SRP’s Business Demand Response (BDR) program pays participants to reduce energy use temporarily in response to peak conditions on the grid! By participating, your company can earn payments without sacrificing operational reliability, which helps strengthen the grid and increase sustainability efforts.
This could mean anything from rescheduling required maintenance to shutting off nonessential equipment when called upon and could result in significant earnings.
Our exclusive BDR provider, Enel X (formerly EnerNOC), works with customers to develop custom energy reduction strategies designed to minimize disruption in your facilities and maximize your program earnings.
To learn more about the program and all of the benefits, in addition to monetary payments, contact Eric Chang at eric.chang@enel.com or visit srp.net/BDR
Cox Business has built a robust Arizona infrastructure with 23,000 miles of 99.99+% reliable Hybrid Fiber/Coax connecting to a fully redundant national backbone. Cisco-certified technicians on the ground and continuous monitoring from our Regional Operations Center resolve problems before they impact your enterprise. It’s a network designed to exceed business continuity requirements and service designed to exceed expectations. That’s how we do business.
Internet. Data. Phone.
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This month spotlighting Fresh Cravings, Tyler Butler’s series explores the myriad ways businesses give back and the positive ways their programs impact our community.
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Don Henninger taps into his deep knowledge of our business community and its leaders in his ongoing Metro feature.
Roman Davydov explains why and how to control and optimize various internal business processes.
Eric M. Bailey explores communication quirks in both sending and receiving a message that impacts understanding.
Kim Shepard, General Manager for Cigna Arizona, introduces the “Healthcare” issue.
David Fenton, Ryan Louis and Jackie Yoder respond to In Business Magazine’s burning business question of the month.
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Arizona Small Business Association
“Can “Quiet Quitters” Be Fired? Yes, But Be Careful!” “Dailies Top Stories,” “Local Standouts Recognized for Achievements and Philanthropy,” “New Office Enhances Embark Behavioral Health’s Mission” and “Warehouse Hub for Local e-Commerce Merchants”
The war for talent and Great Resignation fuel a perks “arms race” — but ever crazier perks, say experts, are not employers’ best weapon
“Dynamic Purchasing Solutions Clears School Vendor Hurdles” and “OHM Fitness Takes Off at an Electrifying Pace”
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2023 Healthcare & Decision Guide for Business
“Working to Ensure Building Sustainability,” “Best-In-Class Industrial Project Underway in West Valley” and “Small to Mid-Bay Multi-Tenant Industrial Added in East and West Valley”
With expertise from benefits professionals, healthcare insurers, direct healthcare providers and more, In Business Magazine provides a look at trends in healthcare and in workplace relations.
Ivan Royal translates military leadership into a successful commercial cleaning operation.
“Social Data: More than a Marketing Tool to Revitalize Small Business Competition” and “Low-Code: Especially Valuable during Economic Uncertainty”
New releases give fresh insights on business thinking.
Feature articles in Spanish and English on Economia / Economy
Jonathan Shroyer examines how a tumultuous economic period such as this one will impact the customer service industries as a whole.
Attorney Todd W. Rallison examines environmental health and safety considerations for business operations
How to infuse creativity into common reporting tools for nonprofits and transform mundane financial statements into compelling stories.
2023 BMW i4 Electric Vehicle e Drive40 and M50 Gran Coupe Plus: UV disinfection in a box
Liberty Market – A Nod to Gilbert’s Roots in a Contemporary Vibe
Christopher Frank, Paul Magnone and Oded Netzer discuss Quantitative Intuition™ and how business leaders can strike a balance between intuition and information.
Arizona ranked among the 10 states with the best infrastructure in a new study from SmartAsset that evaluated infrastructure conditions across all 50 states — analyzing eight metrics that included road, bridge and public transportation quality, water system needs and electric grid reliability, among others. smartasset.com/data-studies/states-with-the-best-infrastructure-2022
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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.
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Tempe Chamber of Commerce (480) 967-7891 www.tempechamber.org
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Ahwatukee Foothills Chamber of Commerce ahwatukeechamber.com
Arizona Chamber of Commerce & Industry azchamber.com
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North Phoenix Chamber of Commerce northphoenixchamber.com
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Phoenix Metro Chamber of Commerce phoenixmetrochamber.com
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RaeAnne Marsh became editorial director of Phoenix-based InMedia Company in 2010 and helped launch Valley-wide business resource In Business Magazine. Her journalism career began more than 20 years ago, when she left California and 12 years of teaching to transplant in Phoenix’s vibrant entrepreneurial environment, and includes incorporating her own business, Grammar & Glitz, Inc., through which she has taken writing and editing gigs with business and media clients nationwide. Holding the magazine to strong editorial standards, she says, “New businesses are founded, out-of-staters bring new strengths, established businesses evolve and expand — all of which contributes to the dynamic vitality that I see as the mission of In Business Magazine to be the voice of and vehicle to nurture, in each monthly edition. It is my challenge to ensure each edition is packed with relevant information on a broad spectrum of issues, aimed at a readership that runs the gamut from entrepreneurial startup to major corporation.”
As editor of the Spanish section of In Business Magazine, Edgar R. Olivo shares weekly content for Spanish-preferred small-business owners in Phoenix. As a first-generation Latinx and native-Arizonan, Olivo’s upbringing was filled with similar challenges that Latino communities in Arizona face when they engage with the economy. An entrepreneur and nonprofit executive, he is leading the charge to help strengthen a diverse, inclusive and sustainable entrepreneurial ecosystem in Arizona. His work is nationally recognized for establishing programs that help advance equitable economic recovery, and increase generational wealth for Latinx/Hispanic small business owners in Arizona.
“I believe today is a moment for leading big change. Business ownership is a critical means to build community and individual wealth. I hope my work will demonstrate to the Latino community that the entrepreneur ecosystem in Arizona has their back.”
A long time corporate social responsibility practitioner, Tyler Butler is known for her expertise in creating, launching and developing successful social impact programs. Her commitment to rallying people together to make a positive difference has created sustainable signature programs empowering people to give back in a myriad of ways globally. Butler operates under the ethos of “each one teach one,” and so her contributions to In Business Magazine provide her with an outlet to share the best of what companies are doing to aid humanity. Butler looks to shed light on good corporate citizens and share stories about the magic they are creating through their generous outreach efforts.
Joanna C. de’Shay is executive director of Diversity Leadership Alliance, the premiere education training organization in Arizona dedicated to eradicating racism, bias and prejudice. DLA’s goal is to create an inclusive community where each person is equally respected and empowered. De’Shay is an avid servant leader who was born in Accra, Ghana, on the western coast of Africa to a Nigerian father and a Russian mother. An immigrant herself, she believes in being a part of the solution to disrupt systems and is on a mission to create bridges and partnerships by educating companies, nonprofits and educational organizations on the vital need for diverse voices and fresh perspectives.
As a 35-year newspaper veteran in Arizona, Don Henninger has always made journalism his passion as well as his career. Facts matter — especially in this day and age — and information is the foundation that enables citizens to be positive participants in their communities at all levels. Henninger has been fortunate to serve as a community leader and continues in that role today as director of the Scottsdale Coalition of Today & Tomorrow, which convenes leaders to work on issues in that city, and as a member of several nonprofit boards in the Valley.
Bruce Weber sees In Business Magazine as a valuable forum for topics relevant to our business and nonprofit community. “I am deeply interested in organizational capacity and what makes organizations successful and impactful in the work they do. In my work in the community for more than 16 years, I have worked with all sizes of organizations and leaders in helping their businesses grow and expand their impact. My previous careers with Microsoft and Hewlett Packard involved working with business integration partners to design strategies to engage new markets. In today’s complex world, I enjoy exploring the possibilities and opportunities that change can bring.”
En Negocios Editor Edgar Rafael Olivo
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Chris Arey
Eric M. Bailey
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Roman Davydov
Tom De Poy
Christopher Frank
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Don Henninger
Mike Hunter
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Marc Lamber
Emma Lenihan
Mary Little
Paul Magnone
Oded Netzer
Lisa Glenn Nobles Todd Rallison Brian Sathianathan Jonathan Shroyer
Molly Smith
Richard Tolleson Stephanie Waldrop Joseph Weber
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Events Amy Corben
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Publisher Rick McCartney Editor RaeAnne MarshGuest columns are feature articles presented as a special, limited series as well as regular, ongoing series in In Business Magazine.
Kim Shepard is president of Cigna’s Arizona market. She is responsible for driving market growth and leading Cigna to be the partner of choice for employers, healthcare providers, community organizations and customers in the state. She serves on the boards of the Arizona Chamber of Commerce and Southwest Autism Research and Resource Center. She is a member of Greater Phoenix Leadership and is actively engaged with the Boys and Girls Clubs of the Valley, Muscular Dystrophy Association and the American Heart Association. cigna.com
Healthcare remains a top concern for employers and employees, but the elements involved continue to evolve as healthcare itself advances.
The healthcare industry, for instance, is playing an increasingly immense role in working with the business community. The pandemic has demonstrated the importance of prioritizing both the physical and mental health of the nation’s workforce, as we have witnessed an unprecedented need for behavioral health care since COVID hit. In response to this growing need, Cigna has created one of the industry’s largest networks of virtual behavioral care providers that will better support both employers and employees, and place an emphasis on whole-person care. The reality is that we need to treat the body and mind as one to keep people healthy. The combination of fatigue, burnout and stress has proven to be a barrier to business growth. That is why it’s essential for us to work in lockstep with companies to invest in innovations that advance the health of their most valuable asset — their people.
Many different angles help fill a picture of the healthcare landscape for employers, with voices sharing their expertise in various aspects. These range from benefits professionals and healthcare insurers — including myself — to educators to attorneys to direct healthcare providers. With this broad approach, this month’s cover story provides a look at trends in healthcare and in workplace relations.
Tech offers another area where a variety of input fleshes out an optimal whole, as Roman Davydov describes in his feature article on enterprise resource programs, “Five e-Commerce ERP Integrations Improve Business Performance.”
Richard Tollefson describes another opportunity to use data to tell a story, with his Nonprofit feature “Transform Mundane Financial Statements into Compelling Stories.” It’s a perspective we don’t often think about. And Eric Bailey offers another new perspective in “Messaging a Warm Reception” as he explores the different ways that different people will receive the self-same message.
Business leaders may find some surprises about their potential responsibilities and liabilities when they read Todd Rallison’s Legal feature “Environmental Health & Safety Considerations for Business Operations”; considerations are not only expanding but may be applied to earlier situations even when standards of that day had been observed.
And this month also includes In Business Magazine’s annual “Healthcare Decisions: Open Enrollment & Healthcare Guide for Business.”
With the usual monthly broad range of content, the October edition of In Business Magazine offers relevant information to help strengthen and grow our business community. I’m pleased to help bring you this edition, and hope you enjoy the read.
Healthcare has been changing for years, but the focus on wellness and changes in the workplace were exacerbated through COVID. As a result, businesses are looking at ways beyond simply providing health benefits to keep their employees healthy and happy. In this issue, we talk to those who are working hard to offer what businesses (and their employees) need these days. Whether working from home or in the office, things have changed — and, in many cases, for the better.
We asked Kim Shepard to lead this issue as Cigna has been a strong leader making change for business when it comes to
options. Her work to engage business and empower the health and wellbeing of their workers is making a difference. She, along with so many others — from insurance providers to workforce technology — know just how important the health and safety of our workers is. We thank all who participated in this important issue on the ever-changing healthcare. —Rick McCartney, Publisher
Manténgase informado sobre temas empresariales en español a través de En Negocios, artículos para los lectores de habla hispana en el área metropolitana de Phoenix. Visite inbusinessphx.com/ ennegocios para más información.
Stay informed on business topics in Spanish through En Negocios, articles for Spanish-speaking readers in the Phoenix metropolitan area. Visit inbusinessphx.com/ ennegocios for more information.
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Kim Shepard General Manager for Cigna Arizona Cigna Photo courtesy ofEditor’s Note: This question generated input also from: ASHLEY
Please visit October’s Feedback entry on our website to learn from this business’s strategies and experience.
As you prepare to offer healthcare benefits packages to your employees for 2023, what elements of coverage are you finding are most important?
QUESTION: Let us know what you want to know from the Valley’s top business leaders.
editor@inbusinessphx.com
DAVID FENTON Managing Director ECM TechnologiesFinding the best-suited healthcare for one’s business can be a daunting task yet is a great opportunity to demonstrate our culture and belief in supporting our employees. Great healthcare shouldn’t be a challenge, which all too often it is.
For the past year, I’ve been recovering from a shoulder surgery that temporarily slowed me down. If not for the professional physical therapy and fitness training support, I know my recovery would have been greatly extended. I, personally, shopped around for top talent in my physical health care, nutrition and fitness training, and I want the same for our employees.
For 2023, we are pursuing a flexible healthcare policy that affords the ability to find our own preferred healthcare providers; this is a personal experience. I expect we’ll decide on a PPO plan that also enables nutrition planning and fitness, and an umbrella policy that includes dental and eye care is imperative. We plan on providing a full healthcare benefits package with no monthly premium co-pays required by our employees.
ECM Technologies ecm-technologies.net
As Stenson Tamaddon prepares to offer healthcare benefit packages to our employees in 2023, our employee feedback is at the top of our priorities list. These past few years have taught us the importance of health in the workplace, including the plans we choose for our team. Great coverage and affordability are two elements we find most important as we close out 2022.
Currently, we’re looking to expand our benefits and beginning to explore offering HSA plans. They’ll allow our team members to invest in their health and future by providing them with more options that fit their lifestyle. They’re tailored to each individual and won’t box employees into a one-size-fits-all proposal.
Affordability and savings in the plans we offer our employees is extremely valuable as we enter 2023. It’s important that we remain fluid in our healthcare offerings — as the world changes, we must change, too. Sufficient healthcare benefits are a priority for almost anyone considering employment with a company, and as we begin hiring more in 2023, we hope prospective employees see our commitment to their well-being and health.
Chief Operating Officer
Wilde Wealth Management Group
Given inflation is permeating every aspect of life, we’ve been keenly aware of how that is affecting our team. We are paying a portion of employees’ health insurance costs and will take a hard look at the pricing moving forward, as there may be need to adjust. Beyond this, we are always — but especially post COVID-19 — reviewing and re-reviewing our coverage options for employees.
Why now? Coverage needs to include virtual services and telemedicine. Another important must for us? Options that include coverage of at-home tests. We are also very focused on preventive medicine and wellness on our team, therefore need coverage options that keep this in mind. I hate to be cliché, but an ounce of prevention remains a pound of cure in so many cases and for many of the families on our team.
For all past Feedbacks go online to inbusinessphx.com and see what Valley executives think on various business topics.
David Fenton, managing director at ECM Technologies, is a creative, analytical and responsive entrepreneur and business executive with a proven history of success and leadership. A former residential real estate developer and founder and CEO of Twin Oaks Construction Company, Fenton is a persistent problem solver with a passion for green building and sustainable solutions that contribute to reducing a building’s carbon footprint.
Stenson Tamaddon stentam.com
Ryan Louis is a partner of Stenson Tamaddon, a Phoenix-based financial solutions company formed specifically to aid businesses as they navigate complicated processes that encompass securing economic stimulus benefits.
Jackie Yoder is chief operating officer of Wilde Wealth Management Group, an awardwinning financial services firm that provides comprehensive retirement, investment, real estate, insurance, legal and tax planning services all under one roof. Currently, Yoder oversees Wilde offices in Scottsdale, Glendale, Mesa, Sedona, Tempe, Tucson and Payson as well as affiliates and partners in Indiana, California and New Mexico.
Sign up for the monthly In Business Magazine eNewsletter at www.inbusinessphx.com. Look for survey questions and other research on our business community.
People are fighting back against going the extra mile; instead, doing only the bare minimum at work. This is “quiet quitting.”
Seventy-nine percent of American workers are burned out, compared to just 9% who are thriving and engaged, according to Gallup. Employees who are not engaged perform 33% lower than their engaged counterparts.
Employers know who the quiet quitters are. They generally produce less work product, take increased unplanned absences, are not interested in growing their skill set within the company, and they produce poor work leading to increased customer complaints.
Arizona employers can build and enhance employee engagement strategies to promote best efforts and loyalty to the company, but in today’s environment some employees value their personal quality of life over the initiative they show at work. If an employer thinks they have a quiet quitter in the ranks, that person can be fired without explanation.
This is because of Arizona’s employmentat-will statute, A.R.S. Sec. 23-1501. The termination just can’t be illegal. A wrongful termination case could be brought if there is a
violation of an employment contract, violation of a state statute, a Civil Rights or occupational safety violation, or a retaliatory firing, among other exceptions.
