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This month spotlighting Plexus Worldwide, Tyler Butler’s series explores the myriad ways businesses give back and the positive ways their programs impact our community.
FEATURE
34
BUILDING RESILIENT TEAMS – CORE OF AGILITY
Kathleen Gramzay’s series furnishes organizational leaders with a holistic, comprehensive outlook, enabling leadership that leverages the potency of human resilience.
Buying or Selling a Business? Look Out for Employee Benefits Issues!
Jenny Zhang and Ryan Curtis explore unexpected impacts on liabilities and more that may arise from a merger or acquisition.
DEPARTMENTS
9 Guest Editor
Sandra Watson, president and CEO of the Arizona Commerce Authority, introduces the “Business of Arts & Culture” issue.
10 Feedback
Wendy Bridges, Dan Henderson and Kim Moyers respond to In Business Magazine’s burning business question of the month as we reached out local municipalities of Goodyear, Gilbert and Chandler, respectively: How important is Arts & Culture in your economic development plans?
12 Briefs
“ReadyTechGo Impact for Businesses and Local Economy” “Dailies
Top Stories,” “Local Standouts Recognized for Achievements and Philanthropy,” “Debunking the Myth of Sales Volume in Business Valuation” and “The Crumbling of DEI”
15 By the Numbers
The importance of collaboration between an organization’s marketing and security leaders amid rising data privacy and security concerns
16 From the Top
How John Willenborg is changing the game in the adventure van market with Owl Vans.
17 CRE
“Manufacturing Construction Growth,” “Warehouse Spec Available in Deer Valley,” “Surprise Industrial Features Rail Access” and “Buckeye Industrial Site Has Assured Water Supply”
COVER STORY
26
Business of Arts & Culture: How growing Arts & Culture benefits our economy
In Business Magazine sought out several leaders in our community to discuss the sector’s role in business and economic development; how Metro Phoenix compares to other major cities in terms of talent, audience and facilities; and how we are ensuring the future of and with arts and culture for our community.
18 Semi Insights
“Down but Not Out,” “ASU’s SWAP Hub Projects Secure $30 Million in Federal Funding” and “New Legislation Clears Path for Arizona’s Expanding Chip Industry”
22 Healthcare
“Bioscience Hub at Park Central Strengthens Phoenix’s International Medical Ties” and “Chronic Condition Management: Employer Strategies for Better Health”
24 Technology
“The Intersection of Fleet Management Technology and Customer Satisfaction” and “Marketing Strategies in a World of Opt-Outs”
35 Books
New releases give fresh insights on business thinking. 36 Economy
Michael Blanton discusses how business owners can optimize their estate tax plan.
38 Legal
Attorney Lindsay Leavitt examines legal issues of unpaid wages, compensation and tips that employers need to know.
44 Nonprofit
Tracy Bonjean discusses the critical need for employee upskilling in our ever-evolving economy.
45 Assets
The All-New, All-Electric 2025 Wagoneer S Plus: Local bakery company creates desserts that make even holiday indulgence healthy.
46 Power Lunch
Rock Lobster: Business and Sushi Rolled into One
66 Roundtable
Brian Solis shares an excerpt from ‘Mindshift: Transform Leadership, Drive Innovation, and Reshape the Future’
“Where people aren’t having any fun, they seldom produce good work.” David Ogilvy, a British advertising tycoon known as the “Father of Advertising”
Children's Museum of Phoenix
RaeAnne Marsh
Editor, In Business Magazine
RaeAnne Marsh became editorial director of Phoenix-based InMedia Company in 2010 and helped launch Valley-wide business resource In Business Magazine. Her journalism career began more than 20 years ago, when she left California and 12 years of teaching to transplant in Phoenix’s vibrant entrepreneurial environment, and includes incorporating her own business, Grammar & Glitz, Inc., to work with business and media clients nationwide.
Holding the magazine to strong editorial standards, she says, “New businesses are founded, out-of-staters bring new strengths, established businesses evolve and expand — all of which contributes to the dynamic vitality that I see as the mission of In Business Magazine to be the voice of and vehicle to nurture, in each monthly edition. It is my challenge to ensure each edition is packed with relevant information on a broad spectrum of issues, aimed at a readership that runs the gamut from entrepreneurial startup to major corporation.” Marsh was awarded 2024 Small Business Journalist of the Year from the U.S. Small Business Administration, Arizona District.
Guest columns are feature articles presented as a special, limited series as well as regular, ongoing series in In Business Magazine.
Tyler Butler
Guest Columnist – Social Impact
A long time corporate social responsibility practitioner, Tyler Butler is known for her expertise in creating, launching and developing successful social impact programs. Her commitment to rallying people together to make a positive difference has created sustainable signature programs empowering people to give back in a myriad of ways globally. Butler operates under the ethos of “each one teach one,” and so her contributions to In Business Magazine provide her with an outlet to share the best of what companies are doing to aid humanity. Butler looks to shed light on good corporate citizens and share stories about the magic they are creating through their generous outreach efforts.
Kathleen Gramzay
Guest Columnist – Resilience
Kathleen Gramzay, LMT, is an entrepreneur, body/mind resilience expert, speaker, author, and founder of Kinessage LLC. The Kinessage® methods are taught nationally to transform stress, chronic tension and pain, and increase mental resilience and long-term health for greater well-being and sustainable success. Her programs empower leaders and teams to be present, think more clearly and work more productively, confidently and collaboratively.
Bruce Weber
Guest Columnist – Capacity
Bruce Weber sees In Business Magazine as a valuable forum for topics relevant to our business and nonprofit community. “I am deeply interested in organizational capacity and what makes organizations successful and impactful in the work they do. In my work in the community for more than 16 years, I have worked with all sizes of organizations and leaders in helping their businesses grow and expand their impact. My previous careers with Microsoft and Hewlett Packard involved working with business integration partners to design strategies to engage new markets. In today’s complex world, I enjoy exploring the possibilities and opportunities that change can bring.”
This month’s contributors
Michael Blanton is the managing director for BMO Wealth Management Arizona. (Economy feature “How Business Owners Can Optimize Their Estate Tax Plan”)
Jenny Zhang and Ryan Curtis are attorneys with Fennemore Craig, P.C.’s ERISA and Employee Benefits Practice Group. (Legal feature “Buying or Selling a Business? Look Out for Employee Benefits Issues!”)
Lindsay Leavitt is an attorney with Gallagher & Kennedy. (Legal feature “Unpaid Wages, Compensation and Tips, Oh My!”)
Tracy Bonjean is the vice president of people and culture at Valley of the Sun United Way. (Nonprofit feature “Upskilling Employees Is an Investment in Company Growth, Success”)
Brian Solis is head of Global Innovation at ServiceNow. (Roundtable feature “It’s All in Your Mind … Set”)
Publisher Rick McCartney
Editor RaeAnne Marsh
Web Editor Jake Kless
Graphic Design Benjamin Little
CONTRIBUTING WRITERS
Michael Blanton
Tracy Bonjean
Tyler Butler
Ryan Curtis
Mike Gaspers
Erin Gilchrist
Kathleen Gramzay
Tom Grote
Mike Hunter
Jane Johnson
Lindsay Leavitt
Rusty Martin
Holly Morgan
Andrea Ness
Stephanie Quinn
Sarah Reynolds
Brian Solis
Jenny Zhang
ADVERTISING
Operations
Louise Ferrari
Business Development Raegen Ramsdell
Louise Ferrari
Cami Shore
Events Amy Corben
WTSM TV STUDIO
General Manager Chris Weir
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President & CEO Rick McCartney
Editorial Director RaeAnne Marsh
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In Business Magazine is a collaboration of many business organizations and entities throughout the metropolitan Phoenix area and Arizona. Our mission is to inform and energize business in this community by communicating content that will build business and enrich the economic picture for all of us vested in commerce.
PARTNER ORGANIZATIONS
Debbie Hann, Chief Operating Officer Arizona Small Business Association Central Office (602) 306-4000 www.asba.com
Steven G. Zylstra, President & CEO Arizona Technology Council One Renaissance Square (602) 343-8324 www.aztechcouncil.org
Kristen Wilson, CEO AZ Impact for Good (602) 279-2966 www.azimpactforgood.org
Terri Kimble, President & CEO Chandler Chamber of Commerce (480) 963-4571 www.chandlerchamber.com
Tanaha Hairston, President NAWBO Phoenix Metro Chapter (480) 289-5768 www.nawbophx.org
Robin Arredondo-Savage, Interim President & CEO Tempe Chamber of Commerce (480) 967-7891 www.tempechamber.org
Our Partner Organizations are vested business organizations focused on building and improving business in the Valley or throughout Arizona. As Partners, each will receive three insert publications each year to showcase all that they are doing for business and businesspeople within our community. We encourage you to join these and other organizations to better your business opportunities. The members of these and other Associate Partner Organizations receive a subscription to In Business Magazine each month. For more information on becoming an Associate Partner, please contact our publisher at info@inbusinessphx.com
ASSOCIATE PARTNERS
Ahwatukee Foothills Chamber of Commerce ahwatukeechamber.com
Arizona Chamber of Commerce & Industry azchamber.com
Arizona Hispanic Chamber of Commerce azhcc.com
The Black Chamber of Arizona phoenixblackchamber.com
Economic Club of Phoenix econclubphx.org
Glendale Chamber of Commerce glendaleazchamber.org
Greater Phoenix Chamber of Commerce phoenixchamber.com
Greater Phoenix Equality Chamber of Commerce gpglcc.org
Mesa Chamber of Commerce mesachamber.org
North Phoenix Chamber of Commerce northphoenixchamber.com
Peoria Chamber of Commerce peoriachamber.com
Phoenix Metro Chamber of Commerce phoenixmetrochamber.com
Scottsdale Area Chamber of Commerce scottsdalechamber.com
Scottsdale Coalition of Today and Tomorrow (SCOTT) scottnow.com
Surprise Regional Chamber of Commerce surpriseregionalchamber.com
WESTMARC westmarc.org
Sandra Watson is an economic development professional with 33 years of leadership experience in business attraction and expansion, innovation, entrepreneurship, economic policy and workforce development. Since 2011, Watson has served as president and CEO of the Arizona Commerce Authority, a public-private partnership that leads statewide economic development. The ACA has successfully landed 1,282 companies that have committed to creating more than 290,000 quality jobs and investing more than $165 billion in new capital in the state.
azcommerce.com
Valuing Arts & Culture
The value of arts and culture is vital when evaluating the strength of an economy. Arts and culture is not only a revenue-generating sector on its own, it has been proven over and over to be a significant element of the health of the business community and in economic development. Arizona’s vibrant arts and culture scene is critical to our unbeatable quality of life.
Arizona’s exceptional quality of life is just one of the many reasons the state continues to attract top companies that are investing in our communities and creating quality jobs. People want to live, go to school, work and raise their families here.
Companies that are considering expanding or establishing operations in Arizona evaluate many factors, and quality of life is a key part of that decision-making process. Arizona’s reliable weather, vibrant entertainment, tourism, sports, outdoor recreation, and arts and culture scenes offer countless opportunities for families and Arizonans of all ages to enjoy year-round. The state supports companies’ business goals and, with exceptional quality of life, provides an environment for executives, employees and their families to thrive.
In Business Magazine sought out several leaders in our community to discuss this key economic sector for the cover story. With input from economic development professionals, government leaders and those at the helm of some of our arts and cultural institutions, the article covers the sector’s role in business and economic development; how Metro Phoenix compares to other major cities in terms of talent, audience and facilities; and how we are ensuring the future of and with arts and culture for our community.
Mergers and acquisitions get a close look in feature article “Buying or Selling a Business? Look Out for Employee Benefits Issues.” As attorneys Jenny Zhang and Ryan Curtis point out in detail, there could be unexpected impacts on liabilities and more.
We get a legal eye on another human resources concern. Attorney Lindsay Leavitt addresses common wage and hour mistakes in Legal feature “Unpaid Wages, Compensation & Tips, Oh My!”
Two articles highlight different aspects of connecting with consumers. Technology article “Marketing Strategies in a World of Opt Outs” suggests options as momentum builds on a forced shift away from cookie-based tracking in digital media campaigns. And the need for collaboration between marketing and data security is explored in By the Numbers feature “Marketing & Security Must Work Together to Safeguard and Grow Brand Trust.”
I’m very pleased to again have the opportunity to work with In Business Magazine for the November edition. I hope you will enjoy the read.
Sincerely,
Sandra Watson President & CEO Arizona Commerce Authority
More Than a Ticket
Support of a robust arts and cultural community is so much more than just selling tickets to great events. Yes, we are home to some top attractions like the World Champion Hoop Dance contest, the Phoenix Open, world championship games, top concerts and so much more. But there is a community that is dedicated to the business of our arts and culture, and supporting them means empowering economic growth, attracting top talent and sustaining a lifestyle that truly enriches the Valley. We looked at what it takes to become a hub for arts and culture content, facilities and growth in this issue’s cover story.
It is our hope that we influence our readers and the business community to see how important it is to go beyond simply buying tickets and to understand the importance of supporting them in many ways. We asked Sandra Watson to lead this issue to demonstrate the connection of building business through supporting the arts. Economic development means bringing people to the Valley, and bringing people to the Valley means creating a rich lifestyle that nourishes who we are. —Rick McCartney, Publisher
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SANDRA WATSON, ARIZONA COMMERCE AUTHORITY
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How important is Arts & Culture in your economic development plans?
WENDY BRIDGES, AZED PRO
Economic Development Director
City of Goodyear
Sector: Municipal Government
Arts and culture are essential to economic development plans, shaping a community’s identity and enhancing its appeal to residents, visitors and businesses. Investment in arts — whether through festivals, public art or performing arts — yields significant returns.
From my experience in a community rich in artistic focus and active festivals, I’ve seen firsthand how effective this strategy can be. A well-organized weekend art festival leaves a lasting impression on visitors, often inspiring them to envision a future in that community. Many business owners I’ve met initially came for an art event and later fell in love with our city.
Even subtle art installations convey pride and care, transforming “nice” spaces into unique, inviting places.
Public art elevates ordinary areas, encouraging people to linger and enjoy their surroundings. Performing arts communicate a city’s cultural values in ways that words cannot, fostering connection through shared experiences like concerts, ballets and plays. Ultimately, arts and culture are vital not just for economic growth, but for enriching the quality of life within the community.
City of Goodyear Economic Development DevelopGoodyearAZ.com
Wendy Bridges, AZED Pro, brings nearly 30 years of experience in county and municipal government across Arizona. Recognized as Economic Developer of the Year by AAED, she led Goodyear’s team to multiple awards, including 2024 Organization of the Year. An active community leader, she serves on several boards, including Greater Maricopa Foreign Trade Zone, and has served in leadership roles within AAED.
DAN HENDERSON, CECD, MEDP
Director, Office of Economic Development
Town of Gilbert Sector: Municipal Government
Gilbert’s leadership, along with our current and past Councils, have always recognized the role that art and culture plays in our community. Gilbert boasts a colorful palette of cultural nods and stunning visuals throughout our town. We strive to enhance spaces using arts as a tool in community development. Through our redevelopment and tourism lines of service, Gilbert’s Office of Economic Development has invested in seasonal public art installations, added to our public art and mural collection, and hosted artistic experiences centered on public engagement. We use these efforts to tell a richer and stronger origin story and often use art to highlight Gilbert’s agrarian past. This is most evident in Gilbert’s downtown, where our partnerships with local artists are on display in unexpected places such as the doorways to our parking garages, on our utility boxes, and design elements are even stamped into our concrete sidewalks. Our newest initiative merging culture and connection will be on display soon as part of the Heritage District wayfinding and place marketing project.
Gilbert Office of Economic Development gilbertedi.com
Dan Henderson has dedicated his decadeslong career to supporting the growth of businesses and communities across Arizona. Since Henderson joined the Town of Gilbert in 2007, he and his team have focused exclusively on business attraction, retention and expansion. Under his leadership, the scope of work includes economic development, redevelopment and tourism, vital economic pillars that impact the long-term prosperity and resiliency of the community.
Sign up for the monthly In Business Magazine eNewsletter at www.inbusinessphx.com. Look for survey questions and other research on our business community.
KIM MOYERS
Cultural Development Director
City of Chandler
Sector: Municipal Government
Arts and culture play an important role in Chandler’s economic vitality. It improves the image and identity of our community, inspires a sense of pride, enhances quality of life and serves as a destination driver for visitors.
Last year, Chandler Center for the Arts and Americans for the Arts completed its first Arts and Economic Prosperity 6 (AEP6) Impact Study, providing compelling evidence that the nonprofit arts and culture sector is a significant industry in Chandler, generating $12.1 million in total economic activity during 2022. This spending — $4.7 million by arts organizations and $7.3 million in event-related spending by their audiences — supports 194 jobs, generates $8.2 million in local household income and delivers $2.4 million in tax revenues.
Our vibrant arts and culture community keeps local residents — and their discretionary dollars — in Chandler. Event attendee expenses, such as dining out, transportation and childcare, average $36 per person for locals and nearly $60 for visitors.
The City of Chandler strives to offer diverse programming, free and low-cost arts opportunities and family entertainment that represents our community.
Chandler Economic Development chandleraz.gov/ business/economic-development
Kim Moyers has been with the City of Chandler for 10 years and is currently the cultural development director, overseeing the Chandler Center for the Arts, Vision Gallery, Chandler Museum, Special Events and Downtown Redevelopment for the past five years. She has almost 30 years of experience in downtown development and redevelopment and is passionate about creating spaces where people can live, work and play.
DAILIES TOP STORIES
‘In Business Dailies’ Most Views Last 30 Days
Here are the stories with the most views over the past 30 days (prior to press time) that were features in our In Business Dailies. The In Business Dailies hit email inboxes twice each weekday — at 9:30 a.m. and updated at 4:30 p.m. Sign up today at www.inbusinessphx.com/dailies-signup.
Healthcare & Wellness | Cover Story | October 2024 Strategies for Businesses and Their Healthcare
by RaeAnne Marsh
“With more and more Arizonans looking to their employers to help them manage their health, employers feel the mounting pressure — because the landscape is changing,” observes Pam Kehaly, president and CEO of Blue Cross Blue Shield of Arizona. In fact, she reports nearly half our state’s population is covered by employer-sponsored health insurance — more than 3 million Arizonans.
Leadership & Management | Cover Story | September 2024 Leadership & Giving Back: Honoring
Our 2024 Women of Achievement
by RaeAnne Marsh
“If I’m not for myself, who will be for me, if not now, when; but if I’m only for myself, what am I?”
Taking a close look at the third part of this quote from Hillel, a noted Jewish philosopher who lived in the first century BC, we agree with the sentiment that doing good for others completes us as individuals.
Our Women of Achievement awards this year celebrate women who take that sentiment to heart and stretch outward with their talents and time to help build a community that fosters a better life for others.
Economy & Trends | inbusinessphx.com | August 20 2024 Thriving in Economic Downturns:
A Strategic Blueprint for Entrepreneurs
by Jan Yuhas, M.A., MFT and Jillian Yuhas, M.A., MFT
In the face of economic downturns, inflation, and uncertainty, entrepreneurs need to adopt strategies that ensure resilience and sustainable growth. While such times are challenging, they also present unique opportunities for businesses willing to adapt. Key to navigating these turbulent periods are strategies focused on diversifying revenue streams, leveraging relationship capital, investing in team development, and maintaining a long-term vision centered on the company’s core values.
ReadyTechGo Impact for Businesses and Local Economy
Phoenix leads manufacturing job growth in the Unites States, with more than 15,000 new jobs created in 2023 alone. Driving this growth is Arizona’s strategic location in the region, robust infrastructure and business-friendly environment that attracts investments and fosters innovation.
Manufacturing is projected to have a 1.3% increase in jobs by 2025, representing 4,985 new jobs in production for computer, technology and transportation equipment. This sector represents the largest job gains for one field, according to the Arizona Office of Economic Opportunity.
For the last three years, manufacturing curriculum has been in place for some colleges. The ReadyTechGo program was created to centrally align with Maricopa Community Colleges, Central Arizona College and Pima Community College, located in the Phoenix and Tucson metro areas, to provide a unified curriculum for both potential employers and employees.
As a result of the incredible growth and what is forecast to come, many local colleges have added curriculum to support training and develop a skilled workforce within these fields. For the first time, a centrally aligned, cohesive program has been rolled out at four colleges. The new program, branded as ReadyTechGo, is offered at Central Arizona College, Estrella Mountain Community College, Mesa Community College and Pima Community College.
The coordinated curriculum for ReadyTechGo was developed from industry standard certifications that had previously existed within four community colleges. The benefit of coordination is to further engage employers to understand their direct needs and bring
ReadyTechGo has experienced a 19.51% increase in enrollment at Maricopa County Community College District in the past year.
the manufacturing industry skills into the curriculum. Industry partnerships representing a range of advanced manufacturing employers in Arizona include Amkor, Boeing, Intel, LG, Energy Solutions, Lucid, TSMC and Westpharma.
The college districts have the capacity to enroll approximately 1,800 students per semester for both certificate and degree options of this Automated Industrial Technology training program that provides students with essential skills for jobs in advanced manufacturing, a growing industry characterized by technology and robotics. The curriculum is front-loaded, so students can be prepared for a job in as little as two weeks. Students can pursue further certifications in high-demand fields such as electric vehicles, semiconductors, medical devices and aerospace. The entire program can be completed in two years and culminates in an associate degree. During the last four years, approximately 2,100 students have completed certificate programs using this education.
Since 2011, Arizona has successfully landed 1,264 companies that have committed to creating more than 285,000 projected new jobs and more than $162 billion in new capital statewide.
With competitive wages in the manufacturing sector, these careers foster upward mobility and socioeconomic advancement.
As Arizona continues to outpace the nation in manufacturing growth, these large manufacturing companies will benefit from the locally developed talent while current Arizonans benefit from access to new industry opportunities and employment in the growing field. —Mark Gaspers, chair of Governor Hobbs’ Workforce Arizona Council (arizonaatwork.com/about/ workforce-arizona-council)
Local Standouts Recognized for Achievements and Philanthropy
ACHIEVEMENTS
GCON Inc. CEO Named Distinguished 2024 Phoenix Titan 100
Mike Godbehere, CEO and co-founder of GCON Inc. with more than 30 years of experience in the construction industry, has been recognized among Phoenix’s Top 100 CEOs and C-level executives. gconinc.com
Bryten Wins 2024 NAA Top Employers Award
Bryten Real Estate Partners, a Phoenix-based multifamily management and consulting company serving 11 states and more than 30 cities across the U.S., has been recognized for the third year in a row as a top ten employer by the National Apartment Association. livebryten.com
IMI Design Studio Clinches 7 Excellence Awards
Scottsdale-based IMI Design Studio took home seven big wins — including “Total Remodel,” one of its five firsts — at the recent ASID Design Excellence Awards. imidesignstudio.com
PHILANTHROPY
Avnet Supports St. Mary’s Food Bank with Time and Money
For a recent event under Avnet’s community engagement program, Avnet Cares, a group of 40 Avnet Cares volunteers (including some of Avnet’s global executives) packed close to 3,000 food boxes for seniors and emergency storage at St. Mary’s Food Bank. Additionally, Avnet made a donation of more than $6,000 to support the food bank’s mission throughout Arizona. avnet.com
JE Dunn Donates $100,00 to Fighter Country Foundation
JE Dunn Construction has gifted Fighter Country Foundation, a nonprofit military community organization that supports the community of Luke Air Force Base - the largest fighter wing in the United States Air Force — with one of its ten $100,000 grants as part of its community impact campaign, Building a Legacy: A Century of Generosity, that celebrates the company’s 100-year milestone. jedunn.com • centennial.jedunn.com
Lincoln Joins 9/11 Day to Pack Meals for the Hungry
Thirty-two employees from the Phoenix office of Lincoln Property Company participated in the recent Meal Pack for 9/11 Day, joining volunteers in 21 cities across the U.S. to pack nine million meals for those at risk of hunger in America. The cost of the food ingredients for the 400,000 meals packed by Lincoln employees for Phoenix residents in need was covered by an $11,000 donation made by the company in support of its team’s participation. lpc.com
Debunking the Myth of Sales Volume in Business Valuation
When it comes to selling a business, there’s a pervasive myth that increasing sales is the golden ticket to a successful sale. Sales is not the sole determinant of a business’s attractiveness to potential buyers. There are many other factors that can significantly impact the value of a business. Here are some examples of other aspects that potential buyers will consider when looking at a business.
