que una pequeña empresa se vuelva ecológica e implemente prácticas sostenibles que beneficien el resultado final triple: personas, ganancias y planeta.
Las pequeñas empresas son la columna vertebral de sus comunidades locales. Benefician a sus comunidades locales de muchas maneras concretas y cuantificables. Aquí hay 10 formas en que una pequeña empresa crea impactos positivos en la comunidad local.
1. Crean una identidad comunitaria única. Los pequeños negocios locales, desde tiendas hasta servicios profesionales, reflejan la personalidad de un pueblo.
Las pequeñas empresas tienen un impacto económico considerable a nivel local. El crecimiento económico y social van de la mano. Fomentar la economía local promueve la sostenibilidad de las comunidades y el medio ambiente.
2. Crean una mayor participación de la comunidad. Aproximadamente el 52% de los propietarios de pequeñas empresas donan a organizaciones benéficas y, de los que donan, el 90% lo hacen a causas locales.
3. Fortalecen la salud económica de la comunidad. Reforzar las ventas de sus amigos y vecinos crea fuertes lazos comunitarios y mantiene el dinero en la comunidad, en lugar de enviarlo a los accionistas corporativos.
4. Promueven el respeto al medio ambiente. Los propietarios de pequeñas empresas que buscan un escaparate pueden aprovechar los edificios históricos más antiguos que dan un sentido de encanto y singularidad a su tienda, reutilizando así los espacios sin necesidad de un nuevo desarrollo.
5. Aumentan la base imponible local. Las empresas locales pagan impuestos locales, lo que aumenta los ingresos de la ciudad disponibles para mejorar las carreteras, las escuelas y los espacios verdes del área.
6. Crean puestos de trabajo locales. Una ciudad o pueblo con un próspero entorno de pequeñas empresas alienta a las personas a quedarse, lo que hace que sea económicamente factible hacerlo.
7. Fomentan el espíritu empresarial y la innovación. En las ciudades donde las regulaciones comerciales y los créditos fiscales son beneficiosos para las pequeñas empresas, es más fácil para aquellos con iniciativa y perseverancia tener éxito con servicios o productos innovadores.
8. Impulsan la competencia sana. Muchas pequeñas empresas comienzan con un nuevo enfoque para un problema común, ya sea brindando servicios para ayudar a otros o desarrollando nuevos productos, y la sana competencia mejora sus ofertas con el tiempo.
9. Requieren menos mantenimiento y menos necesidad de infraestructura de la ciudad. Las tiendas locales tienden a requerir menos mantenimiento de una ciudad, así como menos servicios públicos para operar.
10. Ofrecen una diversidad de productos que se hacen localmente. Otro beneficio de las empresas locales es que sus productos tienden a ser de fabricación local y seleccionados para adaptarse a los gustos locales.
Estos son solo algunos ejemplos de cómo las pequeñas empresas tienen un impacto en sus comunidades locales. Las pequeñas empresas brindan carácter e individualidad a una comunidad. Son vecinos ayudando a vecinos, amigos ayudando a amigos.
by Edgar R. Olivo
The world’s economy is going green, and many opportunities have opened for sustainable entrepreneurs who want to be part of the green revolution. A sustainable, or “green,” business is one that shows a commitment to an environmentally sustainable future by striving to create a positive impact on natural resources and their local communities.
Small businesses are a powerful force that helps drive many benefits for local communities. Have you taken a walk down your favorite downtown street or gone shopping in your favorite district recently? Do you go to your favorite small business because of their charm, their history, or their impact on you or the community?
Now try to think of how you are spending at local businesses and how it contributed to the business owner’s ability to positively impact their community. Our spending habits are an effective way to help create more economic health in a local community. More specifically, if you spend $100 at a local business, roughly $68 stays within your local economy. This provides more resources for a small business to go green and implement sustainable practices that benefit the triple bottom-line: people, profit, and planet.
Small businesses are the backbone of their local communities. They benefit their local communities in many concrete and quantifiable ways. Here are 10 ways a small business creates positive impacts in the local community:
1. They create a unique community identity. Small local businesses, from shops to professional services, reflect the personality of a town.
2. They create greater community involvement. Approximately 52% of small business owners donate to charity, and of those that donate, 90% donate to local causes.
3. They strengthen the economic health of the community. Bolstering sales of their friends and neighbors creates strong community bonds and keeps money in the community, instead of sending it to corporate shareholders.
4. They promote environmental friendliness. Small business owners looking
for a storefront can take advantage of older, historic buildings that give a sense of charm and uniqueness to their shop, thus reutilizing spaces without the need of new development.
5. They increase the local tax base. Local businesses pay local taxes, increasing the city revenue available for improvements to roads, schools and area green spaces.
6. They create local jobs. A city or town with a thriving small business environment encourages people to stay, making it economically feasible to do so.
7. They encourage entrepreneurship and innovation. In towns where business regulations and tax credits are beneficial to small businesses, it is easier for those with drive and perseverance to succeed with innovative services or products.
8. They boost healthy competition. Many small businesses start with a new approach to a common problem, whether by providing services to help others or in developing new products, and healthy competition improves their offerings over time.
9. They require lower maintenance and less need for city infrastructure. Local shops tend to require less maintenance from a city, as well as fewer public services to operate.
10. They provide a diversity of products that are locally made. Another benefit of local businesses is that their products tend to be locally made and selected to suit local tastes.
These are just a few examples of how small businesses make an impact in their local communities. Small businesses provide character and individuality to a community. It is neighbors helping neighbors — friends helping friends.
Small businesses have considerable economic impact at the local level. Economic and social growth come hand in hand. Promoting the local economy promotes sustainability for communities and the environment.
Cristina Fumagalli, CPA, helps businesses develop high-performing accounting practices as an outsourced controller on REDW’s Client Advisory & Accounting Services (CAAS) team. With more than 20 years in financial management, Fumagalli is a strategic growth partner to mid-sized businesses.
Business leaders should always keep in mind that the economy is cyclical
by Cristina Fumagalli and Caren M. CacciatoreDespite some positive signs in the Arizona labor market, growth may slow in the next couple of years. Unemployment is low, prices on housing and consumer goods are high, and average consumers are cutting back on spending as their paychecks fall behind expenses. Given this, how might smart leaders prepare their businesses?
The economy works in cycles. A recession, downturn or contraction are all normal elements of any functioning economic system. The assurance, however, is that a recovery will be around the corner.
So, is a recession coming? Is the recession already here? Given economic indicators are mixed and people and politicians argue definitions, now is the time to fortify one’s business.
Protect the cash flow. Cash is the oxygen that keeps business moving. Many businesses are likely entering the current economic period flush with cash from the Paycheck Protection Program and stimulus money. Despite this, businesses should maintain laser-focus on the cash cycle. Some suggestions:
• Look at accounts receivable and determine how many are aging. If the number is higher than zero, work to collect on the hard work already done.
• Manage inventory. Do not acquire inventory that cannot easily be converted directly into cash sales in a reasonable amount of time. Should inventory start becoming outdated, focus on moving it now in order to both optimize and add more cash into the business’s pocket.
• Manage all spends. Review each spend category for items that may be delayed or eliminated. Work with vendors to establish favorable payment terms or discounts for early payment.
Inflation is high and will impact business purchasing power. In addition to ensuring cash reserves are met, it’s wise to look at the business’s debt structure:
President Dwight D. Eisenhower is famously quoted saying, “Plans are worthless, but planning is everything.” Financial experts agree — planning helps make everything progress intelligently.
Good plans are dynamic, including anticipatory financial and non-financial models. When the future is uncertain, double down on planning. Explore various business scenarios and shape up plans B and C. Why so many options? Never stay married to just one single plan because, if something changes, it will be harder to respond in a timely and intelligent way. With heavier emphasis on planning now, smart leaders will meet future challenges more confidently, having cultivated adaptability for the business.
Take the first step: Creating a budget is the first phase of financial planning. It is a process that aims to predict what might happen under certain circumstances.
Especially in a service-based business, core strength comes from the physical team in place. This is also true when payroll is the highest expenditure, revenue is drying up and it may seem like it is easier to cut staff in the short term. This is where one’s planning skills are put to the test. Forward-thinking business leaders know that any economic downturn will eventually end, and that when their business begins to regain growth, they will need to be ready to serve old and new clients. Talent matters.
Caren M. Cacciatore is a senior manager on REDW’s CAAS team and for 18 years has provided results-driven accounting and advisory services to small businesses through multi-billion-dollar corporations. redw.com
• Does the business have a line of credit with one or more banks? If not, best not to wait until it is needed. Be prepared by applying now while the business’s balance sheet is solid and before interest rates climb again.
• Look at the business’s debt portfolio for loans that should be consolidated or refinanced. Loan rates are higher than they have been, but they might still increase.
• Have a direct, ongoing relationship with the bank? If not, invest the time in making one as, down the line, responsiveness will matter.
• Keep all financial statements up-to-date and regularly inform the business’s banker in real time.
Case in point: Anyone who has traveled by air recently has likely seen the immense challenges that airlines experience as they rush to ramp business back up after the COVID lockdowns. Talk about turbulence, to say the least. While the health crisis has been an extraordinary challenge, it would be remiss for business leaders to not learn from the hardships of others. Support the team. Support the talent. Recognize the talent.
Finally, leaders should take a hard look at how the business might improve efficiencies. Are there new technologies available to streamline any processes? Are there products the business might create to improve? Are automation efficiencies worth consideration? Are there industry laterals that might be less impacted by an economic downturn?
Pursuing strategies like this can help put any business back in control of its destiny no matter if the economic storm on the horizon is simply passing or steadily growing.
A History of Recessions The National Bureau of Economic Research officially defines when the United States is in recession. Since 1777, there have been 48 recessions. The period between the two most recent, which were the COVID-19 recession and the Great Recession, was the longest period of economic expansion in U.S. history since 1854.