While firing is an option in most cases, in these times it’s probably not the best option. Leaders who recognize a rise in quiet quitting among the ranks should first look in the mirror. Is the leader modeling the behavior they expect and communicating expectations clearly? Is the leader even communicating at all?
Employers can otherwise set the bar for new and existing employees through more specific job descriptions, establishing detailed performance violation policies and conducting more frequent performance reviews.
It’s important to keep in mind that it’s okay to have average employees, who are not quiet quitters, who keep the work moving and want to keep their jobs. —Marc Lamber (marclamber.bio), a Martindale Hubbell AV Preeminent-rated trial attorney and public safety advocate and a director at Fennemore who chairs the Personal Injury Practice Group and has been featured in national and local media
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
Leadership & Management | Cover Story | September 2022
Many hard-fought gains for women in the business world were suspended, if not actually lost, through the COVID-19 pandemic. But we recognize the strengths women bring to the business world, which are proven in studies of businesses’ success in all segments of the economy.
Leadership & Management | From the Top | September 2022
Darren Rawson Leads through Chaos And takes opportunity during the pandemic to grow AZP Multifamily
by Tim GallenDarren Rawson is a leader who thrives on disruption.
“For better or worse, I’ve often sought it out,” says Rawson, president of Phoenix-based AZP Multifamily, a leading maintenance and parts supplier to the multifamily industry. “You could say I’m a bit of a volatility junkie.”
Positions | inbusinessphx.com | August 31 2022
Trust President and CEO Mary Jane Rynd announces retirement
inbusinessPHX.com
The Board of Trustees of Virginia G. Piper Charitable Trust has named Steve Zabilski as its President and CEO effective April 1, 2023; the Board has also appointed three new Trustees.
Commercial Real Estate & Development | inbusinessphx.com | August 25 2022
The headline sure grabs your attention:
“Scottsdale Airpark eyed for $1 billion project.”
The proposal is impressive. Some are saying it’s one of a kind. Others are calling it a legacy project.
Whatever you call it, it would be close to a slam-dunk approval in most cities in the Valley.
A recent study by Preply found that 56% of Americans have a work chat app on their personal phone, and that they are more likely to respond to chat apps than email in their spare time. Among other key findings: Forty-four percent of remote workers have faked being active on a work chat app, as have 33% of bosses. preply.com/en/blog/work-chat-app-use/
MJ Insurance, a leading risk management and employee benefits agency for more than 50 years, was recognized recently by the Healthy Arizona Worksite Program as achieving the Gold level of excellence in worksite wellness. mjinsurance.com
The Arizona branch of Soleo Health, an innovative leader and national provider of complex specialty pharmacy services, recently saw two of its clinicians honored with the Gold Stevie® Award in the 20th Annual American Business Awards® — Denice Dowless, RN, BSN, CRN, and Tim Holloway, RN — while the company itself earned two gold and a silver. soleohealth.com • StevieAwards.com/ABA
Tri Pointe Homes®, a recognized leader serving the Phoenix market for more than 30 years under the name Maracay®, won four awards at PCBC’s 59th Annual Gold Nugget Awards, one of the largest and most distinguished competition of its kind in the nation. tripointehomes.com
The latest Best Lawyers® named Coppersmith Brockelman attorneys Roopali Desai and Andy Gordon “Lawyer of the Year” in Civil Rights Law and Antitrust Law, respectively. Overall, the business law firm in Phoenix saw 17 of its 21 attorneys recognized for exceptional work in 19 categories. cblawyers.com
In honor of Hunger Action Day, Arizona-born brand Salad and Go donated 8,600 pounds of fresh romaine, carrots and sweet potatoes to the United Food Bank, partner of Feeding America. In addition to this specific Hunger Action Day initiative, Salad and Go will be donating nearly 4,000 fresh salads to various partners across Arizona as part of a weekly initiative the brand has been committed to for years. saladandgo.com
Wilde Wealth Management Group, an award-winning financial services firm, recently donated $85,000 to Arizona Tuition Connection to support its scholarship fund to help low-income students to attend Notre Dame Preparatory Academy. wildewealth.com
Embark Behavioral Health, a leading network of mental health treatment programs for youths and their families, recently moved its support office to a 24,000-square-foot office space in Chandler. The company hired interior architecture firm PHX Design One to implement the vision it had for the office: a colorful space that mimics the warm welcome Embark’s dozens of treatment programs provide families across the country.
The new space houses teammates in departments that include finance, strategic planning, marketing, IT and human resources. These departments exist to support and serve Embark’s mental health treatment programs across the country, which is why the Chandler location is called the support office.
“Our new space was intentionally designed to be a purposeful celebration of our culture and values,” said Alex Stavros, CEO of Embark Behavioral Health. “The feel is a cheerful one representing the hope our programs provide struggling families, and the joy and healing we ultimately look to create.”
Bright pops of color in the paint, wall signage showcasing the company’s culture, and furniture pieces were integrated into the office design to help resemble Embark’s growing mental health care
programs. Bright yellow, orange, blue, and green colors line the walls, with large screens playing client testimonials, highlights of Embark’s therapy programs, and inspiring messages congratulating employees on milestones and welcoming new hires. Multiple lounge areas, complete with couches and ottomans, offer seating spaces where employees and visitors can relax, connect with each other, and enjoy a view of the East Valley.
“Embark’s office design was very much driven by the company’s core purpose, which is to create joy and heal generations,” said Avalyn Zizzo, senior designer at PHX Design One. “Embark wanted potential visitors and teammates to feel an immediate sense of belonging once they entered the space.” —Mike Hunter
Embark Behavioral Health embarkbh.com PHX Design One p-d-o.com
Portal Warehousing recently opened a month-to-month flex-warehouse and logistics space for small business, e-commerce and industrial merchants/tenants in Tempe. It is the only offering of its kind in Phoenix that caters to emerging e-commerce sellers. This 35,000-square-foot facility has 36 units, ranging in size from 50 square feet to 1,500 square feet to accommodate a variety of business owners.
“Portal Warehousing is the perfect solution for e-commerce merchants and businesses with physical goods that are growing out of their starter space,” says co-founder and CEO Alex Morrison.
Portal Warehousing combines high-quality warehousing experience for small companies with integrated logistics services like daily pickups, shipping and receiving and discounted rates. Each business owner will have an individual warehouse
space (small, medium, large or extra-large) where he or she can house and ship out products with ease. The warehouse is 100% air-conditioned to create a comfortable environment year-round. With a membership, business owners will get inclusive of amenities such as high-speed internet, reception services, community events, shared common spaces to facilitate socializing and networking, and incubator support. Portal members have access to direct-to-consumer business essentials such as dock-high and gradelevel doors, enterprise-level equipment, shipping and receiving. Co-working areas and conference spaces are also available for use as needed. A community manager will be on-site from 9 a.m. to 5 p.m. every day, and members can request 24/7 access. —Mike Hunter
Portal Warehousing join-portal.com
Earlier this year, Embark Behavioral Health launched podcasts to discuss critical issues facing young people and their families. The new Embark Behavioral Health podcasts will be available to watch on the Embark website, with an audio version available on Apple Podcasts, Spotify, and Google Podcasts. embarkbh.com/mental-health-podcasts-embark
Photo courtesy ofThe great resignation and war for talent have brought out the best in employers. From better pay to flexible hours, and resources for managing work/life balance. But, where do they draw the line?
The war for talent, the ‘Great Resignation’ and the challenge of compensating staff in inflationary times all mean that employers are now offering ever more lavish benefits, in a kind of perks arms race.
A new poll commissioned by Trusaic, and conducted by YouGov, ranks the kind of unusual new job benefits that employees would like to see employers offer — including both “Hangover leave” and “Houseplant Bereavement Leave.”
Other unusual job perks employees are looking for include breakup leave, social media detox days and leave for heartsick sports fans. “Some employers already offer ‘pawternity leave’ (paid time off to bond with a new pet) and pet bereavement leave,” says Matt Gotchy, Trusaic’s executive VP of marketing.
So, what do these outlandish job perks say about the current labor market? It shows that employees are looking for more from their employers, and organizations are going to need to deliver on these requests if they want to attract and maintain talent.
While new, creative job perks may be effective in helping organizations differentiate themselves from the competition, research shows that the biggest selling point employees look for in an employer is fair compensation.
Nearly 48 million Americans quit their jobs last year, an all-time record, while studies show there are now two jobs for every one candidate. And while outlandish job perks may be one way to attract and retain talent in such competitive times, Gotchy says employer emphasis on fair pay and pay equity could be even more effective. In fact, the No. 1 HR trend in 2022, according to Harvard Business Review, is that “fairness and equity will be the defining issues for organizations.”
The Harvard Law School Forum on Corporate Governance says, “Companies that fail to address pay inequality may not only see reputational damage, but may find themselves at a competitive disadvantage as talent migrates to those companies that prioritize fair pay and opportunities for career advancement.”
A study conducted by Indeed.com finds that 75% of employees are more likely to apply for a job that promotes pay transparency. Pay transparency includes things like salary ranges in job listings, organizational certifications that verify pay equity, and general openness around compensation are the signs employees look for when evaluating an employer.
The benefits of paying equitably go beyond attracting and retaining workers too. Organizations experience a wealth of positive business improvements when they prioritize pay equity as a strategic initiative. That same study points out that more than 80% of workers are more productive and involved when they perceive themselves as paid fairly.
“In short,” says Gotchy, “if you want to win the war for talent, pay equity may be one of your best weapons — even maybe more potent than houseplant bereavement leave.”
1
2
3
Premium subscription to
app
10 Houseplant bereavement leave (paid day
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wedding, bachelor or bachelorette
All figures, unless otherwise stated, are from YouGov Plc. Total sample size was 1,230 adults. Fieldwork was undertaken between July 20 – 22, 2022. The survey was carried out online. The figures have been weighted and are representative of all US adults (aged 18+).
Figures for how many millions of Americans support any given perk are arrived at by taking the percentage of poll respondents who support that particular perk and applying it to the total number of U.S. adults in the last U.S. Census.
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Trusaic is a leading HR and compliance technology company that focuses on advancing social good in the workplace by solving HR’s most complex challenges across people, data, and compliance. The company’s mission is to create a better working world by helping organizations achieve pay equity, foster a more diverse and inclusive workforce, assist economically disadvantaged individuals with finding work, and ensure employee access to affordable healthcare. trusaic.com
Nearly a quarter of all respondents in Trusaic’s recent poll voted for “paid celebration recovery leave,” otherwise known as “hangover leave” as a fantasy job perk they would like to see employers offer. When applied across the U.S. population, this represents some 59 million Americans.
OHM Fitness founder Doug Payne, who has a long and strong history with franchise development, recalls a transformative meeting he had during the dotcom era. “I had an idea to convert the 40-hour trainings that pilots had to log into online learning.” At the time, one of the most famous investment firms in the San Francisco area was Draper, Fisher, Jurvetson International, and he had a meeting to pitch the firm to invest in the company. “Draper himself was in the room. He listened to our pitch and then dismissed the room, asking only myself and my COO to remain behind. He looked at me and said, ‘Son, I like you. I think you’re very smart, I do like this idea, and I think it solves a real problem, but let me ask you this: How many companies have you started that you have failed?’ I puffed out my chest confidently and said, ‘None!’ To which he responded, ‘I need you to come back after you’ve failed.’
“I have always thought about that every time I’ve begun a new venture and it sticks with me to this day, because what he was really telling me was to never give up, and certainly to never view failure as a reason to give up, but more so as the thing that will help me succeed next time.”
OHM Fitness is the first franchise to deliver small group workouts using the highly effective electrical muscle stimulation (EMS) using wearable technology through its EMPower Suit. Explains founder Doug Payne, “This high-tech fitness experience packs the benefits of an intense two-hour workout into a low-impact, 25-minute session with a low rate of wear and tear on the joints, ligaments and muscles, in comparison to other HIIT workouts.”
He and his partners began working on the concept in 2021 and opened the first OHM Fitness studio this past June. Owned and run by Payne, he uses this one as a model for interested franchisees (they hold discovery days there often). He has no plans to open another studio himself but works closely with area developers and franchisees to ensure the success of new studios. Locations are currently set to open in Austin, Texas; San Diego, Orange County and Sacramento, in California; and 35 more in Arizona over the next three years.
“It was the perfect storm of events and timing,” Payne relates about the company’s founding. “I had long been in the franchise game, and my partner Eric’s girlfriend had just gone to a training facility in Newport Beach that she was raving about. He broached the subject of EMS to our other partner, Steve. However, the old technology that it was tethered to at the time — suits plugged into big machines — made doing
group training efficiently and smoothly a non-possibility. Then they brought the idea to me, and when they did, we found the ideal technology at just the right time to make our quickly blossoming vision a beautiful reality.
“We each had the perfect combination of experience, skill, and vision from our past to bring this idea to fruition. That synergy has continued as our small team expands and we bring in more people and partner with more companies that have just the right combination of what we need.” Their biggest challenge was sourcing and developing the right suit. “The creation of the EMPower Suit and the immersive experience was the toughest part of the equation to solve, but now that we have it is also our biggest strength.”
—RaeAnne Marsh OHM Fitness ohmfitness.com
Dynamic Purchasing Solutions provides purchasing services to K-12 teachers and school clubs. DPS helps facilitate transactions through public schools and outside vendors. Through DPS, teachers purchase the items they choose without being limited by the school’s pre-approved vendor list, wait times and lengthy purchasing process.
Cooper Weissman founded DPS last year and is its CEO. “Throughout high school, I’ve been very involved in student government (Stugo). I love working in teams and planning events, but I was spending tons of my own money on decorations and other items because I was told that we can’t spend our Stugo money on vendors that were not approved. I decided to start an LLC and get onto the approved vendor list at my school. After receiving my approved status, I was able to facilitate transactions for my school to get the items they needed. This idea quickly solved a huge problem in my class, and I came to realize that there were hundreds of high schools within a 50-mile radius that had the same issue.”
His biggest challenge, he shares, was “balancing school, business and a high-school girlfriend.” But he took to heart advice from a mentor that “in business and investment, the most important key to success is welcoming failure.” He took that to heart, and relates, “I had six failed business attempts
before landing upon a successful venture.” Currently, 43 Arizona schools are clients of DPS. “I’ve lost thousands of dollars investing, but I have gained so much more by putting myself out there,” Weissman says.
“Loving business and solving problems are what inspired me to start my companies, but making an impact on the world is what motivates me to keep going,” Weissman says. “I was born lucky. I have a roof over my head and I live in the wealthiest country in the world. I want to use the skills I develop, and the life I was gifted, to change other people’s lives.”
—RaeAnne MarshDynamic Purchasing Solutions dynamicpurchasingsolutions.com
Notable Arizona startups include Blue Yonder (1985), Liveops (2000), GlobalTranz (2003), ), Local Motors (2007), Footprint (2013), Offerpad (2015)and Solera Health (2015). failory.com/startups/arizona
Photos courtesy of OHM Fitness (top), Dynamic Purchasing Solutions (bottom)
“Among its many innovations, CHASSE Building Team has adopted Lean Construction Methods and developed a customized CHASSE Lean approach. CHASSE Lean is a collaborative process to achieve maximum value on all of our projects while minimizing project waste such as cost, material, time and effort,” says Barry Chasse, founder of CHASSE Building Team.
CHASSE’s Lean construction approach starts with identifying and creating a project community. The community is everyone involved in successfully completing the project: the owner, architect, CHASSE team, trade partners, consultants, inspectors, etc. The community adheres to CHASSE’s Lean culture by being respectful of each other, collaborating by asking instead of telling, and striving to get better every day.
From the baseline construction schedule prepared during the design phase, CHASSE Building Team invites the entire project community to participate in a Pull Planning Session. Using a graph schedule and sticky notes, each community member can map out their task, what they need to start, how many days the task will take, and how many team members are involved. This innovative approach is very different from typical construction scheduling methods. The end result is a project schedule the community collaboratively creates, agrees upon and takes ownership of. Ultimately, the approach enables CHASSE to be “very proactive rather than reactive in identifying delays and the corrective actions needed in order to reduce rework and waste,” Chasse says.
CHASSE incorporates sustainable building in its own company practices. Describing the company’s headquarters, which it moved into in late 2019, Chasse says, “CHASSE Building Team’s new office location was founded, designed and constructed with sustainability at the forefront. Every aspect of our new home is not only environmentally responsible, but also takes into consideration team member comfort and operational protocols.”
A snapshot of CHASSE’s sustainable efforts includes energy-efficient elements: highefficiency mechanical units, energy management system, passive cooling, efficient indoor lighting, a high-performing building envelope and photovoltaics.