PROFITABILITY TRUMPS SALES
Profitability is one such factor that often gets overshadowed by the obsession with sales. A business with soaring sales but minimal profits may not be as attractive to buyers as one with steady, sustainable profits. Buyers are interested in the bottom line — the cash flow that sustains the business and generates returns for owners. A business that can demonstrate consistent profitability is most often more valuable than one that relies solely on sales growth.
DON’T OVERLOOK THE QUALITATIVE FACTORS
Qualitative characteristics play a significant role in determining business value. Factors such as market share, depth of management, operational efficiency and intellectual property can greatly influence a buyer’s perception of a business’s value. A well-run operation with solid processes and procedures in place is far more appealing than one that is chaotic and disorganized, regardless of its sales figures.
A holistic, strategic approach that focuses on optimizing all aspects of the business is key to maximizing its value in preparation for a sale. By emphasizing profitability, operational efficiency and other qualitative factors, sellers can position their businesses as attractive investments that should command premium valuations in the market.
—Jane Johnson, CEO of Business Transition Academy, Inc. (businesstransitionadacemy. mybigcommerce.com), which educates business owners about exiting their businesses
The Crumbling of DEI
The headlines tell the story: Diversity, equity and inclusion efforts are being deprioritized by some of the world’s largest companies. A recent blow came from Lowe’s, which announced a pullback on its DEI initiatives aimed at LGBTQ groups, marking a concerning trend for a number of businesses that once championed these programs. Other well-known companies are following suit, signaling a broader retreat from the commitments they made at a time when such efforts were seen as imperative to supporting more inclusive workplaces. For many, it raises the uncomfortable question: Was this all simply virtue signaling?
At the height of social movements like Black Lives Matter, corporate commitments to DEI were trumpeted with fanfare and slick publicity. But, as the trend cycle moves on, some companies are showing their true colors. The recent cuts suggest these initiatives weren’t fundamental business practices but rather glossy responses to external pressures. If DEI was truly at the heart of corporate strategy, these initiatives would weather the storm of economic downturns or budget cuts. Instead, their rollback reveals a troubling lack of long-term commitment.
For current employees, particularly those from underrepresented or minority groups, these cuts come with real consequences. They are essential to creating an environment where diverse talent feels seen, supported and able to thrive. Without
At the height of social movements like Black Lives Matter, corporate commitments to DEI were trumpeted with fanfare and slick publicity. But, as the trend cycle moves on, some companies are showing their true colors.
these programs, companies risk reverting to a status quo that neglects the specific needs of employees from marginalized backgrounds. It sends a message: Diversity is not a priority, and the structures designed to support inclusion and equity are dispensable.
For companies making these cuts, the consequences may be long-term: losing diverse talent, undermining employee morale and eroding trust in their commitment to inclusivity. These are not mere budget adjustments; they are signs of a retreat from responsibility.
Genuinely prioritizing DEI means running initiatives beyond volunteer programs and CSR efforts to include practices such as unconscious bias in hiring and regular analysis of pay equity, while targeting diverse colleges and platforms will help to expand talent pools. It’s also essential to develop learning opportunities specifically for underrepresented groups to support career progression.
Ultimately, prioritizing DEI isn’t just about ethics — it directly contributes to long-term business success. A diverse workforce brings varied perspectives, creativity, and innovation, which drive better decision-making and problemsolving, critical factors in building a more resilient, adaptive, and prosperous organization. —Sarah Reynolds, CMO of HiBob (www.hibob.com) and an award-winning B2B SaaS marketing expert
Marketing & Security Must Work Together to Safeguard and Grow Brand Trust
Collaboration can help organizations preserve brand reputation amid rising data privacy and security concerns
by Mike Hunter
The importance of collaboration between an organization’s marketing and security leaders is the focus of the recently released report from the CMO Council, in partnership with KPMG, entitled “Marketing & Data Security: The Unlikely Brand Building Partnership,” which examines the marketing and security relationship and how marketing leaders can preserve brand reputation amid rising data privacy and security concerns.
The report found that 79% of chief marketing officers believe the marketing-security partnership is extremely or very important to acquire, maintain and secure customer data for competitive advantage. Yet, a third of marketing-security partnerships are not collaborating effectively.
This represents an opportunity for marketers and security pros to deepen their collaboration by overcoming such hurdles as misaligned priorities, inadequate understanding of roles and lack of communication, among others.
“A strong marketing-security partnership preserves brand reputation in an environment rife with privacy concerns, proving a strong security commitment can also help build the brand,” says Donovan Neale-May, executive director of the CMO Council. “Conversely, a weak partnership can lead to data disasters, which will erode brand reputation as well as customer and employee trust.”
Unlocking a modern marketing strategy requires alignment and collaboration between marketing, security and other C-suite peers. To strengthen the CMO-CISO partnership, CMOs should understand the widespread impact the marketing-
security partnership has on their business, both internally and externally; get granular when determining what efforts to take to ensure data protection; and prepare to be at the forefront of AI by acutely examining their data collection, storage and usage across functions.
“While marketing departments want to use AI, customer behavioral data and the Internet of Things to personalize customer interactions, they pose significant security risks,” says Bret Sanford-Chung, managing director of U.S. Marketing Consulting at KPMG LLP. “However, marketing and security can preserve brand reputation, ensure data-driven decision-making and deliver better customer experiences by collaborating on data security and marketing strategies.” And he adds to the to-do list itemized above: “It is important to invest in training and education to improve understanding and communication between marketing and security,” he says.
Orson Lucas, principal of Cyber Security Services at KPMG LLP, says, “The research highlights the critical need for collaboration between marketing and security leaders in order to safeguard and grow brand trust. By overcoming hurdles and deepening their partnership, marketers and security professionals can effectively address rising data privacy and security concerns, preserving brand reputation and ensuring competitive advantage.
METHODOLOGY
The report is based on a survey of more than 256 marketing leaders across industries and geographies. Additionally, we conducted indepth interviews with executives from Teradata, The Doctor’s Company, PSEG Long Island, Trustwave and others.
The Chief Marketing Officer Council is the only global network of executives specifically dedicated to high-level knowledge exchange, thought leadership and personal relationship building among senior corporate marketing leaders and brand decision-makers across a wide range of global industries. The CMO Council’s 16,000-plus members control approximately $1 trillion in aggregated annual marketing expenditures and run complex, distributed marketing and sales operations worldwide. In total, the CMO Council and its strategic interest communities include more than 65,000 global executives in more than 110 countries covering multiple industries, segments and markets. cmocouncil.org
KPMG LLP is a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited. KPMG is one of the world’s leading professional services firms and the fastest-growing Big Four accounting firm in the United States.
kpmg.com/us/en.html
THE OWL EDGE
“We went from me doing all the welding, fabrication, design, marketing, shipping and customer support, to where we are now,”
Willenborg says. The company has grown to more than 80 employees
“and more people are joining the team every month,” Willenborg says.
“Owl is fortunate to get some of the best welders in the country … because of word-of-mouth from other welders in addition to Owl incentivizing staff to put quality and creativity first, not just production rates,” he adds, noting, “Welding is as much of a science as it is an art.”
John Willenborg’s Vision of Adventure –How Owl Vans Is Changing the Game
‘Jack of all trades’ innovates solutions
by Holly Morgan
When it comes to business innovation, John Willenborg, founder of Owl Vans, has found his stride by being a “jack of all trades” rather than a specialist. While some might see this as a disadvantage, Willenborg argues that knowing a little about a lot allows for broader thinking, innovative solutions and the cross-pollination of ideas from different industries. This mindset is at the heart of Owl, a company that began as a passion project and has grown to become a leader in the adventure van market.
Willenborg’s journey began with skills he learned from his uncle, a Navy Seal and underwater welder. This experience instilled the value of hard work, which he applied to motorcycle racing and van customization. More than a decade ago, when Sprinter vans were new to the U.S. market, Willenborg built his own gear because no one else made it, and people constantly asked where he got his equipment. After selling his previous business, which made lenses for Apple, Willenborg turned his hobby into Owl, combining his passion for adventure with skills in manufacturing, product design and engineering.
Owl was not started as a van conversion company. Instead, Willenborg and his team focused on designing and manufacturing parts that could be sold to both van conversion businesses and end-users. “Custom is a four-letter word for us,” Willenborg says, emphasizing that their business model is about mass production and efficiency, not custom conversions. This approach has allowed Owl to differentiate itself in a market that often lacked quality products and customer service.
Willenborg observed that, while the adventure van market was growing, the products available were often poorly designed, with little attention to customer service. “We want to change all that,” he says. For Owl, good business means shipping same-day when possible, providing exceptional customer service and maintaining high standards of quality. This philosophy, inherited from his father, who was one of the first to offer same-day shipping back in the late ’70s and early ’80s, sets Owl apart from competitors.
One of Owl’s most iconic products, the Ladder Tire Carrier, is a perfect example of how the company innovates. It was initially inspired by a customer’s dilemma about whether to choose a ladder or a tire carrier; Willenborg designed a hybrid solution that addressed both needs. This product, which combines a ladder on the side and a tire carrier in the middle, has since become a standard for adventure vans worldwide. “We borrowed technology from other industries,” Willenborg says, “like adding motorcycle foot pegs to the ladder for added functionality.”
By listening to customers and refining the design repeatedly, Willenborg turned a basic concept into a market-leading product. The Ladder Tire Carrier exemplifies how Owl takes
feedback seriously, continuously improves, and leverages technology from various fields to enhance its offerings.
Owl has evolved from a one-man operation in Willenborg’s garage to a company with a 50,000-square-foot headquarters, partnering with major brands like Airstream, Winnebago and Mercedes. Now OEM on vehicles such as Storyteller, Owl’s physical stores provide a rare hands-on experience in the overlanding market. Owl currently has stores open in Portland, Ore.; northern and southern California; Denver; and Mesa, Ariz. A store in Austin, Texas, is set to open by the end of this year, to be followed by Salt Lake City; Bozeman, Ariz.; and locations in the Southeast, Northeast and Midwest.
As the trend of outdoor recreation continues to grow, Owl is positioned to lead the way. Willenborg believes the days of traditional vacations are numbered. Instead, people are choosing more active, immersive experiences closer to home — hiking, biking, camping and, of course, overlanding in adventure vans.
By expanding to 10 retail locations nationwide within the next 18 months, Owl is tapping into a market where in-person interactions still matter. Customers who are investing thousands of dollars in van accessories want to physically experience the products before making a purchase. “Expanding our physical footprint is a critical evolution for Owl,” Willenborg says.
Each retail location will not only showcase Owl’s cuttingedge products but also serve as professional installation centers, ensuring customers receive top-notch service. The company’s data-driven approach to selecting store locations near overlanding communities further bolsters its strategy for long-term growth.
This approach, combined with its brick-and-mortar strategy, innovation in product design and commitment to American manufacturing, sets Owl Vans on a trajectory toward becoming a $100-million company within five years.
Owl Vans owlvans.com
Photo courtesy of Owl Vans
Manufacturing Construction Growth
by Rusty Martin
The metro Phoenix manufacturing sector is thriving, attracting heavy-hitter industries as part of a North American surge that — between 2010 and 2023 — has tripled the nation’s average yearly manufacturing construction spend rate to $210 billion.
Reinforced by increased reshoring following the pandemic, U.S. manufacturing footprints have expanded, particularly in the semiconductor, electric vehicle, advanced manufacturing, data center, energy and life science sectors (industries that are further supported by the Chips, Infrastructure Reinvestment and Science acts).
Arizona has captured a notable portion of today’s $400 billion in U.S manufacturing investments — an outlay that, according to Newmark, will require at least 250 million square feet of new manufacturing
construction by 2030.
In the Valley, mega users like Taiwan Semiconductor Manufacturing Company and Intel are driving activity across the inventory ladder, as are emerging groups like them. In response, more than 16 million square feet of metro Phoenix industrial space was delivered during the first half of 2024 and another 32 million square feet is under construction, according to JLL.
We see this evolution in the Graycor pipeline, from our new state-of-the-art completion for chemical supply chain expert Rinchem (serving semiconductor, pharmaceutical, biotech and aerospace) to the Phase I delivery of Camelback 303, a Sunbelt Investment Holdings project adding 4 million square feet, including manufacturing capabilities, to the booming Loop 303 Corridor.
Also newly completed by our team: One million square feet of Class A industrial at IndiCap and Invesco’s Virgin Industrial Park along the Loop 303, and one-half-million square feet at SkyBridge, offering Class A industrial for skyrocketing aerospace-related demand at Phoenix-Mesa Gateway Airport. With even more investment on the horizon, Phoenix will no doubt continue to evolve as a manufacturing leader. Our team is aligned for that growth — ready to continue to solidify this market’s position on the national stage. —Rusty Martin, general manager at Graycor Construction Company (www.graycor.com)
Warehouse Spec Available in Deer Valley
Sun State Builders recently completed construction on a 43,672-square-foot building for Hopewell Development in the Deer Valley Technology Park at 2908 W. Deer Valley Road. It is a warehouse with 24-foot ceiling heights and an office suite. Construction began on the masonry ground-up spec project in early January and it is now available for lease. —Mike Hunter sunstatebuilders.com
Surprise Industrial Features Rail Access
Newly completed by JLL for Mohr Capital, West Summit at Surprise is a 707,380-square-foot, Class A industrial development in Surprise, Arizona. The project, comprised of two state-of-the-art buildings, is located less than five minutes from loops 101 and 303 and the Northern Parkway. Foreign Trade Zone capable, it sits on almost 47 acres with sought-after rail access to metro Phoenix’s rapidly expanding BNSF Railroad network. —Mike Hunter jll.com
Buckeye Industrial Site Has Assured Water Supply
Arizona Land Consulting, the Valley’s leading female-owned real estate consulting firm, has closed on a $20 million acquisition in Buckeye, Ariz. Located on West Southern Ave. and South Rooks Road, the 131 acres of land is zoned for industrial purposes. The site is equipped with a Certificate of Assured Water Supply, which allows this prime piece of real estate to be subdivided into multiple facilities. —Mike Hunter arizonalandconsulting.com
If you have news to share about the semiconductor industry in Arizona, email us at semiinsights@ inbusinessphx.com
Down but Not Out
Intel’s Arizona fabs remain central to its global strategy
by Stephanie Quinn
Intel, a key player in the global semiconductor industry and an anchor for Arizona’s tech economy, is at a critical juncture. Despite financial challenges and significant layoffs announced earlier this year, Intel’s future remains tied to the success of its Arizona operations, particularly its massive investments in Chandler. These new fabs, built as part of a larger strategy to secure domestic chip manufacturing, could reshape both Intel’s fortunes and Arizona’s economy.
In 2024, Intel announced layoffs of 15% of its global workforce, approximately 15,000 jobs, amid an ongoing effort to restructure and cut costs. However, the company has reassured stakeholders that its new Arizona fabs are integral to Intel’s future plans and will not be directly affected by the workforce reductions. In fact, the new fabs in Chandler are expected to continue ramping up production, bringing much-needed capacity online at a time when semiconductor demand is high, especially with the rise of artificial intelligence technologies.
“Intel has to get Arizona up and running at full speed,” notes Dean Freeman, industry analyst. “This is crucial for both their AI and foundry businesses, as well as to compete with major players like Taiwan Semiconductor Manufacturing Company.”
Intel’s Arizona fabs are central to its global strategy. As of 2024, Intel is focused on achieving full operational capacity at its Chandler facilities, including some of the world’s most advanced semiconductor manufacturing technology. These fabs are set to produce next-generation chips, including at the critical 0.18-micron technology node, which is key to AI and advanced computing applications.
Intel’s Arizona operations also play a crucial role in the company’s attempt to challenge TSMC’s dominance in the foundry business. While TSMC has a stronghold in Arizona with its own $12-billion fab in Phoenix, Intel’s Arizona fabs are seen as a critical step in securing a larger share of the foundry market — offering chip production services to other companies, including major U.S. tech players like Amazon Web Services and Microsoft.
“Arizona is essential for Intel’s competitiveness in the semiconductor space,” says Freeman. “These new fabs will provide the capacity needed to keep up with global demand and secure Intel’s position in the U.S. semiconductor supply chain.”
Intel’s Arizona expansions have been bolstered by federal support, including billions in funding from the CHIPS and Science Act. This legislation, passed in 2022, allocated $53 billion to reinvigorate the U.S. semiconductor industry, reducing dependence on foreign manufacturers and bolstering domestic production capabilities.
For Arizona, the CHIPS Act represents not only a financial windfall but also a long-term strategic investment in the state’s economic future. With its desert landscape transforming into a hub for advanced manufacturing, Arizona is positioning itself as a leader in the global semiconductor industry.
Intel’s ongoing expansion in Chandler is part of this broader vision, one that includes the creation of thousands of highpaying jobs and a stronger local economy. As Intel ramps up production, the ripple effect on Arizona’s economy will be significant, impacting sectors ranging from construction to logistics to local service providers.
While the semiconductor industry is facing global challenges, including supply chain disruptions and geopolitical tensions, Intel’s investment in Arizona is a clear signal that the U.S. is committed to strengthening its domestic manufacturing base. By bringing more chip production back to the U.S., Intel and other industry leaders are helping to reduce the vulnerability of global supply chains, especially for critical industries like defense, healthcare and automotive.
For Arizona businesses, the impact of Intel’s expansion is hard to overstate. The state’s semiconductor sector is poised for continued growth, with new opportunities emerging for local suppliers, contractors and service providers. From the silicon wafers that must be shipped to the fabs, to the advanced materials used in chip manufacturing, Arizona’s entire business ecosystem stands to benefit.
“Intel’s Arizona operations will have a positive multiplier effect on the state’s economy,” says Freeman. “As production ramps up, more materials will be needed, more services will be required, and the demand for local talent will increase. It’s a win-win for both Intel and Arizona.”
Despite its challenges, Intel remains one of the largest microprocessor manufacturers in the world, and its Arizona fabs are critical to maintaining that leadership. However, the road ahead is not without obstacles. The company must navigate a competitive landscape, with rivals like AMD and NVIDIA encroaching on its market share, particularly in the lucrative AI space.
Still, Intel’s investment in Arizona represents a vote of confidence in the state’s role in the future of semiconductor manufacturing. With its advanced technology, skilled workforce and strategic location, Arizona is uniquely positioned to play a key role in reshaping the U.S. semiconductor landscape.
Intel intel.com
Intel’s Arizona fabs are set to produce next-generation chips, including at the critical 0.18-micron technology node, which is key to AI and advanced computing applications.
In Arizona, innovation is everywhere. The Arizona Commerce Authority is proud to support startups at all stages through a comprehensive suite of programs and partners. The Arizona Innovation Challenge, Venture Scale, Venture Raise, Venture Start and Plug and Play accelerateAZ connect founders to mentors, partners, investors and other capital to grow their ventures.
Learn more about how Arizona prioritizes innovation at azcommerce.com/start-up.
ASU’s SWAP Hub Projects Secure $30 Million in Federal Funding
The Southwest Advanced Prototyping Hub, based at Arizona State University and comprised of more than 170 members — 75 large companies, 28 academic institutions and more than 60 small businesses — has been awarded nearly $30 million in federal funding for five projects aimed at strengthening U.S. semiconductor manufacturing. Hubs such as this serve as a crucial link between initial research and large-scale commercial production, ensuring the U.S. remains competitive in the global semiconductor market.
The funding, announced by the U.S. Department of Defense as part of the CHIPS and Science Act, underscores Arizona’s role in boosting national security and advancing technological innovation.
ASU President Michael Crow said of the project awards, “Arizona State University has been an advocate for a collaborative approach to making America competitive globally in this vitally important industry, and we strongly believe that universities have a critical role to play in our nation’s success.”
These projects, part of the Microelectronics Commons initiative, are designed to bridge the gap between research and commercial production, focusing on reducing reliance on foreign microelectronics. Arizona, with its rapidly expanding semiconductor sector, is now home to one of the fastest-growing tech clusters in the country, attracting more than $100 billion in private investment.
The projects include advancements in wireless systems, secure processors for military applications and space-based artificial intelligence computing. Each project is a collaboration between industry leaders such as NXP, Raytheon and Sandia National Laboratories and emphasizes the development of next-generation technologies that will serve both commercial and defense sectors. —Stephanie Quinn
New Legislation Clears Path for Arizona’s Expanding Chip Industry
Arizona Senator Mark Kelly’s bipartisan Building Chips in America Act — a critical piece of legislation aimed at cutting the bureaucratic red tape that slows down the construction of semiconductor factories in the U.S. while proclaiming to maintain the bedrock protections for clean air and clean water — was signed into law by President Biden on October 2nd. The enactment of Kelly’s bill will prevent unnecessary delays in the construction of microchip manufacturing facilities supported by the CHIPS and Science Act by streamlining environmental reviews for semiconductor projects, allowing new facilities to get up and running faster.
For Arizona, this bill comes at a critical time. With its rapidly expanding semiconductor industry, the state is positioning itself as a key player in America’s quest for technological self-sufficiency. Local businesses should take note of what this legislation means for the state’s economy and workforce.
“The result is smart, effective policy that will maximize our efforts to bring microchip manufacturing back to America by preventing unnecessary delays to getting these factories built. That’s important to our economy,” says Senator Kelly, “especially in Arizona, where it means tens of thousands of great paying jobs, and it’s important to our national security, reducing our reliance on foreign supply chains for this critical technology.”
The growth of the semiconductor industry has already brought billions in investment and thousands of new jobs to Arizona. Intel, a longtime Arizona presence, and Taiwan Semiconductor Manufacturing Co., a more recent entrant, are both undertaking multi-billion-dollar expansions — in Chandler and north Phoenix, respectively. These projects have received significant federal support through the CHIPS and Science Act, which was signed into law in 2022 and provides $53 billion to bolster domestic semiconductor manufacturing.
However, despite these investments, building semiconductor plants is no simple task. Environmental reviews, regulatory approvals and construction timelines often slow the process, delaying production and hindering the U.S. from meeting the growing demand for chips. This is where the Building Chips in America Act comes into play.
The law aims to address delays caused by lengthy environmental reviews. Currently, semiconductor manufacturers face months, if not years, of waiting for approval to break ground on new facilities. The new law will fast-track this process, reducing the time it takes to get new factories online.
“In order to remain globally competitive in semiconductor manufacturing, we must cut red tape to fuel the completion of critical facilities and projects,” says Arizona Sen. Kyrsten Sinema, a cosponsor of the bill.