Hani Sayed is a partner and is chair of the Intellectual Property and Automotive Practice at Rutan & Tucker, LLP. His experience is technology extensive and covers products, processes and designs in mechanical, healthcare, information technology, material sciences, medical devices, computer networking, memory devices, electronics, gaming, apparel, nutritional supplements and biotechnology along with entertainment, sports and media. rutan.com/locations/ scottsdale
by Hani Sayed
Over the last 40 years, Arizona has grown rapidly and has become increasingly attractive for businesses and individuals. While this growth has been steady and predictable given a variety of factors such as weather, economics and affordable housing, the arrival of COVID accelerated such growth. In turn, Arizona has revealed itself as a thriving high-tech hub with a proficient talent base, and world-class higher learning institutions. Arizona is today a vibrant market largely made of privately held, middle-market companies.
So what are the legal issues that are now most relevant to growing businesses in the Arizona business community?
The pandemic pushed many traditional brick-and-mortar businesses to pivot to an e-commerce platform, resulting in greater exposure and exponential growth. With that growth, corporate ownership, management and operations change (e.g., bringing on additional stakeholders or raising rounds of funding). Even without extraneous events, it’s not uncommon for companies to simply outgrow their initial corporate structure.
One of the many problems is operating a business under the wrong entity type (e.g., operating as an LLC when a better structure may be a S Corporation). This can create potential legal problems and might restrict further growth of the company. The type of entity through which a business operates determines factors such as liability and taxation of both the stakeholders and the business.
Businesses often discover that the originally formed entity at startup is no longer the appropriate type for the business as it operates today. An experienced corporate lawyer can evaluate a business’s corporate structure “fit” and assist in any necessary adjustment.
Data privacy is one of the biggest concerns facing businesses today. Many companies are not aware of the limitations and regulations surrounding the routine data they collect by simply conducting routine business. While major data hacks occasionally make the evening news, smaller everyday events such as onboarding a new employee or clicking a link in a seemingly benign email implicate data security issues.
The rapidly evolving landscape of regulations governing companies’ handling of consumer data has put obligations on companies to protect that data and regulates how they can use such data. Most laws require that permission be obtained from the customers to gather their data and provide options to the customer regarding the permissive uses of their data.
The bulk of privacy laws are state-enacted and apply to
businesses conducting operations in that state — even if the business itself is not located in that state (e.g., an Arizona company selling a product into Utah or providing a service online to a customer in Virginia). While comprehensive federal legislation is still pending, there are existing federal laws that implicate data privacy in specific industries or in regard to specific types of data.
The importance of consulting a data privacy expert cannot be understated, particularly in today’s online business environment.
We all see the “HELP WANTED” signs everywhere we look. Employees are in demand and there is a more mobile workforce. With this, unfortunately, comes an increase in employment-related disputes such as discrimination, harassment, overtime or other wage-related issues. A growing company must take a conscious step from operating under informal HR practices to adopting more formal employmentrelated policies and operations.
The employer-employee relationship is governed by both state and federal laws, which cover a wide variety of matters. Many of these laws have notice requirements, meaning that employers are required to notify their employees of their rights.
A good employment lawyer will assist a business in formalizing its employment practices to reduce the likelihood of an employment dispute and the business’s potential liability.
In today’s economy, intangible assets provide the largest competitive advantage. This includes, for example, technology, processes, proprietary information or branding that is unique to one’s company. This is the area the businesses often spend the most resources developing. But just having that competitive advantage is not enough. Protecting that advantage is imperative; otherwise, someone else is more than happy to just copy another business’s success!
This type of intangible asset is typically protected as “intellectual property,” and includes patents, which protect inventions (most things considered to be “new” products or “technology”); trademarks, which protect branding and brand identity; copyrights, which protect creative works; and trade secrets, which protect proprietary information that is beneficial to the company by the nature of it being known only to the company (such as customer lists and internal processes). An IP attorney can evaluate a business as a whole and determine not only what IP it has but what IP it could obtain, to both protect what a business has while increasing its competitive advantage.
Among the challenges businesses face from their success and growth comes from discovering that the entity as originally formed at startup is no longer the appropriate type for the business as it operates today.
Protect intangible assets and more
Its purpose-driven mission aims to reduce health disparities
by Tyler ButlerConvene, collaborate and build. These are the three principles that guide Equality Health Foundation’s social impact work. The organization’s bold goal to advance access to health and well-being in diverse and under-resourced communities has elevated its ability to influence positive change. And with the lens of its diverse board, Equality Health Foundation is eliminating health disparities, expanding access to care, accelerating health education and building a network of partners, supporting overall healthier and more vibrant communities throughout Arizona.
As the dueling pandemics of 2020 hit, the Foundation recognized it was at a crossroad. The community’s needs had shifted overnight and, with this, the foundation’s focus. The need was clear: Efforts had to focus on closing disparity gaps and opening doors to good health. So, the Foundation pivoted efforts to center on COVID-19 and inequalities in access to testing and vaccines, as well as on the societal unease and awareness of social justice, racism and inequalities in the state. Through an unparalleled community partnership strategy, Equality Health Foundation mobilized resources to meet the physical, mental and socioeconomic needs of individuals and families where they were in life while concurrently designing long-term solutions to address root cause issues. Hugh Lytle, founder and board member of Equality Health Foundation, shares, “Thanks to the Foundation, we have even more opportunities to support collaborations, innovations and programs. I believe that, together, we can effect lasting change that will ensure equal health for all.”
One such partnership brought Equality Health Foundation to collaborate with Chicanos Por La Causa and the R.A.P.I.D Community-Based COVID-19 Testing Coalition. The Foundation convened more than 100 diverse public- and private-sector partners with the mission to align resources and meet COVID-19 head-on in communities with the greatest need and least access to resources. Yet another collaboration partnered Equality Health Foundation and the HeroZona Foundation with the One Community Initiative to launch comprehensive COVID-19 testing and vaccination operations targeting the hardest hit neighborhoods and communities.
The Foundation’s RADx-UP Grants have highlighted the crucial role and work of community health workers (CHW) as essential to addressing disparities in care, delivery and health outcomes in vulnerable populations. Through a partnership with Arizona State University, the Foundation designed a culturally competent, CHW-led COVID-19 testing model: “Addressing Healthcare Barriers with a Community-University Led Response to COVID-19 in Arizona.” This partnership and innovative model led to securing four multi-year federal grants from the National Institutes of Health, bringing nearly $2.5 million in resources to Arizona.
These grants enabled expanded efforts, creating an opportunity to engage and contract with several CHW organizations. With support from the Arizona Community Health Workers Association in the counties of Maricopa, Yuma and Pima, as well as the San Carlos Apache Tribe, this program administered saliva-based testing and provided essential sociocultural support services. These partnerships helped maintain the CHW workforce and ensure public health during a pandemic when CHW organizations struggled to secure grants and donations to sustain their workforce.
“Equality Health Foundation is creating meaningful and lasting change by improving health and the quality of life in communities, and we’re excited to explore innovations that create a better today and tomorrow for all residents. Higher well-being and health are key to help the entire city of Phoenix rise from the pandemic stronger and better than before,” says Kate Gallego, mayor of Phoenix.
The most impressive recent accomplishment for Equality Health Foundation is perhaps its Blue Zones Activate initiative. This work focuses on the single largest determinant of health: the place where we live. This comprehensive place-based approach has the potential to boost well-being of the entire region and reduce health disparities that impact quality and longevity of life and community resilience for current and future generations.
As Tomás León, president of Equality Health Foundation, has said, “Growing evidence is showing that our zip code is a bigger predictor of our health, well-being and longevity than our genetic code. Equality Health Foundation supports a focus on improving the whole health and resiliency of diverse populations.” With Equality Health Foundation joining forces with Greater South Phoenix residents, community stakeholders and policy makers, in partnership with Blue Zones, the region will achieve its highest potential in being a healthy place to live, work, learn, play, pray and thrive.
Through a purpose-driven mission centered on reducing health disparities, expanding access to care and accelerating health education, the Foundation is committed to advancing health equity for all individuals. The impact of Equality Health Foundation’s initiatives continues to create a positive, hopeful, lasting, ripple effect within the community. And will continue to do so for many generations to come thanks to their connected model of cooperation and partnership.
Health Foundation equalityhealthfoundation.orgEquality Health Foundation, in partnership with Arizona State University, designed a culturally competent, CHW-led COVID-19 testing model that led to securing four multi-year federal grants from the National Institutes of Health, bringing nearly $2.5 million in resources to Arizona.
• Healthy Fall Festival events provided nearly 20,000 children, seniors and families with access to health-enabling resources to help reach their highest potential for health.
• The comprehensive COVID-19 testing and vaccination operation, focused on the hardest hit neighborhoods, helping nearly 90,000 residents become more fully protected from the virus.
• During the COVID-19 program, Equality Health Foundation contracted with 51 woman- and minority-owned businesses struggling to survive, among them All About Food, Arvizu Advertising and Promotions, Bencomo Rentals, El Portal Restaurant, Helping Families in Need. These entrepreneurs not only stayed in business but helped meet a vital need in the community.
• The Blue Zones Activate Greater South Phoenix initiative has enabled more than 240,000 residents to experience greater wellbeing, optimal health and improved longevity.
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
Bruce Weber is founder and president/CEO at Weber Group. Weber brings more than 20 years of experience to the for-profit and nonprofit community, working with startup, growth and mature organizations. His focus is in strengthening organizations through strategic planning, organizational development, leadership and board development.
He is a BoardSource Certified Governance trainer and a founding partner of the Nonprofit Lifecycles Institute. webergroupaz.com
In my previous article (“Leading from Abundance – The Power of Positivity,” In Business Magazine, September 2022), the topic was the notion of the power of positive leadership and its impact on the success of the organization. Leadership positivity and leading from abundance is only one aspect of how a leader can grow the organization with the intent of driving impact in meaningful, opportunistic ways. Creating positive leadership among all employees is a terrific goal, but how does that occur? How do positive leadership principles permeate throughout the organization? Let’s begin.
Building leadership is the key ingredient to helping build one’s team and impact one’s productivity. Often, the organizational structure can impose the philosophy on the direction of the team, suffocating any opportunity for creativity and positivity to flourish. Allowing teams the opportunity and autonomy is the first step. People in general feel suffocated when they have little latitude to do the things they feel are necessary to work toward the goal. Eliminating that obstacle will enable groups to understand more clearly what is needed and allow them to dream of possible outcomes in new and exciting ways. Leaders should encourage teams within to engage in those discussions without intimidation or hesitance to speak up and, for the moment, worry less about process and budget. Passing the power to the teams allows them the opportunity to do just that. Team empowerment is the key to positive engagement.