Environmental elements range from salvage and repurposing to recycling construction waste. “When looking for our new business home, we wanted to ‘make something new again’ … It was important to us to repurpose a structure, and salvage as much of the materials as possible. We repurposed a 1970’s warehouse in Tempe. We salvaged over 70% of the building components, while adding a modern industrial feel.” The project achieved its goal of diverting 75% of construction waste from the landfill. And for continuing daily operations, “All of our paper products are made with post-consumer recycled content. We use digital plans with Plan Grid software and recycle all of our paper waste.”
Occupant comfort is also part of CHASSE’s environmental focus, from height-adjustable work stations to healthy lunches three times a week. Going even further, Chasse says, “We have several bikes and motorized scooters for our team to use for lunch breaks and errands. We are located less a half mile to 20 restaurants and major retail stores. Our office is an easy commute from anywhere in the Valley. We are less than two miles from the light rail and have a bus stop less than 500 yards from our front doors.”
—RaeAnne MarshCHASSE Building Team chasse.us
Leading design-build construction firm LGE Design Build, alongside developer Echo Real Estate Capital, has begun construction on Echo Park 303, a two-building, modern industrial facility in Glendale near the intersection of Northern Parkway and Reems Road. With an expected completion of Q3 2023, the 676,176-square-foot best-in-class industrial product will sit on nearly 40 acres of land — marking the latest addition to the flourishing Loop 303 corridor. —Mike Hunter lgedesignbuild.com • echorecap.com
Nicola Wealth Real Estate has partnered with Hopewell Development (Hopewell) to acquire a 17.79-acre industrial development site in the north Mesa submarket adjacent to Falcon Field Airport and a total of 14.20 acres in Peoria off the 101 Corridor. The two projects total 32 acres with the ability to develop up to 486,200 square feet spread over six buildings.
The North Mesa project will deliver much-needed modern multi-tenant industrial product for small to mid-bay users. Mike Parker of CBRE brokered the off-market transaction and will be leasing the 264,500-square-foot three-building project, which has been branded Falcon202 Commerce Park. Hopewell is currently securing entitlements, with construction anticipated to commence by early 2023.
In Peoria, the partnership has acquired the remaining two infill sites in Empire Business Park adjacent to Loop 101. The project consists of three buildings totaling 221,700 square feet. Brian Gleason and Bonnie Haley of Colliers International brokered the transaction and will be handling the leasing. The three class A buildings ranging in size from 65,000 to 93,000 square feet are under construction and are capable of accommodating single users or multiple tenant demising plans. —Mike Hunter hopewelldevelopment.com/properties/usa realestate.nicolawealth.com
Phoenix ranks as the eighth-largest medical office market in the U.S., with an inventory of 367 buildings totaling 21.4 million square feet, in the latest 42Floors’ Medical Office Building Decade Report, which analyzed the decade 2012–2021 of medical office building construction activity to see how this asset class had blossomed into the spotlight for CRE investment firms. 42floors.com/news/medical-office-building-decade-report-sept-2022
Photo courtesy of LGE Design Build (top, right)While he was an activeduty member of the U.S. Army, Ivan Royal earned the prestigious Sergeant Audie Murphy Award, which recognizes a handful of noncommissioned officers who exemplify leadership characterized by personal concern for the needs, training, development and welfare of soldiers and concern for families of soldiers. It’s these foundational skills that he has brought into the civilian workplace to build one of Arizona’s leading commercial cleaning businesses.
“Leadership is the process of influencing people by providing purpose, direction and motivation to accomplish the mission and improve the organization.”
For more than two decades, this official U.S. Army doctrine definition of leadership shaped Ivan Royal as he rose through the ranks of the U.S. Army. Today, they have become inextricably linked to him and his approach to leading OMEX, an Arizona-based commercial cleaning company.
While today he is not leading soldiers into often perilous conditions thousands of miles away from home, the former Drill Sergeant is leading a team of highly skilled commercial cleaning professionals as they tackle some of the most urgent workplace challenges in recent times.
Though his mission has changed to providing world-class janitorial services to customers across the state, the core tenets of purpose, direction and motivation continue to be his guideposts.
“As leaders, the single-most powerful tool we have is adapting to situations in ways that make our teams stronger and better,” says Royal. “I don’t want people to do something because I say so. I want my team to believe in our mission, recognize our purpose, embrace and add to direction, and cohesively work towards achieving a positive outcome.”
Encouraging Purpose-Driven Results
Drawing from years of experience, Royal knows that sharing the underlying rationale for a task or project creates greater buy-in among his team and builds confidence in the company’s leadership.
sanitized and our clients safe created an overwhelming sense of pride among everyone on the team. We became more committed than ever to achieving our mission.”
Royal holds his employees to a high standard because OMEX’s clients have high expectations. He realized early on that to build a team that meets his benchmarks of excellence, he and his managers need to take a hands-on role in developing their people’s individual talents.
“It’s easy to give up on an employee because they’re not doing something the way you would do it, but many times managers don’t ask themselves what they’ve done to shape and build that talent,” he says. “All of our leaders, me included, take the time to work with individuals, walk them through buildings, define expectations and not just talk about what needs to be done but physically show them how to do the job.”
It’s a concept that’s especially important now given the challenges that many businesses have in attracting and retaining employees. Royal insists that spending a few hours training an employee is time well spent compared to the three to four weeks it takes to hire an employee.
According to Royal, this is perhaps the toughest principle to put into action, but one he knows well.
Ivan Royal started his OMEX company in 2017 with just himself; he now employs 78 and has a wide range of clients, including several government contracts, covering nearly 1.5 million square feet across Arizona. Part of a franchise, his company is independently owned and operated, and is the only OMEX company in Arizona.
“If our team doesn’t know or understand what we need to accomplish, they can’t be successful in meeting our client’s needs. Providing purpose gives our team a big-picture view of why we are doing what we’re doing,” says Royal. “In the world of commercial cleaning, it’s about much more than wiping down a surface. It’s about knowing that we’re helping bring our clients healthier environments.”
Never was this truer than when COVID-19 entered the world’s vernacular.
Seemingly overnight, OMEX had to educate itself and its employees on this emerging and rapidly changing virus, from understanding dwell times to deploying new cleaning and sanitization methods, and everything in between.
“We took every opportunity to drive home our purpose of delivering healthier environments to schools, daycares, public facilities, healthcare environments and other critical services,” says Royal. “Knowing that we were on the front lines against this virus helping do what we could to keep environments
“Being a leader who motivates teams calls for being intentional in everything we do,” says Royal. “It means resisting the urge to micromanage and instead inspiring, recognizing successes, showing integrity and providing greater vision.”
Royal makes it a point to not only celebrate successes, but to turn challenges into learning opportunities that recognize the positives, while working to overcome stumbling blocks.
“In the military, some soldiers are highly motivated to complete a mission, while others need reassurance and a more pro-active approach with a guiding hand to get them past the finish line. It’s critical to be in tune with your team’s needs so you can fill in the gaps and give them what they need to be successful,” says Royal.
While some may be quick to point out the stark differences between war rooms and board rooms, the underlying principles that guide a leader’s effectiveness are quite similar. Royal serves as a reminder of the highly refined skills and leadership talents that veterans not only bring to the corporate arena but use to build exceptional teams.
The U.S. Census Bureau revealed that veteran-owned businesses make up approximately 6% (337,934) of all businesses in the U.S. They bring in an estimated $947.7 billion in revenue, hire approximately 3.9 million employees and pay out about $177.7 billion in annual payroll.
Data is rich in business intelligence, from emerging trends to competitor and audience insights. Small businesses should use these insights to cater to their audience’s interests or needs; determine which products to build a campaign around; understand which channels customers prefer and use most; learn what consumers like or prefer about their competition; and develop new, indemand products.
Small businesses should meet their audiences where they’re at. Many businesses pull social data to observe the latest emerging trends to edge out competitors, but shifting the focus to the audience’s interests and needs can give them another edge. They can create content around the most popular products that are flying off the shelves and build excitement around what’s to come, discover which platforms customers prefer by identifying where and when the audience is most active, and decide which content performs best with the audience and continue to create within that vessel. Businesses can even survey their customers to figure out who they really are, who they follow and what they really like about using social listening tools. Relevance will always trump reach, so leaning into an audience’s preferences will help businesses cater to current and future marketing strategies.
Expanding the overall knowledge of key metrics and KPI’s will help businesses increase overall audience size by. Impressions are a great way to get an understanding of how many eyes the content is getting in front of, whereas engagements tell the true story of what is really resonating with the audience. Click-through-rate, link clicks and goal completions are integral in deciding what is drawing potential customers further into the marketing funnel. With new social platforms and social trends emerging on a consistent basis, metrics and their relevance are ever-changing. Knowledge of key social metrics is vital to increasing visibility amongst existing and potential audiences as well as edging out competitors within the space. —Candie Guay, cofounder and creative director of Scottsdale-based Envida (www.envida.com), the nation’s leading multifamily creative agency
Implemented correctly, low-code application development offers businesses across industries a well-proven path for accelerating innovation and go-to-market goals. Make no mistake about it, lowcode is a compelling advantage in any economic climate — but taking a low-code tack can be especially valuable in times when business trends are, well, less predictable. Low-code development is more cost-efficient and more flexible than traditional hardcoding, two factors that are especially valuable amid economic turbulence. As budgets tighten and productivity becomes more crucial, swiftly adapting to new market needs and conditions becomes all the more necessary.
Let’s look at how, exactly, low-code enables greater business agility in uncertain times:
Low-code development platforms enable both novice “citizen developers” and experienced coders to be far faster and more effective at creating — and optimizing — the applications they and their customers use. With low-code, users can assemble apps by connecting pre-coded Lego-like modules, mixing and matching the data, AI and other capabilities they need. This approach makes it possible to complete applications and bring them to market at speeds often 15 to 30 times faster than traditional development methods. This tremendous boost to productivity ensures that businesses can maintain robust and flexible development capabilities without overextending their resources.
At the same time, low-code removes the technical obstacles and tedious work that come standard when preparing the block-and-tackle of application environments and writing code manually. Employees without computer science degrees can be productive just like hardened developers, while experienced developers find that low-code makes their jobs easier and lets them get to the more creative and exciting parts of their projects quicker.
And a point not to be lost: Especially as developer talent also seeks safe harbor in the face of economic uncertainty, businesses able to offer superior low-code-enabled developer experiences are able to win the competition for this talent.
Emerging technologies, including AI/ML, big data, IoT, voice, blockchain and APIs, are key drivers of business innovation and deliver tactical advantages
in the battle for competitive differentiation. However, businesses face immense challenges when it comes to actually leveraging these technologies, especially from the perspectives of talent acquisition and cost. Fortunately, low-code development can put these technologies in reach at a fraction of their traditional costs.
The AI/ML field provides a stark example: There are just 300,000 trained AI engineers in the world, making the competition to hire these experts incredibly fierce — and the salaries they command incredibly expensive. However, low-code can abstract AI/ML capabilities into prepared code modules, bringing AI/ML application development within reach of any of the world’s 25,000,000 web developers. Thus, businesses can introduce innovations as effective as those coming from competitors with top experts on the payroll, with far less overhead. By keeping their budgetary powder dry, businesses also preserve their flexibility when economic circumstances do become more certain.
The speed and agility of low-code development fuels faster iterations of application capabilities, interfaces and overall customer experiences. The result is a far greater responsiveness to ever-shifting market trends. This ability to build and test new application versions at a pace that laps competitors means businesses can win over customers with applications that are simply more capable, more elegant and better optimized front frontend to backend. As economic uncertainty influences customer needs and preferences in unpredictable ways, the rapid iterative development strategy that low-code enables allows businesses remains in step with the times and their customers.
Application development teams able to deliver speed, adaptability and access to a breadth of leading technologies have the upper hand in navigating their businesses through cloudy economic straits. Adopting a low-code strategy offers transformative business agility when it comes to keeping pace with changes and outmaneuvering competitors, no matter what the future holds. —Brian Sathianathan, chief technology officer at Iterate.ai (www.iterate.ai), which delivers an innovation ecosystem for building production-ready low-code applications
desktop and smartphone
are, whenever
app,
want.
Lastassia “Lady La” Eidson
Founder of Mahalo Made, Member since 2013
by RaeAnne Marsh
The new impact healthcare is having on our companies and their people
Healthcare continues to evolve, and with that evolution are changes not just in employee benefits but in how healthcare issues impact the workplace.
In Business Magazine has reached out to leaders with expertise in the healthcare and benefits industries for their insights on trending matters to help employers stay on top of what’s important.
BETH NILLEN Of Counsel Spencer Fane spencerfane.com
We need to not only listen to what people say — really listen — but we also need to react accordingly. Everyone experiences joy, love, uncertainty, anxiousness, stress and pain. The more we share these experiences, collectively, and acknowledge our own struggles and triumphs and encourage others to express their own, the more we can bond together and bring the mental health pandemic out of the darkness.
As a former ICU nurse in a Level One Trauma Center, who worked on the front lines during COVID-19, I can speak to many lessons learned that we need to remember — because the pandemic is not going away. The pandemic brought to light that work does not always need to be performed within the confines of an office. Although there will always be a time and a place for in-person meetings and handshakes, executive assistants can draft and edit documents remotely, bankers and lawyers can draft reports and close deals in their workout clothes, and day-to-day networking can be done over video conferencing.
As a result, many people have learned to balance work and home life in the suburbs and employers have been forced to restructure work schedules that afford more autonomy and flexibility. These changes have caused everyone to reimagine the definition of the workplace. I predict that the companies which continue to learn from this experience and which grow to view their employees as multi-faceted and productive individuals — and not fungible commodities — will be the most successful in the years to come.
Let’s face it, workers still want the flexibility of working from home but, as social creatures, they also crave the human connection and the perks of the corporate life. No matter where the work is performed, employees will produce and be fully engaged as long as they believe in their leadership. Businesses that meet the individual needs of their employees and keep them fully engaged in the company’s mission are the ones that are going to prosper. This means businesses need to provide employees with personal autonomy, which includes flexible hours and some remote work, while also finding ways to encourage in-person social interaction at the office along with providing amenities such as workout facilities and comfortable working conditions. Even more importantly, companies need to inspire and motivate employees to remain with the employer by offering career advancement and professional development opportunities.
Another vital way that companies value their employees as individuals is to recognize the impact these last two years have had on everyone’s mental health. You don’t need to have walked in my shoes as an ICU nurse to know how terrible it was for patients to suffer — alone — in the hospitals, sheltered away from family and loved ones during their darkest hours. The experiences of many of our corporate co-workers,
physically isolated at home, was not altogether different. Even if a particular employee never fell ill nor had a family member hospitalized does not mean that person was not a victim of the pandemic. Being cut off from co-workers has a price. People need human contact. We need shared experiences. To that end, those companies that figured out how to embrace weekly virtual happy hours, regular Microsoft Teams and Zoom meetings, and virtually recreated the prepandemic water-cooler experience, are some of the corporate heroes of the pandemic.
But what does that mean today, as companies begin to rally the troops to return to the office? Returning to life as we knew it pre-March 2020 will not happen like the flip of a switch. For many employees, that life may be a distant memory and irretrievable. During the pandemic, many employees or their loved ones, experienced extreme anxiety and depression from the loss of family members, or due to the isolation or the fear of the unknown, or from the experiences of homeschooling and parenting under extreme circumstances. Merely returning to the office will not resolve these issues.
So, how do we address our employee’s mental health? One particular issue that sticks with me from my time as an ICU nurse is the need to approach people on a human level: We need to not only listen to what people say — really listen — but we also need to react accordingly. Everyone experiences joy, love, uncertainty, anxiousness, stress and pain. The more we share these experiences, collectively, and acknowledge our own struggles and triumphs and encourage others to express their own, the more we can bond together and bring the mental health pandemic out of the darkness. We cannot address our employees or co-workers with one-size-fits-all solutions. We need to remain creative. This may mean providing workshops on dealing with stress, providing better mental health benefit programs for employees and their families, or creating an office environment that allows for more personal connections.
Bottom line, we just need to remember we are all in this together.
Elizabeth Nillen now focuses her practice on healthcare law and has more than 15 years of experience successfully defending clients in employment disputes and general corporate litigation.
The biggest change in healthcare during the past three years of the pandemic is the exponential growth in virtual care — 76% of people are now interested in using telehealth vs 11% in 2019. One in three visits will be virtual in the future — our customers recognize the convenience of accessing care from their smartphones or computers wherever, whenever they need it without having to waste time in traffic or sitting in the doctor’s waiting room.