The semiconductor industry’s growth impacts not just the tech sector but also construction, logistics and various service providers. Since the passage of the CHIPS and Science Act, more than $60 billion in private investment for 38 semiconductor projects has been announced in Arizona.
These projects are expected to create thousands of direct jobs — many of them high-paying roles that don’t require a college degree — as well as tens of thousands of indirect jobs in industries like construction and transportation. Local suppliers, contractors and service providers stand to benefit from the increased activity, with ripple effects that could boost the state’s economy for years to come.
Arizona’s leadership in semiconductor manufacturing also has the potential to attract more businesses to the state. As more companies in the semiconductor supply chain look to establish U.S. operations, Arizona’s favorable business climate, skilled workforce and growing tech ecosystem make it a prime location for future investments.
While the economic benefits of semiconductor expansion are clear, lawmakers stress that the issue goes beyond dollars and cents. Semiconductors are vital to national security, and the U.S. currently lags in domestic production. Once accounting for 37% of global semiconductor manufacturing, the U.S. now produces just 12%. The reliance on foreign manufacturers for these vital components leaves the U.S. vulnerable to supply chain disruptions, whether caused by natural disasters, political instability or trade disputes.
With Arizona at the forefront of America’s semiconductor resurgence, the streamlined process is hoped to lead to faster timelines for new projects, bringing jobs and economic growth to the state sooner than expected. —Stephanie Quinn
Building Chips in America Act congress.gov/bill/118th-congress/senate-bill/2228
Photo courtesy of Samantha Chow/ASU
Arizona Senator Mark Kelly’s bipartisan Building Chips in America Act was signed into law by President Biden on October 2nd, streamlining environmental reviews for semiconductor projects.
WELL, WELL, WELL
Bioscience Hub at Park Central Strengthens Phoenix’s
International Medical Ties
Park Central and the Phoenix Medical Quarter recently launched a groundbreaking partnership with leading neurologists from Vietnam and Barrow Neurological Institute.
This cross-training and educational collaboration, initiated through key discussions held by Plaza Companies principals and Barrow Neurological Institute with the McCain Institute, signifies a new era of international cooperation in the medical field and another example of the impact of the Phoenix Medical Quarter in the heart of the community.
The program is the start of an ongoing relationship. Esteemed fellows Dr. Pham Quang Tho and Dr. Nguyen Minh Anh were the first to be welcomed to spend a month at Barrow as part of this exchange, with three additional healthcare experts following them in recent weeks and more in the future. Barrow Neurological Institute, a global leader in neurological care, research and education, has an active role at Park Central and the Phoenix Medical Quarter, creating an ideal platform for fostering such international ties.
“This program is the direct result of the McCain Institute’s meetings in Vietnam, where we explored how to integrate cutting-edge medical practices from Arizona with the remarkable progress being made in Vietnam,” said Sharon Harper, chairman and CEO of Plaza Companies, co-developer of Park Central in the Phoenix Medical Quarter and a McCain Institute trustee. “Barrow’s work is truly international, and this partnership reflects our commitment to sharing expertise and fostering innovation globally.”
“Barrow Neurological Institute is proud to be the host organization for stroke physicians from the Bach Mai National Hospital in Hanoi, Vietnam,” said Huiam Mubarak, MD, director of the Barrow Global Neurology Program. “This visit aligns with Barrow Global’s mission to provide a learning environment to improve the neuroscience health care of underserved populations across the globe. We aim to inspire neuroscience physicians and surgeons, advanced practice nurses, scientists and students by making world-class education and training accessible.” —Mike Hunter
Chronic Condition Management: Employer Strategies for Better Health
The rising prevalence of chronic disease is causing employers to rethink their workplace healthcare benefits. A condition is considered chronic when it lasts longer than a year and requires ongoing medical attention or limits daily living activities, such as heart disease, stroke, diabetes or hypertension.
According to the CDC, six in 10 U.S. adults live with at least one chronic disease, and four in 10 have more than one. Many of these health conditions are preventable through early detection and lifestyle management of risk factors such as smoking, poor nutrition, physical inactivity and excessive alcohol use.
A COMMON PROBLEM AMONG A DIVERSE WORKFORCE
More older Americans remain employed today than ever before, and this population is uniquely impacted by chronic disease. But younger adults also contribute to these climbing numbers — a staggering 54% of people ages 18–24 have at least one chronic condition.
Because many people rely on employer-sponsored healthcare coverage for themselves and their families, businesses are under more pressure to deliver supportive benefit solutions and control healthcare costs amid demographic shifts and rising disease rates.
THE COST BURDEN OF CHRONIC ILLNESSES
The rise in chronic diseases poses a substantial economic burden to businesses via direct and indirect costs. Direct expenses include the healthcare costs related to their treatment and management. Out of the $4.5 trillion in annual healthcare spending, an astonishing 90% goes to treating chronic and mental health disorders.
Indirect costs associated with chronic conditions include productivity losses and missed workdays. One study estimates this at a $575 billion annual cost to U.S. employers. This economic strain is worsened by the increased likelihood of employees with chronic conditions being either absent, or present but underperforming, due to their health issues. The burden of chronic disease in the workplace has created a ripple effect that impacts overall business performance.
Because of this, employers have a vested interest in helping address chronic diseases. It’s not just a matter of supporting employee well-being; it’s crucial to safeguarding the organization’s bottom line. Investing
Out of the $4.5 trillion in annual healthcare spending, an astonishing 90% goes to treating chronic and mental health disorders.
in comprehensive health and wellness programs and flexible work arrangements can mitigate these costs by improving employee health outcomes and downline presenteeism and productivity.
NOVEL CHRONIC CONDITION MANAGEMENT PROGRAMS ARE POISED TO HELP
According to the CDC, wellness strategies that encourage regular physical activity, healthy eating and stress management are an effective way for employers to reduce the impact of chronic disease on the workplace. Flexible work arrangements and access to support systems, like counseling and chronic disease management programs, can also help increase productivity and lower care costs.
David, an Arizona middle school teacher, is just one success story from this holistic and specialized approach. He struggled to manage his Type 2 diabetes for years. Despite injecting insulin multiple times a day, he continued to gain weight as his health declined. He even suffered a stroke before he signed up for a virtual diabetes reversal program offered through his employer-sponsored Banner|Aetna health plan. The insurer’s evidencebased approach uses personalized nutrition therapy, continuous remote monitoring and on-demand support from an expert care team to help those with Type 2 diabetes live healthier lives. Since starting the program in 2022, David lost 45 pounds and lowered his blood sugar levels to a healthy range.
The above is an illustrative example based on real Aetna member experience, underscoring the powerful impact employers can make when they offer targeted wellness and chronic condition management programs to their staff. When employees are healthier, they utilize fewer health care services and are more likely to bring their best selves to work.
INVESTING IN A HEALTHIER WORKPLACE
The increasing rate of chronic diseases presents a complex challenge for employers. That’s why it’s critical to evaluate current workplace benefit strategies and their impact on employees’ lives. By adopting comprehensive health and wellness programs that address the root causes of common chronic illnesses, business owners can support employee well-being and ensure a more sustainable future for their company and their bottom line. —Tom Grote, CEO of Banner|Aetna (www.banneraetna.com)
The Intersection of Fleet Management Technology and Customer Satisfaction
Field service fleet managers face many complex challenges. From managing fuel costs to monitoring driver behavior for safety and compliance, they need the help of holistic fleet management software. However, technology alone isn’t enough. Fleets require more than just a vendor — they need a technology partner invested in their long-term success. The integration of advanced telematics systems, for example, offers fleet managers real-time data insights that go beyond monitoring vehicles and drivers. These systems help proactively solve problems, improve safety protocols and streamline operations across the fleet.
Choosing the right telematics partner starts with selecting one that understands fleet operations are constantly evolving. It’s not just about providing hardware and software but integrating these solutions into existing workflows. The best partners don’t stop at installation — they provide expert support through every phase, ensuring fleets can continuously improve their operations. This includes comprehensive training, real-time data dashboards tailored to specific fleet needs, and proactive problem-solving.
Fleet managers using advanced telematics systems benefit from a more holistic view of their operations. With custom KPIs and alerts to track critical events, managers can make data-driven decisions to optimize fuel usage, avoid unexpected downtime by automating maintenance schedules and enhance driver safety with in-cab AI dashcams. A true telematics partner also helps simplify compliance by providing visibility into safety metrics, inspections, and regulations.
The result? A tailored approach that drives efficiency, safety and cost savings while positioning fleets for long-term growth. Instead of simply purchasing a solution, fleet managers gain an ally in their journey toward operational excellence and foster a culture that creates ongoing progress. In an industry where every second counts, having the right technology partner can drive sustainable growth and help fleets confidently navigate the road ahead. —Erin Gilchrist, VP of Fleet Evangelism at IntelliShift (intellishift.com)
Marketing Strategies in a World Of Opt-Outs
By now, the phrase “reject all cookies” is more closely associated with browsing the internet than dieting.
In June, Google announced it would allow users of the Google Chrome browser to opt-in or opt-out of third-party data collection, effectively reversing its earlier decision to phase out third-party cookies in the second half of 2024. Businesses tracking users of Chrome, the No. 1 browser in the world, can expect to feel the effects of these opt-outs in keeping with a longstanding trend.
Since May 2018, European Union consumers have gotten familiar with the General Data Protection Regulation, which limits how companies collect and use personal data online. California’s own version of the law — the CCPA — has similarly protected consumers in the largest U.S. state by population. Virginia, Utah, Colorado and Connecticut have also allowed for opt-outs in recent public policy decisions.
The upshot for digital marketers is the same: a forced shift away from cookie-based tracking in digital media campaigns wherever consumers can opt out.
This transition requires organizations to adopt more innovative strategies that gather first-party data in marketing efforts, contextual targeting, and implementing Conversions API for platforms like Meta (Instagram/Facebook) and LinkedIn to enhance data accuracy and privacy compliance.
Here are six strategies behind successful media campaigns for a “cookieless” future:
1. Embrace First-Party Data: Focus campaigns to have Landing Pages encouraging first-party data collection, including form fills, download and contact inquiries, CRM data, and analytical data collection. Also, put deeper focused efforts on custom-list targeting in digital and social, marketing automation/ email marketing and remarketing efforts.
2. Implement Conversions API for Meta Platforms (Facebook, Instagram): This allows for the transmission of events like purchases, signups and other actions without relying on browser
The trend in consumer data protection regulation is to limit how companies collect and use personal data online.
cookies. This process ensures more accurate tracking of user interactions while respecting user privacy practices.
3. Utilize LinkedIn’s Insight Tag and Conversions API: This allows conversion data to still be extracted, bypassing the need for third-party cookies and providing a more reliable method for measuring ad performance and targeting audiences on LinkedIn.
4. Contextual Targeting: This shifts more focus to more contextual-based targeting for digital display and native ads, allowing marketers to place ads based on the content of the website instead of user behavior and retargeting ads. This method respects user privacy while still delivering relevant ads. The key is to identify the correct content categories and keywords to target audiences effectively.
5. Behavior Modeling: Instead of targeting based on what they do once hitting the client Landing Pages, create audiences based on user behaviors in-platform. For example, it’s possible to retarget audiences if they watch a video ad for a certain length of time or view a previous LinkedIn image ad in a dedicated timeframe. Creating audiences in this way allows marketers to retarget audiences who already took deeper actions and engaged with messaging previously.
6. Platform-Based/Third-Party Audience Targeting: Targeting based on platform-known audience data — job titles, functions, companies, gender, age, geographic locations, interests, behaviors — is audience creation that we utilize that will not be affected by these changes. This ensures that we can still reach these audiences and then find unique ways to keep communicating with them. —Andrea Ness, media strategy and oversight director at ddm marketing+communications (teamddm.com), who, with more than 22 years of experience in marketing and public relations, has driven significant growth in building strong media, social and digital teams for marketing agencies and organizations
The Culture
Business of Arts &
by RaeAnne Marsh
“Arts and culture is a significant industry in Arizona,”
says Chris Camacho, president and CEO of the Greater Phoenix Economic Council, citing numbers that support the statement: The sector represents 3% of the state’s total GDP, employs more than 84,000 individuals and in 2022 added $14.2 billion to the economy. That last figure, he notes, is “nearly as much as agriculture, mining and education combined.”
Peter Kjome, president and CEO of The Phoenix Symphony, observing that numerous studies have reinforced the importance of the arts and culture sector, points to a recently released Arts & Economic Prosperity study conducted by Americans for the Arts indicates that the arts and culture sector at the national level generated more than $150 billion of economic activity in 2022. Bridging it to the local level, he says, “In Arizona, the impact was measured as over $1.1 billion, including over $500 million in spending by arts and culture organizations and nearly $600 million in event-related expenditures by audiences.”
The new, technically sophisticated, 500-seat, Broadway-sized theatre at The Phoenix Theatre Company in Central Phoenix. Photo courtesy of The Phoenix Theatre Company
In addition to arts and culture being what she calls “a massive economic engine on its own,” Children’s Museum of Phoenix director Kate Wells notes that, in Arizona alone, the arts economy provides hundreds of millions of dollars in revenue, and tens-of-thousands of jobs. “Vibrant arts communities attract and retain workers; drive tourism; and create livable, desirable communities with high qualities of life. All the benefits that the arts bring to business they also bring to each and every one of our lives,” she says. “And don’t we all want to live in a place that has an amazing quality of life?”
Camacho points to a multiplier effect of investment in this sector.
“Arts and culture in the City of Phoenix during fiscal year 2023 generated $92.5 million in total tax revenue, on top of more than $323 million in household income and 7,686 jobs supported,” he says, adding, “There is significant opportunity to amplify visibility on our creative economy, not only locally, but at the national and global level. This benefits industry growth beyond the sector itself.”
Affirming this view from one of the state’s leading economic development organizations, Jeremy Mikolajczak, the Sybil Harrington Director and CEO of the Phoenix Art Museum, says, “Arts and culture are equally important to every other sector in the state and have been a driving force behind why people move to the Valley – just as equal to the landscape, outdoor opportunities, and weather. Regardless of how you put it, we are a large economic driver and economy within the state. We support the richness of a place and, as we consider more and more diverse individuals coming to the region from other parts of the
country and world, we provide those new employees and residents with the opportunity to feel represented and build community.”
There is the aesthetic benefit Phoenix Mayor Kate Gallego describes: “The arts inspire and bring joy to residents; they beautify public spaces and strengthen community pride and identity.” But she notes that arts and culture organizations are also businesses. “They employ people locally, purchase goods and services from nearby businesses, and produce authentic cultural experiences that are magnets for visitors, tourists, and new residents. Event-related spending by their audiences generates valuable revenue for local merchants — dining in a nearby restaurant, paying to park or for a rideshare, shopping at local retail stores, and enjoying dessert after a show — a value-add few industries can compete with.”
Driving home that point, Camacho says, “Engaging in the arts keeps funds within the community and multiplies spending across local businesses. … In the City of Phoenix, event attendees spent nearly $45 extra per event beyond the cost of admission, important income for local businesses and city revenues.”
Furthermore, Camacho notes, this sector is not only a significant economic driver on its own but directly contributes to the perception, experience and identity of our region and fuels innovation across industries. “Within GPEC’s business attraction efforts,” he shares, “companies are consistently interested in understanding the cultural and creative environment and opportunities for their employees, driven by this sector.”
"The arts inspire and bring joy to residents; they beautify public spaces and strengthen community pride and identity."
Mayor Kate Gallego
Vincent VanVleet, executive director of The Phoenix Theatre Company, believes arts and culture are critical to business because they contribute significantly to the economic vitality of a city. “They attract cultural tourists, who spend more and stay longer, boosting local businesses from hotels to restaurants to retail. Moreover, a vibrant arts scene enhances quality of life, which is a major factor in attracting and retaining a talented workforce,” he says. “Companies want to invest in cities where their employees have access to rich cultural experiences. The arts inspire innovation and creativity, traits that are essential for a thriving business community.”
In addition to its role in attracting business investment, and enriching the lives of people who choose to invest and make their home here in Arizona, “The arts & culture sector provides important
PHOENIX IS AN ARTS CITY
“We live in a remarkable city with an amazing spirit of optimism,” Kjome says. “That is how we feel about our future at The Phoenix Symphony, and about the future of the arts in Phoenix and Arizona. We have amazing opportunities to enrich lives through the arts in our great city.”
“Phoenix is an arts city,” says Mayor Gallego. “Everywhere you look, you can see that in action: beautiful murals on the sides of buildings, incredible yet practical works of art that double as shade structures, pop-up exhibits and concerts — and much more. We have incredible talent here and are home to some of the best artists in our country. We also have top-tier museums — international leaders like the Museum of Musical Instruments. And our youth arts organizations are some of the best in the nation and have produced national stars, including Emma Stone.”
Camacho cites additional evidence that creative talent is strong in Arizona: “With the proliferation of diversity providing unique voices and perspectives, SMU’s national Art Vibrancy Index rated independent artists and arts, culture and entertainment firms in Maricopa County in the 93rd and 92nd percentiles, respectively, comparable to cities like Boston and New Orleans, according to 2022 data,” he says. “This is fueled in part by strong arts education across the state, with 88% of schools offering arts courses and 73% of students enrolled” in grades pre-K through 12, in 2022.
Says Mikolajczak, “Comparatively, Phoenix is incredibly rich with talent throughout the creative sector. It is one of our strongest assets as well as economies in the region.”
And VanVleet notes, “The Phoenix Theatre Company is proud to not only attract top-tier local and visiting talent that rivals those of major cities like Chicago, Los Angeles and New York, but also to nurture and showcase homegrown talent. Our Summer Camp program has been a springboard for young performers, with several of our campers going on to be cast in our productions, creating a fullcircle moment that enriches our artistic community.
“Our audiences are equally remarkable,” VanVleet continues, “with many patrons holding subscriptions for over a decade — some even
opportunities to foster diversity, equity and inclusion — creating a welcoming environment that, in turn, helps to support and promote growth,” Kjome says.
“If you look at some of the nation’s most successful cities over the past two decades, those metro areas often have invested in the so-called ‘creative class,’” says Dr. Gerd Wuestemann, president and CEO of Scottsdale Arts. “From Austin to Chattanooga, Nashville to Atlanta, commerce and culture are intrinsically interconnected. Today’s tech-heavy companies rely on attracting creative thinkers, and creative thinkers are attracted by cultural life to balance work. As the Valley has become a destination for start-ups and tech hubs, I think investing in the intersection of creativity and business just makes good business sense.”
more than 20 years. Their unwavering support and loyalty speak to the quality and impact of our productions. Phoenix may not have the same national visibility as other cities, but our talent pool is deep, and our passionate, dedicated audience continually proves that the Valley is a vibrant and thriving cultural hub.”
“We continue to strive to build support and pride in our arts and cultural institutions and individuals, as well as the yearning to share that with the millions of visitors to our state every year,” says Mikolajczak, adding, “We are at our best when supported by the local community as well as tourists.”
Wells, pointing out that the Children’s Museum offers a first opportunity for families to dip their toes into cultural experiences with their young children, notes, “We work really hard to introduce families to other arts and cultural opportunities in the community — it’s the ‘rising tide raises all ships’ philosophy. We are doing our part to create a pipeline of future audiences, one preschooler at a time!”
Our strong local audience is amplified by tourists, according to figures Camacho shares: The City of Phoenix had 6 million attendees of related events in 2022, according to the Arts & Economic Prosperity 6 report, 676,000 of whom were out-of-state. Between Arizonans and tourists, there was more than $266.7 million in eventrelated spending.
“As the fifth-largest city in the country, Phoenix boasts all the major arts-and-culture-focused institutions of our counterparts in the largest cities,” says Mayor Gallego. These include a full-time symphony, ballet and opera companies and award-winning museums highlighting art, history and specialty exhibitions. “Beyond these major institutions, the City of Phoenix grants funds to over 100 arts organizations across the entire city,” she adds, noting, “The arts are not only a cultural asset but also a significant industry in Phoenix — one that generates a staggering $449.9 million in total economic activity, engages and serves residents, and draws more than 8 million visitors annually.”
“As a major metro area, we certainly have the audience base one would expect,” says Dr. Wuestemann. “I believe that our
audiences generally trend toward less formal and more engaging arts experiences — more the equivalent of casual table setting than white tablecloth dining, so to speak.”
Noting that “We always keep the audience in mind, Mikolajczak points to the Phoenix Art Museum’s long history of bringing blockbuster exhibitions to the Valley. “The pandemic shifted how the global art world approaches the formation of ‘blockbusters,’ and audiences are demanding something a little more than previously presented,” he says. “We don’t find it difficult or challenging to bring some of the most important artists and art throughout history to the museum, but how we select, interpret and present it is certainly on a different scale and in different forms.”
For instance, he shares, “We have had an incredible response from the community regarding the types of art we exhibit, including exhibitions such as ‘Barbie: A Cultural Icon’ and ‘Mr.: You Can Hear the Song of This Town’ — recent audience favorites. For Phoenix Art Museum, we can appeal to many audiences throughout our galleries, and, for us, it is about balance. As a community-centered institution, we can provide a connection to the global world of art and historical movements, appeal to the many ‘fashionistas’ as one of few costume institutes in the country, highlight the incredible artists of Arizona through our annual awards and exhibition program, as well as appeal to populist forms of art including anime, cars, film, technology and popular culture. One thing that certainly rings true in attracting audiences, especially post-pandemic, is that they want high-quality, impactful experiences that are authentic and representative of an evolving and exciting city.”
Mikolajczak notes also that new technologies play a role in decision making, especially with contemporary artists. “Phoenix is a relatively new audience for many artists and museum colleagues, so it is exciting for many to consider presenting exhibitions and projects at the museum,” he says, citing as example the forthcoming large-format dual exhibitions highlighting the work of world-renowned artist Charles Gaines. “Charles could show and present projects at any major institution throughout the world, but with Phoenix rapidly expanding and evolving as a global city with robust community engagement and large swaths of people coming to the Valley as tourists or on business endeavors, we are an appealing museum and region to the artist, especially with the added aspect that the project debuts an entirely new body of work that focuses on the Arizona cottonwoods.”
However, in terms of talent development, Dr. Wuestemann believes we are “decidedly lagging” behind other large metro areas. “Given our location as a gateway to Latin America, along a culturally rich Sunbelt corridor, we need to do a better job supporting emerging artists in their career development and performance opportunities,” he says.
In that respect, he says, “I think a major part of career development is providing performance opportunities for local talent.” He anticipates Scottsdale Arts’ upcoming, intimate-yet-state-of-theart Ziegler Theater will become a venue not only for major national touring artists, ranging from jazz to chamber music, singersongwriter to global music, but “will also become a hub for launching emerging local artists onto a viable career path, enabling them to take their performances to the next level.
“In addition to these opportunities,” Dr. Wuestemann continues, “our upcoming ArtSpark career development program will support artists with stipends, work/rehearsal spaces and classes to develop business plans, self-promotional tools and management/ contract experience.”
Mikolajczak also addresses the ongoing need for this sector to grow. “At Phoenix Art Museum,” he says, “we’ve focused a lot on recruiting, nurturing, retaining, and providing advancement opportunities for new and existing talent, both professionally in our workforce and in the local artists community.”
For example, Phoenix Art Museum has shifted its priorities by investing in the retention and support of its staff as well as recruiting locally. “In Phoenix,” says Mikolajczak, “we are fortunate to have great educational institutions, including ASU and Maricopa County Community Colleges, in which we have existing relationships, and working with others, to explore multiple advancement opportunities. Additionally, we have identified ways to support and promote existing team members to new roles at the institution.”