Next is to solicit and care about the input from the team. Often, we facilitate brainstorm sessions to “engage” everyone in the process. While at first glance intentions are good, we
often walk away and do something entirely different and don’t incorporate the thoughts of the participants. That alone breeds a negativity toward the organization’s goals and direction and insults those who participated as being a complete time waster. It immediately robs everyone of a feeling of empowerment! Corey Wong is a Grammy-nominated American guitarist, bassist, songwriter and producer. His background spans genres jazz, rock and funk. When Cory performs with the band, it’s obvious early on that he is the leader of the group, while also empowering each bandmember to add the elements needed to produce a quality performance. Cory clearly confesses that the music is not about him but about the collective power each member brings to the sound. You can see by the smiles on the musicians faces and interaction with each other that they thoroughly enjoy their effort and appreciate the value that Cory’s empowerment brings to the group’s success and the trust that is created.
True empowerment creates a level of trust that instills confidence in the staff of any organization and allows the team to flourish. No one leads an organization to success on their own. It is the collective excellence of many that builds success. All of us lead based on the considerable work of everyone on the team who has labored, contributed and committed to the same commonly stated goals.
As Colin Powell has stated, “Trust from leader to led, and trust between everyone on the team. Empowerment invests in people, and there is no greater ROI in any profession!” Leaders can start now to engage and empower their teams, and begin building a positive future.
“Empowerment should be a part of every leader’s toolkit. It strengthens everyone in the organization, it keeps the company on the path to success, and it builds one of the most important elements on any team – trust.” Colin Powell, from It Worked for Me in Life and Leadership
Allow teams to have opportunity and autonomy by Bruce Weber
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With more than 10 years of experience in the B2B software-asa-service (SaaS) space, Hagan’s strengths lie in scaling marketing teams and building cross-channel campaign strategies. She began her career by launching her own company, WeareverYouGo. conductor.com
I get it: Expanding internationally can seem daunting. But it doesn’t have to be. In a world more connected than ever, technology and infrastructure make international growth incredibly accessible for organizations.
By having the right outlook and asking the right questions, expanding globally can accelerate next-level growth — helping companies extend their reach beyond an overly-saturated market, remain competitive on a global scale and substantially grow their revenue. New markets, while unfamiliar at first, can drive profitable opportunities for brands looking to build their client base and offer more products and services.
On the flip side, launching in a new market without preparing can be a colossal drain on resources — with little return to show for it. Nearly half the companies that attempt international expansion conduct no formal research before launching, making it no surprise that most of these expansion efforts fail. To avoid these blunders, it’s critical businesses research in advance to prepare for their foray.
In order to see international expansion success, these are the most critical elements marketers and their partners should focus on:
To establish their marketing objectives when expanding, marketers should first ask themselves a few questions: How big is the market? How many and which products do we want to deploy in the new market? What is the perceived value of our product to service in this market? Is it economical, valuable, premium or ultra-premium? Who are our competitors? Do we want to be a market leader or a follower? Is our brand best-inclass or on par with local and international competitors? Are there any regulatory or economic factors to consider?
Teams should also consider using third-party data to determine their total addressable market (TAM). Segmenting the markets by demographics and specific locations can further assist in focusing their efforts more effectively.
When a company knows its position in the market, it is able to make better decisions about strategy and execution — which is critical in saving precious resources like time and money.
Regardless of where a business is expanding, it is imperative for marketers to know their audience and what their pain points are. Having a good grasp on audience sentiment and preferences makes it more likely that the content they create resonates with those they are aiming to reach — often producing stronger results.
From an international lens, depending on where the business is looking to expand, marketers need to consider nuances with language and local/cultural differences.
Understanding the customer — and the potential contrasts to a marketer’s home customer — will allow marketers to best connect with their new audience, deliver stand-out customer experiences and motivate people to build a relationship with the brand.
Oftentimes, brands dive headfirst into international markets without any clear, defined goals, leading to issues down the road. The goals that marketers have in their home market may be different in another country.
To give themselves the greatest chance, companies need to determine their definition of success and build objectives around that vision. Marketers should ask themselves: What are we trying to accomplish? What does a win look like to us? What are our revenue targets? How many customers do we need to acquire to achieve those targets? Where can our marketing efforts yield the greatest ROI? By defining these goals early and having clear markers of success, marketers can create longterm objectives and determine how best to track progress.
Like goals, the channels and strategies deployed in a home market may not translate in another country. It will likely be a series of trying new things, seeing if they worked and then adapting. By keeping a constant pulse on their company’s progress, they can determine what’s working and what’s not so they can be agile and avoid wasting valuable resources on a channel or content that’s not delivering.
The choice is often up to us. If we’re willing to put in the work, we see the rewards. International expansion can be incredibly beneficial — or costly and ineffective, if not prepared for properly. By doing the research ahead of time and understanding the market, audience and goals — and then being willing to adapt — marketers can have the whole world in their hands.
Organizations can consider joining forces with an international partner in a new market to address the specific needs of each country. Working collaboratively allows companies to do more, deliver ROI benefits and establish consistent KPIs to chart success.
Business leaders may not realize that toxic corporate culture is the strongest predictor of industry-adjusted attrition. A McKinsey study from July, “Toxic Exodus,” found that toxic workplace behavior is the strongest predictor of employee burnout and intent to resign, with more than 60% of negative workplace outcomes resulting from toxic workplace behavior. In fact, according to a study from MIT Sloan Management Review, “Toxic Culture Is Driving the Great Resignation,” a culture employees describe as toxic is 10 times more likely to lead to turnover than compensation.
To avoid the toxic workplace trap, employers need to understand what constitutes a toxic workplace, investigate the causes and pursue lasting cultural change.
Toxic culture can be described as a culture of unapproachable leaders, a lack of flexibility, bullying environments and a lack of appreciation for employees. Once a culture becomes toxic, the toxicity can perpetuate itself. Employees grow demoralized or bitter and pass on that attitude to new employees, continuing the cycle.
Many characteristics of a toxic culture may feel subjective, so use numbers and company reputation to confirm the problem. Poor retention statistics and employee satisfaction surveys or disparaging online reviews from current and former employees can all point to toxicity.
Toxic work cultures are an obstacle to productivity, retention and recruitment. On the flipside, engaging, supportive workplace cultures, which focus on the employee experience, lead to increased engagement, productivity and business success. Positive cultures also help companies stay competitive. Gallup reports in its “What Is Employee Engagement and How Do You Improve It” that this year companies that prioritize employee engagement see a 23% increase in profitability.
Culture impacts every employee and department within an organization. That makes culture both incredibly important to daily business operations and a challenge to change. However, with leadership buy-in, clearly defined policies and a plan of action, employers can shift the culture and reengage the workforce.
The first step is admitting the problem. Leadership should publicly acknowledge the issue, apologize if appropriate and ask for employee input. Expect that employees may seem skeptical or even suspicious of these changes. Because toxic cultures often promise results without follow through, leadership may need to win back trust over time.
Next is to identify the major complaints from workers. Factors that can contribute to a toxic workplace include an excessive workload, lack of recognition, fear-based leadership, absence of training or resources, and unhealthy competition. Especially in a toxic culture, workers will likely hesitate at first. A survey or candid conversation with an HR representative can convince employees to be open about their experience. If workers seem reluctant to share, leadership should consider an anonymous survey to prompt more honesty.
An anonymous survey can also empower workers to point to specific personalities who exacerbate the issue. At the same time, as no single person can cause a toxic workplace, accountability remains critical especially in cases of harassment or verbal abuse. Even the best HR teams cannot help a manager improve or address employee concerns without organizational buy-in and that individual’s willingness to change.
Finally, businesses should use the results to create a plan to address the complaints. Specific solutions will differ between businesses and teams. For instance, in an organization where employees feel overworked, hiring more employees can immediately relieve some of that pressure. On the other hand, if employees complain about slow-moving projects and too little work, restructuring teams could be a better solution.
Presenting this plan to employees must include inviting their feedback to rebuild the relationship with management. The process of fixing a toxic culture will itself improve trust in the organization, proving to employees that leadership cares enough to change. As HR implements these policies, it’s important to keep the lines of communication open and to set up regular check-ins with employees and supervisors to make sure that culture is changing. Honest, two-way communication will also help with rebuilding trust with employees.
Toxic workplaces undermine success. Positive cultures allow employees to thrive. By understanding a toxic workplace and acting to fix it, employers can change their culture for the better.
More than 60% of negative workplaces’ outcomes result from a toxic work culture, demonstrating the importance of employee engagement to profitability and productivity. Employers can rehabilitate a toxic workplace by implementing a “people first” approach that focuses on the overall employee experience.
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. He joined Insperity in 2011. Alix graduated from Arizona State University earning a degree in marketing. insperity.com
Feel the effects in productivity, retention and recruitment by Don Alix
The evolution of the board of directors is critical when addressing complex issues such as homelessness. Filling talent gaps, addressing burnout and expanding roles is a natural process for any nonprofit board, but even more essential for organizations that seek to solve society’s seemingly unsolvable issues.
CEO Carla Vargas Jasa shares her strategy for transformational change at the Valley of the Sun United Way. “We created new committees, including community development, fundraising, diversity and board development. We also elected 21 new board members to bring on additional talents we felt we needed on the board.”
Inspiring donors and raising philanthropic support for society’s most complex issues — those where tangible outcomes and positive impact may not be realized for years — is a challenge facing nonprofits worldwide. Homelessness is one case in point. We spoke with four experts who shared stories of how they turned challenges into effective fundraising opportunities.
During COVID, Arizona’s “stay-at-home” order put a spotlight on the issues of homelessness and shifted the conversation toward concerns around its relationship to healthcare.
“How do you stay at home when you don’t have a home?” asks Amy Schwabenlender, executive director of Phoenix’s Human Services Campus. “Our campuses provided shelter for those who had no home. That helped shape the conversation regarding the public health crisis for the unhoused.”
The pandemic allowed organizations to make a stronger case for intensified support, giving hope for change.
Traditionally, donors want to see results. For complex societal issues such as homelessness, long-term results may be challenging to measure.