It’s important for people to realize that telemedicine is not just minor medical care. Thanks to our acquisition of MD LIVE that significantly expanded Cigna’s virtual care network of providers, we offer urgent care, primary care, behavioral, dermatology, dental, and acute and chronic condition support. And virtual care isn’t just about convenience; it’s more affordable. For example, with virtual care our customers and their employers see a $1,490 savings compared with avoidable ER visits
Beyond rapidly changing access to care models, we’re seeing an acceleration of pharmacological innovations and pharmacy solutions, such as Cigna’s Patient Assurance Program. Our focus on innovation has helped Cigna deliver the lowest medical and pharmacy cost trend in the industry. We also form partnerships to accelerate the pace of innovation, help us create mutual value and expand our addressable market. One example of that is our partnership with Prime Therapeutics, which allows us to make pharmacy care more affordable for its 30 million customers across 23 health plans.
Finally, the pandemic has brought an even greater recognition of the connection between mental and physical health. Again, through our MD Live acquisition we have greatly expanded our network of mental health providers to provide much-needed care. During COVID we not only kept our members as a priority, but also brought the well-being of our healthcare partners into consideration. Resources around provider burnout and mental health well-being not only became part of our strategy during the pandemic, but we continue to make these key areas of focus as we move forward into yet another new healthcare landscape. More than anything, we partner with and work alongside our ACOs, maintaining clear channels of open and frequent communication. It is with the partnership that we’re able to be clear about the needs our members and clients are facing, and strategize together around how we can meet these needs on both sides.
Though the healthcare landscape is ever-changing, Cigna has focused on being flexible and shifting our lens to the various needs of the provider, health systems
and, most importantly, the member, throughout the pandemic and after. Our ACOs and value-based programs are not stagnant; whether they are evolving to the needs of the member, the providers or the environment, we make those necessary shifts in our expectations and our support. Throughout COVID and beyond, we made it our priority to keep our finger on the pulse of the healthcare environment around us, while still prioritizing safe, effective, quality care for our members as the ultimate goal.
In this environment, it’s essential for companies to be nimble, adapt quickly to challenges and help build resilience in their workforce. For example, in the early days of the pandemic, we did a pulse survey of Cigna employees and learned they were feeling stressed about taking time off to care for small children or were having difficulty managing children at home while working at the same time. We used that feedback to guide our next steps — including offering 10 additional days off, time-off support and scheduling flexibility.
We know that employee health is the critical driver of business performance. Pre-pandemic, most businesses considered health benefits a cost to be managed, and little more. Now, smart leaders recognize that a healthy workforce directly impacts the bottom line for their companies. That’s why we launched Your New Growth Plan to differentiate Cigna as the partner of choice in employee health and business growth. We are constantly innovating to offer new technology capabilities to provide our clients and customers with the types of experiences they expect, and that innovation is something companies can do to prepare for future challenges.
Our goal is to make healthcare affordable, simple and predictable as we work toward our mission to improve the health, well-being and peace of mind for the people we serve: our employees, clients, customers and communities. Part of that is working with our clients to create wellness programs for their employees that really encourage health and foster a culture of wellbeing from the top down, as that leads to organizational productivity and growth.
Kim Shepard is responsible for driving market growth and affordability across all buyer groups (employersponsored, individual and seniors) in Arizona. With 39 years in the industry, Shepard has been with Cigna for almost 20 of them.
KIM SHEPARD General Manager for Arizona Cigna cigna.com
In this environment, it’s essential for companies to be nimble, adapt quickly to challenges and help build resilience in their workforce.
Who you are as an employer through good times and bad is what positions you for success. Employers also have the responsibility to ensure the health of employees remains a top priority. Poor health among employees can lead to their burnout and lack of productivity, among other consequences.
Without a doubt, the past few years have been challenging for many businesses and their employees here in Arizona. Many have dealt with strains and changes due to the coronavirus pandemic, such as moving to a remote work environment, keeping employees healthy and happy, and maintaining culture and connectivity. We are in a time where flexibility, work-life balance, and mental, physical and financial health are at the forefront of employees’ decisions when it comes to the employer they choose to work for.
A recent article by Health Payer Specialist stated that employers are seeing an increase in long-term mental health issues and a rising need for healthcare services among employees as a result of the pandemic, and that trend is expected to continue.
We have also dissected our data on COVID-19 and uncovered some eye-opening statistics on trends that are likely to have negative health impacts for employers and their employees for years to come. We have seen through COVID that health screenings, such as cancer screenings, were down almost 25% as compared to pre-COVID years. Meanwhile, behavioral health visits are up almost 80% as compared to pre-COVID years.
With a mission to inspire health and make it easy, Blue Cross Blue Shield of Arizona aims to ensure we are providing employees with programs, policies, education and benefits that fit their specific needs and help them manage their health.
Although businesses have faced many challenges, there have been positive strategies and business tactics that have come into play because of it. For us to maintain connections with one another, our work and our purpose in a virtual world requires a highly structured approach to communications. And, most importantly, we are learning to listen continuously and at scale.
At Blue Cross Blue Shield of Arizona, we have implemented various ways for employees to share their honest feedback around how they are feeling about work and what changes they would like to see within the organization. Through monthly check-in surveys, and “Cooler Connections” — which is an opportunity for employees to comment, ask questions and get live answers from our executive leadership team — we can underscore that every employee’s voice is heard
and help foster and maintain trust and connection within our workforce. Through our offering this level of transparency and communication, many Blue Cross Blue Shield of Arizona employees have driven positive change as it relates to benefits, company policies and member satisfaction.
Overall health and well-being have always been a significant priority for Blue Cross Blue Shield of Arizona, its members and employees. We are always looking for new ways to provide access to mental health resources and have encouraged employees to participate in fitness and nutrition programs, mental health first-aid training courses and mindfulness sessions throughout the year. In order for us to inspire health throughout the state, we must live it — and that means taking care of ourselves both physically and mentally.
In fact, at Blue Cross Blue Shield of Arizona, our employees are the heart of what we do for Arizonans and it is our goal to do everything we can to keep them healthy and happy. We believe that building and maintaining relationships with employees is key, especially in unsettling and challenging times. This can mean being mindful that employees may have different needs in different capacities. We do not have a one-size-fits-all approach to how we handle employee needs, and that is what continues to raise our employee engagement scores and overall satisfaction. When we listen with intention, we are able to make peoplecentric decisions that positively impact our employees’ lives and our company culture.
Who you are as an employer through good times and bad is what positions you for success. Employers also have the responsibility to ensure the health of employees remains a top priority. Poor health among employees can lead to their burnout and lack of productivity, among other consequences. At Blue Cross Blue Shield of Arizona, we encourage our employees to schedule their preventive visits, get regular vaccines and screenings, reach out for help when experiencing behavioral health concerns, and take care of themselves so that they can show up for the business every day.
With a mission to improve the quality of life for all Arizonans, Blue Cross Blue Shield of Arizona president and CEO Pam Kehaly is leading the company to inspire health through inventive programs, services and health insurance products.
Employers continue to struggle with healthcare costs and how much benefit they can provide for the dollar. It comes down to the quality of the care that’s provided to their employees and the ability to easily access highquality, high-value care.
We are seeing a few major trends converging in the healthcare industry today. First is the shift to valuebased care (VBC), which is a framework and a major movement in the U.S. health system for improving care quality and access while lowering costs to improve outcomes and population health. VBC is a healthcare delivery model under which providers — physicians, clinicians, lab resources, etc. — are paid based on health outcomes of their patients and the quality of service rendered. The traditional model entrenched in our U.S. health system is fee-for-service, which is a volume game in which providers are paid based on how many services they can deliver.
VBC has been around for more than a decade and, while the goal of delivering higher care quality at a lower cost may sound counter-intuitive, this form of improved care delivery is making significant headway and has accelerated coming out of COVID. Our company, Equality Health, is one of the nation’s leading drivers of valuebased contracting through our set of ambulatory care services and provider technology platform, CareEmpower, delivered to support independent primary care practices.
Of course, companies today are also dealing with the challenges of a diverse, remote workforce, which puts myriad pressures on employers. As associates are spread out, working from their home office, employers must support them with in-home tools needed to do their job. They must be in compliance with the local employment laws and provide high-value, low-cost healthcare coverage across multiple states. While larger companies always had to address multi-state healthcare coverage, now a company as small as 150 team members can have associates in 30-plus states.
Other trends directly related to healthcare include improved access to “culturally competent care,” which is tightly connected to another key trend: health equity — ensuring a fair and equitable healthcare care delivery system for all.
Employers need to ensure that they are giving their employees access to low-cost, high-quality providers. With today’s diverse workforces, employees increasingly want a culturally competent provider — one who speaks their language and is well versed in their values. So, an employer’s benefit design should recognize the
importance of optimizing an individual’s health, with an understanding that care is in the eye of the beholder.
Employers should survey their employees to better understand the gaps that exist and satisfaction levels with existing benefits. Numerous studies cite employee demand for better access to preventive care, improved medication support, access to behavioral health providers and more services being provided either in-home or virtually. All of these are features that are part of value-based care design. Employers should, additionally, align on providing benefits that are culturally congruent with their employee diversity mix and associated healthcare needs.
Ultimately, benefits are important to attracting and retaining talent, and a happy, healthy workforce is a productive one. Companies want to be able to offer their employees the richest benefits for the lowest cost. This extends beyond primary care and embraces health and wellness support, gym memberships, provider networks for complementary alternative medicine, chiropractic services and more. So, company leaders should look for greater flexibility in health plans, including buy-up options for enhanced wellness services.
Gone are the days when employees were satisfied with simple in-office perks. Healthcare is an important lure for associates. So, for employers, it’s more important than ever to take an active role in helping employees optimize their health –– including support for those employees and family members with chronic conditions.
Rather than handing everything off to a third party, savvy organizations are seeking out personalized care delivery methods that are designed with the employee and their family at the center. Of course, much of this is variable depending on the size of the company, the number of employees involved and the organization’s geographic footprint. But taking that active role in employee wellness is becoming table stakes for many companies.
With new care delivery innovations centered around primary care, there are new opportunities for employers to offer benefits packages that help create a higher level of engagement with their employees and their families and, ultimately, drive improved outcomes and employee satisfaction.
Hugh Lytle focuses on health service innovations that have a strong social mission and bring systemic change to the U.S. healthcare system. He founded Equality Health as a population risk management company focused on improving care delivery for the underserved.
HUGH LYTLE Chairman and Chief Executive Officer Equality Health, LLC equalityhealth.com
Employers need to ensure that they are giving their employees access to low-cost, high-quality providers.
With today’s diverse workforces, employees increasingly want a culturally competent provider — one who speaks their language and is well versed in their values.
Executive Vice President of Employee Health & Benefits Lovitt & Touché, A Marsh & McLennan Agency LLC Company lovitt-touche.com
More than two years since the beginning of the pandemic, organizations find themselves in a brandnew healthcare and benefits world — one that requires sudden and rapid adoption of technology and ways of doing business.
The past two-plus years have vastly changed the world of healthcare and employee benefits. We’ve had to adopt — and adapt to — new technologies and ways of operating.
Specifically related to healthcare, one of the biggest changes has been around education and steerage. Businesses have deployed apps, telehealth services, concierge-type offerings and other solutions to educate employees on their healthcare decisions, steering them to the providers with the best outcomes.
This approach helps lower employees’ out of pocket costs, as well as limits overall employer spend on cost of claims — which leads to lower total healthcare costs for everyone year over year.
It’s still early, but use of artificial intelligence is also spreading, particularly in administrative and claims systems.
Many tools, including predictive analytics software and data aggregation solutions, are used more today to improve underwriting and other processes. We live in a data-driven world, and these tools will continue to play a role in healthcare’s evolution.
Another major shift in healthcare and employee benefits is the emphasis on workers’ well-being rather than simply physical health. The pandemic brought to the fore how people’s physical, mental, financial, social and career wellness all intertwine.
Able to work remotely and develop more balanced routines between work and life, employees have reevaluated their priorities and refuse to go back to the way it once was. As a result, we see businesses embrace and emphasize the benefits of holistic well-being, introducing benefits and programs focused on helping employees with financial challenges, mental health issues and career advancement.
Whereas old-school concepts of wellness were the function of HR and an off-shoot of an organization’s healthcare plan, CEOs now are preaching greater well-being from the C-suite to not only retain existing employees but also recruit the best talent.
Between ongoing labor issues and the Great Resignation, workers are making it clear what they want.
When it comes to the current state of healthcare and benefits, the relationship between employees and employers will never return to what we knew prior to the pandemic. Business owners who think they can wait out all these changes will be disappointed.
Companies can’t continue to do the same thing they’ve done in relation to healthcare the past 20-25 years and expect different results. Business leaders can’t simply chase premiums and carriers year to year. They must recognize what’s going on and find creative, innovative solutions.
Businesses, insurance brokers and carriers must work together to better educate employees to make them better healthcare consumers.
Yet, every business is different. When approaching well-being, either for the first time or attempting to enhance existing benefits, companies must take a strategic approach. Whatever they implement must align with organizational values, goals and outcomes. How a business chooses to define well-being will determine the shape and scope of any program.
More than two years since the beginning of the pandemic, organizations find themselves in a brandnew healthcare and benefits world — one that requires sudden and rapid adoption of technology and ways of doing business. If business leaders don’t continue to evolve in the arena of employee benefits delivery, they may become dinosaurs in their industries and slowly diminish.
Companies must look at employees and employee benefits differently to ensure they not only retain their best people but also attract top talent out in the marketplace.
With more than 20 years of experience in diverse corporate and agency environments, Will Spong serves as executive vice president of employee health & benefits at Lovitt & Touché.
As a means to reduce rising healthcare costs, innovative solutions are rising to the surface. One such solution is known as virtual direct primary care (VDPC). This has been one of our largest initiatives over the past 12 months as the rules around virtual medicine have expanded during the COVID-19 pandemic.
In this model, physicians, pediatricians and internists charge a monthly membership fee that covers most of what the average patient needs, including visits and drugs at lower prices, instead of accepting insurance for routine visits. As a result, VDPC can provide substantial savings to patients. Consider the following:
• Cost of visit — free with monthly membership
• Copay cost — no copays
• Length of visit — typically 30–60 minutes (traditional doctor’s office visits are less than 20 minutes)
Because they don’t operate under the typical feefor-service model, many VDPC providers are able to spend more time with their patients. Research shows that patients who have a good relationship with their doctor receive better care and are happier with the care they receive.
I think of this as a dedicated company doctor for employers that is available around the clock to provide the care they need, when they need it.
VDPC presents a way for employees to receive more personalized healthcare while containing their healthcare costs. Moreover, VDPC can be an attractive option for employees with high-deductible health plans and health savings accounts, as it would provide them with the option of receiving care without paying high out-of-pocket costs.
Employers should start to think about new and innovative ways to serve their employees as the work environment is changing and we continue to struggle with rising healthcare costs. In a lot of ways, the healthcare system is broken. We continue to see employers raising deductibles, out-of-pocket maximums and co-pays in an effort to reduce their plan
spend. Through an overlay medical plan, which truly “holds hands” with the major medical plan, we can put together a population health strategy that incentivizes employees to engage in healthy activities and be compliant around chronic conditions.
The good news for employers is that this strategy requires little change to their base medical plans to start. To implement this strategy, they do not need to change their health carrier, broker or plans.
For the past 24 months, we have seen an incredibly strong labor market that has led to a scarcity of great talent. Employees are asking for more from their employers in order to remain in their current positions. We hear this from every client we work with, regardless of industry.
We view it as our job to bring solutions to the table that have a meaningful impact on employees, while not breaking the bank for employers.
I encourage business leaders to evaluate their current benefits package for gaps in coverages and/ or financial planning tools that their employees could utilize. This is a great opportunity to benchmark their benefits, pricing and contributions against their competitors. We are helping clients with this data on a regular basis.
While the benefits being offered are important, so is the consumer experience. Employers should ask themselves, “What does the enrollment process look like? How are we leveraging technology and decisionmaking tools? What educational opportunities are we missing?” Employee benefits are one of the largest budget items for most employers, so it makes sense to maximize the ROI by proving a great shopping experience for employees.
Strunk Insurance Group is a family-owned and -operated employee benefits and human resources consulting firm started in Phoenix in 1982 that serves organizations across Arizona and the Southwest with up to 500 employees.
CASEY STRUNK President Strunk Insurance Group strunkgroup.com
I encourage business leaders to evaluate their current benefits package for gaps in coverages and/or financial planning tools that their employees could utilize. This is a great opportunity to benchmark their benefits, pricing and contributions against their competitors.
President and Chief Executive Officer, Valleywise Health
Member, American Hospital Association Board of Trustees
valleywisehealth.org
Looking ahead, companies will need to develop creative approaches to recruit and retain essential personnel. Beyond competitive wages and benefits, nontraditional and flexible work schedules along with remote access and improvements in workforce climate are all going to be imperatives for successful companies.