As for nurturing new talent within the artistic community, Mikolajczak says, “We’ve made great investments in the annual Arizona Artists Awards program, including hiring a dedicated curator for community art initiatives and a curator of community engagement. We’ve also substantially increased our monetary awards given to the Scult Award winner (established artist — $20,000) and Lehmann awardees (two emerging artists — $10,000 each), in addition to establishing baseline compensation for artists who provide services at the Museum.”
ENSURING ARTS & CULTURE INTO THE FUTURE
“A successful arts landscape requires a whole-of-society approach,” says Mayor Gallego. This approach, she believes, comprises strong community engagement, a caring ecosystem, selfstarting artists and entrepreneurs, collaboration between the public and private sectors, and inclusive policies. For its part, the City of Phoenix invests about $25 million annually in the arts. “These resources, coupled with elected leaders who truly prioritize the arts, can make a huge difference,” observes Mayor Gallego. Referring to the election last fall, when “Phoenix residents overwhelmingly voted to pass our first General Obligation Bond in 16 years — dedicating $50 million to the arts,” she says, “We could not have passed the Bond without help from key partners who got the word
out, hosted events and demonstrated the power of what they do: Artlink Inc., Valley Youth Theater, Phoenix Theatre, the Children’s Museum, Xico and more.”
Noting, “The State of Arizona has dramatically cut the city’s budget, which constrains our ability to provide services, Mayor Gallego points out the city supports many arts organizations that have a statewide impact: The City of Phoenix owns and maintains a portfolio of cultural facilities that house established organizations such as the Arizona Opera, The Phoenix Theatre and the Phoenix Art Museum. “But we need more support at the city level to pass on support for the arts,” she says. “I am proud that the people of Phoenix voted to support the arts with $50 million in Government
Obligation Bonds last fall. Balanced with essential services and infrastructure priorities, our voters showed they wanted a future with a burgeoning arts scene. Thanks to them, Valley Youth Theatre will get a permanent home, we’ll create a much-awaited Latino Culture Center, upgrade the Phoenix Center for the Arts, expand the Children’s Museum, and more.”
As Dr. Wuestemann puts it, “Great arts nonprofits do not exist in isolation.” Observing that we live and work in an interconnected ecosystem, which he believes can only thrive in an environment of collaboration and mutual support, he says, “Ideally, arts entities should rest on a three-legged stool of public, earned and contributed revenue. In other words: selling tickets and asking for patron support through membership and donations is important. But so is public investment. If you think of arts and culture as community infrastructure — or, as I would call it, Parks and Rec for the Soul — we should invest in it as communities.”
Says Camacho, “Other regions and states, including Denver, Minnesota and Pennsylvania, have driven intentional public-private measures to induce more resources and radically enhance the arts and culture delivery system in their markets.” He believes that, to take advantage of the momentum and further cultivate the talent in our arts and culture community, Greater Phoenix and Arizona could consider something similar in the future.”
VanVleet expresses a similar view: “Ensuring strong support for the arts in Phoenix requires a multi-faceted approach,” he says. He believes that, while government funding can be unpredictable, the key lies in cultivating robust private and corporate partnerships as well as individual patronage. “We must continue to engage our community through compelling programming and impactful community service initiatives, like Partners That Heal and our inclusive Summer Camp programs,” he says. “Building relationships with local businesses and philanthropic organizations helps create a network of support that sustains us even when public funding falls short.”
Observes Camacho, “In the current environment, support and funding for the arts falls primarily on the shoulders of for-profit and nonprofit companies and individuals in the community, with the support of local governments.” He believes individual arts patronage and support is essential since arts, as a local sector, is heavily driven by community engagement. “It is typically the first sector to contract and one of the last to recover from economic downturns,” he says, noting that for many arts organizations who employ and/or showcase local creatives, this is often directly linked to changes in consumer spending. In fact, he points out that many performing arts organizations in the community have not recovered to pre-pandemic levels, even though the region as a whole fully recovered jobs by November 2021. “We can’t diminish the importance of individuals in the community supporting local arts organizations. Community patronage and purchasing has and will continue to impact the longevity and standing of local artists and creative organizations.”
Emphasizing the crucial role of private arts funding in strengthening the arts and culture ecosystem, Camacho says, “Businesses have considerable avenues to engage with the arts that not only benefit the arts and culture sector but also enhance their own brand identity and community presence.” By directly contributing to arts organizations, businesses can help advance essential programs, resources, exhibitions and performances that sustain growth and community engagement. “Companies also have the opportunity to commission local artists across mediums — including graphic design, videography, animation and photography
— helping to showcase regional talent while addressing corporate needs in marketing, branding and storytelling.”
Camacho shares several examples to illustrate his points:
“Organizations can create unique collaborations by incorporating the arts in events, activations and public-facing spaces. Hiring local culinary artists, musicians or muralists for corporate events, product launches, or community initiatives can create a more immersive and authentic experience while promoting and supporting the region’s creative workforce.
“Companies can also decorate offices with local art, directly contributing to funding artists with the initial purchase and creating long-term direct and indirect exposure by displaying works.
“The Super Bowl mural in downtown Phoenix is a recognizable brand activation and example of private arts funding — the NFL commissioned a 9,500-square-foot mural, in which a number of Indigenous artists were involved in the production. It directly contributed to these artists and their organizations while helping build the branding of the NFL and Greater Phoenix and increasing tribal representation.
“These varying levels of engagement not only bolster the local economy but ensure arts and culture remain an integral and celebrated part of the community identity,” Camacho says. And, beyond monetary support, he suggests creating awareness of events and artists is a fundamental way anyone can support the industry.
Mikolajczak believes private-sector support truly drives the creative sector in Arizona, and more support from citizens, corporations, and foundations is needed at every level — with board engagement, volunteerism and communications among the ways that go beyond the monetary. “It is amazing to see how communities rally around the loss of a professional sports team, how they build a commission of private/public sector officials to find solutions,” he says. “If just a small amount of that energy and those resources were put into arts and culture, we would have a very different conversation and one with staying power, as most of the organizations in the Vallery have been serving this community for decades.”
Notes Camacho, “It’s worth highlighting that local government
Scottsdale Center for the Performing Arts is home to the Virginia G. Piper Theater. Photo courtesy of Scottsdale Arts
spending in the arts is managed at the municipality level, and many communities have taken action to further support arts and culture initiatives and to directly fund the creation of new works, arts resources and education, for and by community members.”
On this point, Wells shares, “The Children’s Museum is extremely fortunate to have the support of the City of Phoenix — they own the historic Monroe School where we are located. It would be financially impossible for the Museum to afford a like-sized facility, and we would not be able to serve the 400,000-plus children and families that visit each year without a building this size.”
Referring to the bond measure mentioned above by Mayor Gallego, which she was also involved with, Wells says, “The 2023 GO Bond will allow the City to invest in major capital improvements to many of its City-owned buildings, and fortunately the Children’s Museum was one of the priority projects.
“The process to be included on the GO Bond was long but very thoughtfully done, with lots of community input,” she continues, “and I think the way in which the mayor, city council, the city manager and the local business community pulled together in support of it helped Phoenix voters feel really comfortable voting for it. The GO Bond earmarked $5.37 million to be used to complete 27,000 square feet of renovations to the Children’s Museum building, which will increase our capacity to serve over a half million visitors a year.” While she expects the City funds to fall short of the cost for the renovations because of steep escalation costs in construction, she says the Museum and its supporters are committed to raising additional funds to complete the project and outfit the new spaces with more amazing educational and fun exhibits and experiences.
To get community leaders and philanthropists excited about what’s next, Wuestemann believes arts organizations should lead with a united voice, bold vision and the imagination and fervor to innovate. Using Scottsdale Arts as an example, he says, “We have reinvented the organization over the past six years, and our new campus and outdoors stages, as well as the upcoming Ziegler Theater, have brought us new excitement, new audiences and new resources.
“For nearly 50 years, Scottsdale Arts has been home to a wonderful, large, modern venue, as well as a very small, 100-seat theater stuck in the 1970s! Our new Ziegler Theater will finally address our need for a first-rate, intimate, 250-seat theater. In addition, the old 100-seat venue will be transformed into a highly adaptable black box,” Wuestemann says.
He describes some of the exciting innovations planned for the new theater: “The new Ziegler Theater will feature adaptable floor plans, an audience experience with fabulous sound and sightlines for
every seat, an up-and-close energy, and a high-end acoustic system, allowing us to transform the ambient room sound from cathedralreverberant (for chamber music) to concert-hall refined to jazz-club rich and studio dry. This system will enable us to accommodate every genre of music and spoken word, including small plays, speaker series, event uses, and all types of music.
“The new theater is an important and overdue addition. In conjunction with the also-new black box venue, it will give Scottsdale Arts three high-quality options for performances, from a large hall to an intimate theater to a hyper-adaptable small black box. The also-new Stage 2 black box will play an important role in our extensive Scottsdale Arts Learning & Innovation programs. Both new theaters will support our investment in contemporary dance over these past years, serving as great venues for masterclasses and local companies.” Kjome sees collaboration with elected leaders to be part of The Phoenix Symphony’s work and shared advocacy to help foster our vibrant arts and culture sector to enrich lives in Phoenix and Arizona and which he believes will continue to play a role in attracting business investment. He acknowledges that financial pressures and competing priorities may result in difficult choices at the national, state and local levels, but says, “This vital work is a shared responsibility — within the vibrant arts and culture sector, our remarkable business community, and beyond — and we can increase our collective impact by working together in partnership with our elected leaders.”
Wells addresses the social value of the arts, observing, “I think it became so clear during COVID that the arts permeate every part of the American culture — and the arts is what got many people through those lonely, disconnected times.” She believes long-term financial support will require “people need to demand public funds go to supporting this public good just as they do with parks, libraries and the like.”
Mikolajczak sees the ability of arts and cultural institutions to play a larger role in economic development as an area of opportunity. “Our institutions and the enhancements we provide to quality of life and entertainment can be vital assets as we seek to draw larger corporate entities to the Valley and Arizona more broadly,” he says. “Arts and cultural institutions have long been overlooked in this area, and we need larger agencies and municipalities to lean in to leveraging and utilizing arts and culture as regional assets that can play a key role in attracting new audiences while enriching the vibrancy and livelihood of our citizens. That is not to discredit the current efforts underway, but we have a way to go, especially when you take into consideration the diverse and distinctly rich cultural histories paired with the excitement of a growing artistic community.”
The Children's Museum of Phoenix in Downtown Phoenix and some of their active exhibits. Photos courtesy of Children’s Museum of Phoenix
BUILDING PAST THE CHALLENGES
“Arts and culture organizations and their leaders are often left out of many larger conversations about the economic impacts and development of a region. Or they are brought in at the end as an afterthought,” says Mikolajczak. He emphasizes the sector’s importance as one of the largest economic drivers in the state, with an incredible workforce, but feels its 501c3 status keeps it from sitting at the table when it comes to economic development planning. “For me, and at the end of the day, Phoenix Art Museum is a $14-million organization with an incredible staff of over 200 individuals, and an economic impact that far exceeds our annual budget,” he says, making a similar case for other arts and cultural organizations in the Valley. “It just so happens that our business model is about the wellness and livelihood of our citizens by providing enriching cultural experiences that enhance the everyday lives of our citizens and visitors,” he explains. “We also build civic pride and tell the stories and histories of many great people who have built the Valley of Sun, who also believed that to build a great city and society, one must have arts and culture that provide a greater understanding of the world around them, with the opportunity for a sense of wonder and delight.”
And, of course, there was the unique challenge of the pandemic, which disrupted organizations’ ability to present live concerts. “The pandemic brought new urgency to innovate, collaborate and respond to evolving and often unpredictable circumstances,” Kjome says. “This experience served as a reminder not only of the importance of determination, but also of the powerful resilience we have when working together toward a shared goal.”
Mikolajczak finds promotion remains one of the most challenging aspects for arts organizations throughout the Valley. “We have a vibrant media and news community here, but since the pandemic, our metro region — compared to other cities of this scale — is limited in its coverage of the arts on a broader scale due to staffing, financial and other issues that affect newsrooms and their ability to cover all of the incredible things happening across our city at any one time,” he says.
The way forward, Kjome believes involves engaging stakeholders to work in collaboration, explaining, “Goals to enrich lives through
THE ARTS BOOST
“The arts are also important for celebrating what is unique about Arizona,” says Mayor Gallego. For instance, art at Sky Harbor celebrates our unique vistas, from the Phoenix landscape to the sand dunes of Southern Arizona. Our convention center art helps educate visitors about our history and our vision for the future. She also notes the benefit of hosting so many mega-events in helping raise awareness of the arts. “The Super Bowl in 2023 brought the City of Phoenix, Downtown Phoenix Inc., and Artlink together to create a 190-foot ‘Welcome to Phoenix’ mural on Adams Street by local muralist Kayla Newnam. The big Gila Monster became a staple in photos posted from visitors and residents alike and has become an icon in our downtown. Both of this year’s major basketball events
arts and culture must be broken down into actionable steps, where teams align and where resources are used wisely to provide meaningful outcomes.”
While Greater Phoenix is known for its collaborative environment for business broadly, Wuestemann points out the arts faces its own challenges. He notes that, unlike most large metro areas, which have galvanized around a central, large-scale arts campus with joint visual and performing arts venues, every municipality in the Phoenix metropolitan area has its own arts complex. “In an area as sprawling as the Valley, this makes some sense, but it also creates the challenge of all of us competing for audiences, donors, funding and marketing capacity,” he says. “As a result, many of our smaller venues are undercapitalized, making risk taking and innovation even more challenging.”
VanVleet points also to the challenge of maintaining relevance and visibility in a rapidly changing cultural landscape. “With so many entertainment options available, we have to consistently demonstrate the unique value that live theater brings to the community,” he says. “Additionally, balancing the financial sustainability of our operations with the need to make the arts accessible to all is a continual challenge. Expanding our facilities is part of the solution, enabling us to produce more ambitious works that can attract broader audiences and elevate Phoenix as a cultural destination.”
— the NCAA Final Four and the WNBA All-Star Game — also elevated the arts community through upgraded sports and park facilities and incredible art installations,” she says.
“These mega-events,” notes Mayor Gallego, “not only present a serious economic boost but an arts and culture boost as well.”
Children’s Museum of Phoenix childrensmuseumofphoenix.org Greater Phoenix Economic Council gpec.org Phoenix, City of phoenix.gov
Phoenix Art Museum phxart.org
Phoenix Symphony, The phoenixsymphony.org
Phoenix Theatre Company, The phoenixtheatre.com
Scottsdale Center for the Performing Arts scottsdaleperformingarts.org
An audience filling the Virginia G. Piper Theater in Scottsdale at the Scottsdale Center for the Performing Arts. Photo by Brian Passey, courtesy of Scottsdale Arts
Jenny Zhang and Ryan Curtis are attorneys with Fennemore Craig, P.C.’s ERISA and Employee Benefits Practice Group. They assist employee benefit plans, trustees and administrators in complying with important federal laws, including ERISA, the Internal Revenue Code, and the Affordable Care Act. They assist plans with complex plan corrections and represent plan sponsors before regulating governmental entities including defending plan sponsors in IRS audits and Department of Labor investigations. fennemorelaw.com
Buying or Selling a Business? Look Out for Employee Benefits Issues!
There could be unexpected impacts on liabilities and more
by Jenny Zhang and Ryan Curtis
When a company is bought, sold, merged or reorganized, unexpected employee benefits issues may surface that can significantly affect the structure of the deal, liabilities and future benefit plan design for the surviving entity and its employees. Those buying, selling or merging businesses should consider the following situations in the early stages of exploring potential transactions.
DOES THE SELLER HAVE UNIONIZED EMPLOYEES AND MAKE CONTRIBUTIONS TO A MULTIEMPLOYER PLAN?
Multiemployer benefit plans are jointly sponsored between groups of employers or employer organizations and labor unions. If a seller makes contributions to such a plan pursuant to a collective bargaining agreement or participation agreement, both parties to a merger or acquisition should be aware of the liabilities that could arise. For example, the multiemployer plan may pursue the seller (and a controlled group or successor entity) for delinquency on contributions to the plans. In other circumstances, the closure of the business may trigger withdrawal liability owed to an underfunded pension fund for a business’s share of the unfunded pension liabilities. This can often be a surprisingly large liability owed by the seller and to the buyer in either a stock sale or asset sale.
COULD THE TRANSACTION INADVERTENTLY CREATE A MULTIPLE EMPLOYER PLAN OR MULTIPLE EMPLOYER WELFARE ARRANGEMENT?
Distinct from “multiemployer” plans, multiple employer plans (MEPs) and multiple employer welfare arrangements (MEWAs) are created when unrelated employers sponsor an employee benefits plan. These plans are often subject to greater administrative, reporting and compliance requirements, and may be subject to both federal employee benefits laws and state insurance laws. M&A transactions may inadvertently create non-
An M&A transaction (and the attendant changes in employment) could trigger accelerated vesting or payment of benefits tax consequences under Internal Revenue Code section 409A.
compliant MEPs and MEWAs through controlled group issues, which can be costly to resolve if not identified early.
DOES THE TRANSACTION INVOLVE POTENTIAL CONTROLLED GROUP ISSUES?
Employee benefits plans are commonly subject to both the Internal Revenue Code and the Employee Retirement Income Security Act of 1974 (ERISA). These statutes impose, among other things, various reporting, filing, notice and non-discrimination testing requirements on plans. These requirements apply very differently depending on whether the employer for the plan is part of a controlled group. However, the definition of controlled group is not exactly identical between the ERISA and the tax code. Controlled group issues (either inadvertently becoming part of a controlled group or failing to be part of one) could cause the plan to miss compliance requirements or inadvertently become part of a MEWA or MEP.
COULD THE TRANSACTION CAUSE UNEXPECTED TAX CONSEQUENCES WITH DEFERRED COMPENSATION?
When a company offers deferred compensation incentives, such as long-term incentive plans, stock options, severance plans, etc., the recipients enjoy the benefits of tax deferral. However, an M&A transaction (and the attendant changes in employment) could trigger accelerated vesting or payment of benefits tax consequences under Internal Revenue Code section 409A.
DOES THE TRANSACTION GIVE LARGE PAYOUTS TO CERTAIN EXECUTIVES, OWNERS OR HIGHLY COMPENSATED INDIVIDUALS IN THE EVENT OF A CHANGE IN CONTROL?
Internal Revenue Code section 280G imposes significant taxes on golden parachute payments when there is a company change in control. Those in a merger or acquisition transaction
should determine whether Section 280G applies to the transaction and whether the payments exceed the 280G golden parachute threshold. If they do, there may be methods to remedy the issue and avoid negative tax consequences.
HAS THE SELLER MISCLASSIFIED EMPLOYEES?
Misclassified employees (such as employees vs. independent contractors, part-time vs. full-time, highly compensated vs. nonhighly compensated, union vs. non-union) gives rise to a multitude of employment law and labor law issues. On the employee benefits side, classification often affects eligibility for benefits and, therefore, the employer’s obligation to make withholdings, make contributions, and pay claims and benefits for eligible individuals.
WILL THE TRANSACTION INVOLVE THE TERMINATION OR MERGER OF A RETIREMENT PLAN?
Retirement plans are often merged or terminated as a result of an M&A transaction. The plan merger or termination process can be very involved, often requiring coordination with many plan professionals like recordkeepers, actuaries and consultants over a long period of time.
DOES THE SELLER SPONSOR AN EMPLOYEE STOCK OWNERSHIP PLAN (ESOP)?
ESOPs are tax-qualified retirement plans that invest in the sponsoring employer’s stock. In asset purchases, participants of the ESOP have the right to direct the ESOP trustee to vote the shares of the employer stock allocated to his or her account. Additionally, a number of taxqualification and ERISA fiduciary provisions are triggered by the sale of an ESOP company. Whether the ownership change involves a merger, acquisition or restructuring, the complexities of employee benefits law demand specific legal expertise and foresight.
HAVE THE PARTIES RESOLVED HOW TO ALLOCATE COBRA RESPONSIBILITIES OR DOES THE TRANSACTION INVOLVE A SELFINSURED HEALTH PLAN?
An issue may arise with respect to the obligation to offer COBRA continuing coverage. If the buyer does not acquire the seller’s health plan, an issue emerges as to which party remains responsible for providing continuation coverage for health benefits to any COBRAqualified beneficiaries. This is particularly relevant in the asset purchase context when the seller may be unable to offer COBRA without assets post-transaction.
HOW WILL HEALTH INSURANCE PLANS AND OBLIGATIONS BE ADDRESSED?
Terminating or transferring health and welfare benefits are typically comparatively easy compared to retirement plans, especially in situations where the benefits are fully insured (e.g., a group coverage policy purchased from an insurer). However, retiree and self-insured health plans represent potentially significant unfunded liabilities. Unlike a fully insured plan, the sponsor of a self-insured plan pays benefit claims directly and may be exposed to potentially large claims that could significantly alter plan funding even with a stop-loss policy as backstop.
Having an experienced employee benefits attorney involved early in an M&A transaction ensures that potential risks are identified and mitigated effectively, safeguarding the interests of both selling and buying parties alike.
Still Standing
In a world of disruption and uncertainty, Still Standing: What It Takes to Thrive and Innovate in a Messy World by Cherry Rose Tan emerges as a beacon of resilience, offering the essential strategies for navigating the pressures of building and leading our organizations into the future. Drawing on her vast experience as a veteran entrepreneur, speaker and advisor, #REALTALK founder Cherry Rose Tan provides a roadmap for cultivating the mindset, heartset and skillset necessary for enduring success. Her impact on the mental health movement within the tech industry has been nothing short of revolutionary, helping leaders come to grips with the real stress and pressures associated with their daily work. Still Standing is a tactical roadmap for businesses and their leaders who are determined to create everyday resilience in the face of constant change.
Still Standing: What It Takes to Thrive and Innovate in a Messy World
Cherry Rose Tan
Wiley Available 11/13/2024
Profit Pillars
$29.95
288 pages
Online entrepreneurs regularly feel stressed, ashamed or frustrated about the financial side of their business because their accountants, bookkeepers and business coaches can’t give them the answers to the money questions they struggle with. Profit Pillars outlines step-by-step guidance in response to these questions so even the most creative and visionary online business owners can also learn how to better manage the flow of money in and out of their businesses. If you have learned how to make money as an online entrepreneur, then Profit Pillars will teach you how to keep more of that money as profit through timeless yet easy-tounderstand principles that will change the way you make financial decisions for your online business forever.
Profit Pillars: A Proven System to Maximize the Bottom Line in Your Online Business
Parker Charles Stevenson
Matt Holt
Available 11/19/2024
Triple Fit Strategy
$30
256 pages
Business relationships are still dominated by a narrow perspective: trying to match products to customer needs and making deals. It’s a buyer-seller relationship built on a transactional mindset. There’s a better way — orchestrating growth — in which suppliers and customers collaborate to build strategies and grow together. The Triple Fit Strategy framework will help you escape the product-centric mindset and put customers at the heart of your business strategy. Based on a hands-on tool set, Triple Fit ensures that customer and supplier are aligned across three areas: planning, execution, and resources. The Triple Fit canvas, a diagnostic and action framework, provides a systematic approach that every account manager and sales team can use to boost business results. Companies who use it can contribute ten times more to their customers’ success and can double account values in less than three years.