The solution is donor impact stories, according to Jacki Taylor, president and CEO of Save the Family Foundation of Arizona. “Impact stories allow you to show the difference donors are making, one person at a time,” says Taylor. Her formula for success is:
1. Outline the problem
2. Share the hope the donation gives
3. Show the impact the donation is making — person-by-person
• Define success and proactively report it. Nonprofit leaders must take the lead and proactively determine the evaluation criteria tied to the strategic plans they know will move the needle on performance, outcomes and impact.
• If you can’t change the world, change one life. Remember Eiseley’s story of the starfish? The boy is saving starfish by throwing them one by one into the ocean. A man says to the boy, “There are thousands of starfish; you cannot make a difference.” The boy picks up one starfish, throws it in the water, and says, “I made a difference for that one.” Share stories of how the organization touched one life, one family. As more and more are served, a cumulative effect builds, and the community is changed.
• Create a compelling case for support that speaks to the head and the heart. Speak to donors’ emotional triggers that inspire their generosity. The case can be used to define a complex problem in a broader context, encouraging donors who may not support one specific issue to better understand the interrelatedness of issues, such as homelessness, mental health and healthcare inequity. This helps donors associate with and provide support for those aspects of the problem most aligned with their passions and priorities.
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
Native American Connections, which supports the affordable housing needs of Native Americans, is seeing an increase in trust-based philanthropy, according to CEO Dede Devine. “We’ve seen grants coming our way to be used for what we believe our immediate needs are. It’s more ‘You tell us what you need, and let’s get it implemented quickly.’” This style of giving allows donors to empower those with the knowledge and expertise to determine where funding will make the greatest impact.
From these impactful stories come five successful strategies nonprofits should consider when seeking philanthropic support to address complex issues:
• Engage donors who embrace trust-based philanthropy. One positive development during the time of COVID was the significant increase in “trust-based philanthropy,” in which donors put greater trust in executives, boards and constituents of nonprofits to make informed decisions on how to use donations to maximize impact.
• Enlist board members to be evangelists and champions. Real change agents need to be supported by “cheerleaders” to bolster their confidence, partner in and inspire change, and tell the world of their successes. Keep the board and staff up to date on the organization’s achievements so they can be champions of the transformation leadership is seeking to achieve.
From climate change to homelessness to racial inequity to food insecurity, philanthropy is critical to tackling society’s most complex issues. These challenges require creative solutions. Nonprofits that innovate and inspire philanthropic investment are best prepared to achieve substantive, positive change.
During COVID, Arizona’s “stay-at-home” order put a spotlight on the issues of homelessness and shifted the conversation toward concerns around its relationship to healthcare. The pandemic allowed organizations to make a stronger case for intensified support, giving hope for change.
Photos courtesy of BMW (top 3) and Fierce (bottom)
Introducing the 2023 BMW M4 CSL — the fastest BMW M4 ever made. Already breaking records on the Nürburgring, this feat of engineering fuses incredible agility, power and precision — for driving dynamics that few will experience and none will forget.
Born for the racetrack, the Limited Edition BMW M4 CSL has achieved the fastest Nürburgring lap time of any road-ready BMW. A 3.0-liter BMW M TwinPower Turbo inline 6-cylinder engine delivers 543 horsepower, while the retuned suspension is lowered by 8mm for increased precision and more dynamic handling. It stands out with a vertical kidney grille, sculpted hood and available Icon Adaptive LED
headlights with Laserlight. The lightweight carbon fiber hood and front splitter enhance the exceptional aerodynamics and visuals of the M4 CSL. A carbon fiber rear diffuser and trunk lid with integrated ducktail improve downforce, stability and maneuverability at increased speeds.
Standard M Carbon Full Bucket seats are highly bolstered, incredibly lightweight and boldly designed with eyecatching contrast stitching. The standard Dynamic Digital Instrument Cluster gets an M-specific focus, enabling the driver to access all digital vehicle features in a seamless, driver-oriented environment.
Purists will love the manual transmission of the BMW M4 Coupe, while drivers in the Competition models enjoy the precision of an 8-speed M Sport automatic transmission. The BMW M4 Competition xDrive Coupe includes standard M xDrive with 4WD, 4WD Sport and 2WD modes — a perfect partner for the standard M Differential and Adaptive M Suspension.
Designed for track dominance, high-performance M Carbon Ceramic Brakes with red calipers complement the CSLexclusive lightweight matte black forged alloy wheels and ultra-high-performance available Michelin® Pilot® Sport Cup 2 R tires.
—Mike Hunter
BMW bmwusa.com
The new Pulse app from visionary global leadership development and training company Fierce is poised to refine — and redefine — workplace culture while also notably boosting bottom lines. Early data from the app (fierceinc.com/pulse_by_fierce) has demonstrated multiple staggering results, including a 14% decrease in anxiety, 10% decrease in stress, 8% decrease in burnout and 11% increase in resilience.
Pulse uses Stress and Heart Rate Variability (HRV) to objectively measure stress. It categorizes stress and ties it to specific times and events, which allows the user to decipher and identify their true causes. The benefits of the Pulse app are copious. It enables users to pinpoint and eliminate stress through patented technology, breakthrough research and interactive content and coaching; links self-awareness, identifying people’s toughest challenge and moving to action ; provides a quicker determination of issues and
moves toward resolution; eliminates open-ended coaching that is hard to tie to results; determines organizational issues/themes for broader virtual or live L&D/wellness engagements; connects users directly to wellness and employee assistance programs and to relevant and applicable OnDemand L&D content; develops and increases resilience that drives economic impacts on the organization, supporting a thriving culture; supports EAS Compliance; and delivers results in as little as two weeks and one coaching session. —Merilee Kern, an internationally-regarded brand strategist and analyst and a Forbes Business Council, Newsweek Expert Forum and Rolling Stone Culture Council member
Defining the M4 Coupe and the 4 Series Coupe? BMW M vehicles are engineering for the highest level of performance and power. Every element on the M4 Coupe is designed with performance in mind: the seats, exhaust, suspension, steering, wheels, aerodynamics and more. The result is staggering power: The M4 Coupe has a 0-60 mph time of just 3.4 seconds, whereas the 4 Series Coupe has a 0-60 mph time of 5.5 seconds.
BMW M4 CSL
MSRP: $82,700
City: 16 mpg
Hwy: 22 mpg
Trans: 8-speed automatic 0-60: 3.2 sec
Innovating the Market Restaurant
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House-cured bacon, 63-degree egg, heirloom tomatoes and housemade bread $13
Bottle & Bean Coffee House & Wine Shop is the newest dining destination to join the south Chandler hot spot, Downtown Ocotillo. Located in the heart of the bustling mixeduse development, the coffee shop and wine bar is an all-day destination, ideal for the busy professional. Open daily from 6:30 a.m. to 7 p.m., the restaurant serves a complete line-up of morning to early evening offerings, including full breakfast and lunch menus, as well as happy hour bites, wine and beer.
Created by Spike Lawrence of Spike Lawrence Ventures and longtime restaurateur and sommelier Tom Kaufmann — the duo behind several successful restaurants in Downtown Ocotillo — Bottle & Bean rounds out their array of establishments, offering the community a versatile place for a business meeting, social gathering or a quick grab-and-go option on the way to the office. Tom’s Wine Cellar showcases wines from the around the world, which can be enjoyed at the restaurant or taken home.
Kickstart the day or get an afternoon pick-me-up with a specialty tea or espresso beverage featuring beans by local roastery, Infusion. Can’t-miss drinks include the Ocotillo with espresso, oat milk, agave and cinnamon or The Rock with espresso, Tiger spice chai and sweet cream. The State 48 is the bistro’s take on an Arnold Palmer, with green tea, agave and lemonade.
Executive Chef Chris George, who oversees the menus of four other restaurants in Downtown Ocotillo, has created madefrom-scratch, crave-worthy dishes that will be the talk of any business meeting.
Whether dining in or grabbing to go, Bottle & Bean has a variety of breakfast items, including a Cage Free Egg Sandwich with double-cut bacon, house-baked fresh brioche and aged cheddar. The vegetarian Quinoa Breakfast Burrito is filled with scrambled eggs, fire roasted corn, black beans and tomato. Two different versions of an avocado toast on homemade bread have quickly become a fan favorite.
Garlic herb brioche croutons, parmesan and chopped Romaine $12 (with chicken: $20)
At Bottle & Bean, the culinary creations are given as much attention to detail as the expertly crafted barista beverages.
For the perfect power lunch, the daytime menu features a selection of salads, bowls and sandwiches. Lighter options include a Roasted Asian Chicken Salad tossed with Napa cabbage, bean sprouts, crispy wontons and sesame shoyu dressing; and a Veggie Bowl with heirloom carrots, quinoa, goat cheese, spinach and marinated cherry tomatoes. For a heartier choice, the Steak Sandwich is layered with peppercorn-seared flank steak, arugula, caramelized onion and garlic aioli.
Bottle & Bean was thoughtfully designed to create a classically elegant, modern space with a variety of seating options for catching up on computer time, brainstorming with a co-worker or hosting a group meeting. There are plenty of tables and cozy seating nooks as well as a central communal table, plus an outdoor patio and a green space with lounge chairs.
Salami, pepperoni, fresh mozzarella, olive tapenade, Italian dressing and arugula on a freshbaked brioche bun $12
A must for the business crowd, the private dining room is an ideal spot for hosting daytime or evening presentations or networking gatherings. Accommodating groups up to 50 guests, the space allows tables to be configured in various formations for any style of event. Custom menus are available, ranging from lunch buffets to multi-course meals.
Guests can grab some fuel to tackle the day, settle in for a meeting spot that impresses or wind down with colleagues after work.
Bottle
Bean
Featuring a variety of local restaurants, shopping, hotel, urban living and services, Downtown Ocotillo in south Chandler is a lifestyle shopping center designed with tree-lined boulevards and lakeside walkways.
House
The Tempe Chamber of Commerce was chosen as one of ve organizations to participate in a BIPOC Micro-Manufacturing Program created by City of Tempe. The program will support Black, indigenous and people of color micro-manufacturers with business consulting services and grant funding to cover the cost of space, startup raw materials and equipment.