While I have intimate knowledge of the conversations happening here in Arizona around how changes in healthcare delivery affect the business community, I also have the privilege of learning from my colleagues across the country. Having just stepped down as board chair for America’s Essential Hospitals, an organization dedicated to advocacy for hospitals and health systems across the country, and soon joining the American Hospital Association Board of Trustees, I look forward to continually bringing insights back to Arizona so that we can all continue to navigate the post-pandemic environment together.
With that, I want to share some of the insights I have gained from my involvement with AEH and in my dayto-day role as president and CEO of Valleywise Health, Maricopa County’s safety net health care system and only public teaching hospital.
First off, technology has always shaped the delivery of healthcare services. Today, a focus on precision medicine, artificial intelligence, greater consumer connectivity and greater access to care are notable developments.
Healthcare is not only capital intensive, with equipment and buildings being necessary components of our delivery system, but it is also data driven. Managing large amounts of healthcare data can be daunting for both consumers and providers. Physicians and other clinicians spend enormous amounts of time documenting, which takes away from the most important part of their job: treating patients. We are working on innovative ways to reduce the time spent in non-clinical activities to improve patient and provider satisfaction and, ultimately, improve healthcare outcomes for our patients. After all, despite healthcare being focused on technology, at the end of the day, healthcare is a people business and it is those people — our doctors, nurses and support staff — who will deliver high-quality, compassionate care to patients and their families.
Certainly, the pandemic created the urgency to develop remote technology, such as telehealth visits and remote monitoring, and also to accommodate an ever-growing remote workforce. The pandemic also exposed serious cracks in our healthcare workforce infrastructure, creating serious shortages in essential personnel, many of whom deliver care directly at the bedside or in emergency settings.
The pandemic also exposed the financial vulnerability of many essential safety-net hospitals throughout the country who serve a disproportionate amount of care to underinsured or uninsured patients. Many of these institutions, like Valleywise Health, rely heavily on government funding sources such as Medicaid, and were seriously impacted during the pandemic. Efforts are underway to identify and support those essential hospitals in the vital mission they have in the communities they serve.
Finally, our nation’s pandemic response was massive, yet we should take advantage of the learnings during the COVID-19 pandemic to improve our emergency response. The logistics of delivering vaccinations, providing personal protective equipment and other supply-chain issues were formidable. We should take this experience to ensure better preparedness going forward.
And while we, as healthcare leaders, find innovative solutions and learn from the last two years, businesses need to do the same. Looking ahead, companies will need to develop creative approaches to recruit and retain essential personnel. Beyond competitive wages and benefits, non-traditional and flexible work schedules along with remote access and improvements in workforce climate are all going to be imperatives for successful companies. Those that find ways to integrate general health and wellness, both physical and mental, within their company cultures will be the ones that find greater success.
Much has changed, and will continue to change in healthcare delivery, but for the business community, I believe that those who innovate, continually educate themselves and their employees and revisit their health and wellness practices regularly will be the ones that excel now and into the future.
During his time at Valleywise, Steve Purves has overseen the transformation of the healthcare system that now boasts 11 community health centers, three behavioral health centers, the renowned Arizona Burn Center and, opening in 2023, a brand new Valleywise Health Medical Center.
We’ve seen an almost overnight shift in the way people work and a shift in the balance of power from employers to employees. This is especially true in hard-hit industries like healthcare, retail and hospitality, where the business is the people and without whom there is no ability to meet the customer’s needs.
To attract and retain employees, businesses are required to support the whole employee and deliver a new employee value proposition. That is forcing companies to look beyond traditional benefit options to meet individual employee needs.
One notable change in businesses across industries is that, in addition to considering corporate workers, they’re taking a closer look at how they can support their deskless workers. These workers make up 80% of the global workforce and play an essential role in many industries.
Despite their significance, deskless workers have traditionally been overlooked in company initiatives and technology investments. As employers struggle with ongoing worker shortages, they are evaluating deskless employees’ needs and seeking new workplace benefits and practices to address them.
Another noteworthy change in workforces across industries is employees are prioritizing work/life balance. We can expect this to continue, even as our work and personal lives inch closer to normal. As people continue to prioritize their overall wellness, businesses will need to provide healthcare and wellness benefits that help workers improve their overall quality of life.
At WorkForce Software, we’ve found that flexibility is key. Our latest study found that most managers and employees agree that schedule flexibility is essential to job satisfaction. Seventy-nine percent of employees surveyed say they would prefer an organization that offered more flexibility over one that did not.
We encourage employees to step away, take time to take care of themselves properly, and return to complete their work at a time that works for them. That reduces a lot of their stress, especially when they’re ill; shows that we bring a human element to our teams; and builds culture by giving people more control and a vote of confidence. And they come back to work refreshed and more productive.
In addition to encouraging flexibility, I also suggest that companies prepare to engage in benefits conversations year-round, if they aren’t already doing so. This can be done simply through email updates, and organizations can also create additional touchpoints via webinars, lunch and learns, and virtual Q&A sessions.
By sustaining awareness of the company’s healthcare offerings, they’re reinforcing that their employees’ health and wellness are a priority.
Healthcare has consistently been one of the top benefits job seekers look for when searching for lucrative jobs. This may be obvious, but it is so crucial that HR leaders ensure their business provides competitive, thorough health and wellness benefits packages to their employees. We are heading into the third year of the pandemic. Health and wellness benefits are still top of mind for employees, so they need to be top of mind for employers as well. When companies prioritize the well-being of their employees and provide health benefits like whole-person care, they show their employees that they appreciate them and support them as a whole person, in addition to supporting their productivity and job satisfaction. Healthcare offerings are effective in retaining talent, as these benefits are seen by employees as something of real value.
I also believe that personal connections between employers and their employees will be more important than ever in the post-pandemic world. We can expect staffing to get leaner amid ongoing worker shortages, and interactions with employees — especially those that involve asking for feedback, managing fatigue and intervening to prevent burnout before it happens — will continue to be valuable for a positive employee experience and better business outcomes. The new normal will demand more personal connections, and empathy will emerge as one of the most important postpandemic leadership skills.
Leslie Tarnacki brings more than 22 years of executive level HR experience to her role at WorkForce Software, the first global provider of workforce management solutions with integrated employee experience capabilities. where she is responsible for all global HR functions, from talent acquisition and onboarding to organizational development and succession planning.
LESLIE TARNACKI
Senior Vice President of Human Resources
WorkForce Software workforcesoftware.com
When companies prioritize the well-being of their employees and provide health benefits like whole-person care, they show their employees that they appreciate them and support them as a whole person, in addition to supporting their productivity and job satisfaction.
Companies should prioritize the health and wellness of their teams, and ensure they’re providing employees with the wellness benefits that mean the most to them.
There is a shift toward more interest around health and wellness in our society, which is serving as an opportunity to make the future of work more beneficial for both employees and employers. Finding ways to better serve employees by making them healthier and happier — whether it’s with flexible work hours, mental health services, on-site fitness classes or expanded healthcare offerings — helps produce better work results and leads to company-wide success.
It makes sense that when people are healthier — both mentally and physically — they’re able to give their best at work. Also, we’ve found that when companies show genuine compassion toward their employees’ overall wellness, it helps build trust, reduce employee turnover and create stronger teams.
Along with the greater emphasis Individuals and organizations are placing on health and overall wellness is the growing realization that health is more than just nutrition and exercise regimens; it requires addressing movement, nutrition, mental and emotional well-being, regeneration, and recovery — which Ascend has made the focus of our new wellness curriculum. Stress and anxiety are becoming an epidemic that is affecting individuals’ overall health and can’t always be resolved with a healthier diet and exercise alone. In fact, 91% of Gen Z-ers have reported physical or psychological issues due to stress, so it’s becoming very clear that we have to address people’s mental state in order to help them achieve better health.
And this landscape has also fostered business opportunity. As younger generations invest more in their health than ever while simultaneously moving away from the traditional work model in favor of entrepreneurship, wellness coaching has emerged as a viable option. Wellness coaches can create for themselves a flexible and purpose-driven career, and our increasingly health-focused population gains a customized, holistic approach to cultivating a better quality of life.
The National Academy of Sports Medicine has been the leader in training fitness professionals for 35 years
and has created a variety of courses on corrective exercise, nutrition, weight loss, performance and more. But we realized the importance of digging deeper to address true wellness, which is why we launched a course for the growing number of wellness coaches. Our trainers and coaches saw that many individuals struggle with maintaining a proper exercise and nutrition regime, which then leads to increased stress levels and an overall poor physical and mental state. Addressing overall wellness by making changes to sleep patterns, recovery protocols and other aspects of one’s health can help combat these problems.
Companies should prioritize the health and wellness of their teams, and ensure they’re providing employees with the wellness benefits that mean the most to them. Whether it’s an informal team meeting where everyone can voice their opinions or a more formal survey, it’s important to incorporate employee feedback into a company’s health and wellness offerings to ensure it’s effective. Since mental and emotional wellness is becoming more important to employees, getting creative to find perks and initiatives that boost these aspects of wellness to provide as options to employees is beneficial and helps build trust in an organization. For example, at NASM, we offer a variety of fitness and wellness-related perks, like an on-site gym and online fitness and meditation classes. We are also encouraging human resources professionals to educate themselves about wellness through courses like our wellness coaching certification, so they can better understand how to support their employees.
Laurie McCartney is president of Ascend Learning’s Global Fitness and Wellness group. Through its certification programs and continuing education services, the company has educated more than 1,300,000 fitness professionals, and its graduates are transforming lives in more than 80 countries.
Communities throughout the United States partner with Blue Zones to promote well-being by making lasting changes to policies and infrastructure where people spend the most time so that healthy choices are easier. The term “Blue Zones” comes from areas around the world where people live measurably longer and betterquality lives and is rooted in the explorations and research done by National Geographic Fellow Dan Buettner.
Earlier this year, the City of Scottsdale became the first community in Arizona to perform a Blue Zones assessment, with HonorHealth and the City of Scottsdale sponsoring that analysis. This is the first step on the journey to become a Blue Zones Community.
Worksites are a vital part of Blue Zones Communities. So are schools, restaurants, grocery stores, faith-based organizations, civic groups and municipal government. By involving a critical mass of people and organizations, Blue Zones helps maximize their collective impact and accomplishments by inspiring changes that makes a difference in the community.
The assessment showed key findings that impact our worksites, some related to the COVID-19 pandemic and others related to ongoing challenges faced by businesses in our community. For example, mental health concerns have become more prevalent among workers since the onset of the pandemic. Small businesses have trouble providing employees with a wide range of well-being resources due to the costs, but they would like to provide those offerings to be more competitive. And while many large employers do offer wellness programs, engagement is an ongoing challenge and has worsened during the pandemic.
A Blue Zones transformation would help us build on our foundation to create a culture of well-being, which not only means healthier and happier people but also a better and more productive workforce and a more vibrant economy. Worksites could address some of the concerns identified by the assessment by joining the movement through the Blue Zones Worksite Pledge. Benefits to employers include increased productivity with lower turnover and a potential savings in healthcare costs. The worksites that choose to
participate would have free access to experts, tools and resources of proven practices, hands-on support from the local Blue Zones Project team, clear metrics to measure actions and results, and more.
What’s next in this process? The Blue Zones team has presented a plan that executes on a Scottsdalespecific blueprint with a dedicated local staff managed by the Blue Zones organization over the next five years. The aim is to have the learnings in Scottsdale be extrapolated to all of HonorHealth’s service area, and rally stakeholders in surrounding communities.
HonorHealth is currently socializing to various stakeholders the findings of the assessment and what the tactics and efforts might look like for Scottsdale (followed by surrounding areas) to be a national leader in well-being as defined by evidence-based measures.
HonorHealth’s mission is to improve the health and wellbeing of those we serve, and we hope this proactive engagement will be joined by others and make the impact that we believe can be made.
We often say, “We are not just a hospital system anymore” with so many offerings outside pure medical care. Our extra outreach services to the community include our Desert Mission Food Bank, Adult Day Health Care, Military Partnership training programs and much more. All these efforts align with our mission. But we can’t do a Blue Zones transformation alone. We need partners that can commit to doing this work with us.
We hope the promise of a Blue Zones Community growing its roots in our backyard can, ultimately, benefit our entire State and improve not only workforces but also personal well-being.
With more than 35 years of diverse healthcare experience, Todd LaPorte leads the nonprofit, local community healthcare system that encompasses six acute-care hospitals, an extensive medical group, outpatient surgery centers, a cancer care network, clinical research, medical education, a foundation and community services.
TODD LaPORTE Chief Executive Officer
HonorHealth is currently socializing to various stakeholders the findings of the assessment and what the tactics and efforts might look like for Scottsdale (followed by surrounding areas) to be a national leader in well-being as defined by evidence-based measures.
HonorHealth honorhealth.comRoman Davydov is Ecommerce Technology Observer at Itransition: Software Development Company. With more than four years of experience in the IT industry, Davydov follows and analyzes digital transformation trends to guide retail businesses in making informed software buying choices when it comes to commerce and store management automation. itransition.com
Enterprise resource planning (ERP) systems now hold a prominent place in the tech stack of any enterprise, enabling organizations to consolidate data from different sources and thereby control and optimize various internal business processes. According to the 2021 ERP Report from Panorama Consulting Group, 96% of enterprises that implement ERP solutions report improvements in operational efficiency, 85% note increased visibility, and 68% say that their ERPs have a positive impact on their business growth and competitiveness.
E-commerce companies are those that can benefit from ERP adoption the most. Applying ERP for ecommerce, merchants can not only manage their logistics, payments and inventory but also automate sales processes, which is especially important for establishing a successful omnichannel business.
Itransition believes that ecommerce enterprises can reap even more benefits from their corporate ERP systems by integrating the latter with other business software solutions. Here are some ERP integration options enterprises may consider.
By integrating ERP systems with mobile and online stores, merchants can establish seamless data exchange between the back-office and existing e-commerce channels. Given that ERPs primarily serve as centralized data hubs, such integration may become especially important if an enterprise opts for omnichannel commerce since it can help provide a seamless customer experience across all key touchpoints.
For instance, inventory data from ERP will be integrated with all enterprise sales channels. This way, merchants can avoid situations where a person orders a product that is out of stock and which might lead to losing this particular customer. Vice versa, with such an integration, when a customer makes a purchase, this is reflected in the ERP. Due to the integration, the software solution can now automatically adjust information about the remaining stock across merchants’ warehouses.
Also, the integration between ERP and e-commerce allows enterprises to reduce or even completely avoid errors associated with manual data entry. Since the ERP system automatically receives all data about customers’ orders, the
terms and conditions of delivery and customer personal data, it can help organizations mitigate risks typically related to the human factor.
Apart from that, it is also worth noting that customers are among those who can directly benefit from the ERP and e-commerce integration. For example, a merchant can implement a notification feature so that its ERP will be able to inform the customer via the website or mobile app about the status of his or her order, as well as notify them in case the delivery is delayed.
Finally, integration between ERP and e-commerce will give a merchant more control over the business and increase its overall transparency and visibility. In particular, if an ERP has a built-in analytics module, such a system can gather data from sales channels to generate reports on business profits, losses, the total number of transactions and cash flows. Thus, merchants can always have the necessary information on their hands and be able to determine the most successful sales channels and, if necessary, adjust the company’s strategy.
While ERP systems process tons of information related to merchants’ back-office operations, such solutions are not tailored to processing and managing customer-facing content such as product descriptions, images and videos. For this reason, integration with a PIM system may come in handy. After all, these solutions are responsible for collecting and storing data and content required for promoting and selling companies’ products.
Therefore, if their ERPs and PIMs are in sync, enterprises can enrich product data with details such as colors, graphics and prices and automatically distribute this information across all sales channels. For example, now sales reps can check both the availability of a particular product and view related marketing data in just a couple of clicks, which may result in better customer communication and more closed deals.
Typically, ERPs provide many capabilities for handling various business tasks, whether it is finance, warehouse
According to the 2021 ERP Report from Panorama Consulting Group, 96% of enterprises that implement ERP solutions report improvements in operational efficiency, 85% note increased visibility, and 68% say that their ERPs have a positive impact on their business growth and competitiveness.
or supply chain management. Additionally, ERPs may contain modules that cover business functions related to human resource management. However, even if an existing ERP does not yet provide the proper functionality, a merchant does not necessarily have to spend time and resources developing HR-related features. Instead, developers can simply integrate ERP with an existing HRM solution.
With this integration, enterprises can enable their employees to use ERP for all aspects of HR management, from recruiting to performance analysis and payroll calculations. Moreover, this way, HR-related data can be easily accessed by all enterprise departments, which will help streamline its internal workflows and improve collaboration even among multiple distributed teams.