Triple Fit Strategy: How to Build Lasting Customer Relationships and Boost Growth
Christoph Senn and Mehak Gandhi
Harvard Business Review Press Available 11/19/2024
$35
240 pages
Retiree and self-insured health plans represent potentially significant unfunded liabilities.
Michael Blanton is the managing director for BMO Wealth Management Arizona. His team specializes in working with business owners and high-net-worth families, helping them navigate everything from business exit strategies to investment management. uswealth.bmo.com
How Business Owners Can Optimize Their Estate Tax Plan
And ensure business continuity by
Michael Blanton
Entrepreneurs work tirelessly to build their companies, many with the intent to transfer their business to the next generation. But without proper estate tax planning, business owners at certain levels of wealth run the risk of missing out on significant savings opportunities.
Using tools like tax exemptions, trusts, valuation discounts and leveraging business structures for tax purposes can protect family wealth and ensure business continuity. These tools can also minimize estate tax burdens and help transfer wealth to heirs.
COMPREHENSIVE APPROACH FOR BUSINESS OWNERS
Incorporating one or more estate tax planning strategies into family business plans fortifies long-term business operations and helps minimize potential issues arising with beneficiaries.
LIFETIME GIFT TAX EXEMPTION
The lifetime gift tax exemption is beneficial to business owners because it allows them to gift a certain amount of money or assets during their lifetime without having to pay federal gift tax. Currently, the combined federal estate and gift tax exemption amount is $13.61 million per person, or $27.22 million for married couples. It’s important to note the gift tax exemption limit is adjusted for inflation each year and, absent future action by Congress, these exemption amounts are scheduled to be halved after 2025.
TRUSTS
Trusts allow business owners to help protect their legacy and optimize wealth through tax-efficient planning strategies. Depending on a business owner’s goals, some trusts may be more beneficial than others:
• Spousal Lifetime Access Trust: From a tax perspective, establishing a SLAT may be an attractive strategy to make a large gift and take full advantage of the gift tax exemption amount. Here, business interests can be transferred to a SLAT with a spouse as beneficiary without resulting in later estate tax inclusion. Gifts to the SLAT can be made up to the lifetime gift exemption without being subject to federal gift taxes.
• Intentionally Defective Grantor Trust: Business interests transferred to a properly drafted IDGT by the grantor/ business owner are considered a completed gift for estate tax purposes, which removes future appreciation from the business owner’s estate. Although the grantor pays income tax on the trust’s earnings, the payments are effectively tax-free gifts to the trust beneficiaries allowing a greater amount of wealth to be transferred to the next generation.
• Irrevocable Life Insurance Trust: When a life insurance policy is owned by an ILIT versus owned by an
individual, the life insurance proceeds are not included in the value of the deceased’s estate.
• Grantor Retained Annuity Trust or Grantor Retained Unitrust: These trusts are designed to reduce gift and estate taxes by enabling business owners to transfer assets into a trust and receive payments from the trust for a designated period. Ultimately, any remaining assets are distributed to designated beneficiaries. GRATs and GRUTs are oftentimes considered when the transferred asset into the trust is expected to significantly increase in value.
Charitable trusts, Dynasty Trust, Family Limited Partnership (FLP) and Credit Shelter Trusts are other options business owners may consider in their efforts to minimize estate taxes, formalize business succession plans and facilitate transferring wealth. Consulting with wealth management advisors, accountants and attorneys can help align appropriate trusts to estate planning objectives.
VALUATION DISCOUNTS
When considering transferring business interests to family members during a business owner’s lifetime, minority interest and lack of marketability discounts may substantially reduce the gift tax value for such transfers. These discounts allow business owners to use up a smaller amount of their lifetime gift exemption when transferring business interests. To take advantage of valuation discounts, transfers must occur well before any sale of the business.
LEVERAGE BUSINESS TAX STRUCTURE FOR UNIQUE GOALS
Business designations, such as a Sole Proprietorship, Limited Liability Company (LLC), C Corporation (C-Corp) and S Corporation (S-Corp) have different tax structures. It’s crucial for business owners to align their choice of entity with their estate tax plan and business plan.
WHY IT’S IMPORTANT TO PLAN AHEAD
Succession planning is a dynamic process that addresses questions about ownership and management transitions. Failing to plan is planning to fail. Business owners who wish to pass their enterprise to a family member must incorporate estate planning into their strategic business plan to ensure a smooth business transition and tax efficiencies.
Engaging professionals who specialize in working with owners of privately held middle market companies can help ensure appropriate vehicles are implemented to protect and preserve a business owner’s hard-earned wealth — maintaining continuity for the business they spent a lifetime building.
Fewer than 50% of small business owners have an estate plan in place, and a survey of baby boomers reflected those who didn’t work with experts to secure taxefficient estate plans didn’t feel prepared to transfer their wealth upon their passing.
Lindsay Leavitt is an attorney with Gallagher & Kennedy. He represents and advises companies of all sizes in employment and business litigation matters. From mom-andpop shops to publicly traded corporations, Leavitt’s clients value his aggressive yet practical approach to resolving their legal disputes. gknet.com
Unpaid Wages, Compensation and Tips, Oh My!
Three legal issues employers need to know by
Lindsay Leavitt
It sure seems like wage-and-hour lawsuits are flooding Arizona court dockets these days. And most of the defendants appear to be small to mid-size business owners. These lawsuits — typically brought by employees against their former employers — usually arise from one of the following three situations:
• Unpaid overtime wages
• Unpaid commissions
• Unpaid tips
This article will discuss each of these three situations with the goal of educating and helping Arizona employers avoid making some of the most common wage-and-hour mistakes.
UNPAID OVERTIME WAGES
Many employers (mistakenly) believe that salaried employees are not entitled to time-and-a-half overtime wages simply because they are paid a salary. Unfortunately, the analysis is more nuanced than that.
The Fair Labor Standards Act provides that all employees are entitled to overtime wages unless they are exempt under the FLSA. The most common exemption is for white-collar employees (e.g., executive, administrative, professional, computer and outside sales).
Here is a quick summary of each white-collar exemption:
• An executive employee’s primary duty must be managing the enterprise, regularly directing the work of at least two full-time employees, and they have discretion over personnel decisions in the workplace.
• An administrative employee’s primary duty must be performance of office or non-manual work related to the management or general business operations, and they must have discretion when it comes to matters of significance.
• A professional employee’s primary duty must be performance of work requiring advanced knowledge in field of science or learning, which is typically acquired through specialized intellectual instruction.
• A computer employee is typically employed as a computer systems analysis, programmer, software engineer or other similarly skilled worker in the computer field.
• An outside sales employee’s primary duty must be making sales or obtaining orders away from the employer’s place of business (i.e., “in the field”).
But falling within one of the above categories is only half the analysis. To be exempt from receiving time-and-a-half overtime wages, a white-collar employee must also be paid an annual salary of at least $43,888. This salary threshold will increase to $58,656 on January 1, 2025. This increase in the salary threshold is estimated to affect millions of workers.
This means that a computer programmer who is paid an annual salary of less than $58,656.00 in 2025 will not be exempt from the FLSA, and thus would be entitled to overtime wages at time-and-a-half.
Arizona businesses should review their payroll records and ask the following two questions about their exempt employees: (1) Does the employee’s job duties fit within the white-collar exemptions and (2) will the exempt employee’s annual salary exceed $58,656 in 2025? If the answer to both of those questions is “yes,” then the employee is exempt from the FLSA and is not entitled to be paid time-and-a-half for overtime wages.
UNPAID COMMISSIONS AND BONUSES
Arizona law’s definition of wages includes commissions and non-discretionary bonuses. Failure to pay commissions and nondiscretionary bonuses is illegal and carries severe monetary consequences (including damages up to three times the amount of unpaid wages plus reasonable attorneys’ fees and costs).
The starting point to determine whether commissions or a bonus is owed to an employee is always the same: Is there an agreement between the employer and employee that addresses how commissions and/or bonuses are to be paid?
The key analysis to look for is whether the agreement defines: (1) how the bonus is calculated and (2) when the commission/bonus is “earned” by the employee.
An employer cannot be held liable for failing to pay a discretionary commission or bonus. But failing to pay a nondiscretionary commission or bonus — meaning the employer has a contractual obligation to pay the amount if certain performance metrics are met — is a legal basis for an unpaid wages claim under Arizona law.
A well-drafted agreement that identifies whether a bonus or commission is discretionary or non-discretionary, including the exact requirements that determine when and how much is owed to the employee, is the key to preventing a costly wage dispute.
A lot of Arizona employers — especially small and mid-size businesses — are facing unpaid wage claims. The best way from being on the wrong end of these lawsuits is to ensure that employees are properly classified as exempt or nonexempt under the FLSA, have clearly defined agreements pertaining to the payment of commissions and bonuses, and ensure that tip credit and tip pooling arrangements have been properly reviewed by competent legal counsel.
[Editor’s note: This article on www.inbusinessphx.com includes a section dealing specifically with tips, some details of which may be affected by the election on November 5.]
If the Labor Department’s determination against an employer is not paid, a judgment in treble the amount is obtained from the superior court. azica.gov/labor-wage-claims-frequently-asked-questions
THE POWER OF PARTNERSHIPS
Plexus Worldwide’s charitable efforts are amplified by the strength of its partnerships. By collaborating with organizations like Feeding America®, Mary’s Meals, Phoenix Children’s Hospital and Junior Achievement of Arizona, Plexus is able to leverage the expertise and reach of these partners to make a greater impact. “We feel that all our partnerships are not done alone,” a Plexus spokesperson shares. This year, the Nourish One initiative received several prestigious awards, including the global Communitas Award, the Stevie Award for Employee Giving and Volunteerism and the Direct Selling Association’s Vision for Tomorrow Award, highlighting the power of collective action in addressing global challenges like hunger and health disparities.
Plexus Worldwide Nourishes Communities
Founded with a commitment to hope, health and impact
by Tyler Butler
Founded in 2008 by Tarl Robinson and Alec Clark, Plexus Worldwide has grown from selling its Breast Chek™ Kit to offering more than 20 health and wellness products, including its flagship “pink drink” Slim Microbiome Activating. Yet, beyond Plexus’s product line and its expansion into international markets like Canada, Mexico and Australia, its true impact can be felt in its philanthropic efforts. Plexus’s core mission of providing hope, health and happiness extends far beyond its business model, reflecting a deep commitment to community engagement and charity.
Plexus has structured its philanthropic initiatives around three key pillars: alleviating hunger, creating healthy environments and supporting communities. These broad pillars allow the company to partner with a wide range of organizations, tailoring its efforts to address specific needs while maintaining a forward-thinking approach. “We want to be strategic in our assistance and what aligns with our mission,” shares a Plexus representative. “We’re very passionate about health and wellness and assisting people who experience food insecurity, not just on a local level but nationally and internationally.”
Tyler Butler is the chief social impact officer for a private portfolio of companies, where she spearheads initiatives that benefit humanity. She is also the founder of Collaboration for Good. She is a recognized expert; her insights are frequently featured in Forbes, SHRM, Entrepreneur, Fast Company, U.S. News & World Report and other leading publications. linkedin.com/in/tylerbutler
One of Plexus’s most notable initiatives is Nourish One®, launched in 2018 in partnership with Feeding America® and global hunger relief organization Mary’s Meals. Through this program, Plexus contributes a meal for every purchase of certain products; since its inception, the company has delivered more than 43 million meals worldwide. “For more than two decades, Plexus has been a consistent and dependable partner in the fight against hunger,” says St. Mary’s Food Bank President and CEO Milt Liu. “Their volunteer efforts help us keep pace with the need among our neighbors, and their financial contributions in just the past eight years have provided more than a million meals to Arizona children, families, and seniors.”
This focus on hunger relief is a cornerstone of Plexus’s charitable activities, but its contributions extend far beyond food. The company supports a variety of organizations, including Phoenix Children’s Hospital, Junior Achievement of Arizona, Foster Alliance and Ryan House, a hospice and palliative care center for children. By fostering long-term relationships with these partners, Plexus ensures that its efforts create lasting, meaningful change. The annual Pima Center Community Walk, hosted at Plexus headquarters in Scottsdale, raises funds for the Phoenix Children’s Center for Heart Care. Last year’s event raised more than $127,000, and Plexus has spent months preparing for its seventh walk this November 8th.
Plexus also encourages its employees and Brand Ambassadors to give back, offering 16 hours of paid volunteer time annually. These volunteer opportunities are not only encouraged but often organized by Plexus, with activities ranging from volunteering at local organizations to virtual events for employees working remotely. One Plexus employee, who plays guitar for a local retirement center, exemplifies
the company’s flexibility in allowing employees to support causes they’re passionate about, whether or not they align with a traditional 501(c)(3). “We really wanted to help with the entrepreneurial space and provide youth with a positive experience as well as education on the direct selling industry,” a Plexus executive explained. Plexus’s three-year commitment to Junior Achievement of Arizona’s BizTown allows students to experience running a business in a simulated environment, giving them real-world experience in the world of entrepreneurship and commerce.
The impact of Plexus’ philanthropy isn’t felt just through monetary donations or product giveaways. The company takes pride in its volunteer-driven culture, which has become an integral part of its brand identity. Whether it’s raising more than $82,000 for Three Square Food Bank during its Las Vegas convention, organizing monthly volunteer activities or sponsoring events for its nonprofit partners, Plexus has woven charity into the fabric of its corporate culture. As Plexus CEO Gene Tipps expresses, “Plexus is deeply committed to positively impacting communities, both locally in the Valley and globally. Our One Plexus team achieves this through intentional partnerships and organizing volunteer events with our dedicated independent brand ambassadors and corporate staff. We believe that by working together, we can make a greater difference in the lives of others.”
In addition to its corporate giving and volunteer efforts, Plexus regularly donates its products and swag to various organizations. Most recently, it contributed health and wellness products to Phoenix Children’s Hospital and HonorHealth Foundation as part of Nurses Week celebrations. This kind of in-kind support, coupled with financial donations, allows Plexus to “cover all the bases” in supporting the needs of its community partners.
Looking forward, Plexus remains dedicated to growing its charitable initiatives and maintaining its commitment to the communities where its employees and customers live and work. By continuing to align its business model with its philanthropic mission, Plexus is ensuring that its legacy of giving will endure for years to come.
Plexus Worldwide plexusworldwide.com
One of Plexus’s most notable initiatives is Nourish One®, launched in 2018 in partnership with Feeding America® and global hunger relief organization Mary’s Meals. Through this program, Plexus contributes a meal for every purchase of certain products; since its inception, the company has delivered more than 43 million meals worldwide.
Photo courtesy of Plexus Worldwide
Strengthening communities through charitable giving.
For over 40 years, the Arizona Community Foundation has supported nonprofits and students across our state by mobilizing the collective passion and generosity of thousands of Arizonans.
When you are ready to take the next step in your personal charitable giving journey, we are here to help you achieve your goals.
Kathleen Gramzay is an entrepreneur, body/ mind resilience expert, speaker, author and founder of Kinessage LLC. The Kinessage® methods are taught nationally to transform stress, chronic tension and pain, and increase mental resilience and long-term health for greater well-being and sustainable success. Her resilience strategy consulting and programs empower leaders and teams to be present, think more clearly and work more productively, confidently and collaboratively. kathleengramzay.com
Building Resilient Teams – The Core of Organizational Agility
Achieving sustainable, long-term success
by Kathleen Gramzay
Organizational agility is often viewed through a project management lens. However, Agile principles also serve as leadership principles that guide organizational agility. At the core of both is resilience, the capacity for individuals to learn, adapt and grow through change and challenge. This raises the question: How can organizations enhance individual resilience to become more organizationally agile?
This article explores individual resilience within the context of organizational agility. It provides a framework through which readers can assess whether their leaders and teams embody necessary resilience characteristics or if further development is required to strengthen organizational agility.
ADAPTABILITY AND FLEXIBILITY
Resilient individuals: Resilient people are more adaptable to change. They face uncertainty without being overwhelmed and have learned how to navigate the discomfort of challenging situations.
Organizational agility: The ability to pivot at the organizational level depends on the collective capacity of individuals to embrace change without resistance or fear. A resilient workforce serves as the foundation for this flexibility.
FOSTERING PSYCHOLOGICAL SAFETY
Resilient individuals: Resilient people contribute to a psychologically safe environment by encouraging open communication, supporting colleagues and managing conflict with grace. They neutralize defensiveness and are more willing to share ideas or admit mistakes.
Organizational agility: Psychological safety is crucial for agility because it encourages experimentation and honest feedback — necessities for iterative improvement. When individuals feel safe and supported, they are more likely to engage in agile practices, such as proposing process changes, acknowledging glitches and suggesting innovative approaches.
COLLABORATION AND TEAM RESILIENCE
Resilient individuals: Resilient individuals often provide support to their colleagues, bolstering team morale and cohesion, especially in stressful situations. Their contributions to collective resilience enhance the organization’s ability to move forward.
Organizational agility: Agile organizations thrive on crossfunctional, collaborative teams. When individual team members are resilient, the team is more resilient and better equipped to handle challenges, adapt to changing priorities and continuously deliver value.
EMPOWERED DECISION-MAKING
Resilient individuals: Resilient employees tend to be confident, self-reliant and proactive. They are more comfortable making decisions in ambiguous situations, having developed the skill of calming their minds for clearer assessment.
Organizational agility: Agility depends on empowered, decentralized decision-making. The resilience of individual team members fosters this empowerment, as they take ownership of their roles, make decisions under pressure and drive progress independently.
EMBRACING
CONTINUOUS LEARNING
Resilient individuals: Resilience involves a growth mindset of individuals seeing failures as opportunities to learn rather than as setbacks. They are eager to learn new skills and welcome feedback.
Organizational agility: Agility requires continuous and rapid learning and improvement. Resilient individuals help cultivate a culture of learning, experimentation and iteration, driving organizational agility.
CULTURAL RESILIENCE IN ORGANIZATIONS
Resilient individuals: Individual resilience contributes to a resilient culture where challenges are faced directly, setbacks are viewed as learning opportunities, and the team remains united and optimistic even during difficult times.
Organizational agility: Organizational culture plays a critical role in sustaining agility. A resilient culture ensures that the organization doesn’t falter due to failures or disruptions. Instead, it bounces back, learns and adapts. This culture is built by individuals — especially leaders — who model resilience in their daily behaviors.
SUSTAINED HIGH PERFORMANCE IN CHANGING ENVIRONMENTS
Resilient individuals: Resilience enables people to maintain high performance, even in unpredictable environments. They have developed skills in emotional regulation and emotional intelligence, allowing them to persevere through stress, setbacks and ambiguity without burning out or alienating others.
Organizational agility: Agility demands sustained performance in fast-moving, high-pressure contexts. Resilient employees are essential to maintaining momentum and ensuring that the organization continuously delivers value despite change and complexity.
Individual resilience underpins organizational agility because the capacity to adapt, learn and innovate at an organizational level depends on the resilience of the individuals within it. Resilient employees form the backbone of the adaptive, flexible and learningfocused environment that organizational agility requires. While agility processes are learned through coaching, individual resilience skills are developed through training. When these skills are practiced consistently, championed by leaders, supported with appropriate resources and embedded in the organizational culture, they create a resilient, agile workforce capable of thriving in uncertainty and achieving sustainable, long-term success..
Agile organizations have a three times higher chance of becoming top-quartile performers among peers, according to research.
Reimagining legal education
TIME FOR A WAKE-UP CALL
More than 40% of skills needed for employees to effectively perform their job will significantly change over the next few years, meaning companies must prioritize training and development initiatives and demonstrate an investment in their employees’ future. Without this emphasis, organizations are at high risk of losing quality employees. In fact, 46% of workers report they are likely to leave their job if employers do not provide opportunities to upskill and grow within their field and industry.
Upskilling Employees Is an Investment in Company Growth, Success
It’s especially critical in our ever-evolving economy by
Tracy Bonjean
As technology advances and a new generation steps into the workforce, organizations face increasing pressure to provide professional growth and development opportunities. Current and potential employees are placing emphasis on the presence or absence of professional development programming to not only grow within organizations, but also to expand their own development through upskilling and other opportunities.
In addition to boosting employee satisfaction and increasing retention rates, expanding on employees’ current skill sets and allowing them to grow into new roles can improve financial returns. So much so that more than 70% of employers plan to offer reskilling and upskilling opportunities by 2025.
In addition to typical professional development offerings, compensated coursework and team-building exercises, new and varied opportunities can elevate the competitive edge an organization brings to retaining employees and recruiting candidates. Skilled volunteering, board service and loaned executive programs can foster leadership and enhance skills for the workforce, while elevating a culture of corporate social responsibility for companies.
GROWTH THROUGH VOLUNTEERISM
Volunteering can build more than good karma. Allowing and providing opportunities for staff to volunteer during company hours not only shows a commitment to community but also demonstrates a prioritization of work-life balance and improved quality of life through personal fulfillment.
Nonprofits, big and small, are notoriously short on staff and high-quality help. Meaning there is no shortage of opportunities to develop and expand skills not currently used or emphasized within current roles. There are opportunities to practice collaboration, motivation, goal setting, problem-solving and forward-thinking abilities within a new environment to identify and address societal issues within the community. This can be especially beneficial as it relates to employees who work from home who have little to no face-to-face interaction with those outside their everyday work life.
board opportunities doesn’t just provide good public relations, it can also enhance the pool of talent within the organization to secure a strong succession plan.
Much like volunteering, serving on a nonprofit board provides enhanced network expansion opportunities, but at an enhanced level. Boards often attract company leaders or leadership-driven employees, meaning there is a greater likelihood of creating greater change and connection at a higher level to assist in expanding company influence within and outside the industry.
This role as a community leader empowers employees to find purpose and take ownership in the success of their role and the company.
An opportunity for employees to gain hands-on experience while giving back to the community is through nonprofit loaned executive programs. Loaned executives are employees from various companies and industries who temporarily work with a nonprofit organization as full or part-time staff. These upand-coming programs present a structured approach to skill development and personal growth.
Particularly effective in cultivating management and leadership skills, these programs offer an opportunity for growth as an employee through a different lens. Successful loaned executive programs offer diverse training, workshops and outreach that align with their organization’s mission and goals, often running parallel to the employee’s values and goals. Loaned executives are given opportunities to manage special projects, implement new ideas and workflows and speak publicly, driving initiatives and more.
This alternative approach to fostering leadership at a higher level offers a renewed sense of purpose, while gaining a greater understanding of community needs, shortfalls and resources.
MEASURING THE SUCCESS OF UPSKILLING INITIATIVES
Tracy Bonjean is the vice president of people and culture at Valley of the Sun United Way. Valley of the Sun United Way is creating Mighty Change across Maricopa County and invites businesses to get involved. vsuw.org
Volunteering also puts employees in front of new people from a variety of professions and industries, offering ample opportunity to expand communication skills and increase their network. These connections have the potential to develop into organization collaborations and partnerships, talent acquisitions, new clients and more.
BOARD SERVICE INSPIRES LEADERSHIP
Aligning self-fulfillment with areas of growth provides employees an opening to achieve targeted training to strengthen decision-making, broadening influence and achieving a collective vision to move people forward. Actively encouraging and pairing employees with purposeful nonprofit
As with most investments, upskilling does not come without cost. Developing metrics to evaluate the impact of each opportunity versus the financial output is necessary in determining the viability and longevity of any upskilling or professional development program. Tracking methods that include productivity increases, implementation and continued use of new knowledge and resources, revenue generation, productive collaboration with external partners and employee retention are a few key factors to consider.