“The grant will provide necessary funding, training and support to a demographic of businesses that have been undeserved and underrepresented in Tempe and Arizona. The fact that we can impact that change and support aligns squarely with our mission and commitment to the City of Tempe,” said Tempe Chamber President and CEO Colin Diaz.
The program includes $500,000 from the federal Congressional Community Project Funding, secured by Representative Greg Stanton as a part of the House passage of H.R. 4502. An additional $300,000 was contributed by the City of Tempe.
“I’m proud that, in partnership with Mayor Woods and the City of Tempe, we’ve brought back half a million dollars in federal funds to
The Tempe Chamber of Commerce, in partnership with the East Valley Chamber of Commerce Alliance (EVCCA), co-authored a bill with Senator Vince Leach to address a growing problem affecting our retailers, hoteliers and restaurants. People have been coming into their business, demanding free items and threatening to post negative posts and reviews on social media.
Senate Bill 1001 – Theft by Extortion passed both chambers of the Arizona Legislature and was signed into law by Governor Doug Ducey on Monday, May 30th. Due to this law, business owners can rest assured that those threatening to leave negative reviews if they don’t receive free items or services from a business will be punished for their attempted extortion.
“Businesses facing extortion in any form is simply unacceptable,” said President and CEO Colin Diaz, ACE, IOM. “I am grateful for the assistance of Senator Vince Leach, the feedback of businesses throughout the Valley, the responsiveness of the East Valley Chamber of Commerce Alliance, and Governor Ducey for signing this critical piece of legislation into law.”
MIcrocredentials are stackable program credits and certi cates that provide specialized career training and educational pathways so students and workers can learn new skills that lead directly to employment or job promotion. A survey conducted by the Tempe Chamber of Commerce in fall 2021 indicated that nearly two-thirds of the businesses surveyed had an interest in microcredentials and the highest areas of need were identi ed. As a result of this valuable feedback, the Tempe Chamber of Commerce and Rio Salado College are partnering to deliver a Microcredential Program to serve the needs of these Tempe businesses.
This program will include curriculum focused around soft and hard skills, including Small Business Management, Customer Service and Information Technology.
Tempe Chamber President and CEO Diaz added, “The greatest challenge facing employers today is nding and maintaining a quali ed workforce. This microcredentialing program allows businesses to promote and up tool from within, giving tenured and great cultured employees a possibility to impact businesses in a greater way.”
The Tempe Chamber of Commerce Board of Directors, through interviews and analysis, voted to endorse six candidates running in the November 2022 general election at their monthly board meeting. The endorsement is a declaration by the Chamber that these candidates understand the interests of the Tempe business community and, if elected, will champion policies supportive of economic and community development.
The endorsed candidates are: Melody Hernandez, State Representative, District 8 Roxana Holzapfel, State Senate, District 8 Terry Roe, State Representative, District 12 Stacey Travers, State Representative, District 12 David Richardson, State Senate, District 12 Greg Stanton, US Representative, District 9
“We are fortunate to have had close working relationships with our elected of cials in the past. It is important that we support those who understand how policies in pending legislation may impact the Tempe business ecosystem and community,” said the president and CEO of the Tempe Chamber, Colin Diaz, ACE, IOM. “As the voice of business in Tempe, we intend for our Chamber to expand its efforts to promote a positive business environment through the endorsement of candidates who support the growth and success of Tempe businesses.”
The following are the Tempe Chamber’s positions on the 2022 November General Election Ballot Measures:
Prop 128 – voter protection act; court determinations
Legislature may do the following if the measure is found to contain illegal or unconstitutional language by the Arizona Supreme Court or the United States Supreme Court:
a) Amend an initiative or referendum measure approved by a majority of the votes b) Appropriate or divert funds created by initiative or referendum
c) Adopt a measure that supersedes any initiative or referendum measure
POSITION: SUPPORT
REASONING: The Tempe Chamber has a position in its agenda that supports modi cation of Proposition 105 that establishes a supermajority threshold permitting legislative changes to unintended consequences of initiative measures passed at the ballot. The net effect of this ballot measure is that it allows the Arizona Legislature to modify voter-protected statutes that are ruled illegal or unconstitutional with a simple majority.
Prop 129 – initiatives; single subject; title Requires each initiative to address only one subject.
POSITION: SUPPORT
REASONING: The Tempe Chamber supports clarity and transparency in the Arizona ballot initiative process.
Prop 308 – tuition; postsecondary education
In-state tuition for illegal immigrant children.
POSITION: SUPPORT
REASONING: In-state tuition for undocumented students is a matter of workforce development.
I-05-2022 Predatory Debt Collection Protection Act
Caps interest rate on “medical debt,” as de ned in the Act; applies this cap to judgments on medical debt as well as to medical debt incurred. Increases the value of assets — a homestead, certain household possessions, a motor vehicle, funds in a single bank account, and disposable earnings — protected from certain legal processes to collect debt. Annually adjusts these amended exemptions for in ation beginning 2024. Allows courts to further reduce the amount of disposable earnings subject to garnishment in some cases of extreme economic hardship.
REASONING: Brought to us by out-of-state interests, this initiative will impact our health care providers. It also sets a very bad precedent for other industries.
Restores permanent early voting list. Provides sameday, automatic, and online voter registration. Makes voting easier for disabled people. Reduces cancelation causes for voter registration. Ensures voters can vote in any in-county precinct Expands polling places on Indian lands, voter registration, early voting, mail voting, early voting sites, and voting rights for some under guardianship. Allows entrusting another person to return one’s voted early ballot. Speci es process for correcting signature problems on early voting envelopes. Allows Clean Elections grants for election administration. Establishes a new corporate income tax of $150 to pay for the Clean Elections Commission.
REASONING: This initiative has more than 54 provisions in it that make signi cant changes to voter registration, initiatives, campaign nance, presidential electors, lobbyists and taxes. The Tempe Chamber recommends opposition due to the corporate income tax provision.
The Tempe Chamber of Commerce is a member-driven association that promotes business development and community investment. It serves as an advocate on behalf of businesses at federal, state and local government levels.
For more than a century, the Tempe Chamber of Commerce has built an environment that enhances the economic vitality of its membership and the business community as a whole. Representing more than 550 businesses, the Tempe Chamber of Commerce strengthens the local economy through network development, advocacy, professional development and business education. It regularly advocates for a favorable business climate through interactive public policy engagement and provides ongoing representation in government at local, state and federal levels. For more information on the Tempe Chamber of Commerce, please visit www.tempechamber.org.
In its 24th year, the State of the City event provides a valuable opportunity to enjoy a breakfast with civic, business and political leaders of the Valley. The 24th Annual State of the City is presented by Edward Jones, and will be held at the Marriott Phoenix Resort Tempe at the Buttes.
Mayor Corey Woods will deliver this year’s State of the City address, which will highlight key business development initiatives, provide strategic municipal progress updates, address challenges and opportunities, and provide a glimpse into the city’s future. The address will be followed by a reside chat with Tempe Chamber President and CEO Colin Diaz, ACE, IOM.
This event is open to the public. Individual tickets and tables can be purchased online at www.tempechamber.org/events.
Contact David Key at the Chamber of ce if your organization is interested in sponsoring the event.
November 9, 2022 – 11:30am-1:00pm
The Tempe Chamber Military Affairs Committee (MAC) is proud to invite you to an annual event to honor the crew of the “Copper 5” featuring the Plough and Young Awards. Lunch is included. In cooperation with the Arizona Air National Guard, the Tempe MAC has been holding this annual event to honor one outstanding of cer and one outstanding enlisted member on duty with the 161st Air Refueling Wing to commemorate the Copper 5 crew.
Economic Outlook & State of the District
February 3, 2023 – 9-10:30am
Grace Community Church
Each year, the Tempe Chamber of Commerce presents the State of the District, a Federal Update with the 9th District U.S. Congressman. This event welcomes community, educational, political and civic leaders for brunch while Representative Greg Stanton provides an update on federal issues affecting our district, state and country. This year’s event will also include an economic outlook panel with key partners that include the City of Tempe.
March 15, 2023 – 8:30-10:00am
Grace Community Church
The Tempe Chamber Military Affairs Committee is proud to announce the 4th Annual Red, White & Blue Awards Ceremony, presented by BD & The Arizona Coyotes. This event is held to recognize stellar members of our local military through scholarships and special recognition awards. The scholarships will include the Merle Fister Veteran Scholarship and three scholarships awarded to ASU ROTC cadets. The awards will include Kyle Brayer
Veteran in Public Safety Award, 944th Fighter Wing “Graydon Williams Award,” BUC Joel E. Baldwin Memorial Award and the 63rd Fighter Squadron “Trip Grace Memorial Award.”
Career Ready Tempe is a collaboration between the City of Tempe Human Services Department, Economic Development Department and the Tempe Chamber Foundation. The program aims to help prepare and develop Tempe youth to participate in the future workforce by connecting them to college and career readiness support and partnering with Tempe businesses to provide youth with paid internship opportunities in elds that are in demand.
The 2022 summer session of the program included internship host sites such as Arizona Fashion Source, Coleman Powersports, Landings
Credit Union, Mathnasium of Tempe, Tempe Tourism and Printing Specialists. Students completed a total of 120 internship hours over eight weeks. Students are compensated at a rate of $13 per hour by the Career Ready Tempe program with funds from the City of Tempe Innovation Funds and the U.S. Chamber of Commerce Foundation’s Career Readiness Lab Grant, as well as corporate and private donors.
Businesses and individuals interested in supporting Career Ready Tempe or participating in the program can reach out to Delaina LeForce, Career Ready Tempe Coordinator for the City of Tempe.
Tempe Leadership is a program of the Tempe Chamber of Commerce Foundation, and more than 700 diverse, dedicated individuals have participated in Tempe Leadership since its inception in 1985. Tempe Leadership brings together community-minded individuals in the community to engage and challenge one another, learn more about the ins and outs of Tempe and, most importantly, make a real difference in our community.
The new class will attend bi-weekly program days, design and complete a class project to bene t the local community and grow as individual leaders during the nine-month program. Learn more about Tempe Leadership at www.tempeleadership.org.
The Tempe Chamber of Commerce proudly hosted the 2022 ASU Sun Devil Football Kickoff Luncheon presented by San Tan Ford on August 26, 2022. The luncheon was held at the San Tan Ford Club perched high above the Sun Devil Stadium eld.