Essentially, ERPs and CRMs fulfill the roles of data repositories, critical to the growth and development of an e-commerce business. While data from an ERP enables monitoring a business’s overall health and performance, a CRM focuses on managing and optimizing customer interactions. However, enterprises can integrate ERP and CRM to improve both these business aspects.
Thanks to this synchronization, support, marketing, sales or other departments who use CRM in their day-to-day work can quickly access ERP data (for example, information related to order statuses) to personalize communication with customers and provide higher quality service. In addition, the access to information about the numbers of sold products and completed transactions may enable a sales team to make better forecasts, for example, when predicting the future demand for specific product types.
Considering that ERPs accumulate lots of data related to the internal processes of enterprises and their customers and suppliers, it would be unreasonable to leave all this information as is. After all, such data may be the fuel, enabling merchants to continually generate strategic business insights and become more competitive. Integration between ERP and business intelligence software allows organizations to fill this gap easily, and here are some examples of how this may work in practice.
With an ERP/BI integration, a company can apply machine learning (ML) to analyzing the ERP data and finding hidden data patterns, thereby uncovering more opportunities for improving business processes, operations and supply chains. Furthermore, in case corporate BI software is equipped with natural language processing (NLP), a company can develop a chatbot that would generate data-based reports with a simple voice command. This way, if some employees need to receive detailed sales statistics about specific digital channels, they can ask the chatbot, and the latter will quickly provide the answer.
An ERP solution is indeed a potent tool for any e-commerce business. Using this type of software, merchants can manage finances, inventory and logistics and handle many additional operational tasks. Nonetheless, by integrating ERP and other software systems among a technical stack, a merchant can expand the functionality of its existing ERP solution quickly, thereby further increasing its business value and efficiency. In particular, developers can link an ERP to the company’s sales channels, PIM, HRM and CRM software, thereby creating a more cohesive and robust e-commerce ecosystem.
By integrating inventory data from ERP with all enterprise sales channels, merchants can avoid situations where a person orders a product that is out of stock and which might lead to losing this particular customer.
The workplace of tomorrow is a hybrid ecosystem that thrives on flexibility and diversity of thought, enabling all employees to reach peak performance. Every person’s brain is different, and, by taking an inclusive view toward neurosignature diversity, organizations can get a competitive advantage.
In The Brain-Friendly Workplace, Friederike Fabritius offers a science-based and field-tested blueprint for tomorrow’s workplace. Leaders capable of enacting change or individuals searching for ways to work smarter will discover that even small and inexpensive changes can lead to advantages like better employee performance, higher job satisfaction and stronger talent retention. For those who have been longing for a better way of working where they and their people are both happy and productive, The Brain-Friendly Workplace can make that vision a reality.
The Brain-Friendly Workplace: Why Talented People Quit and How to Get Them to Stay
Friederike Fabritius
$26.00
Rowman & Littlefield Publishers Available 10/11/2022 248 pages
In this groundbreaking book, organizational psychologist and executive coach Gena Cox, Ph.D., delivers the message that humans vary, and human variation is normal. Yet true inclusion that embraces these variations remains elusive in the workplace. That traumatizing state of affairs will continue until executives lead inclusion from the top of the organization. Drawing on psychological science; interviews with corporate leaders; the work of diversity, equity and inclusion experts; and her own experience in corporate America, Cox goes beyond the business case for diversity and answers the clarion call for human-centered organizational leadership. Leading Inclusion is not a how-to book; it’s a how-to-be book — one that educates, challenges and empowers readers and their C-suite and board colleagues to lead a diverse workforce effectively.
Leading Inclusion: Drive Change Your Employees Can See and Feel
Gena Cox $29.95
Page Two
Available 10/11/2022 312 pages
In this leadership book, renowned industry analyst Josh Bersin introduces a new way to think about organizational design, employee engagement and employee development. Distilling the information from decades of research and management theory into seven practical yet profound management principles, Bersin outlines how business leaders can create enduring companies that thrive with improved customer satisfaction, employee retention and business agility. Bersin’s human resource management book challenges companies to rethink their current approach to organizational design, leadership development and human resources strategy. A top business book for organizations large and small, Irresistible belongs on the bookshelf of every executive, supervisor and entrepreneur.
Irresistible: The Seven Secrets of the World’s Most Enduring, Employee-Focused Organizations
Josh Bersin $28.95
Ideapress Publishing
Available 10/25/2022 225 pages
Edgar R. Olivo es un educador empresarial bilingüe, asesor económico y colaborador de varios medios de comunicación. Es apasionado por la educación y comunidad. Está certificado en finanzas y análisis de datos y posee un título en negocios de la Universidad Estatal de Arizona.
Edgar R. Olivo is a bilingual business educator, economic advisor and contributor for several media outlets. He’s a nonprofit executive who is passionate about education. He is certified in finance and data analytics and holds a business degree from Arizona State University.
por Edgar R. Olivo
Hay un nuevo término que ingresa al diálogo de las pequeñas empresas llamado “ESG,” que es la abreviatura en ingles de Environmental, Social, y Governance. ESG es una métrica no financiera que examina las operaciones de una empresa a través de la lente de las relaciones sociales y éticas de la empresa con su entorno, sus partes interesadas y la comunidad en general. Estas métricas se pueden utilizar para determinar una “política de calificación ESG” y muchos inversores ahora están analizando la calificación ESG de una pequeña empresa para determinar su potencial a largo plazo.
Una calificación ESG mide la exposición de una empresa a riesgos ambientales, sociales y de gobierno corporativo a largo plazo. Estos riesgos tienen implicaciones financieras e involucran temas como la eficiencia energética, la seguridad de los trabajadores y la independencia de la mesa directiva. Pero a menudo no se destacan durante las revisiones financieras tradicionales y varían de una empresa a otra.
Una de las razones por las que las pequeñas empresas no pueden implementar una política de calificación ESG para sus operaciones es porque sienten que carecen de los recursos que
tienen las empresas más grandes o que el esfuerzo requerido para las iniciativas ESG supera el impacto positivo potencial. Pero implementar una política ESG, incluso a pequeña escala, puede beneficiar a una empresa de cualquier tamaño.
Su política de calificación ESG incluye tres elementos principales: 1) Ambiental, 2) Social y 3) Gobernanza. El elemento ambiental mide el impacto que tiene su negocio en la naturaleza y el medio ambiente, especialmente con respecto al cambio climático. El elemento social mide cómo una empresa maneja sus relaciones con las personas: sus empleados, socios, vendedores, proveedores, clientes y miembros de la comunidad local. El elemento de gobierno es el conjunto de sistemas mediante los cuales una empresa se gestiona a sí misma y los procesos mediante los cuales supervisa sus operaciones. El buen gobierno corporativo asegura que una empresa siga siendo responsable ante sus partes interesadas.
Aquí hay cinco formas en que una política de calificación ESG puede ayudar a su negocio.
1. Atraer y retener talento para su pequeña empresa. Tener una política de calificación ESG puede ayudar a atraer
ESG significa Ambiental, Social y Gobernanza. Cada una de las tres disciplinas tiene su conjunto de estándares y prácticas para guiar a una empresa a lograr el bien común y asegurar que lo que la empresa dice que está haciendo esté alineado con lo que la empresa realmente hace.
y retener un grupo social de talentos con conciencia social al promover el bienestar de los empleados entre los posibles empleados y al mismo tiempo reducir las tasas de deserción de los empleados.
2. Mejora del valor de la marca de la empresa. Desarrollar un programa ESG puede mejorar el valor de la marca y la reputación de su empresa entre los consumidores al alinearse con clientes que consideran el gasto ético y observan más de cerca las prácticas de las empresas a las que apoyan. Incluso un programa a pequeña escala puede tener un gran impacto en una pequeña empresa.
3. Mejor desempeño financiero. Múltiples estudios han vinculado las iniciativas ESG con mejores rendimientos financieros, en gran parte debido a factores como la mejora en la innovación, la eficiencia operativa, la gestión de riesgos, las relaciones con las partes interesadas y la reputación de la empresa.
4. Atraer inversores y aumentar el capital para crecer. Si su empresa está interesada en el espacio de capital privado o capital de riesgo, un conjunto sólido de políticas ESG es una forma de ayudar a diferenciar su negocio. Muchos inversores sopesan los criterios ESG al evaluar las oportunidades de inversión y analizan de manera más crítica los impactos ambientales y sociales de sus opciones de inversión.
5. Mejor control y gestión del riesgo. Las políticas de ESG pueden ayudar a una pequeña empresa a ser proactiva ante los riesgos legales y financieros relacionados con ESG, como la eliminación inadecuada de desechos, derrames de productos químicos, gestión inadecuada de reclamos de acoso de empleados y control de calidad de los productos vendidos a los clientes.
Cuando una pequeña empresa se toma el tiempo de analizar los tres elementos de ESG, puede ponerlos en un camino claro para crecer de manera sostenible. Para la mayoría de las empresas, las ganancias son un factor crítico para la supervivencia. Al implementar prácticas de sustentabilidad, una pequeña empresa siempre tendrá opciones para operar de manera sustentable sin comprometer su capacidad de generar ganancias y sobrevivir.
Comience su camino ecológico en su pequeña empresa explorando el Programa Going Green and Going Smart. Aprenda cómo puede transformar su pequeña empresa uniéndose al movimiento #GreenBizAZ y obtenga un certificado gratuito en línea. Este programa tiene como objetivo educar a los propietarios de pequeñas empresas en prácticas comerciales sostenibles para un futuro más limpio y verde en Arizona.
There is a new term entering the small business dialogue called “ESG,” which is short for Environmental, Social and Governance. ESG is a non-financial metric that examines the operations of a business through the lens of the company’s social and ethical relationships to its environment, its stakeholders and the community at large. These metrics can be utilized to determine an “ESG rating policy,” and many investors are now analyzing the ESG rating of a small business to determine its longterm potential.
An ESG rating measures a company’s exposure to long-term environmental, social and governance risks. These risks have financial implications, and they involve issues such as energy efficiency, worker safety and board independence. But they are often not highlighted during traditional financial reviews and vary from company to company.
One of the reasons small businesses may not implement an ESG rating policy for their operations is they feel that they lack the resources larger companies have or the effort required for ESG initiatives outweighs the potential positive impact. But, implementing an ESG policy, even on a small scale, can benefit a business of any size.
Your ESG rating policy includes three major elements: 1) Environmental, 2) Social and 3) Governance. The environmental element measures the impact your business has on nature and the environment, especially with respect to climate change. The social element measures how a business handles its relationships with people — its employees, partners, vendors, suppliers, clients, customers and members of the local community. The governance element is the collection of systems by which a business manages itself and the processes by which it provides oversight for its operations. Good corporate governance assures that a company remains accountable to its stakeholders.
Here are five ways an ESG rating policy can help your business.
1. Attracting and retaining talent for your small business. Having an ESG rating policy can help attract and retain social a socially conscious talent pool by promoting
ESG stands for Environmental, Social, and Governance. Each of the three disciplines has its set of standards and practices to guide a company in achieving the greater good and ensure that what the business says it is doing is aligned with what the business actually does.
employee well-being to prospective employees while also lowering employee attrition rates.
2. Improved company brand value. Developing an ESG program can enhance your company’s brand value and reputation among consumers by aligning with customers who consider ethical spending and are looking more closely at the practices of the companies they support. Even a small-scale program can have a big impact on a small business.
3. Improved financial performance. Multiple studies have linked ESG initiatives to improved financial returns, largely due to factors such as improvement in innovation, operational efficiency, risk management, stakeholder relations and firm reputation.
4. Attract investors and increase capital to grow. If your company is interested in the private equity or venture capital space, a strong set of ESG policies is a way to help differentiate your business. Many investors weigh in ESG criteria when evaluating investment opportunities, and analyze more critically about the environmental and social impacts of their investment choices
5. Better control and management of risk. ESG policies can help a small business be proactive to legal and financial risks related to ESG, such as improper waste disposal, chemical spills, improper management of employee harassment claims, and quality control of products sold to customers.
When a small business takes the time to analyze the three elements of ESG, it can put them on a clear path to grow sustainably. For most businesses, profit is a critical factor for survival. By implementing sustainability practices, a small business will always have options to operate sustainably without compromising on its ability to generate profits and survive.
Start your journey to going green in your small business by exploring the Going Green and Going Smart Program. Learn how you can transform your small business by joining the #GreenBizAZ movement and earn a free certificate online. This program aims to educate small-business owners in sustainable business practices for a cleaner, greener future in Arizona.
by Jonathan Shroyer
Jonathan Shroyer is the chief CX innovation officer at Arise Virtual Solutions, where he leads the gaming and consulting verticals and runs the CX Lab in San Francisco. CIO Journal, a publication of The Wall Street Journal, named Shroyer among its “Top CX Professionals of 2022.” He has more than 20 years of experience building companies and building up leaders as a customer experience executive. He worked to develop Officium Labs back in 2019, which was acquired by Arise Virtual Solutions in 2021. arise.com
A potential worldwide recession may be on the horizon. Additionally, buyer priorities are changing in customer services and the overall customer experience.
How will a tumultuous economic period such as this one impact the customer service industries as a whole?
As we see the pandemic period ending and a potential worldwide recession on the horizon, we are starting to see buyer priorities changing for customer services and experience. The headwinds in front of companies are causing them to focus more on optimization of their business and more acutely investing in future services revenue plays. Some companies will overcorrect on optimization and lose a good number of their customers due to a poor service experience. The pragmatic and astute companies will balance optimization, customer churn risk, and acute investments to drive growth.
Essentially what this means is that buyers have choices and they will start to make choices with their wallet based on the experience they get, especially as many of the companies and services today are so similar. Additionally, buyers will decrease the amount of loose money they have to spend on items of entertainment and want versus items of need and survival. Based on this, services become an even more compelling differentiator at ensuring buyers stay happy and don’t leave brands.
The interesting juxtaposition to the above is that sellers are looking to optimize. Companies focus more on optimization of their business and more acutely investing in future services revenue plays. Macro-economic trends are leading to micro economic buying and business optimization decisions.
It’s very important to be strategic, pragmatic and intentional in these moments.
It’s easy to make decisions based on fear or anxiety. Often, I see leaders try to count and hold on to every penny of revenue. This is a strategic blunder. While they may feel like they are in control, they are not. They are simply accidentally moving to an anti-growth, anti-customer approach that is counter people culture and counter to the higher purpose their company has.
My advice is to not jump over dimes of immense value to get to pennies of short-term savings. In the long-term, leaders, their team, their customer value and their company’s purpose and culture will all be undermined.
Instead, I would play the long game of Customer Success and optimize where essential, invest acutely toward strategy plans, and pivot to differentiate in the market.
And then, leaders should stay keenly focused on their core values and their people. This will help businesses weather any storm.
Business leaders need to keep in mind that customers are the heart of their company and people are its lifeblood.
FedEx, a bellwether for the larger economy, said last month that its quarterly revenue fell below its expectations. wsj.com/articles/global-stocks-markets-dow-update-09-16-2022-11663324770 cnbc.com/2022/09/15/stock-market-futures-open-to-close-news.html
How companies can better engage with customers and the public despite economic uncertainty and changing consumer demands
Extensive responsibilities and potential liabilities
by Todd W. RallisonComprehensive U.S. laws to protect the environment and worker health and safety (collectively EHS laws) date from the 1970s and 1980s, with numerous state or industryspecific antecedents. Most of those original laws have since been amended or expanded in the 1990s and beyond, the most recent being the 2016 revision to the Toxic Substances Control Act (TSCA, which, despite its name, regulates almost all chemicals in use in the U.S.). Most of these environmental laws, such as the Clean Air Act, Clean Water Act, and the Resource Conservation and Recovery Act (RCRA, which regulates hazardous and solid wastes), were initially designed to regulate large industries that posed a particular threat to the environment. Similarly, the Occupational Safety and Health Act (OSHA) was designed primarily to protect workers in certain hazardous industries or carrying out hazardous activities, such as energized electrical work or working in confined spaces. The majority of these laws are implemented at the state level in conjunction with minimum standards set by the Environmental Protection Agency (EPA) for environmental laws and the Occupational Safety & Health Administration for health and safety laws.
Most environmental laws are implemented through permits, which specify maximum discharge limits and require regular monitoring and reporting. However, some laws — like RCRA and OSHA — are implemented through regulations that apply regardless of whether the business requires an environmental permit. These regulations focus on the activities engaged in by the business or industry. Moreover, OSHA includes a “general duty” on businesses to ensure worker and workplace safety. Essentially, OSHA focuses on the environment within the business perimeter; environmental laws focus on the environment outside of the business perimeter, which may be adversely affected by the business activity.