Bringing a multi-faceted approach to upskill initiatives helps ensure a company’s success in an ever-evolving economy. Ultimately, investing in employees through meaningful experiences creates a more resilient and innovative organization for the company itself, its investors and employees, and the communities in which they operate.
Expanding on employees’ current skill sets and allowing them to grow into new roles can improve financial returns. So much so that more than 70% of employers plan to offer reskilling and upskilling opportunities by 2025.
The All-New, All-Electric 2025 Wagoneer S
With riveting all-electric performance, the Wagoneer S is a premium SUV that offers excitement with every drive. Owners can charge the vehicle 20-80% in 23 minutes with DC fast charger, eliminating range anxiety.
The Wagoneer S proves just how breathtaking an all-electric drive can be. Boasting horsepower and torque to match its handling abilities and driving range, this premium SUV will have its owner taking the scenic route every drive.
Desserts That Make Even Holiday Indulgence Healthy
Detox Desserts, which introduced the first-of-its-kind superfood healthy dessert line throughout the Southwest, has created an online bakery for aficionados, corporate and personal gifts and for special events. It is the first and only physician-created healthy bakery in Arizona.
According to Dr. Alexis McNeil, NMD, the company’s founder and chief executive officer, the new bakery was created as a result of customer demand.
The Carefree, Arizona, business is the only known physiciancreated, clinically tested food product line proven to keep blood sugar and insulin levels low. And all the desserts offered are gluten-free, sugar-free, vegan and low carb and are available for pick-up or delivery. Detox Desserts’ proprietary ingredients are based on the Mediterranean Diet, which is well known for its health-promoting benefits. The company replaces saturated fats and cholesterol found in traditional desserts with protein-rich, plant-based alternatives.
4XE IS THE NEW 4X4
The Wagoneer S offers excitement at a single glance. Merging classic silhouettes with sleek modernism on its exterior and offering personalized satisfaction throughout its cabin, this premium SUV surrounds the driver with passionate style and relaxing comfort. Featuring 20-inch gloss painted wheels and an illuminated grill with dark gray metallic accents, the Wagoneer S is stylish and powerful.
Whether using the combined performance of a gas engine and electric motor or engaging all-electric power, Jeep® Brand battery plug-in hybrid and electric vehicles are engineered to handle the journey — no matter where that goes. This new allelectric SUV is no exception. With the latest technology from Jeep, it is a rugged yet refined experience that boasts a reliably electric option for the sports utility fan.
Inside the Wagoneer S is an array of integrated and adaptable technology. With customizable entertainment tech, more than 170 standard safety and security features and charging options that suit the driver’s needs, this all-electric premium SUV makes every journey that much more convenient and enjoyable. —Mike Hunter
Jeep jeep.com
“Our line simplifies healthy baking by providing ingredient substitutes for flour, sugar, eggs and butter that transform guilty foods into superfoods with delicious results,” says McNeil. “Our ‘Sweet Swaps’ work synergistically to promote metabolic balance, improve digestion and promote healthy cholesterol levels using nutrient-dense, functional foods to replace the unwanted, unhealthy ingredients found in traditional desserts. Our desserts are handmade in small batches using our physician-formulated, clinically tested ingredients. We’ve obsessively packed our desserts with nutrientdense goodness and mouth-watering decadence.” —Mike Hunter
Detox Desserts detoxdesserts.com
Jeep® Brand 4xe is redefining the meaning of adventure, offering a range of groundbreaking technologies and valuable incentives — all designed to amplify on- and off-road journeys.
2025 WAGONEER S
MSRP: $70,795
Range: 300+ miles
Horsepower: 600 Charge Time: 23 mins. 0–60 mph: 3.4 sec.
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LOLLIPOP ROLL
Assorted fresh sashimi, spicy crab and avocado, rolled in cucumber and topped with sriracha, ponzu and masago
$20
Bean sprouts, egg, peanuts, lime and cilantro with phad Thai sauce
$19
YUMMY ROLL
Wrapped in fresh salmon sashimi, soy paper with spicy crab, avocado, cucumber, lemon zest sauce with ponzu and sriracha
$20
Rock Lobster: Business and Sushi
Rolled into One
by Holly Morgan
Rock Lobster’s the name, sushi’s the game; specifically, a widely diverse offering of rolls with equally diverse and unique names (chimichanga roll, anyone?) served in a vibrant atmosphere with energy to spare. The open, airy yet elegant environment provides the perfect backdrop for professionals to grab a quick, delicious lunch and let go of the stress of the day or get down to business over a meal between colleagues or potential partners. With options ranging from salads to short ribs and tried-and-true Japanese staples such as Yakisoba beef, Rock Lobster has something to satisfy a diverse clientele.
Executive Chef Christina Dalumpinis was born and raised in South Korea, where her passion for food began in childhood after developing a deep appreciation for culinary arts. This early interest eventually led her to specialize in sushi, mastering Japanese cuisine’s intricate techniques and flavors. At Rock Lobster, Chef Christina combines her cultural heritage with innovative approaches, creating unique and memorable dining experiences for her guests.
Known for its innovative approach to traditional Japanese cuisine, the Rock Lobster menu is chock full of flavorful options. Lunchtime favorites include the Mongolian Grilled Chinese Chicken Salad, a simple combination of chicken, crispy wontons, cabbage and carrots and topped with sesame shoyu dressing. The California Special is a traditional California roll consisting of crab mix, avocado and cream cheese, with the added twist of Yamafuku, potato starch crunchies, on top. More adventurous eaters often opt for the cleverly named Blazing Thunder, one of Rock Lobster’s specialty rolls made up of panko fried shrimp, jalapeno, cream cheese, topped with tuna, tempura-fried jalapenos, wasabi aioli and sriracha. Imagine enjoying any one of these dishes in an ambiance as lively as the flavors. Rock Lobster masterfully blends the two,
making it the perfect spot for those looking to enjoy a dynamic dining experience that blends culinary artistry with a fun, upbeat atmosphere.
With all that flavor, diners will need something to sip on, and Rock Lobster’s beverage menu doesn’t disappoint. There is plenty to choose from — in addition to the beer and wine menu, diners may stick to the theme of the meal with one of the many sake or Korean soju options available. Soju, a clear distilled alcohol, originated in Korea and is often compared to vodka. The Chum Churum soju, for example, is described as smooth with aromas of pear and ginger while the sayuri-nigori sake is known for its smooth, lush flavor with hints of grape and cherry blossom.
Rock Lobster
2475 W. Queen Creek Rd., Chandler (480) 821-9000 rocklobsterrocks.com
Rock Lobster is connected to Sea & Smoke and The Living Room Chandler, two additional concepts owned by Tom Kaufman of the Kaufman Hospitality Group.
Photos courtesy
of Rock Lobster
SHRIMP PHAD THAI
CEO & President’s Letter
A Glance at November 2024
by Terri Kimble
Do you know what new businesses are coming to Chandler? What about redevelopment projects? And what’s going to be built in that empty lot off State Route 87?
In partnership with the City of Chandler’s Economic Development team, the Chandler Chamber of Commerce will be answering those questions and more at our City Bus Tour on Thursday, November 7th, from 8:00am to 12:00 noon.
Guests will board a tour bus as myself and Micah Miranda, City of Chandler’s economic development director, provide detailed updates on Chandler’s biggest upcoming projects. From the redevelopment of Downtown Chandler to an expansion of Chandler Fashion Center, if you want to be in the know, you cannot afford to miss this. Tickets are still available at ChandlerChamber.com.
After the tour, the Chandler Chamber team will be getting ready for one of our biggest events of the year: “Chandler 100,” a gala honoring the city’s largest employers on Thursday, November 21st. Visit the wine garden, network and sample some of Chandler’s best restaurants — all in a helicopter hangar.
Each guest will receive a complimentary copy of our official 2024 Chandler 100 book, where businesses are ranked by employee size. Registration is open now on ChandlerChamber.com.
From our quarterly Economic Updates to our annual Ostrich Festival, we’ve had another great year. Thanks for choosing Chandler — it’s a wonderful place to live, work and play.
Terri Kimble CEO & President Chandler Chamber of Commerce
Terri Kimble CEO & President
Chandler Chamber of Commerce
Analyzing Government Policies that Impact Education & Workforce
by Gabriela Rosa
Government policies are pivotal in shaping the education system and the workforce. These policies, ranging from funding allocations to curriculum standards, significantly impact how education is delivered and the workforce evolves.
Education is often seen as the foundation for personal and professional development. Government policies in education can dictate the excellence of education, access to educational resources and the overall educational outcomes of a country. The purpose of the Every Student Succeeds Act (ESSA) in the United States, which replaced the No Child Left Behind Act, is to guarantee that all students will have equal access to highquality education. ESSA focuses on closing achievement gaps, providing more flexibility to states and ensuring that every student receives a well-rounded education.
The link between education and workforce development is undeniable. Policies that influence the education sector directly affect the preparedness of the future workforce. Workforce development policies often aim to bridge the gap between educational institutions and industry requirements. For instance, Career and Technical Education (CTE) programs are designed to give and prepare students with the skills needed in the ever-changing industry. These programs are supported by government funding and are aligned with the needs of various industries, ensuring that students are job-ready upon graduation.
Government funding for education determines the resources available for schools, including infrastructure, teaching materials and extracurricular activities. Adequate funding ensures that schools can provide quality education and support services to students.
Government policies regarding higher education, including funding for universities and student financial aid, influence the accessibility and quality of higher education. These policies impact the number of students who can afford college and the quality of education they receive.
Policies that support workforce development programs, such as apprenticeships, vocational training and adult education, help individuals gain the skills needed for specific jobs. These programs are often tailored to meet the demands of the local job market.
As someone deeply invested in the connection between education and workforce development, I have seen firsthand the transformative power of well-crafted policies. In my work in higher education, I have witnessed the positive impact of policies prioritizing technical education funding and support
for underrepresented students. These policies not only enhance educational outcomes but also ensure that students are equipped with the skills needed in the modern workforce.
Government policies are the blueprint for the future of our education system and workforce. They can either bridge or widen the gap between educational opportunities and workforce demands. Policymakers should listen to educators, industry leaders and students to create inclusive and forwardthinking policies.
Despite the positive impacts, implementing and maintaining effective policies can be challenging. Funding disparities, resistance to change and political influences can hinder the effectiveness of educational and workforce policies. However, all challenges also present opportunities for innovation and collaboration. By engaging stakeholders from various sectors, we can develop comprehensive policies addressing the evolving needs of education and the workforce.
Government policies are instrumental in shaping the future of education and workforce development. By understanding and analyzing policies, we can ensure they effectively meet the needs of students and the labor market. As we progress, it is important to advocate for policies promoting equity, innovation and collaboration to build a robust education system and a dynamic workforce.
Education is the cornerstone of a thriving society, and workforce development is its lifeblood. Through thoughtful and inclusive government policies, we can create a future where education and workforce development go hand in hand, driving prosperity and growth for all.
Gabriela Rosa, Business & Computing Studies Department at Chandler Gilbert Community College and member of the Education & Workforce Committee at the Chandler Chamber of Commerce.
Internships vs. Externships
by Chandler Chamber Staff
Both internships and externships serve as a short-term learning experience most commonly used by students or young professionals stepping into the workforce. Internships are hands-on learning, doing tasks and completing problems, while externships consist of shadowing experienced professionals in the workplace. Both these opportunities can be helpful to not only the students gaining experience but also the employers who use them.
Internships are a great way to get a foot in the door of professional work. They provide opportunities to gain reallife experience and often lead to more career opportunities. Internships are a way to put classroom knowledge to work in real time, helping students better expand their understanding of what they have learned. Making those connections and learning how to problem solve helps students go the extra mile in their studies, as well as prepare them for their future careers.
Creating internship programs in your business not only benefits the next generation of workers, but also strengthens your employees and hiring processes. Internship programs create a strong hiring pipeline. Since you have taken the time to train them and helped give them a foundation of skills, they make the perfect candidates for jobs you might offer. You are able to evaluate in real time their skills and abilities while they are interns. Interns are also able to improve your current employees’ workload and efficiency. Interns are often given basic tasks to complete to help them learn about the industry, and this lets your full-time employees focus on more important work.
In comparison to the in-depth and hands-on work internships offer, externships are a more informal, less involved
option. Externships often consist of a shadowing program where students and young people can follow the day of an experienced professional. They are focused on learning through watching; through this experience, employers are showing externs how to do the day-to-day of a job and letting them absorb the responsibility and workload there is to take on. Externships are a great way to better understand potential industries and businesses to work in. It is a way to keep learning outside the physical classroom. Since externships are less formal than an internship, they can last anywhere from one day to a few weeks. This gives employers a lot of flexibility to decide when and where they want to implement this opportunity.
Externships have many of the same benefits to employers that internships provide, including being able to see a pool of interested potential candidates for hiring and getting to know a little about their skills and experience outside an interview setting. While externships often happen over a shorter period of time, they still provide a way for employees to showcase their experience and give back to their community of young professionals. This creates a positive environment that students feel welcome in, bolstering excitement and enthusiasm about your business.
Internships and externships are both avenues to gain valuable professional experiences, as well as grow businesses and maintain mutually beneficial relationships with the new generation of workers. These kinds of programs are crucial to helping educate and prepare students for the workforce. They are also opportunities to increase workplace efficiency and recruiting efforts.
Chandler Chamber Hosts ‘Economic Update’ City Bus Tour
A sneak peek at Silicon Desert, Chandler Fashion Center, and Historic Downtown Chandler development projects
Arizona is exploding with growth, and Chandler has seen a steady rise in both population and the local economy. But, with all that growth, there’s a problem: Chandler is running out of undeveloped land.
With the city approaching maximum buildout, join the Chandler Chamber for a charter bus tour spotlighting the creative ways that Chandler City Council and the Chandler Economic Development Team plan to further grow Chandler, Arizona, into a nationwide destination to live, work and play. Key stops include Chandler Fashion Center, the Silicon Desert and Historic Downtown Chandler.
If you’ve ever wondered what’s going to be built in your favorite dirt lot, this is the perfect event to find out.
Before the tour begins, guests will arrive at ASU Chandler Innovation Center, where stakeholders will share presentations about upcoming construction projects, including an overview by City of Chandler Economic Development Director Micah Miranda.
Guests will then board a charter bus and tour Chandler, Arizona. The bus will visit key business areas, from Chandler Airpark to Historic Downtown Chandler, with “behind-the-
scenes” commentary co-emceed by Miranda and Terri Kimble, president and CEO of the Chandler Chamber of Commerce.
Throughout the morning, guests will exit the charter bus to tour some of Chandler’s largest employers and development projects, meeting with business leaders who will share their company’s impact on the local economy.
The Chandler Chamber’s City Bus Tour is from 8:00 am to 12:00 noon on Thursday, November 7, with guests boarding the charter bus at the ASU Chandler Innovation Center parking lot (249 E. Chicago St., Chandler, AZ 85225).
For more information on event attendance and sponsorship opportunities, visit the Chandler Chamber’s website at ChandlerChamber.com
About the Chandler Chamber of Commerce
More than 100 years ago, even before the City of Chandler was incorporated, the Chandler Chamber of Commerce was advocating for modern roads, utilities and workforce, all with business and community in mind.
Today, the Chandler Chamber is at the forefront of innovation, technology and diversity, leading Chandler to a wondrous tomorrow.
Unlocking the Power of Mental Wellness: A Guide for Business Success
by Saskia Christian
In today’s demanding business world, success is often measured by external achievements and financial gains. However, one crucial aspect of success is often overlooked: mental wellness. As entrepreneurs, corporate leaders and public officials, prioritizing your mental well-being is essential for personal fulfillment and long-term success.
Embracing Self-Care: The Foundation of Mental Wellness
Your mind is like an engine that drives your success. Just like any engine, it requires regular maintenance and care. Prioritizing self-care is the first step toward achieving mental wellness. Find time for activities that recharge you, such as exercise, meditation, hobbies and quality time with loved ones. Taking care of yourself is not a luxury, but a necessity for peak performance.
Building Resilience: Navigating Challenges with Grace Challenges are inevitable in the business world. Successful leaders bounce forward and adapt. Cultivating resilience is key to maintaining mental wellness in the face of adversity. Develop a growth mindset, embrace change, seek support from mentors or coaches, and focus on solutions. Building resilience turns challenges into opportunities for growth and innovation.
Fostering Positive Relationships: The Power of Connection
Our relationships play a crucial role in our mental well-being. Surround yourself with positive and supportive individuals. Seek like-minded professionals, join industry groups and engage in meaningful conversations. Fostering
positive relationships creates a support system that uplifts you during both triumphs and tribulations. A powerful example of building connections and fostering positivity is the recently held July Chandler Chamber of Commerce Women in Leadership luncheon. It was an event geared toward the enhancement of the personal and professional images of women. The event provided an atmosphere that was conducive for the healing and empowerment of professional women leaders within our local community.
Practicing Mindfulness: Finding Balance in a Busy World
Mindfulness offers a powerful tool for finding balance and staying present. Cultivate awareness, reduce stress and enhance well-being. Incorporate mindfulness techniques into your daily routine, such as mindful breathing exercises, taking regular breaks and being fully present in each moment. Mindfulness benefits extend beyond your personal life and positively impact your professional endeavors.
Seeking Professional Support: Investing in Your Mental Wellness
Invest in your mental wellness by working with qualified therapists, trauma-informed coaches or counselors specializing in high-stress environments. They provide valuable guidance and strategies for maintaining optimal mental well-being.
Your mental wellness is crucial for personal success and the well-being of your teams and organizations. By prioritizing mental wellness, you create a culture that values the holistic well-being of individuals.
Remember, success is not measured solely by external achievements but by inner peace, joy and fulfillment. Embrace the power of mental wellness and witness its transformative impact on your professional and personal life. Let’s create a business world that thrives on well-being.
Saskia Christian is a member of the Diversity, Equity, Inclusion & Belonging Committee
‘Chandler 100’ Brings Chandler’s Biggest Employers Under One Roof
To recap a year of economic growth and development, the Chandler Chamber of Commerce is hosting a gala on Thursday, November 21st at Quantum Helicopters to honor the city’s top 100 largest employers
Last year, Chandler’s top five largest employers were Intel Corporation, Chandler Unified School District, Wells Fargo, Chandler Fashion Center and Bank of America. With so much growth and expansion in the East Valley since November 2023, it will be exciting to see which companies will land on this year’s Chandler 100 list.
Any business that makes the Chandler 100 list will be featured in a printed book, to be distributed at the event. Free copies of this book will be available after the event at the Chandler Chamber of Commerce’s downtown office, located at 101 W. Commonwealth Ave., Chandler, AZ 85225.
Chandler 100 guests will enter a fully decorated aircraft hangar, courtesy of venue host Quantum Helicopters. The Chandler Chamber anticipates hundreds of attendees throughout the evening, as executives and high-ranking officers from Chandler’s biggest employers mingle and receive awards.
Food will be catered by dozens of East Valley restaurants — a true ‘Taste of Chandler,’ from Mexican to Indian to Mediterranean. This will allow guests to sample the city’s best dishes.
STAFF LIST
Terri Kimble
President/CEO
Angie Poirier Director of Operations
Carly Wakefield
Vice President of Workforce Development & Government Relations
Barbara Caravella
Project Manager
Drew Hernandez
Marketing & PR Manager
Chris Butler
Membership Retention Specialist
Claire Hartley
Programs & Events Coordinator
Grant Thompson Policy Coordinator
Celeste Garcia
Programs & Events Assistant
Robert Sinkule, Yoga’s Arc – 2024 Board Chair, Executive Committee
Terri Kimble, Chandler Chamber of Commerce – President & CEO, Executive Committee
Warde Nichols Arizona State University – Immediate Past Board Chair, Executive Committee
Morgan Carr, Cox Communications –Education & Workforce Committee
Colleen Flannery, Chandler Unified School District
Monica Greenman, Chandler Fashion Center
Ralph Guariglio Arizona Residential & Commercial Realty – Ostrich Festival Chair
Samantha Gulick, Harrah’s Ak-Chin Casino & Hotel
With a wine garden, cocktail experience, ‘Taste of Chandler’ and roaming entertainment, Chandler 100 is not only one of the East Valley’s largest annual business events but one of the most community driven.
This year’s Chandler 100 starts at 4:00 pm on Thursday, November 21st at 2401 S. Heliport Way, Chandler, AZ 85286. Registration and networking are from 4:00 pm to 5:00 pm, with the program proper starting at 6:00 pm.
For more information on event attendance and sponsorship opportunities, visit the Chandler Chamber’s website at ChandlerChamber.com.
BOARD OF DIRECTORS
Deborah Hardy, Chandler-Gilbert Community College
Kelly Harris, Air Products & Chemicals, Inc. – Lease Committee Chair
Kurt Johansen, Western State Bank – Executive Committee, Finance Committee
Najwa Khazal, Edwards Vacuum
Dan Kush, Consultant – Executive Committee, Good Government Committee, Finance Committee
Clark Landrum, WM of Arizona, Inc. –Golf Committee
Andrea Marconi, Fennemore Craig, PC – Executive Committee, Women in Leadership Committee
Ryan Moyer, Gila River Resorts & Casinos, Wild Horse Pass
Susan Perlman, Dogtopia of South Chandler
Brian Peters, Toyota Financial Services –Executive Committee
Robert Puller, Wells Fargo Bank
Sally Putnam, NOW Financial –Programs & Events, Ostrich Festival Committee
Linda Qian, Intel Corporation –Programs & Events
David Ralls, Commit Agency – Ostrich Festival Strategic Plan and Contract –Task Force
Laura Robertson, Banner Health, Banner Ocotillo Medical Center –Finance Committee
Jerry Sanniec, Laser Creations – Ostrich Festival Committee
Peter Sciacca, di Sciacca Glassware & QuartHaus – Programs & Events, Ostrich Festival Committee
Ashley Shick, Bashas’ Family of Stores
Dunston Simpson, Encompass Tek –Programs & Events, Golf Committee
Mark Slyter, Dignity Health, Chandler Regional Medical Center
Mike McClanahan, St. Vincent de Paul –Chamber Foundation Chair, Leadership Program, Finance Committee, Ex-Officio
Joan Saba, Saba’s Western Wear –Chamber Foundation Liaison, Ex-Officio
Photo courtesy of Chandler Chamber of Commerce
ARTS & CULTURE
Heartfelt stories celebrating the human spirit this season at The Phoenix Theatre Company
Miracle on 34th Street: A Live Musical Radio Show
November 20 – December 28, 2024
Seussical the Musical
December 18, 2024 – January 26, 2025
Churchill
February 5 – April 13, 2025
Jersey Boys
February 19 – May 4, 2025
Forbidden Broadway: the next generation
April 23 – June 22, 2025
Into the Woods
May 21 – July 13, 2025
Let the Good Times Roll: A New Orleans Gumbo
August 6 – August 31, 2025
The Phoenix Theatre Company invites you to experience world-class, self-produced plays and musicals at our vibrant multi-theatre campus, located in the heart of the Phoenix Downtown Arts District. As we celebrate our 105th season, join the over 150,000 patrons who visit us each year to enjoy everything from bold new works to cherished classics and modern hits. Coming in Summer 2025, don’t miss the grand opening of the Dr. Stacie J. and Richard J Stephenson Theatre — a Broadway-caliber venue featuring cutting-edge sound, lighting, and top-tier accommodations.