Amidst a sea of maroon and gold, the event was packed full of fun and special guests as Sun Devil Football builds momentum for the start of the football season. Tim Healey, voice of the Devils, started it off with a spirited round of Q & A with coaches and players. Many of the Sun Devil football rising stars were in attendance, lling the room with contagious team spirit and projecting dreams of breakout campaigns in an exciting season to come.
“This event is important because it provides a chance for the business community to get behind the Sun Devil Football team. Their fans go far beyond the ASU students and reaches the entire Valley, “ said Colin Diaz, ACE, IOM, president and CEO of the Tempe Chamber. “It also is the perfect vehicle for the team itself to gain a little swagger and start building con dence because everyone in that room is cheering for their success.”
Fans also heard from key supporters of the Sun Devil Football team, including Ray Anderson, vice president for University Athletics at ASU,
The Tempe Chamber of Commerce’s Military Affairs Committee (MAC) proudly hosted the “Stars and Strikes Bowling Fundraiser” event on September 14th at AMF Tempe Village Lanes, presented by EMCOR Facilities Services. This event is held annually to support the Military Affairs Committee in its mission: “To serve as a proactive voice supporting military personnel in the greater Phoenix area.”
An unprecedented 27 lanes of bowlers, broken down into teams of six players, participated in 90 minutes of bowling. The highest-scoring team and highest-scoring bowler were awarded with prizes. Both prizes went to returning King Pin Sponsors, Just Fur U.
Community members and sponsors of the event raised more than $5,000, which will be used toward scholarships and awards for active-duty servicemembers and veterans within the Phoenix area. The funding will assist in the presentation of two annual events organized by the Tempe MAC: the Copper 5 Awards and the Red, White & Blue Awards. —David Key
The Tempe Chamber of Commerce held the 22nd Annual State of the Chamber and Business Excellence Awards, presented by Southwest Airlines, on June 30th at the Embassy Suites Hotel. The Tempe Chamber recognized outstanding Chamber members, celebrating those that demonstrate business excellence and go above and beyond to make Tempe a great place to work and live.
“There is a wide cross-section of businesses in our community that truly embodies our diverse economy,” said Chamber President and CEO Colin Diaz, ACE, IOM. “They also re ect the many complexities that rapid growth and expansion bring. We need to ensure that our environment continues to be feasible for both large and small business, old and new, as well as current and emerging industries. Over the past few years, our businesses have survived incredible odds. Now we celebrate our members and share our vision for the Tempe Chamber and the business community.”
The following awards were presented:
• Small Business of the Year Award: Laura’s Gourmet Granola, LLC
• Large Business of the Year Award: The Centers for Habilitation (TCH)
• Spirit of Tempe Award: Marni Anbar with DISCOVERosityZone
• Volunteer of the Year: Paul Quinn with R & K Staf ng
• Tempe Leadership Award: Tanya Gray with the ASU Alumni Association
Tempe Chamber Board Chair Raveen Arora, owner of The Dhaba restaurant, passed the gavel to Board Chair Elect Megan Martin, with Salt River Project. “This past year has been a test of our resilience, courage, togetherness and commitment. Our stars, including the Chamber staff, board, ambassadors and volunteers, shone brightly in the darkness of uncertainty and challenges to build a better chamber that serves as the face of the community,” said outgoing board chair, Raveen Arora Martin will now oversee the board of directors through the 2022 – 2023 scal year. “It is an honor to serve as the Chair of the Tempe Chamber of Commerce Board this year. I look forward to a productive collaboration with fellow board members and
chamber staff towards ful lling the chamber’s mission. The Tempe Chamber is fortunate to count community-supporting businesses as members that have managed to grow in these unprecedented times, and that have made employee development a priority,” said Martin. Paulette Pacioni
Board Chair: Megan Martin
Incoming Chair: Suzy Greenwood
Treasurer: Jayashree Ganesan
Vice-Chairs: Tom Binge, Mark Holthaus
Immediate Past Chair: Raveen Arora
Directors: Beth Stull, Nick Bastian, John Bauer, CPA, MBA, Tom Binge, Mike Bradley, Laura Briscoe, Ashley Bunch, Lisa Cavasos, Sarah Clifford, Mike Neely, Julie Rodriguze
Ex-Officios: Kate Borders, Jessica Brice, Andrew Ching, Tim Gomez, Michael Martin, Kate Smith
JOIN US ON FACEBOOK FOLLOW US ON TWITTER FOLLOW US ON INSTAGRAM FOLLOW US ON LINKEDINWATCH OUR VIDEOS /tempecc @tempechamber @tempechamber /tempechamber /company/tempe-chamber of commerce Visit our website at www.tempechamber.org!
Committee Chairs: Tom Binge, Ryan Bitikofer, Jessica Brice, Ashley Bunch, Sukki Jahnke, Darrol Robinson, Alison Stine, Brian Stinson, Paul Quinn, Jonathan Yee
The Tempe Chamber of Commerce strengthens the local economy though networking, advocacy, professional development and in uence. It regularly advocates for a favorable business climate through interactive public policy engagement and provides ongoing representation in government at local, state and federal levels.
In Business Magazine is proud to present the “Excellence in Banking” special section showcasing top bankers and bank executives in the Valley. These top professionals work day in and day out with business owners to assist in ways that can only be classified as a true asset to business. We sought out professionals at community banks and credit unions with a strong local presence and hand-picked the following as examples of the incredible work that our banking community does, and in a financial climate that is mired in regulation and change.
Thanks go out to all the banks in metropolitan Phoenix, who responded to our request for suggestions and assistance in compiling this section and for working with us throughout the years on various articles and editorial so that our readership is in the know when it comes to banking business. We also thank the Arizona Bankers Association and Paul Hickman for their leadership and steadfast support of the banking community here. With technology and government regulation, banks are quickly adapting to change, and business truly benefits from their incredible work.
“Banks are the single most important component of Arizona’s economy. Not only do they lend to Arizonans, but they employ nearly 50,000 Arizonans, reinvesting in their communities and providing financial and social stability in their markets. Bankers educate young adults on the importance of financial responsibility. Bankers donate significant time and money to charities. Banks are, in many ways, the lifeblood of our neighborhoods and communities,” says the Arizona Bankers Association on its website.
Banking, like many other industries, faced special challenges due to the COVID-19 pandemic. Part of its response has been in an area that had already begun to gain interest: digital banking.
As brick-and-mortar establishments had to severely limit their working hours during the lockdown, digital banking picked up the slack to accommodate the financial needs of people working from home. “These circumstances unveiled the true importance of taking a digitalfirst approach,” explains Agne Selemonaitė, deputy CEO at ConnectPay. “As the new wave of customers sieged the system, faster development of banking services took precedence.”
In the U.S. alone, more than 45% have changed the way they bank amidst the crisis and, based on a European customer survey by McKinsey, there has been a 20% increase in digital engagement levels in parallel with a significant decrease in the use of cash. According to Selemonaitė, this shift to online will remain even after COVID-19, further accelerating digital market development.
At the same time, as Scott Lewis, a seasoned banker recently named the regional director of banking for the Southwest Region at JPMorgan Chase, observes, “This is an exciting time in retail banking as branches remain critical to our customers and we continue to take an integrated physical and digital approach to banking.” —Mike Hunter
Arizona Bankers Association azbankers.org ConnectPay connectpay.com JPMorgan Chase jpmorgan.com/global
Arizona Financial, formerly Arizona Federal, is a $3.3-billion, not-for-profit, Arizona-based credit union providing consumer and small business banking services and expertise to more than 160,000 member/owners. Founded in Arizona in 1936, the credit union empowers members to take hold of their financial future through the delivery of leading-edge self-service tools and mobile apps, competitive rates on loans and deposits, robust home loan solutions, identity protection services, and SBA and commercial loans. Arizona Financial has a history of local community involvement and is the naming rights sponsor of the LiveNation downtown Theatre venue and exclusive credit union partner of the Phoenix Rising FC. The credit union has 20 locations in Arizona and is part of the CO-OP network that gives members nationwide account access at 5,000 credit union branches and 30,000 ATMs.
Arizona Financial is proud to announce Chad Forkenbrock as its new EVP and Chief Operating Officer. Forkenbrock has been a member of Arizona Financial since childhood and has worked with Arizona Financial for 20 years, starting his leadership journey as a branch manager who contributed to strategic discussions with insight from member interactions and observations. As the credit union expanded service offerings and membership, Forkenbrock continued to enhance the delivery of services and expertise throughout the branch network as the senior director of Retail Services, then took on the role of vice president of Lending, SVP of Lending and then SVP and chief risk officer before assuming his current role.
Forkenbrock’s COO role is a return to the retail space he enjoyed for many years, and he is eager
to expand services in territories new to the Arizona Financial organization. Arizona Financial has expanded its reach and charter to serve the State of Arizona, enabled by the acquisitions of Pinnacle Bank in 2019 and Horizon Community Bank in 2022. Seeking to expand service locations and offerings to previously underserved areas, Forkenbrock’s goals include redesigning processes to meet member needs and creating more access to business and consumer credit through initiatives such as a first-time borrower program and the credit union's SBA lending program. Ensuring relevancy in the services the credit union offers and that they are delivered effectively is more important than ever in today's constantly changing financial services environment. Forkenbrock is confident the credit union has the right sales team and experts in place to make its offerings competitive and wants to enhance its product suite to address that.
Forkenbrock notes the support and mentorship he has received over the years as well as the current Arizona Financial leadership as part of his excitement for this next stage, saying Arizona Financial empowers employees to achieve their career goals. In this spirit, Forkenbrock is dedicated to mentoring others, foremost as the executive sponsor of the Young Professionals (YoPros) employee resource group.
Forkenbrock is one of 12 members of the Issuer Payments Council of Pulse, the debit processing wing for Discover that discusses trends and consumer needs to proactively address the evolution of the industry.
He resides in Mesa with his wife, Genevieve, and children Payton and Connor.