While EHS laws generally apply to large industries, over time the types of businesses potentially impacted by EHS laws have expanded, and that expansion continues today. For example, in the 1980s Congress enacted and amended the Comprehensive Environmental Response, Compensation and Liability Act (CERCLA or Superfund) to cleanup inactive hazardous waste sites. CERCLA retroactively created liability for past and current owners of facilities where hazardous substances were disposed and anyone who arranged for and transported hazardous substances. Moreover, CERCLA requires reporting of hazardous substance releases. As a result, many small businesses that managed hazardous substances in accordance with the standards of the day became liable for their past activities.
Ongoing businesses must also understand and comply with the reporting requirements, which continue to expand. On August 25, 2022, EPA proposed designating perfluorooctanoic
acid (PFOA) and perfluorooctanesulfonic acid (PFOS) as CERCLA hazardous substances. PFOA and PFOS repel water and oil and have been used in a wide variety of products, including non-stick cookware, food wraps, stain repellents and fire-repellent foams. Importantly, the reporting requirements apply to whomever “releases” the chemical into the environment, which means both manufacturers and users of the chemical can be subject to these reporting requirements.
Beyond these “standard” EHS considerations, there are new and evolving requirements or expectations that can impact a business or its products. In 2002, the European Union began regulating hazardous substances in electronic products, then followed up with a take-back scheme for waste electronic products, including batteries and other similar products. These EU directives set minimum standards for marketing products, which have driven — and continue to drive — product manufacturing decisions in the U.S. and elsewhere, since no business wants to limit where its product can be sold. The EU then took aim at the energy efficiency of electronic products and is now focused on the “material” efficiency of products (e.g., minimizing raw material inputs and other harmful impacts during the product life cycle).
Moreover, climate change and responses to the COVID pandemic continue to increase the EHS challenges for businesses. Businesses now must be aware of their manufacturing and product carbon footprints, as well as that of their suppliers. Similarly, businesses must be better prepared for the next pandemic to protect worker health and ensure business continuity. Environmental, social and governance (ESG) considerations also must be contemplated as investors and governments increasingly focus on whether the business exercised adequate “due diligence” or oversight on its supply chain, workplace practices and environmental footprint.
EHS considerations are more important today than ever before, whether buying real estate, constructing a building, merging/acquiring a business or just trying to operate and manufacture a product. EHS issues must be considered to both comply with laws and meet customer expectations.
Climate change and responses to the COVID pandemic continue to increase the EHS challenges for businesses. Businesses now must be aware of their manufacturing and product carbon footprints, as well as that of their suppliers.
Todd W. Rallison is an attorney at the Phoenixbased law firm of Gallagher & Kennedy with 35 years of environmental health and safety legal experience. For the past two decades, Rallison worked as an in-house local, national and global advisor at Intel Corporation. This broad corporate experience enables him to provide a holistic, strategic approach to serving clients’ environmental health and safety needs, including hazardous waste, water quality, air quality, chemical regulation, litigation, ESG, and mergers and acquisitions.
gknet.com
The nonprofits that Fresh Cravings supports have wideranging philanthropic missions, including food insecurity, literacy, suicide prevention, supporting domestic violence survivors, environmentalism, animal welfare and more. freshcravings.com/ salsabrate
by Tyler Butler
Collaboration is among the most powerful methods to unite communities and make positive change possible. When Mike Parker and his family launched Next Phase Enterprises in 1995 and FoodStory Brands in 2015, they elevated standards and put purpose in focus. While Next Phase specializes in sales and marketing of food and beverages to merchants such as Walmart and Sam’s Club, FoodStory Brands came about as an incubator to thoughtfully curate unique food, beverage brands and licensing programs.
Fresh Cravings is a member of FoodStory Brands, and its brand mission is to “Crave Goodness” — for the individual and for that person’s friends, family and community at large. As Fresh Cravings applied this vision to its community outreach program, several partnerships for good were forged. One such campaign created by the Parker-Dorr-Davison family benefitting St. Vincent de Paul was the Dream Center, a learning and resource center for the city’s most vulnerable children. It offers a variety of activities to help children excel at school, learn new skills and increase their self-esteem — all with the goal of helping them achieve their dreams.
Together with St. Vincent de Paul, the company created a program that involved the Fresh Cravings team planting a “salsa garden” in the nonprofit’s community/urban garden, which will provide fresh produce for the families it supports. Fresh Cravings also devised a gardening program to provide indoor gardening options for all the Dream Center students during their summer school.
partners like St. Vincent de Paul, Phoenix Children’s Hospital and more, to Fresh Cravings’ national giveback campaign Salsabrate™ The Good, we are able to promote and spread an inherent purpose of servant leadership — to each other, to our communities and to our customers.”
The spirit of service that permeates the two highly successful businesses FoodStory Brands and Next Phase Enterprises relates not only to charitable giving but to how both companies work with their customers, suppliers, employees and partners — a spirit that has also been integral when building and launching new brands. Furthermore, the continuous demonstration of giving from the companies’ founder and his family has led to an internal culture of finding unique ways to serve, especially in the local Phoenix community.
Fresh Cravings carried the Salsabrate™ The Good platforms momentum into 2022. Thus far, the causes of choice have focused on food insecurity and education. The Salsabrate™ The Good giveback campaign in 2021 provided the opportunity to give back beyond the company’s home city of Phoenix, leading to tangible impacts like providing meals to the Navajo Nation, purchasing 25 new guitars for veterans, the procurement of a van to shuttle underserved children to after-school programs and 1,000 blessing bags to Chicago’s homeless, among dozens of other ripple effects.
Tyler Butler is a chief social impact officer for a publicly traded corporate portfolio where she leads programs that positively impact humanity. She is also the founder of 11Eleven Consulting and she is often cited as a subject matter expert by Forbes, SHRM, Entrepreneur, U.S. News & World Report and more. linkedin.com/in/tylerbutler
Giving back is intrinsic to Fresh Cravings’ core DNA and has been a driving force behind many successful campaigns. This community-focused culture came to fruition with the creation in 2021 of Fresh Cravings’ Salsabrate™ The Good giveback program, its most expansive giveback platform. The goal is to amplify goodness and support unsung heroes who make meaningful contributions in their communities via a public nomination process. The company then chose 50 nonprofits, donating $5,000 to each, for a total of $250,000.
To further amplify the work these incredible charities carry out, the company partnered with UpWorthy and, internally among Fresh Cravings’ team, it invested hundreds of hours to film, produce and post weekly episodes, for 50 consecutive weeks, to the Fresh Cravings social channels, thus leveraging both its treasure and expertise to help worthy causes.
“Our family is deeply humbled to have built two businesses that provide a platform for us to give back in numerous ways,” says FoodStory Brands and Next Phase Enterprises founder and CEO Mike Parker. “From our work, locally in Phoenix with
This fall, Fresh Cravings plans to host its second annual charitable Salsabrate™ The Good event, in partnership with St. Vincent de Paul, which entails a Mystery Basket cooking challenge modeled after the popular cooking competition “Chopped” on the Food Network. The challenge features three chefs, paired with a St. Vincent de Paul-supported youth, who will receive multiple mystery ingredients and race against the clock to create a balanced, delicious meal.
Last year, the competing chefs were the executive chefs from Salad and Go, Fry’s, and St. Vincent de Paul. The goal of this cooking contest is mentorship for the participating youths — as both sous chefs and judges — and to raise awareness that food pantry chefs live and breathe a “mystery basket” challenge daily as they rely on food and beverage donations to create meals for large numbers. Now with a strong signature community initiative and support from team members, Fresh Cravings will continue to grow new opportunities to benefit those who need support most.
Fresh Cravings freshcravings.com
This fall, Fresh Cravings plans to host its second annual charitable Salsabrate™ The Good event, in partnership with St. Vincent de Paul, which entails a Mystery Basket cooking challenge modeled after the popular cooking competition “Chopped” on the Food Network.
Photo courtesy of Fresh Cravings
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• $720 million economic impact to the Valley
• $2 million in grants to 27 Arizona nonprofit agencies
• 5,500 visiting media members
• More than 120,000 visitors to Arizona
• 175,000 passengers through Sky Harbor International Airport
• A 53% hotel occupancy increase across the Valley compared to the year prior
Source: Seidman Research Institute at W. P. Carey School of Business
It’s a big question as the State lines up for a ‘super season’
by Don HenningerA national survey recently asked residents in the 30 largest metro areas to rate their cities in a way that could give potential tourists a glimpse of what to expect if they decide to visit there.
It asked them to evaluate the rudeness levels of their cities to give travelers a sense of what kind of attitudes they might encounter. Phoenix did not fare well in the Preply study, and was ranked as the 11th-rudest metro region in the country.
Ordinarily it would be easy to shrug off the survey. Studies like this, it seems, can be a dime a dozen.
But this is not an ordinary year for Arizona tourism. The state is about to put out the welcome mat for visitors from around the world in what could be an epic tourism season, and the survey was a reminder that everyone in the state can play a supporting role in how our visitors are received.
After a couple down years of struggling through the symptoms of the COVID pandemic, state tourism officials are hoping for a full recovery as it lines up for a “super season.”
There’s a lot at stake. The industry has been a steady, reliable economic driver for more than 100 years. While many industries have come and gone as the state has evolved, tourism has been steady as a rock.
also draw huge numbers of visitors from around the world. And right after that comes the Cactus League, and this could be the first year since the pandemic that features a full slate of games with no interruptions.
Don Henninger, executive director of Scottsdale Coalition of Today & Tomorrow (SCOTT), spent more than 30 years in the newspaper business in the Valley with The Arizona Republic and Phoenix Gazette, where he served in numerous roles, including managing editor, and at the Phoenix Business Journal, where he was publisher for 14 years. SCOTT is a nonprofit group of business and civic leaders who work to educate and advocate for issues important to the city’s economic health and quality of life. scottnow.com
The industry’s best year ever was 2019, when the state hosted 46.8 million overnight stays and took in in $25.6 billion in direct spending from travelers. Then COVID arrived, and the dollars took a nose dive in 2020, dropping to $15 billion. It began to rebound in 2021, improving to $23.6 billion, with a lot of that spending from in-state leisure travelers. Even in a down year, it generated $3.4 billion in tax revenue and supported more than 167,000 jobs.
The state’s high season is getting under way now as the weather improves and people start traveling again. About 88% of travelers in the U.S. reported in August that they plan to travel in the next six months, and that’s good news for destinations like Arizona.
The hotel industry could use the boost. The state tourism office says its most recent lodging reports show that hotel occupancy was 67% from April to June, up 7% from the same time a year earlier.
This all comes in a year when the ultimate attraction returns to the state — the Super Bowl — which will be here in just about four months.
The economic impact of the game is huge and benefits all segments of the tourism economy. When it was last here in 2015, the resorts in Scottsdale and Paradise Valley recorded their second-highest daily occupancy rate ever the night before the game — 97.5%. In essence, the market was sold out.
The Super Bowl is the main attraction but not the only one in the “super season” year. The WM Phoenix Open, BarrettJackson Auto Auction and the Scottsdale Arabian Horse Show
The tourism industry benefits everyone in the state, from the economy at large to individual residents. The state’s tourism office, for example, says tourism-related revenues have cut the annual tax burden per household by an average of $738.
That should be incentive enough to encourage everyone to embrace visitors this year, or at least be polite to them. So back to the survey. Preply, a language-learning app and e-learning platform with operations in the U.S. and 30 countries, surveyed more than 1,500 residents in 30 metro areas over the summer.
Here are 10 factors that respondents said were signs of rude behavior:
• Being absorbed by phone in public
• Drivers not letting other cars merge in traffic
• Drivers not slowing down around pedestrians
• Being noisy in public
• Not acknowledging strangers
• Watching videos in public
• Talking on speaker in public
• Closed-off body language
• Not respecting personal space
• Being rude to service staff
As citizen ambassadors for Arizona, this would be a prime year for everyone to practice behaviors that embellish the visitor experience, encouraging them to return to Arizona in the future, bringing their leisure dollars and perhaps business investments back to the state.
Actually, shouldn’t we all be treating each other like that anyway?
In a recent study, Phoenix was ranked as the 11th-rudest metro region in the country — a concern as state’s high season is getting under way. The tourism industry benefits everyone in the state, from the economy at large to individual residents. The state’s tourism office, for example, says tourism-related revenues have cut the annual tax burden per household by an average of $738.
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Vegas Los Angeles Los Cabos Orange County Lake DiegoOne element of communication that is expressed in the faceto-face workplace is the collision conversation — when people have unplanned conversations because their paths just happen to collide, or one stops by the office space of another. Oftentimes these conversations are purely social, but occasionally they can resolve lingering issues or important topics that have stalled for one reason or another.
In either case, these collisions are important to the development of trust among a team as well as a sense of belonging. If folks on a team are working remotely, leaders should work to engineer unstructured conversations. Rather than showing up at the top of the hour, right when the meeting content starts, it would be helpful for leaders to plan 10 minutes of intentional buffer time, and talk to folks about events that they’ll be interested in or projects they’re working on. It’s important to provide opportunities for collisions.
Communication is about both sending and receiving the message
by Eric M. BaileyWe all know that if there is one set of instructions and five people listening to those instructions, it’s a virtual certainty that different people will perceive and interpret those instructions differently. Said more plainly, the information will be received differently.
The reason leadership communication is so difficult is leaders can expect the number of people they need to communicate with is the same number of ways that they may need to communicate. Having their message received is infinitely more important than how they deliver it.
Over the past few years, our communication challenge has gotten a couple more complex layers. Not only do we have to figure out the best ways to communicate with the various styles on our team, but now we have to identify the various ways to be effective when communicating with employees over video conference, teleconference, messaging, email and faceto-face. There are some brain science differences between these modes of communication, and understanding them can lead to reduced frustration, increased energy and productivity.
When dealing with digital communication, it is critical to understand that messages are often received without tonal context. When the human brain receives information without context, we tend to instantly fill in the contextual gaps. For instance, in telling a story about a conversation that happened over text, most people add tone to what they say. This tone is created by the storyteller. When we are communicating via text, it may be advisable to put additional effort into communicating tone.
wave to folks before awkwardly trying to find where the cursor is so that they can leave the meeting. My colleague Nicole Lance calls this the “Awkward Zoom Wave.” Think about it, if we were in person, as we are walking through the doorway we wouldn’t turn around and wave to everyone left in the room. But, for some reason, many of us do it on video conferences. Why? Possibly to make the unfortunately impersonal medium feel a bit more personal.
There is a brain chemical that helps us feel connected to folks when we speak to them face-to-face. In fact, it is one of the most important elements that we lose during video conferences and other digital communication. When we make eye contact with someone as we’re speaking, our brain releases a bit of oxytocin. This is one of the happiness chemicals that helps us form bonds and build societies. It’s virtually impossible to make eye contact during video conferences.
Eric M. Bailey, president of Bailey Strategic Innovation Group, is the .bestselling author of The Cure for Stupidity and is regarded as the rising star in human and organizational communication baileyinnovationgroup.com
Now, let’s consider the abbreviation “LOL” and its frequency in informal (and increasingly in formal) communication. According to linguist John McWhorter, the reason “LOL” is so commonly used in text communication is because it communicates not only that something is funny, but it communicates lightness and empathy, it communicates accommodation. Nowadays, LOL is less frequently used to communicate that someone is actually laughing out loud (as the abbreviation was originally meant to represent), but rather to provide color, tone and context to a communication medium that is naturally cold.
Adding context to our digital communication is critical. But, just as communication is a process of both sending and receiving information, there must be some sort of social agreement on what contextual cues we will use. For instance, some folks will keep their cameras off during video conferences, and many people (present company included) will
According to study after study, when researchers ask employees, “What is the worst part about your job?” at least three of the top five responses are, regularly, related to poor communication.
Most folks on laptops or with external video cameras have the camera at or near the top of their display. The camera is the element that captures our image and projects it to the person or group we’re communicating with. Their camera is capturing their image and projecting it onto our screen. (I’m sorry for the remedial lesson on how video conferencing works, but it’s important that we have this language.) The image being displayed on our screen is below our camera. So, as we attempt to make eye contact with the person we’re communicating with, we are looking below the camera. The camera captures our image and (according to the camera) we are looking down. So our image being projected to the other person is us looking down — NOT looking at their eyes. And as they are attempting to look at our eyes, they are looking below their cameras.
Those trained in the world of on-screen talent may be used to looking directly at the camera. This is a powerful communication tool, because it will give the person or people they’re communicating with the illusion that they are looking them directly in the eyes — releasing oxytocin. The problem is that looking at a camera and not looking at the other’s eyes will not provide the oxytocin boost, but they will be providing an experience that will bolster their communication in ways that most people are unskilled or unwilling to do.
Yes, it is more difficult to engage with people remotely. But, as was stated earlier: Leadership is hard.