Arts and Culture Contributed $14.2 Billion to Arizona’s Economy
by Mike Hunter
New data released on March 25, 2024, show arts and cultural industries hit an all-time high in 2022, contributing 4.3% of gross domestic product, or $1.1 trillion, to the U.S. economy. Arizona’s arts & culture sector added a staggering $14.2 billion in value to the state’s economy, a 16.6% increase over 2021!
These ndings and more come from the Arts and Cultural Production Satellite Account (ACPSA), a product of the National Endowment for the Arts and the Bureau of Economic Analysis that tracks the annual economic value of arts and cultural production from 35 industries — including both commercial and nonpro t entities. A national summary report and an accompanying interactive graphic are available on the NEA’s website, along with state-level estimates.
In 2022, Arizona ranked 17th among all states in ACPSA value added and 6th among all states in ACPSA value-added growth. Since 2021, ACPSA value added has grown 16.2% in Arizona, compared with an increase of 7.8% for the United States.
In 2022, Arizona ranked 20th among all states in ACPSA employment and 47th among all states in ACPSA employment growth. Since 2021, ACPSA employment has decreased 0.9% in Arizona, compared with an increase of 6.4% for the United States.
ARTS & CULTURE
ARTS AND CULTURAL INDUSTRIES AS AN OVERALL SECTOR
The overall arts economy grew by 4.8% in in ation-adjusted dollars from 2021 to 2022, a rate increase far surpassing that for the entire U.S. economy during the same time period. Since the pre-pandemic year of 2019, arts and cultural industries have surged by 13.6%. By contrast, the U.S. economy grew by 5.5% over the same period.
TOP ARTS AND CULTURAL INDUSTRIES
The top ve industries by total value added to the U.S. economy in 2022 were web publishing and streaming, broadcasting, government services (including public schools), publishing, and motion picture and video industries. The largest arts and cultural industry in the U.S., web publishing and streaming services, grew 40.9% in value added to GDP since 2019. Yet, from 2021 to 2022, this industry declined for the rst time in recent history (by 1.4%).
In terms of percent growth in value added, in 2022, 25 out of 35 arts industries posted amounts exceeding 2019 levels, including agents and managers, sound recording, computer systems design, web publishing and streaming, and interior design services.
In Business Magazine has asked several of the Valley’s arts and cultural organizations to be included in this guide of venues, performing arts organizations, museums and attractions guide to identify just a handful of the groups who seek corporate support and want to create more awareness about their offerings to Valley residents and visitors. We hope our readers will support these great organizations and look at ways that they can attend, donate and engage in the arts right here in the Greater Phoenix area.
Taliesin West
ARTS & CULTURE
QUALITY OF LIFE MEANS BUSINESS
Performing Arts Organizations
Arizona Opera Center
Since its inaugural year, Arizona Opera has produced more than 200 fully staged operas and concerts. The company’s artistic history is rich with a blend of opera’s traditional repertoire featuring baroque, bel canto and verismo works; turn-of-the-century masterpieces; operettas; and American operas. Arizona Opera has also presented Wagner’s complete “Ring Cycle” twice, a feat that has been accomplished in North America by only four other companies.
1636 N. Central Ave., Phoenix, AZ 85004 (602) 266-7464 • azopera.org
Arizona Theater Company
The Arizona Theatre Company doesn’t just stage productions … it creates cultural experiences that resonate far beyond the curtain. As a vibrant nonpro t since 1966 and the Of cial State Theatre of Arizona, it is a hub where creativity thrives, and art takes center stage. Tempe Center for the Arts
700 W. Rio Salado Pkwy., Tempe, AZ 85281 (833) 282-7328 • atc.org
Ballet Arizona
Ballet Arizona is the Southwest’s premier nonpro t ballet institution, dedicated to educating, creating and performing remarkable classical and contemporary ballet. Through unparalleled performances showcasing mastery, elegance and excitement, Ballet Arizona provides guests an occasion the whole family is sure to remember.
2835 E. Washington St., Phoenix, AZ 85034 (602) 381-1096 • balletaz.org
The Black Theatre Troupe
(Helen K. Mason Performing Arts Center)
The Black Theatre Troupe, Inc. has been providing training, employment and performance opportunities for multiethnic and underserved artists since 1970 and acts to make signi cant contributions toward fostering the arts, speci cally theater, within the State of Arizona. It operates to enhance the cultural and artistic awareness of the community by providing productions that illuminate the African American experience and culture. Its purpose and mission are to educate, enlighten and entertain a diverse, multicultural audience by using local, regional and national talent with the emphasis on providing exposure to black culture and ideology. 1333 E. Washington St., Phoenix, AZ 85034 (602) 258-8128 • blacktheatretroupe.org
Museums & Attractions
Arizona Commemorative Air Force Museum
At the only combat aviation museum in Phoenix, visitors will take an edu-venture through history and learn how aircraft evolved as a vital partner to ground and sea operations from WWI to present. It’s an opportunity to get up close and personal with history. Friendly docents are the keepers of nostalgic, inspirational stories and are eager to answer any questions or lead a tour through the collection of artifacts and exhibits.
2017 N. Green eld Rd., Mesa, AZ 85215 (480) 924-1940 • azcaf.org
Herberger Theater Center
Built in 1989 to support and foster the growth of performing arts in Phoenix as a performance venue and arts incubator, the Herberger Theater Center actively contributes to the cultural and educational development of the Valley. In addition to hosting resident companies and the exceptional work they do, the Center creates festivals that celebrate the arts; holds gallery shows and special events; and, in the face of a once-in-a century pandemic, even built a new outdoor stage to meet the moment.
222 E. Monroe St., Phoenix, AZ 85004 (602) 252-8497 • herbergertheater.org
Mesa Arts Center
The Mesa Arts Center is a performing and visual arts complex in downtown Mesa. At more than 210,000 square feet, the $95-million facility, completed in 2005, is the largest comprehensive arts campus in the state. The programs are hosted in four buildings on the Mesa Arts Center campus. This includes the four theaters, the Mesa Contemporary Arts Museum and 14 art studios.
One E. Main St., Mesa, AZ 85201 (480) 644-6500 • mesaartscenter.com
The Phoenix Theatre Company
The Phoenix Theatre Company, originally founded as the Phoenix Players in 1920, is the oldest arts organization in Arizona and remains one of the oldest operating arts organizations in the country.
The Phoenix Theatre Company has launched stars in the industry, developed young audiences, introduced emerging playwrights and composers, created a space for alternative and experimental theatre and hosted world premieres. Most importantly, it remains at the center of an active arts complex serving its audiences by creating dynamic, professional productions while following its mission of educating and elevating the growing Phoenix artistic and cultural community.
1825 N. Central Ave., Phoenix, AZ 85004 (602) 254–2151 • phoenixtheatre.com
Scottsdale Center for the Performing Arts
One of the premier performing arts halls in the western United States, Scottsdale Center for the Performing Arts showcases a diverse season of music, dance, theatre, comedy and lm from around the world. Each year, the Center presents hundreds of events that entertain and inspire — from live performances and educational programs to community celebrations and major festivals.
7380 E. Second St., Scottsdale, AZ 85251 (480) 499-8587 • scottsdaleperformingarts.org
Arizona Heritage Center at Papago Park
The Arizona Historical Society is proud to serve as the steward of Arizona’s history. Its collections broadly represent Arizona history that offers a oneof-a-kind resource for Arizona history. Its artifact and manuscript holdings offer unique opportunities for public programming, educational outreach and exhibitions, as well as academic and communitybased research. AHS collections provide premier resources for recounting Arizona’s past, and they are invaluable tools for promoting public understanding of contemporary issues such as water availability, immigration, free trade, mining, and urban development and revitalization.
1300 N. College Ave., Tempe, AZ 85288 (480) 929-0292 • arizonahistoricalsociety.org
Tempe Center for the Arts
Tempe Center for the Arts is a vibrant part of the larger Tempe Arts + Culture Division. The iconic TCA facility serves as a cultural gem and the crown jewel of the city’s vibrant performing arts community. More than 200 provocative and inspiring programs are produced/hosted each year. Award-winning performances by national, regional and local dancers, musicians, educators, actors and more give voice to a wide variety of artistic expression and provide meaningful engagement for all audiences. Located on the edge of Tempe Town Lake, the center is home to The Arizona Theatre Company, seven select Resident Companies and a vibrant free art gallery.
700 W. Rio Salado Pkwy., Tempe, AZ 85281 (480) 350-2822 • tempecenterforthearts.com
Theatre Works of Peoria
The 2024-2025 season marks the 39th season for TheaterWorks, which produces full seasons of theater (Main Stage series), youth theater (Youth Works), youth education camps and classes (Theater Alive and SummerWorks) and more. TheaterWorks welcomes thousands of school-aged youth to eld trip performances, hundreds of young people to its YouthWorks Academy classes and camps, more than a hundred young people to its stages, and draws more families than ever before to the programming offered by TheaterWorks.
10580 N. 83rd Drive, Peoria, AZ 85345 (623) 815-7930 • theaterworks.org
Valley Youth Theatre
Recognized for its professional-quality performances and exceptional teaching staff, Valley Youth Theatre has continuously impacted the vitality and diversity of the arts in Phoenix. While some VYT alumni go on to become professional theatre, television and lm actors, many reach their full potential in other professions to become police of cers, professors, attorneys, chefs, parents and community leaders.
525 N. First St., Phoenix, AZ 85004 (602) 253-8188 • vyt.com
Arizona Museum of Natural History
Nestled in the heart of Downtown Mesa, the 80,000-square-foot Arizona Museum of Natural History offers plenty to see, learn and explore for dino enthusiasts and historians of all ages. Admire its collection of nearly 60,000 objects, snap a sel e with a T-Rex, pan for gold, discover the origins of the galaxy, and take a stroll through a mock village of our ancestral Sonoran Desert people at this popular Mesa attraction.
53 N. Macdonald, Mesa, AZ 85201 (480) 644-2230 • arizonamuseumofnaturalhistory.org
Arizona Science Center
When it rst opened in downtown Phoenix in 1984, Arizona Science Center was a small space on the map, occupying a modest 10,000-square-foot storefront. A pilot science center by the Junior League of Arizona, the Center (then called Arizona Museum of Science and Technology) quickly proved its value, however, welcoming more than 87,000 visitors its rst year. With its unique ability to inspire, educate and engage curious minds through science, Arizona Science Center quickly grew in popularity and created the need for a larger space. So, in 1997, it moved into a 120,000-square-foot building that was designed by award-winning architect Antoine Predock. Today, the Center still occupies this distinct building within Heritage and Science Square and has added an additional 18,000 square feet with the opening of CREATE at Arizona Science Center®.
600 E. Washington St., Phoenix, AZ 85004 (602) 716-2000 • azscience.org
ASU Art Museum
Arizona State University Art Museum centers art and artists in the service of community well-being and social good. Designed by Antoine Predock and opened in 1989, the Nelson Fine Arts Center facility is located on ASU’s Tempe campus with three oors of year-round exhibitions that rotate seasonally and the award-winning museum store.
51 E. 10th St., Tempe, AZ 85281 (480) 965-2787 • asuartmuseum.org
Children’s Museum of Phoenix
One of the top children’s museums in the nation, the Children’s Museum of Phoenix is a wondrous place of imagination, inspiration, creativity and just plain fun! Designed for children ages birth to 10, this is not your typical Museum … visitors are actively welcomed to touch EVERYTHING! And with more than 48,000 square feet of space, there’s plenty to touch. The Museum offers more than 300 play experiences, spread throughout three oors in the magni cent and historic Monroe School Building. 215 N. 7th St., Phoenix, AZ 85034 (602) 253-0501 • childrensmuseumofphoenix.org
Hall of Flame Museum of Fire ghting
George F. Getz Jr. founded the Hall of Flame in 1961. He organized the National Historical Fire Foundation as a 501(c)(3) nonpro t organization to promote the programs of a museum, which he named the Hall of Flame. Getz began to collect re apparatus after the Christmas 1955 present of a 1924 American LaFrance re engine from his wife, Olive Atwater Getz. 6101 E. Van Buren St., Phoenix, AZ 85008 (602) 275-3473 • hallof ame.org
George Washington Carver Museum and Cultural Center
The George Washington Carver Museum and Cultural Center is a premier cultural institution that is the steward of the African American experience in Phoenix. The museum honors African American Heritage and Arts & Culture. The George Washington Carver Museum and Cultural Center established by the Phoenix Monarchs Alumni Association of Arizona in 1986 is committed to moving forward with the vision of creating a community gathering place for cultural learning. It was approved March 1, 2017 as an Historic Landmark.
415 E. Grant St., Phoenix, AZ 85004 (602) 254-7516 • gwcmccaz.org
Heard Museum
Since its founding in 1929, the Heard Museum, a private nonpro t organization, has grown in size and stature to become recognized internationally for the quality of its collections, world-class exhibitions, educational programming and unmatched festivals. It consists of 12 galleries featuring American Indian art and exhibitions, an outdoor sculpture gallery, a world-class museum shop and an outdoor café.
2301 N. Central Ave., Phoenix, AZ 85004 (602) 252-8840 • heard.org
i.d.e.a. Museum
The i.d.e.a. Museum — which is owned by the City of Mesa and supported by the i.d.e.a. Museum Foundation — offers hands-on activities and art exhibitions for kids of all ages. Programs are developed not only for children but also — most importantly — for the whole family. The museum inspires visitors to experience their world differently. Therefore, in addition to art, creativity and imagination, it focuses on supporting early learning, nurturing creative thinking and engaging families in quality experiences.
150 W. Pepper Pl., Mesa, AZ 85201 (480) 644-idea (4332) • ideamuseum.org
Musical Instrument Museum (MIM)
MIM has a collection of more than 7,500 instruments from more than 200 world countries and territories. The galleries re ect the rich diversity and history of many world cultures. But music and instruments also show us what we have in common — a thought powerfully expressed in the MIM’s motto: Music is the language of the soul.
4725 E. Mayo Blvd., Phoenix, AZ 85050 (480) 478-6000 • mim.org
Penske Racing Museum
The Penske Racing Museum showcases an amazing collection of cars, trophies and racing memorabilia chronicling the career of one of the most successful dynasties in all of sports. Penske Racing has more than 50 years of racing experience and more than 600 major race wins highlighted by 20 Indianapolis 500-mile race victories. On display in the museum are cars detailing the diversity of Penske Racing, including a 1974 Penske PC1 Ford Cosworth Formula 1 car driven by Mark Donohue. Additionally, a number of Indianapolis 500-mile race winners are on display including the 1991 Penske PC21 Chevy driven by Rick Mears to his record tying fourth Indy 500 win.
7191 E. Chauncey Ln., Phoenix, AZ 85054 (480) 538-4444 penskeautomall.com/penske-racing-museum
Phoenix Art Museum
Phoenix Art Museum has provided access to visual arts and educational programs in Arizona for more than 60 years and is the largest art museum in the Southwestern United States. In addition to an annual calendar of exhibitions, Phoenix Art Museum’s permanent collection galleries are drawn from more than 19,000 works of American, Asian, European, Latin American, Western American, modern and contemporary art, and fashion design.
1625 N. Central Ave., Phoenix, AZ 85004 (602) 257-1880 • phxart.org
SMoCA
Scottsdale Museum of Contemporary Art
SMoCA is a museum dedicated to contemporary art, architecture and design. Far more than just an arts and culture destination, Scottsdale Arts is a hub for creativity and innovation that welcomes all.
7374 E. Second St., Scottsdale, AZ 85251 (480) 874-4666 • smoca.org
S’edav Va’aki Museum (formerly Pueblo Grande Museum)
The S’edav Va’aki Museum of cially reopened to the public on October 17th, 2024, with a refreshed lobby and two newly appointed exhibit galleries. Along with these changes, the reopening also features the implementation of the museum’s new hours of operation and new admission rates.
4619 E. Washington St., Phoenix, AZ 85034 (602) 495-0900 phoenix.gov/parks/arts-culture-history/sedav-vaaki
Shemer Art Center
The Shemer Art Center is a true “home for the arts.” It is also one of the City of Phoenix’s Points of Pride. In 1992, the Phoenix Pride Commission asked Phoenix residents to name places that make Phoenix unique. More than 10,000 postcards, listing approximately 150 locations, were received during the initial campaign. From the 40 sites receiving the most votes, the rst 25 Points of Pride, including the Shemer Art Center, were selected.
5005 E. Camelback Rd., Phoenix, AZ 85018 (602) 262-4727 • shemerartcenter.org
Western Spirit:
Scottsdale’s Museum of the West
Western Spirit: Scottsdale’s Museum of the West is a premier cultural institution situated in Old Town Scottsdale. Established in January 2015, the museum resides on the historic grounds of the Loloma Transit Station (N. Marshall Way and E. First St.). With a sprawling two-story layout encompassing 43,000 square feet, the museum showcases the art, culture and rich history spanning 19 states in the American West, Western Canada and Mexico. Former Scottsdale mayor Herb Drinkwater (1936–97), who served from 1980 to 1996, envisioned the museum, which became a reality through the City of Scottsdale’s ownership and the dedicated operation by The Scottsdale Museum of the West, a nonpro t organization established in 2007.
3830 N. Marshall Way, Scottsdale, AZ 85251 (480) 686-9539 • westernspirit.org
Taliesin West
Frank Lloyd Wright Foundation
Having purchased several hundred acres of land in the then rural foothills of northeast Scottsdale, Wright began to conceive of a desert utopia comprised of low-slung buildings designed to re ect the sweeping expansiveness of the desert. Always in favor of local materials, Wright would construct Taliesin West largely of “desert masonry”: local rock set in wooden forms and bound by a mixture of cement and desert sand.
12621 N. Frank Lloyd Wright Blvd. Scottsdale, AZ 85259 (888) 516-0811 • franklloydwright.org/taliesin-west
Arizona Theatre Company
In one of the fastest growing cities in the United States, activities and entertainment are found at every corner. In Phoenix, Arizona Theatre Company acts as not only the city’s premiere performing arts producer, but as the State Theatre for all of Arizona.
Founded in 1966 in Tucson, ATC has become a pillar in Arizona’s art scene, bringing together classic and modern works. ATC has performed in both Tucson and Metropolitan Phoenix for more than 46 years, bringing the best regional theatre to patrons. Recently, ATC has made Tempe Center for the Arts its new home to provide audiences with a venue that promises an exceptional experience for both locals and tourists.
Tempe Center for the Arts, sitting on the edge of Tempe Town Lake, is an architectural wonder. Since 2007, its striking roo ines and large windows have stunned visitors with breathtaking views and its dramatic design. The center includes a 600-seat theatre, where no seat is more than 55 feet away from the stage.
Audiences can expect a wide range of shows at ATC, from beloved classics to new and exciting plays and musicals. The company’s dedication to producing high-quality theatre is clear in every production. Each play is chosen to engage, entertain and inspire the audience.
The 2024-2025 season offers an array of shows lled with suspense, intrigue, nostalgia and abiding love … with a dose of holiday magic and bluesy soul mixed in. “Dial M for Murder” (Oct. 19–Nov. 3) opens the season with a thriller that promises to keep audiences on the edge of their seats. ATC’s very own “Scrooge!” (Dec. 7–28) by Leslie Bricusse returns with a spectacular musical adaptation featuring Tony Award-winning Broadway star Shuler Hensley in the title role along with 35 cast members and musicians.
ATC kicks off 2025 with the soulful and evocative musical “Blues in the Night” (Feb. 22–Mar. 9) and the world premiere of “Bob & Jean: A Love Story” (Apr. 19–May 4). Finally, “Ms. Holmes & Ms. Watson – Apt. 2B” (June 14–29) closes the season with a hilarious new twist on two of the world’s most iconic characters.
As a part of ATC’s commitment to elevate Arizona theatre, the company seeks out top talent from around the country and its own backyard. From directors and designers to actors and artists, ATC ensures that each production has a team that is nothing short of extraordinary. Creative teams like this are united in bringing each story to life with a passion and authenticity that lead to unforgettable moments on stage.
And while the thrill of creating live theatre is plenty of excitement in itself, the atmosphere at an ATC performance is electric. Visitors and locals
At-a-Glance
Organization Name: Arizona Theatre Company
Arts & Cultural Category: Theatre
Name& Position of Org Leader: Kasser Family Artistic Director Matt August & Executive Director Geri Wright
No. of Years Leader has Been Onboard: Matt August – 2 years, Geri Wright – 5 years
Number of employees: 75-100
Main Local Office/Address: 700 W. Rio Salado Parkway, Tempe, AZ 85281
alike gather to share their love of theatre. They come to laugh, to cry and to be inspired by what transpires on the stage. Performances at ATC spark thought-provoking conversations and meaningful connections. And with that, the magic of live theatre brings people together.
Beyond the performances, ATC is active in the community. The company offers educational programs, workshops and outreach initiatives to foster a love of theatre in people of all ages. For young visitors or those interested in the performing arts, these programs provide a chance to learn more about what happens behind the scenes and develop their own talents.
Arizona Theatre Company stands as an Arizona treasure and makes the perfect afternoon or evening out. Whether you’re a seasoned theatregoer or a curious rst-timer, you’ll nd something to enjoy. The mix of professional performances, welcoming atmosphere and community engagement makes ATC a cultural gem worth discovering.
So, as the desert sun sets and the city lights up, nd your way to the Tempe Center for the Arts. Take a seat, let the story unfold and lose yourself in the magic of Arizona Theatre Company.
Phone: (833) ATC-SEAT (282-7328)
Website/Tickets: atc.org
Average ticket price/costs? Tickets start at $25
Annual subscriptions? Yes
Top 3 events/attractions/seasonal performances: ATC’s 2024/2025 Season includes “Dial M for Murder,” “Scrooge!,” “Blues in the Night,” “Bob & Jean: A Love Story,” and “Ms. Holmes & Ms. Watson – Apt. 2B”
Donations link: atc.org/donate
Ballet Arizona
Since 1986, Ballet Arizona has been dedicated to preserving and celebrating classical dance while creating new and innovative works. Under the new artistic direction of internationally acclaimed choreographer Daniela Cardim — a former soloist with the Ballet of Municipal Theatre of Rio de Janiero and Dutch National Ballet — Ballet Arizona is excited to follow her lead to the future of dance in Arizona. During its 38th season, the Valley’s professional ballet company will present “Swan Lake,” “The Nutcracker,” the U.S. premiere of “Frida,” “Spring Mix,” “All Balanchine” and “Eroica.”
The School of Ballet Arizona, under the direction of Maria Simonetti, promotes access to the art form of ballet through dance education, with a focus on excellence in the form, directing each student to a lifelong
At-a-Glance
Organization Name: Ballet Arizona
Arts & Cultural Category: Performing Arts – Ballet
Name& Position of Org Leader: Jami Kozemczak, Executive Director; Daniela Cardim, Artistic Director
No. of Years Leader has Been Onboard: 10+ years (JK) and 4 months (DC)
Number of employees: 110
Main Local Office/Address: 2835 E. Washington St., Phoenix, AZ 85034
Phone: (602) 381-1096
love of dance. Following this vision, Ballet Arizona connects to more than 22,000 children and families every year through its free and low-cost outreach programs.
At Ballet Arizona, the mission is to ignite the human spirit through the magic of dance.
Ballet Arizona’s vision is “ballet for everyone.” The organization’s core values are integrity, tenacity, creativity, belonging, gratitude and nurturing people.
Ballet Arizona aspires to break down barriers, ignite imaginations and inspire a lifelong love of ballet and dance. This nonpro t has a goal to make the art of ballet accessible to everyone through dance education, expansion of facilities and programming that resonates with all Arizona audiences.