Bodil (Bo) Hughes is the president and chief executive officer at Canyon Community Bank, an Asian American-owned bank founded in 2000. Canyon Community Bank is a $225-million minority-designated institution (MDI) based in Tucson, Arizona, serving clients in Maricopa, Pima and the rural/minority-populated Arizona counties of Navajo, Yavapai and Coconino. Canyon’s primary mission is to provide best-inclass commercial banking and lending to small- to medium-sized businesses in Tucson, Greater Phoenix and beyond, with a specific emphasis on serving the needs of hotel owner/operators, not-for-profit organizations and other minorityowned businesses.
Hughes is first and foremost an entrepreneur. She started her own bungee jumping business in Mexico and flipped her first house at 22. Hughes is a native Oregonian, who started in banking directly out of high school as a way to pay for college. Initially self-taught, she began reading bank manuals while working as a teller. Her initiative and curiosity helped her advance her banking career and pinpoint her interest in finance and accounting. She became a Certified Public Accountant, graduating summa cum laude with a B.S. in economics, philosophy and political science from Eastern Oregon University and a M.S. in accounting from the University of NevadaLas Vegas. Hughes spent time in Las Vegas in the banking and public accounting sector before relocating with her daughter to Arizona in 2008. She moved to Scottsdale to join Pinnacle Bank and ended up falling in love with the summer monsoons and Arizona lifestyle.
At the peak of the last recession, Hughes learned critical lessons about revitalizing companies impacted by the banking crash. She
partnered with a resilient team to recapitalize and grow Pinnacle Bank, culminating in the sale to Arizona Federal Credit Union in 2019, marking an unprecedented merger between a bank and credit union. The successful sale and merger confirmed that Hughes thrives on a challenge. When Hughes was presented with the opportunity to join Canyon Community Bank, she was excited to collaborate with an incredible ownership group and build a team focused on helping small businesses and underserved rural communities.
In 2021, Hughes joined Canyon Community Bank as the president and CEO. She is proud to work with her talented executive team, including CFO Monica Solo, COO Karla Wright, CCO Sean Faulk and CGO Tom Dickason. The bank is supported by its primary shareholder, Mahmood Khimji, founding principal of Highgate Hotels, a fully integrated real estate investment, management and development company. Canyon Community Bank was a significant SBA PPP lender in 2021, with strong capital and liquidity to support its customer base. Recently, Canyon was ranked No. 1 in ICBA’s 2021 List of Top Lenders for commercial banks less than $500 million in assets.
In 2023, Hughes is excited to continue to expand the bank’s footprint and build strong relationships. Hughes believes that commitment drives success, and innovation along with teamwork will foster continued growth within the community. She understands the challenges that small businesses face and is a firm believer in helping others access capital.
Learn more at canyoncommunitybank.com. Member FDIC.
Banker of Excellence: Bo Hughes
Position: President and CEO
Company Name: Canyon Community Bank
Main Local Office Address: 2801 E. Camelback Rd., Suite 200, Phoenix, AZ 85016
Phone: (520) 529-5500
Website: canyoncommunitybank.com
Number of Offices in Metro Phoenix: 1
Year Established Locally: 2000
Headquartered: Tucson
No. of Years with Firm: 1
Industry Expertise: USDA and SBA Government Guaranteed Lending, Hospitality, Business Accounts
Jeff Meshey is the president and CEO of Desert Financial Credit Union — a full-service, Arizonabased financial institution founded in 1939. Desert Financial currently operates 47 branch locations throughout Maricopa, Pinal, Gila, Coconino and Yavapai counties.
Meshey is a certified public accountant and launched his career with Ernst & Young, specializing in audits of financial institutions. Meshey joined Desert Financial in 1994 and became CEO in 2017. His tenured career at commercial banks, savings banks and credit unions prepared him to lead a financial institution that’s built a culture of performance and philanthropy.
Beginning in 2018, Meshey led the credit union through a transformational rebrand and further cemented its commitment to sharing success. In 2020, the credit union expanded its service area significantly with a statewide charter, and Meshey has overseen expansion
into Northern Arizona with two new offices in Flagstaff and Prescott Valley.
Under his leadership, Desert Financial’s membership growth has increased from 1% to more than 10% per year. Community giving has nearly doubled while total assets have increased from $4 billion to more than $8 billion. Desert Financial has been consistently ranked a Best Place to Work in Phoenix, has earned two consecutive wins for Angel of the Year: Business, was a winner of the Better Business Bureau’s Torch Award for Ethics and is one of Arizona’s Most Admired Companies. Meshey was named a Most Admired Leader by Phoenix Business Journal in 2019.
A committed public servant, Meshey serves as a board member of the Phoenix division of The American Heart Association and is a member of Greater Phoenix Leadership. He is also a member of Class 29 of Valley Leadership and a Cardinals, Diamondbacks and Sun Devil superfan.
Brian Crisp is the Arizona Region president for Enterprise Bank & Trust. In his role, Crisp is responsible for overseeing current clients’ business and personal banking needs as well as generating new commercial loan and deposit relationships. Crisp previously led the Commercial and Industrial banking team in the Arizona market, which focuses commercial banking solutions for small to mid-sized businesses throughout the state, including leveraged buyouts, acquisition financing, owner-occupied real estate lending, new markets tax credit facilities, working capital lines (domestic and export) and equipment financing.
Crisp has been with Enterprise for more than 11 years and has more than 20 years of banking experience. He currently serves as board member for the American Subcontractors Association of Arizona and is a graduate of the Emerging Leaders program with the Arizona Bankers Association. Crisp is an Arizona native and a University of Arizona alumnus.
Enterprise is a growing financial services partner focused on guiding people to a lifetime of financial success. Our activities fall into three main categories, all related to growth. We empower privately held businesses to succeed, help families to secure their financial futures,
and invest to advance the quality of life for the communities we serve.
Enterprise is built on trusted, personal relationships and offers a range of business and personal banking services, wealth management services and a variety of specialized banking services. Our specialized expertise spans a variety of niche areas that other banks don’t have, including aircraft financing, sponsor finance, tax credit services, life insurance premium finance, professional practice finance and property management, among others. Our SBA Lending division is the No. 9 most active SBA 7(a) lender in the nation.
We are committed to supporting communities we serve in our current markets of St. Louis, Kansas City, Phoenix, Las Vegas, New Mexico and Southern California by investing in regional economic development initiatives and by continuing to offer educational opportunities such as Enterprise University, our highly acclaimed business education program available to anyone at no cost. Since its inception, Enterprise University has helped more than 30,000 professionals improve their business and leadership skills. Enterprise University offers new course lineups every spring and fall, and also offers on-demand courses. Learn more at enterprisebank.com/eu. Member FDIC.
Banker of Excellence: Brian Crisp
Position: Regional President
Company Name: Enterprise Bank & Trust
Main Local Office Address: 3900 E. Camelback Rd., Suite 180, Phoenix, AZ 85018 Phone: (602) 824-5744 Website: enterprisebank.com
Number of Offices in Metro Phoenix: 2
Year Established Locally: 2009
Headquartered: Clayton, MO
No. of Years with Firm: 11
Industry Expertise: C&I Lending Leveraged Buyouts, Acquisition Financing, OwnerOccupied Real Estate Lending, New Market Tax Credit Facilities, Working Capital Lines (Domestic and Export), Equipment Financing
Banker of Excellence: James Christensen
Position: President and CEO
Company Name: Gateway Bank
Main Local Office Address: 6860 E. Warner Rd., Mesa, AZ 85212
Phone: (480) 358-1000
Website: gcbaz.com
Number of Offices in Metro Phoenix: 1
Year Established Locally: 2007
Headquartered: Mesa, AZ
No. of Years with Firm: 15
Industry Expertise: Commercial Lending, Business Accounts, Cash Management, Personal Banking and Lending
James Christensen is the president of Gateway Bank, the only community bank in Mesa, Arizona. Under his leadership, Gateway has thrived through multiple economic downturns and is consistently one of the strongest-performing financial institutions in its peer group.
Christensen has worked in the banking industry for more than 36 years, mostly in commercial lending and management. Hailing from the Midwest, he was president of a community bank in Kansas for a decade before joining Gateway’s founding team in 2007.
Christensen’s Midwestern values shaped Gateway’s culture from the beginning. In an age when very few people like their bank, he and his founding team set out to create a new type of banking experience focused on people over profits.
Christensen believes in hiring the best people and taking care of them so they will take care of others. He envisioned building a hometown bank where each customer has a go-to banker who truly gets to know them, provides fast and personal service, and stays by their side through all seasons of life. This is what banking used to be like, and Christensen wanted to bring this nostalgic approach into modern times.
Fifteen years, two major recessions and many industry changes later, Gateway is the only local bank in Mesa left standing and has earned a reputation as one of the best banks in the Valley. BauerFinancial has named Gateway a 5-star bank (one of the strongest in the nation) for more than 12 years in a row, and DepositAccounts.
com recently awarded the bank an A+ rating for financial health and stability.
While these accolades are a source of pride, Christensen is most motivated by helping Gateway’s customers put more people to work and by making the community stronger. He enjoys partnering with local business owners as a member of their team, consulting with them and getting creative to develop solutions that work for them. Gateway has become one of the highest-performing and most popular banks in the Valley because of its people and relationships. To Christensen, that’s the best award of all.
Inside and outside of Gateway, Christensen is very active in the local community, a champion for small businesses, and a fierce advocate for people who have been marginalized. He is currently on the board and/or committees for several Valley organizations, including Local First Arizona, Mesa Chamber of Commerce, Mesa Financial Network and United Food Bank. Christensen has also become a sought-after speaker about banking, leadership and doing business for good. Through all his community involvement, he hopes to educate and inspire diverse audiences to improve their financial health and overall well-being.
Gateway is not a typical bank, and Christensen is not a typical banker. He sports a goatee, regularly walks into work dancing to hip hop and recently added some tattoos under his golf shirt. Although neither looks nor musical taste lead to “Excellence in Banking,” Christensen believes his success is a result of staying true to what’s most important to him: authenticity and relationships.
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President and CEO, Scottsdale Community Bank
Neill LeCorgne is president and chief executive officer of Scottsdale Community Bank. He has nearly 40 years of experience in the financial industry, including 11 years as president and director of a multi-bank holding company in the State of Florida comprising a lead bank in South Florida and a de novo bank in South Carolina, four years as manager of a corporate banking team at a super-regional bank, 15 years serving financial institutions as director of business development and marketing for the Federal Home Loan Banks of Atlanta and Seattle and two years at a FinTech company.
At the multi-bank holding company, Neill led the day-to-day operations of the lead community bank and oversaw the chartering, strategic planning and execution of an ongoing business plan and budget for the de novo bank. At the Federal Home Loan Banks, he developed a consultative business approach to institutions, working with more than 250 banks across the Southeast and Pacific Northwest. Neill brings working knowledge of the banking industry and strategies to enhance financial institution earnings, efficiency and shareholder value.
Scottsdale Community Bank comes into existence nurtured by a conviction that consistent effort and innovative ideas are the DNA of growth. SCB is committed to long-lasting relationships with individuals as well as with small and mid-sized businesses, the driving force of Scottsdale’s economy.
It is particularly significant, and stated with a subdued tinge of pride, that Scottsdale Community Bank is the first locally owned and operated bank to open in Arizona in 14 years. Established by local entrepreneurs, business owners and leaders, the bank fills the gap created by the remote-controlled, out-of-state services provided by large financial institutions which are unaware of the community needs and the services that only a “neighborhood” bank can provide.
It is SCB’s conviction that most, if not all, of Arizona’s monetary resources must stay in Arizona, thus fueling its growth. For that reason, SCB aids businesses in controlling their own destiny by providing state-of-the-art financial services delivered by a neighborhood financial institution whose fiscal decisions are kept local. No one recognizes or has the ability to execute those opportunities better, faster and with greater insight than local decision makers. SCB’s leadership believes it is responsible to provide opportunities for its customers, employees, shareholders and the community it serves.
Scottsdale Community Bank recognizes and respects the challenges small business owners face. Customers can rely on SCB to simplify their banking experience and provide a quick response to loan requests, multiple ways to access accounts, and direct access to the decision makers of the Bank. Every client has LeCorgne’s cell phone number with 24/7 access. THAT is personal service.
Lastassia “Lady La” Eidson Founder of Mahalo Made, Member since 2013
Alix, Don, 43 Arora, Raveen, 52 Bailey, Lauren, 22 Boxley, Don, 20 Butler, Tyler, 39 Cacciatore, Caren M., 36 Christensen, James, 60 Church, Jason, 10 Collins, Christopher, 9, 22 Crimmins, Sydney, 14 Crisp, Brian, 59 Devine, Dede, 44 Diaz, Colin, 47 Ehrich, Christine, 17
Forkenbrock, Chad, 56 Forrest, Jason, 33 Fox, Sam, 22 Fumagalli, Cristina, 36 Gallego, Kate, 39 George, Chris, 46 Hagan, Lindsay Boyajian, 42 Hughes, Bo, 57 Hughes, Timothy, 33 Hyatt, Michael, 33 Jenkins, Dave, 20 Johnson, Christina, 15 Kaufmann, Tom, 46 Lawrence, Spike, 46
LeCorgne, Neill, 62 León, Tomás, 39 Levy, Jonathan, 10 Lytle, Hugh, 39 Maggiore, Joey, 22 Martin, Megan, 52 Martin, Ross, 18 Medina, Mayra, 12 Meshey, Jeff, 58 Miller, Kristen, 14 Miller, Ryan, 14 Nicholson, Kevin, 18 Pavlov, Kevin, 10 Rausch, Harrison, 32
11Eleven Consulting, 39 Alerus, 61 Arizona Commerce Authority, 68 Arizona Financial Credit Union, 56 Arizona Fresh, 15 Arizona Manufacturing Extension, 68
Author & Edit Hospitality, 22 Axis for Autism, 17 BMO Harris Bank, 54 BMW, 45
BOK Financial, 63 Bottle & Bean, 46 Canyon Community Bank, 57 Colliers International, 16 Common Ground Culinary, 9, 22 Conceptually Social, 22 Conductor, 42
Courtesy Chevrolet Group, 10 Cox Business, 3 Curaleaf, 12 Cybersecurity and Infrastructure Security Agency, 20 Delta Dental of Arizona, 12 Desert Financial Credit Union, 58 Desert Financial Wealth Management, 64 DH2i, 20
Early Warning Services, LLC, 12 ElectraMeccanica Vehicles Corp., 10 Enterprise Bank & Trust, 59 Equality Health Foundation, 39 EVgo, 10 Fierce, 45 Fox Restaurant Concepts, 22 Garden Party Girls, 14 Gateway Bank, 60 Graycor Construction Company, 15 Howard Hughes Corporation, 15 Insperity, 43 Iterate.ai, 20 Jive, 6 Ketamine Wellness Centers, 18 Kinessage, 19 Kiterocket, 67 Lovitt & Touché, 5, 32 Maggiore Group, The, 22 Market MindShift, 66 MarshMcLennan Agency, 5, 32
MC Companies, 12 McCarthy Building Companies, 16 Metro Commercial Properties, 15 National Cybersecurity Alliance, 20 Native American Connections, 44 Oak Street Health, 18
OneAZ Credit Union, 63 Peerlogic, 14 Phoenix Philanthropy Group, The, 44 Plaza Companies, 15 Portal Warehousing, 11 Private Label International, 15 ProTech Detailing, 19 PXG, 37 REDW LLC, 36 Robert Half, 13 Rutan & Tucker, LLP, 38 Save the Family Foundation of Arizona, 44 Scottsdale Community Bank, 62
Rinzler, S. Barrett, 22 Runnette, Andrew, 11 Sabia, Jamie, 13 Sayed, Hani, 38 Schwimmer, Natalie, 12 Swancey, Danny, 16 Taylor, Jacki, 44 Tollefson, Richard, 44 Utsonomiya, Kyu, 22 Vargas, Carla, 44 Weber, Bruce, 40 Weinstein, Mindy, 66 Woods, Corey, 49
Spike Lawrence Ventures, 46 Square One Concepts, 22 SRP, 2, 12 Stearns Bank, 6 Tempe Chamber of Commerce, 47 Tiffany & Bosco, PA, 7 Tri Pointe Homes, 12 UnitedHealthcare, 21 Upward Projects, 22 Valley of the Sun United Way, 44 ViaWest Group, 16 Weber Group, 40 Willmeng Construction, 16 Willmeng, 41
In each issue of In Business Magazine, we list both companies and indivuduals for quick reference. See the stories for links to more.
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Mindy Weinstein, Ph.D., is the founder and CEO of Market MindShift and was named in 2019 as one of the top women in digital marketing globally. She is the author of THE POWER OF SCARCITY: Leveraging Urgency and Demand to Influence Customer Decisions (being released this month by McGraw Hill), in which she reveals the psychology behind scarcity, how scarcity affects our brains and decision-making, and how companies can use it to successfully and ethically market their products and services. Along the way, she shares fascinating case studies, findings and interviews with current and former executives from brands such as McDonald’s, Harry & David and 1-800-Flowers.com. linkedin.com/in/ mindydweinstein
There is power in scarcity marketing
by Mindy WeinsteinScarcity is not just an economic principle. It is a psychological principle and one that subconsciously drives many decisions. Scarcity has such a powerful influence on people that it causes them to wait in long lines for hours on end and experience anxiety when they can’t get their hands on a sold-out product or get into a popular restaurant.
There are reasons scarcity is so powerful, all of which are supported by psychological research. From a business lens, understanding how to apply scarcity ethically can lead to significant growth in revenue.
There are various types of scarcity, including demandrelated, supply-related, time-related and limited edition. While all scarcity types can lead to more sales, demand-related scarcity has a unique feature: It causes a sense of urgency.
Demand-related scarcity is a supply shortage caused by popularity and causes customers to perceive the value of the scarce item higher, take mental shortcuts and experience fear of loss.
People value something more when they think it is unavailable or hard to get. This is based on a 1968 theory that still holds weight today among researchers. The commodity theory, which focuses on the psychological effects of unavailability, explains that consumer products that are hard to find tend to be viewed as more valuable. In other words, people desire those items more.
The Stanley Adventure Quencher is a great example. This 40-ounce tumbler went viral on TikTok and other online platforms. So much so, that the product continuously sold out. This led to people paying up to $180 for the $40 tumbler on the resale market. Because the tumbler was hard to find, it was viewed as more valuable.
Scarcity leads to quick decisions and mental shortcuts. People assume that many buyers wouldn’t purchase a bad product or service. Therefore, the product or service must be good. It’s why an out-of-town visitor will pick a crowded restaurant over one that is empty: The food must be delicious.
The human mind is constantly looking for shortcuts because of the countless amount of information that must be processed every day. For this reason, people rarely engage in deep information processing for each piece of data they come across, but instead tend to use rapid mental shortcuts to direct their behavior and attitudes. Scarcity is one of these shortcuts. Consequently, someone will choose a scarce item over another. That person will no longer evaluate the available alternatives and instead will quickly choose that which is viewed as scarce because of the perceived value.
Not only does scarcity cause people to make a quick decision, but they also act because of the fear of missing out. According to a psychological concept known as loss aversion, individuals feel greater pain when they lose something than they feel happiness for gaining the same thing. Fear of loss impacts purchase decisions, leading to more sales.
The fear of loss is what has helped travel websites experience success. When searching for a Phoenix hotel on a popular travel site, several of the hotel listings will include the number of rooms left, which subtly communicates that the customer better book soon or they’ll miss out. Amazon does the same thing by showing how many units are left of a product. This shows high demand and the risk of missing out.
There are many ways businesses can successfully use the power of demand-related scarcity, including incorporating demand “labels,” waitlists and number of units sold.
Identifying a product or service as “Most Popular” or “Bestseller” will show that other people are buying the product and there must be a good reason. Along the same lines, businesses should let customers know when an item has been restocked, which not only shows high demand but also ignites that fear of loss.
Creating waitlists for services and products is effective in showcasing high demand. Car companies, golf clubs, private schools and even apartment complexes have been known to use waitlists. Depending on the type of product, customers might even be willing to pay just be on the list.
In an e-commerce environment, showing how many units of a particular product can be especially useful in indicating popularity.
Showing high demand for products and services can lead to more sales, if it is done ethically and honestly.
Scarcity has such a powerful influence on people that it causes them to wait in long lines for hours on end and experience anxiety when they can’t get their hands on a sold-out product or get into a popular restaurant.
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