Website/Tickets: balletaz.org
Average ticket price/costs? $25 – $199
Annual subscriptions? Yes
Top 3 events/attractions/seasonal performances: “The Nutcracker,” “An Evening at Desert Botanical Garden” and “Ballet Under the Stars”
With a mission to engage the minds, muscles and imaginations of children and the grown-ups who care about them, the Children’s Museum of Phoenix is a vibrant, imaginative and hands-on destination where children can explore, create and discover! We believe in the power of play and experiential learning to inspire young minds. Our exhibits are carefully designed to engage children ages birth to 10, sparking curiosity and creativity. From the interactive Climber to the Noodle Forest and Art Studio, each space encourages hands-on exploration, problem-solving and imaginative play.
WHAT MAKES US UNIQUE
What sets the Children’s Museum of Phoenix apart is our commitment to creating an inclusive, joyful environment for children and families. We focus not only on play but also on learning, with exhibits and activities tailored to developmental stages, sensory needs and diverse backgrounds. Through our Every Child Program, we are proud to offer more than 85,000 underserved children and their grown-ups free or reduced Museum admission so all children can experience the joy of play. Our dedicated staff, special programming and community outreach initiatives ensure that every child, regardless of ability or background, can nd wonder and excitement here.
HOW TO PARTICIPATE
The public can join in the fun by visiting the Museum during regular hours, purchasing tickets online, or becoming Museum members for year-round access and special perks. We also host a range of special events, programs and themed days, making every visit a new adventure. For schools and community groups, we offer eld trips and educational resources to support learning beyond the classroom.
Whether you’re planning a family outing, celebrating a birthday or looking for educational enrichment, the Children’s Museum of Phoenix is here to welcome you! Come join us and experience the joy of discovery.
HOW CORPORATE DONORS CAN GET INVOLVED
Corporate donors play a vital role in helping the Children’s Museum of Phoenix continue its mission of inspiring young minds through play, learning and creativity. There are several meaningful ways for businesses to partner with us:
1. Sponsorship Opportunities
Corporate donors can sponsor exhibits, special events or the Museum’s monthly thematic programming, aligning their brand with impactful, community-centered initiatives. Sponsorship packages are customizable, offering businesses visibility through marketing materials, signage and online platforms, as well as exclusive access to Museum events.
At-a-Glance
Organization Name:
Children’s Museum of Phoenix
Arts & Cultural Category: Children’s Museum
Name& Position of Org Leader: Kate Wells, Chief Executive Officer
No. of Years Leader has Been Onboard: 11 years
Number of employees: 85
Main Local Office/Address: 215 N. 7th St., Phoenix, AZ 85034
Phone: (602) 253-0501
2. Corporate Giving & Donations
Corporate giving directly supports our exhibits, outreach efforts and educational programming. Donations help maintain our interactive spaces and fund our Every Child Program, ensuring Museum access to underserved communities. Whether it’s a one-time gift or an annual contribution, corporate donations are an investment in the well-being and development of children and families in our community. Many companies offer workplace giving opportunities and/or matching gift opportunities. Some companies will donate for their employees’ time volunteering at the Museum. We also offer fundraising event sponsorships that are a wonderful way to promote companies while supporting a worthy cause.
3. Employee Engagement & Volunteer Programs
We offer opportunities for corporate teams to volunteer and make a direct impact. From helping facilitate events to assisting with exhibit maintenance, employee engagement days foster team-building while giving back to the community. Companies can also sponsor a corporate volunteer day, allowing their employees to participate in hands-on activities at the Museum.
4. In-Kind Donations
Corporations can contribute through in-kind donations, such as providing materials, services or expertise. This could include printing services, supplies for arts and crafts activities, or technical support for special projects.
By partnering with the Children’s Museum of Phoenix, corporate donors can strengthen their community ties, build brand awareness and demonstrate a commitment to enriching the lives of children and families. We are always excited to work with companies that share our vision of inspiring the next generation!
Website/Tickets: childrensmuseumofphoenix.org
Average ticket price/costs? $17 per person. Children under age 1 are free.
Annual subscriptions? Yes
Top 3 events/attractions/seasonal performances: CARnival, Earth Day Expo and Happy Noon Year
Since 1959, Phoenix Art Museum has engaged millions of visitors with the art of our region and world. Located in Phoenix’s Central Corridor, PhxArt creates spaces of exchange and belonging for all audiences through dynamic exhibitions, collections and experiences with art.
Each year, 300,000 guests on average engage with critically acclaimed national and international exhibitions and the Museum’s collection of more than 21,000 works of American and Western American, Asian, European, Latin American, modern and contemporary art and fashion design, along with vibrant photography exhibitions made possible through the Museum’s landmark partnership with the Center for Creative Photography at the University of Arizona in Tucson. PhxArt also presents live performances, outstanding examples of global cinema, arts-education programs and workshops, an art+music festival and more for the community. For information on PhxArt exhibitions and activities, follow us @phxart on Instagram, Facebook, X and LinkedIn. To subscribe to the Museum’s e-newsletter and purchase tickets, visit phxart.org.
The Museum is also home to an active group of docents, museum educators who provide school tours, off-site art presentations, Lemon Art Research Library support and more. For information on the Docent program and how to join the team, contact education@phxart.org
In addition to Museum programming and exhibitions, PhxArt serves as a unique and exquisite venue for a wide variety of private events. For information on how to host weddings, receptions, happy hours, conferences, networking events and more, contact events@phxart.org. Spaces available for private rentals include the stunning Dorrance Sculpture Garden.
Phoenix Art Museum is committed to increasing access to the arts and arts education for visitors of every age and background. The institution’s success in this endeavor is made possible through the generous support of both local and national businesses who share the Museum’s philosophy that art should be accessible for all people and can strengthen a community.
The Museum’s Corporate Partner Program enables the Museum to offer businesses of all sizes the opportunity to support arts and culture. Corporate partnerships of every level directly support critical, unrestricted funds to empower Museum innovation, ensure organizational excellence and support vital operations.
Bene ts can be personalized according to the level of support and the speci c area of interest. Core offerings include:
• Free admission for employees during Corporate Appreciation Weekend,
• Networking and social event opportunities for corporate representative(s),
Arts & Cultural Category: Art Museum
Name& Position of Org Leader:
No. of Years Leader has Been Onboard: 2 years
Number of employees:
170 (full-time + part-time)
Main Local Office/Address: 1625 N. Central Ave., Phoenix, AZ 85004
• Unique marketing opportunities and annual print recognition and
• Discounts on facility rentals and family memberships for Corporate employees.
For more information, email corporate@phxart.org or visit www.phxart.org/corporate
For those corporate donors who are interested in supporting Phoenix Art Museum on an individual basis while gaining access to an incredible network of fellow museumgoers and art lovers, the Circles of Support program offers a range of exciting opportunities. Circles of Support is the Museum’s premier philanthropic group of donors who provide vital general operating support from $1,500 to $50,000 annually. Circles donors enjoy:
• Unlimited admission to the Museum for their family all year long;
• Free or discounted admission to lectures, artist talks, films, special events and more;
• Exclusive exhibition celebrations, featuring delicious fare, custom cocktails and private access to major exhibitions before they open to the public;
• Free subscription to PhxArt Magazine and an exclusive Circles’ e-newsletter;
• 15% discount at The Museum Store;
• 10% discount at the Museum’s on-site café; and
• Complimentary guest passes and Gift Memberships.
For more information, contact circles@phxart.org
Phone: (602) 257-1880
Website/Tickets: phxart.org
Average ticket price/costs? $25 – $28
Annual subscriptions? Yes
Top 3 events/attractions/seasonal performances: Art Exhibitions, First Fridays and Family Fundays
Donations link: phxart.org/donate
Organization Name: Phoenix Art Museum
Jeremy Mikolajczak, The Sybil Harrington Director and Chief Executive Officer
The Phoenix Symphony
EVERY GREAT CITY HAS A GREAT SYMPHONY
The Phoenix Symphony, now in its 78th season, is Arizona’s largest performing arts organization and one of the state’s most important cultural assets. In addition to performing traditional and modern repertoire in Symphony Hall and around the Valley, its world-class musicians are actively engaged in the community thanks to generous foundation, corporation and individual support. The core mission of the Phoenix Symphony is to provide extraordinary musical experiences that inspire and advance our community, enriching the lives of people of all ages and backgrounds.
The Symphony is strengthened by collaborating with renowned guest conductors and artists from around the world. This season marks an exciting time of transition as they embark on the search for the next Virginia G. Piper Music Director. There is a high level of interest from remarkable conductors who are excited by the possibility of working with the orchestra, joining the Arizona community and being part of the Phoenix Symphony family.
SYMPHONY FOR ALL
Your Phoenix Symphony has the goal to create an accessible and welcoming environment for all to come and experience the power of live, local music together — creating, building and uniting our community. Its Symphony for All programs include Symphony KidTix, an 18-and-under free family program, active military and veterans free program, student and senior discounts, and a culture pass program. The Symphony for All program is enabled by generous philanthropic support. Seating is limited, and the Symphony is excited to expand this over time with support to help reduce barriers and share the joy of great music
COMMUNITY ENGAGEMENT
The musicians of the Phoenix Symphony understand the vital role they play in using music as a tool for connection and education to enrich the lives of those in Phoenix and Arizona. The highly skilled musicians choose Phoenix as their home and delight in being an active part of the community.
EDUCATION & WELLNESS
Education is a foundation component of the Phoenix Symphony’s mission, with programs reaching across Arizona. Annually, orchestra members empower more than 100,000 students through education and partnerships and create opportunities for deeper connection for tens of thousands of adults experiencing homelessness, in Alzheimer’s care facilities, in hospitals and in hospice. Overall, Phoenix Symphony musicians traveled
At-a-Glance
Organization Name: The Phoenix Symphony
Arts & Cultural Category: Symphony / Live Music
Name& Position of Org Leader: Peter Kjome, President and CEO
No. of Years Leader has Been Onboard: 2 years
Number of employees: 107
Main Local Office/Address: One N. First St., Suite 200, Phoenix, AZ 85004
Phone: (602) 495-1999
more than 14,000 miles across Arizona in 2023 to volunteer in community engagement and education activities.
CORPORATE SUPPORT
Local corporations are a vital part of what makes the arts thrive in our community! Every vibrant community deserves an exceptional symphony.
Partnering with the Phoenix Symphony offers your organization heightened visibility and a strengthened reputation. Because we are Arizona’s largest performing arts organization, collaborating with us positions you as a community leader and provides valuable recognition among our audiences and supporters. Join us in making a lasting impact!
Corporate donations make it possible to bring extraordinary musical experiences to life! The Phoenix Symphony provides diverse creative partnership opportunities, including concert series, community engagement programs, guest artists and conductors, pre- and post-concert events, orchestra sections, the VIP Lounge, the Young Professionals Board, and much more.
In addition to performing traditional and modern programs at Symphony Hall, our world-class musicians are actively engaged in the community thanks to generous foundation, corporation and individual support.
Marketing bene ts include the opportunity to promote your organization’s brand through name placement in promotional materials and advertising.
Hospitality and entertainment bene ts include the opportunity to receive complementary concert tickets, private meet-and-greets with guest artists and Symphony musicians, backstage tours, private in-of ce performances by Symphony Musicians, and more!
Website/Tickets: phoenixsymphony.org
Average ticket price/costs? $25 + and up
Season Tickets? Yes
Top 3 events/attractions/seasonal performances: More than 100 performances a season; concerts include Classics, Phoenix Pops, Films & Specials; and musicians perform in classrooms, shelters and hospitals
Donations link: phoenixsymphony.org/donate
The Phoenix Theatre Company
The Phoenix Theatre Company is more than just a place for performances — it’s a home for stories that celebrate the resilience and beauty of the human spirit.
For more than 100 years, this theatre has been a place where world premieres take the stage alongside beloved classics, where emerging voices are nurtured, and where audiences are transformed by the power of live performance.
The upcoming expansion of the new 500-seat Dr. Stacie J. and Richard J Stephenson Theatre is a symbol of this legacy, expanding our ability to connect with audiences and enhance our artistic offerings.
As we embark on this exciting new chapter, we’re reminded of how each story shared, every laugh, every tear and every standing ovation strengthens the fabric of our Phoenix community.
We have brought award-winning productions to our stage, including “Mamma Mia!,” “Kinky Boots,” “Newsies,” “The Color Purple” and more. Alongside these well-loved classics, we have also premiered original works that celebrate unique voices and stories, including “¡Americano!,” “We Ain’t Ever Gonna Break Up: The Hymon & Parfunkel Musical” and “Let the Good Times Roll: A New Orleans Gumbo.”
As a vital part of Phoenix’s cultural fabric, The Phoenix Theatre Company has always championed a commitment to artistic excellence and community connection. This shines through our outreach initiatives, youth programs, and unique projects like Partners That Heal, which brings comfort and joy to those in crisis care.
The programs we offer reach beyond entertainment; they serve to connect, uplift and empower our community. We are honored to be a place where creative exploration is encouraged and where young voices are nurtured through accessible workshops, camps and performance opportunities that foster self-expression and self-con dence.
Attending a performance at The Phoenix Theatre Company is enriching and for everyone. With accessible venues and accommodations that include ASL and audio description nights, we ensure that everyone can easily experience the magic the arts.
Whether you’re stepping into a class or simply attending a performance, our theatre is a welcoming place for creative expression year-round. Kids and teens can ourish in summer camps or youth programs, developing their talents under the guidance of professionals, while adults can join workshops and events like the Artistic Director Series, Meet Your Theatre, Subscriber Tours and Summer of Dance, which run year-round.
For the more than 150,000 audience members who visit each year, our theatre offers a space to escape, re ect and connect. And with the
At-a-Glance
Name:
Arts & Cultural Category: Theater
Name& Position of Org Leader:
Michael Barnard, Producing Artistic Director
Vincent VanVleet, Executive Director
No. of Years Leader has Been Onboard: Barnard is at 26 yrs/seasons
VanVleet has 27 yrs/seasons
Number of employees: 130
support of our sponsors, our reach continues to grow, making it possible to expand community programs and bring the joy of live performance to even more people.
We will carry this legacy forward with the Phoenix community, honoring the generations of stories that have lled our stage for more than a century. With each new chapter, we’re reminded of the power of live theatre to inspire and unite, creating memories that transcend time.
Together, we’ll continue celebrating the magic of storytelling, embracing the heart of Phoenix in every performance and every shared experience.
With more than 150,000 patrons walking through The Phoenix Theatre Company’s doors each year, sponsorship offers a powerful way to reach a wide and engaged audience. By supporting the theatre, sponsors not only align themselves with a beloved cultural institution but also help expand the reach of its community programs, from youth initiatives to vital partnerships in healthcare. Through naming opportunities, event sponsorships or advertising in programs, businesses can bene t from increased visibility while making a meaningful impact on arts and culture in Phoenix.
Main Local Office/Address: 1825 N. Central Ave., Phoenix, AZ 85004
Phone: (602) 254-2151
Website/Tickets: phoenixtheatre.com
Average ticket price/costs? $59
Season Tickets? Yes
Top 3 events/attractions/seasonal performances: “Churchill,” “Jersey Boys” and “Into the Woods”
Donations link: donate.phoenixtheatre.com/donate
Organization
The Phoenix Theatre Company
Phoenix Zoo
Since its opening in 1962, the Phoenix Zoo has focused on conservation and the care of animals. This commitment is evident in our native species conservation work. Arizona is home to a wide diversity of habitats and species, some of which are under threat. Working with our conservation partners, we offer children hands-on learning opportunities that include animal encounters, nature-based art and behind-the-scenes tours. These programs not only educate participants about the importance of wildlife but also spark a lifelong interest in conservation.
The Phoenix Zoo also offers specialized programs for schools, providing a rich resource for teachers looking to enhance their science curriculum with real-world examples of biology and ecology. Programs for adults include photography classes, Conservation Speaker Series and volunteering opportunities offering the chance to hear about topics related to wildlife conservation and environmental sustainability.
The Phoenix Zoo hosts a variety of special events throughout the year, making it a year-round destination. ZooLights is one of the Zoo’s most beloved traditions, transforming the grounds into a beautiful display of more than 4 million lights, dazzling armatures, custom light shows and glowing experiences! This event brings the community together, drawing families, friends and visitors from all over the Valley to experience the Zoo in a whole new light. To accommodate all needs, the Zoo is offering Cruise ZooLights as well as Sensory Friendly ZooLights, too!
Springtime at the Zoo is really buzzing! Not only is the weather perfect for that daytime visit, the Zoo hosts Earth Day, Dia de los Ninos, Farm Day and more! For the adults-only crowd, the Phoenix Zoo also hosts Roars & Pours, a unique 21+ event that combines adult beverages, animal encounters, live music and food.
Beyond its status as one of the Valley’s Best Family-Friendly Fun destinations, the Phoenix Zoo is a community resource. Its commitment to education, animal welfare and conservation makes it an invaluable asset to the community. The Zoo’s work extends beyond its borders; its conservation programs help protect wildlife and natural habitats, positively impacting Arizona’s environment and contributing to global conservation efforts.
Supporting the Phoenix Zoo means supporting these important initiatives, and every visit helps to fund the Zoo’s mission of preserving species and habitats for future generations. Attending the zoo not only provides a memorable day out but also directly contributes to meaningful conservation efforts.
The Phoenix Zoo is a place of wonder, learning, and connection with the natural world. Whether you’re interested in conservation, want to introduce your children to wildlife, or are simply looking for a unique and enjoyable day
At-a-Glance
Organization Name: Phoenix Zoo
Arts & Cultural Category: Attraction/Zoo
Name& Position of Org Leader: Bert Castro, President & CEO
No. of Years Leader has Been Onboard: Nearly 17 years
Number of employees: 625
Main Local Office/Address: 455 N. Galvin Parkway, Phoenix, AZ 85008
Phone: (602) 286-3800
out, the Phoenix Zoo has something to offer. By visiting, you’re supporting a nonpro t organization committed to wildlife conservation, education and community enrichment. For all these reasons, the Phoenix Zoo deserves the support of the community and is a must-visit destination for anyone who values wildlife and nature.
There are a variety of ways corporate donors can become connected and involved with the Phoenix Zoo. The Zoo is a private nonpro t and relies solely on gate attendance, philanthropic gifts and generous donations, including corporate donors. Currently, and a top priority for the Zoo, is that the Zoo has embarked on a signi cant public fundraising campaign to build a new 27,000-square-foot Veterinary Medical Center. The Zoo’s animal collection will continue to receive outstanding care from our veterinarians and animal care team in the new and improved facility, which will include advanced medical equipment and research space to lead us to the cutting edge of wildlife veterinary science and healthcare. The new space will provide large medical facilities with indoor viewing windows and digital screens to educate guests as they observe veterinary exams and animal health procedures, which may take place in real time. The Center will also contain classrooms and collaborative workspaces to train and motivate the wildlife veterinarians of tomorrow. Watch a video about the plans for a new VMC and ways to donate here: https://www.phoenixzoo.org/vmc/
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HOW TO FOSTER A GROWTH MINDSET
You start by opening your mind to different circumstances, different inputs, different ways forward, different people around you, and different feedback based on your newfound mindset.
Soon enough you’ll find yourself more open and curious, with a newfound ability to
• feel empathy,
• see problems in a new light,
• see new opportunities,
• pay attention to unforeseen trends,
• listen to new voices,
• discover uncharted paths,
• do the things you didn’t expect were possible,
• and inspire others to follow, align, plug in, and join in their own way.
All the while you change your trajectory and the trajectory of those around you.
Brian Solis is head of Global Innovation at ServiceNow, former VP of Global Innovation at Salesforce, Digital Futurist, Silicon Valley Luminary and author of recently released book Mindshift: Transform Leadership, Drive Innovation, and Reshape the Future (Wiley). amazon.com/MindshiftEmbracing-UnlimitedPossibilities-Visionary/ dp/1394198590 servicenow.com
It’s All in Your Mind … Set
Excerpt from ‘Mindshift: Transform Leadership, Drive Innovation, and Reshape the Future’
by Brian Solis
To connect a beginner’s mind toward a growth mindset, start by believing that you can. Then take the next steps, step-by-step, to perceive events more openly, broaden your horizons, explore new ways to unlearn and learn, and believe in yourself and those around you. This is how you make the mindshift from a fixed to a growth mindset and beyond.
ACCEPT UNCERTAINTY.
Remember, focus on what you can control. Uncertainty is just a reality, a way of life. In this zeitgeist, the more we try to bring the past forward, the more likely we are to destabilize our future.
CULTIVATE YOUR SENSE OF PURPOSE.
People with a growth mindset have a greater sense of purpose—a reason for what they’re doing, where they’re going, and why. This keeps them centered and focused on what matters… learning, unlearning, betterment, growth. And it keeps them asking “why” and applying their curiosity and learnings to the meaning of their work. They may even turn it into the spark that also becomes their passion. Once they find it, they embrace it. Their purpose will evolve and grow as they go.
STAY CURIOUS AND ALWAYS BE LEARNING (ABL).
Keep that beginner’s mind clear, open, and ready. These are novel times, and there’s much to learn to blaze new trails. But as you go, that beginner’s mind will keep you curious and keep you open to discovery, which will help keep you learning.
BUILD INCREMENTAL MOMENTUM.
Plan for incremental success and appreciate your progress. Assess where you may exhibit fixed mindset behaviors and learn how to address them. Give your transformation a sense of purpose. Where are there opportunities to learn or do something different? What are the trends that you can better understand? What are the skills you can learn to do the jobs of tomorrow? Figure this out and then take steps toward learning something new or unlearning something that’s holding you back, every day.
EMBRACE THE IDEA OF FAILURE.
“The one who falls and gets up is stronger than the one who never tried. Do not fear failure but rather fear not trying.” These are the words of Roy T. Bennett, and they inspire us to rethink the meaning of the word failure from unsuccessful or incapable to trying and learning and trying again. Venturing into unknown territory has no standard for success, yet. It’s failure only if you give up or believe you have nothing to learn.
FIND THE COURAGE TO PERSIST.
Setbacks happen. Growth happens when you allow that spark within you to burn brighter and brighter. Stoke it. This is courage. Unleash that inner boldness and the strength to grow in the face of uncertainty. This is what separates true leaders from everyone else. Dr. Dweck characterized how those with growth mindsets respond to setbacks, “The other thing exceptional people seem to have is a special talent for converting life’s setbacks into future successes.”
EMBRACE THE PROMISE OF “YET.”
In her TED talk, Dr. Dweck described two ways to think about problems that seem just out of your reach for solving, those outside of your comfort zone. A growth mindset will lean into this challenge accepting that while you do not yet have an answer, the key is that you’ve not solved it—yet. Fixed mindsets will run away from or fight against difficulty. Growth mindsets are driven by possibilities, with the idea that they can learn their way toward resolution. You’ll learn to engage deeply. You’ll figure it out.
REFLECT ON YOUR PROGRESS.
Reflect on your progress. With a growth mindset comes growth. It only matters when you see and appreciate the steps you’re taking and in which ways you’re growing. Take time to look at your previous state, current state, and incremental improvements as you progress. This becomes part of your narrative.
DON’T GIVE AN F.
Don’t give an F. No one will remember your failures, but everyone will remember your success. And if they do hang on solely to the times you fall, without regard for the number of times you kept getting back up, forget them. Seriously.
Fixed mindsets will run away from or fight against difficulty. Growth mindsets are driven by possibilities, with the idea that they can learn their way toward resolution.