Richard Tollefson is founder and president at The Phoenix Philanthropy Group, an Arizona-based international consulting firm serving nonprofit organizations as well as institutional and individual philanthropists. phoenixphilanthropy.com
Many nonprofit organizations are missing an opportunity to creatively tell their financial story in a way that attracts and inspires donors.
While staying compliant with GAAP and IRS rules is important, nonprofits can use 990 returns, financial statements and annual reports to tell a compelling story about their mission and the impact their organization has on the community.
With creativity and guidance, organizations can transform the mundane into a moving story that motivates donors.
Using these key components as a guide can help simplify the storytelling process:
• The Problem: Issues the organization is addressing and seeking to overcome
• The Solution: Programs, initiatives and people that will work to overcome the problem
• Cash: How the organization effectively manages cash
• Sustainable Impact: Accomplishments of the organization
The Form 990’s narrative portions offer nonprofits an opportunity to assert their mission, showcase their successes and attract donors, grantors and other contributors.
“This is your opportunity to tell your story,” says Brenda Blunt, CPA and partner at Eide Bailly. She suggests answering these questions when completing the 990, “’Have I identified the problem, explained what progress we’re making, and what hurdles we need help with?’ Whatever it is, make sure you tell your story,” she says.
Blunt offers these suggestions to use the Form 990 to tell a story:
• Part I: Include the organization’s mission statement and most important activity.
• Part III: Write about the organization’s unique approach to solving a serious community problem and describe what it accomplished during the year.
• Parts VI and VII: Use these sections to introduce the organization’s staff, partnerships and approach to managing cash.
While financial statements can be more limiting, there are opportunities for storytelling, explains Madeline Moran, manager at Eide Bailly. “One of the best places to include the mission statement is in the footnote section of the financial statement. Including this in the first sentence of Note 1 allows the organization to emphasize the importance of its mission in solving the problem faced by its community,” says Moran.
“This is also a great place to highlight theZ organization’s staff, partnerships and initiatives,” she says. “Take the opportunity to go beyond the GAAP requirements to effectively describe the programs and add color to illustrate these. Get creative and highlight your story for your donors.” She recommends organizations add to the financial templates provided by their CPAs and accountants to tell their own stories through their financial statements.
The Management Discussion and Analysis section also represents an opportunity for nonprofits to step outside the restrictive confines of financial statements to better tell a story. The content must be consistent financially but can be used to tell a more detailed and descriptive financial story.
The Notes section can be used to tell how the organization manages cash and the successful outcomes the organization has achieved.
Annual reports offer more flexibility and leeway to tell an organization’s financial story, says Dan Tritch, market leader at Your Part-Time Controller. “You can use narrative and financial metrics to describe the problem in the community and how your organization will solve it,” he says.
Few nonprofits reveal cash balance metrics for their organization in their annual reports, says Tritch. Doing so can allow organizations to stand out by disclosing information such as present-day cash on hand or unrestricted cash vs. restricted cash.
Sharing the organization’s financial story on other online platforms such as Charity Navigator, GuideStar and social media is also important.
Craft the Narrative in Unique Ways. Going beyond the traditional marketing tools and using 990s, financial statements and annual reports to tell a compelling story gives organizations another opportunity to share successes, build confidence with donors and inspire institutional and individual funders, board members and other members of the community to take action.
Photos courtesy of BMW (top), Philips (bottom)
The latest fifth-generation eDrive technology meets hallmark BMW engineering in a pair of all-electric vehicles primed to change everything about the way we drive. The Gran Coupe influence — a long wheelbase, short overhangs and a flowing roofline — define the exterior of this four-door electric vehicle.
The BMW i4 models offer impressive range — up to 301 miles in the i4 eDrive40 and 270 miles in the i4 M50, when driving under ideal conditions. It’s a single electric motor, rear-wheel drive in the i4 eDrive40 and a dual electric motor, all-wheel drive in the i4 M50.
The BMW i4 Gran Coupe models have regenerative braking, so that power can be recovered from deceleration. Regenerative braking allows more of the electric vehicle’s range to be extended. BMW’s range-increasing technology includes two Energy Recuperation Modes, allowing the driving experience to be tailored exactly as wanted.
The amount of time required to charge a BMW i4 Gran Coupe varies depending on the power source. Using a 240-volt outlet with the standard Flexible Fast Charger or available BMW Wallbox, the BMW i4 can charge from 0–100% in less than nine hours. Or, with a public DC Fast Charger, just 10 minutes of charging can add 108 miles of range to the i4 eDrive40 or 88 miles to the i4 M50.
The BMW i4 M50 is an all-wheel-drive electric vehicle with dual electric motors providing power to the four wheels independently. The BMW i4 eDrive40 is a rear-wheel-drive electric vehicle, with the characteristic sporty feel of a BMW Gran Coupe.
Every BMW electric vehicle comes with premium maintenance services provided by a nationwide dealer network and an eightyear, 100,000-mile battery warranty. —Mike Hunter
Health and wellness means more this year than in many years past and the Philips UV-C Disinfection Box from Philips is a great way to ensure personal items are germ-free. The company reports that its UV-C disinfection box, fitted with Philips’ UV-C light sources, can inactivate SARS-CoV-2 (the virus that causes COVID-19) on surfaces by more than 99% to below detectable levels, providing an easy and effective way to disinfect items like keys, cell phones, toys and other small desk or household items.
Using UV-C technology, in just a couple of minutes the box disinfects against a vast host of viruses, bacteria, germs and mites. It’s roomy, so users can place multiple items in the box, close the lid and their personal belongings will be disinfected. The highly reflective interior allows UV-C light to disinfect items more effectively, while the stainless-steel chamber ensures each object’s surface is reached regardless of the way it is facing.
Users just load the items evenly into the box and select the working mode using the clear digital display. The machine will do the rest. —Merilee Kern, a Forbes Business Council, Newsweek Expert Forum and Rolling Stone Culture Council member
Philips UV-C Disinfection Box • $99.99 • https://amzn.to/3qKlLXq
BMW Charging — a comprehensive charging program for BMW electrified vehicles — offers tailored solutions for both home and public charging. The BMW Wallbox is the ultimate in electric convenience — a Level 2 charger that installs in the owner’s garage for rapid charging whenever it’s needed.
2023 BMW I4 ELECTRIC VEHICLE EDRIVE40 AND M50 GRAN COUPE
MSRP: From $55,900
0–60 mph: 3.7 sec.
Torque: 586 lb.-ft.
Maximum Horsepower: 536 hp.
Range i4 eDrive40: up to 301 miles
Range i4 M50: up to 270 miles
DON’T MISS OUT! Get a year of In Business Magazine Subscribe now at inbusinessphx.com
BMW bmwusa.com BMW i4 M50 Gran Coupe
Puffed pastry, roasted jalapeños, cheddar, cream cheese, cotija, cilantro, charred avocado salsacheese, cotija, cilantro and charred avocado salsa
$12
by Molly Smith
Liberty Market resides in the heart of bustling Historic Old Town Gilbert and serves as a nod to the town’s rich roots, its vibrant present and its future. The all-day café and restaurant serves breakfast, lunch and dinner seven days a week, with a wide selection of food and beverages to choose from throughout the day. For East Valley businesspeople, it serves as a perfect spot for a power lunch.
the exterior for an improved patio dining experience.
With the renovation reveal, the restaurant also debuted new breakfast, lunch and dinner menus. Including many of diners’ beloved favorites along with new dishes, the menus are complemented by a comprehensive bar menu featuring specialty cocktails, beer and wine and an extensive array of espresso selections and “spirited” coffees.
Shredded lettuce, chopped salami, sweetie drop peppers, ricotta salata, cured olives + peppers, crispy garbanzo, savory breadcrumbs and lemon vinaigrette
$14
Earlier this year, Liberty Market underwent a major overhaul of its space as well as its menu offerings to better serve its customers. The renovations, designed by Scottsdale-based boutique hospitality design firm House of Form, include an aesthetic makeover with a new look and feel that owner Joe Johnston envisioned to be more visually and physically inviting. The welcoming atmosphere that diners have come to expect at Liberty Station remains intact, allowing businesspeople to conduct meetings or interviews in style and comfort.
Design elements seamlessly meld the restaurant’s history and its current vibe into a cohesive space that is inviting and intimate, elegant and sophisticated. Among the upgrades are additional seating options, including traditional tables, booths and party/community dining spaces to increase spaciousness and allow for groups or larger lunch meetings; a new waiting area (where guests can relax and enjoy a beverage); a dedicated take-out spot for to-go orders; and enhancement of
The lunch menu is varied and all inclusive, accommodating an array of dietary preferences and needs. Served from 11 a.m. to 4 p.m., the lunch menu features delectable sharables to break the ice such as Jalapeno Popper Empanadas, Pretzel Twist with white cheddar-beer fondue, Caprese, Loaded Fries and more. Entrées range from specialties such as the Power Vegan Bowl or Grilled Salmon and Polenta to Wood Fired Pizza selections like Elote or the Four Corners, which features one fourth each of the Margherita, Pepperoni, Black Olive, and Onion and Sausage.
Sweet potatoes, peppers, onions, zucchini, kale, fresh herbs, arugula, avocado and forbidden rice
$14 (add chicken +$4, salmon +$8, beyond burger +$6)
Anything-but-ordinary sandwich choices include Liberty Market’s take on classic lunchtime staples such as the Roast Beef Dip (a warm pretzel bun piled high with roast beef, Havarti and horseradish aioli serve with au jus and a side of creamy coleslaw) and the Wood-Fired Turkey featuring turkey breast, roasted poblano, Havarti and rosemary habanero aioli on a ciabatta role and served with creamy coleslaw. Salads and soups feature hearty and healthy choices such as the Sesame Ginger Noodle Salad, Roasted Beet Salad and the Liberty Minestrone, which offers an optional non-vegetarian addition of chicken or sausage. All-day breakfast choices include the Chilaquiles and Smothered Breakfast Burrito.
Whether they are stopping in for a quick coffee, grabbing lunch on the go or dining in for a more formal business lunch, Liberty Market offers East Valley businesspeople a variety of options and delicious dining opportunities.
230 N. Gilbert Rd., Gilbert (480) 892-1900 libertymarket.com
A modern twist on a classic diner, Liberty Market has the same bright colors expected from a diner, with a sophisticated application. In its renovations earlier this year, commercial interior design firm House of Form incorporated intentional design elements to pay homage to its history that dates back to 1935 and its days as a grocery store. houseofform.com Photos (left) courtesy Liberty Market, photos (right) by Kevin Brost courtesy House of FormThe Arizona Small Business Association (ASBA) fosters and empowers a thriving small business community by advocating for public policies that ensure a pro-business policy and regulatory environment to help small businesses prosper.
ASBA brings relevant and dynamic education and mentoring opportunities to business owners to improve their business knowledge, solve problems and, ultimately, become more successful. We accomplish this by offering our members valuable programs, unparalleled commitment to their success, and the convenience and efficiency of our products and services. ASBA is on the cutting edge of what is happening right now in the business community. From education and advocacy to resources, mentoring and meaningful partnerships, we engage our members with relevant interactions at every touchpoint.
By staying on top of current trends, we ensure the tools we offer, as well as the extensive breadth of insights delivered, are valuable to the businesses we represent while significantly boosting the organic growth of our membership base.
Find ASBA on Facebook:
www.facebook.com/AZSmallBIZ
Central Arizona
11811 N. Tatum Blvd., Suite P-195
Phoenix, AZ 85028 p. 602.306.4000
© 2022 ASBA. A publication of the Arizona Small Business Association. For more information or to join ASBA, please contact us at www.asba.com. Section designed by the Arizona Small Business Association.
Many small business owners are feeling the pinch as inflation strains budgets and interest rates continue to rise. Particularly for those who experienced setbacks during the pandemic, the question of how to manage debt looms large. At Money Management International, a nonprofit focused on financial wellness, we’ve helped thousands of Arizonans for more than six decades and it’s our firm belief that financial challenges aren’t meant to be faced alone. Governor Ducey supports our mission with a significant investment to help small businesses recover and thrive.
Finding the best solution starts with understanding the options, but most Americans can’t distinguish between debt settlement, debt management and debt consolidation. The best way to overcome debt depends upon each unique circumstance, the type of debt and the status of the accounts. Here’s a high-level overview of the primary options.
Self-help: For those with a moderate amount of debt and steady income, it could just be time to buckle down, create a budget and start focusing on repayment. The debt snowball method was popularized by financial guru Dave Ramsey and involves paying as much as you can toward your smallest debt until it’s paid off and then shifting your focus to the next smallest debt, gaining momentum as they disappear one by one.
Debt management: For those with highinterest credit-card debt, a debt management plan from a nonprofit credit counseling agency like MMI may be the solution. A debt management plan closes any included accounts but reduces the average APR into the single digits and consolidates the monthly bills into one. This method is recommended by the Federal Trade
Commission and financial advisor Suze Orman.
Debt consolidation: For those with multiple debts who have a good or excellent credit score, consolidating debt into a new loan or a balance transfer credit card can lower interest rates and combine payments into one. However, care should be used to not accrue more debt, and the new account may have a temporary low rate, so it’s best for an aggressive repayment. This approach is frequently suggested by Bankrate’s credit-card industry analyst Ted Rossman.
Debt settlement: For those with severely past-due debt in collections, it may be time to consider a settlement. This is achieved by saving up to offer the creditor less than the full balance owed, or by working with a for-profit debt settlement company. The Consumer Financial Protection Bureau and many state attorneys general warn that using a debt settlement company is a risky option.
Bankruptcy: Considered a last resort by most experts, but a vital protection for distressed debtors, bankruptcy can alleviate debt for those who find themselves overwhelmed and unable to leverage other options. A chapter 7 eliminates the debt entirely, while a chapter 11 or 13 includes a reorganization plan to pay the debt. You should seek the advice of a qualified attorney and be aware that a bankruptcy will appear on your credit report for up to ten years. For more information, visit moneymanagement.org
The average American will spend 90,000 hours of their lives at work. That’s 3,750 days and more than 10 years if you’re only working 8 hour days and only working for 30 years — and who is actually doing that? Unfortunately, with numbers like those, nearly everyone has had a soul-sucking job where they have worked hard and felt underappreciated. At the end of the weekend, too many people have sat at home with the Sunday Scaries, dreading the Monday morning commute, whether that’s from the house to the office or from the breakfast table to a desk at home.
Does it really have to be so defeating?
Work is often challenging, frustrating and even hard. But it doesn’t have to feel like a punishment for growing up. At Journeyage, we believe in the pursuit of building the world’s most transformative workplace experiences for every human on the planet. That might seem strange considering that our product is an online training system. But when we got rolling in 2019, we decided to do things a little differently. We knew that if we were going to build an amazing product that offers irreplaceable training experiences, we would need to start by creating an irreplaceable workplace experience for ourselves.
We’d like this to be a blueprint for businesses. Creating an incredible employee experience will help you gain a competitive advantage. What are some of the things we’ve done to do this?
First, we decided that the most important thing we could do is establish a purpose that we could wake up to infinitely. For us, we exist to Love and Learn. We want to spread love in everything we do, whether it’s building our product or interacting with our customers. For us, that means when a customer has a baby, we send a gift. When an employee has a family emergency, they get as much time off as they need, no questions asked — and probably meals or groceries delivered on top of that. We want to love everyone we come in contact with, because business is about relationships
and relationships thrive on love. We also invest in learning on a professional and personal level. Our team members each receive a stipend to learn whatever they want: making pottery, cocktailmixing, stained glass creation, horse riding, the reading materials of their choice … whatever. We also work hard to reflect on our customer experiences and learn from and with our customers as we move forward together. And we end every week with a Lunch and Learn, where we learn more about a topic together, whether via a presentation from external folks or from someone on our very own team.
After getting the learning and loving down, we also clarified our company values and how we can demonstrate those values through our own behaviors. We’ve codified those into well-documented practices that we collectively work to hold one another accountable to, especially when we get to recognize those being lived out. Failure is okay, too, and that’s why one of our most important behaviors is “owning our F’s” by identifying where we’ve missed the mark. Risky? Nope. We know that we’re all human and bound to make mistakes. It’s essential to learning.
Finally, we found a great way to communicate these values to our new hires. Our “Field Guide” is how we use our own platform, empowering new hires to learn the Journeyage ways quickly, supporting especially their first 90 days of onboarding.
In the end, we decided to focus on our people above all else — over even our product in some cases! This has led us to establishing the right team in pressing forward, achieving summits we could have never imagined possible. Priorities matter, and these are just some of the ways we’ve gone about focusing on those we find most important of all.
Would you like to learn more about how to build an amazing culture at your company? We’d love to learn — and love — with you.
For more information, visit www.journeyage.com
The Arizona Small Business Association is launching a new partnership with Voya Financial and local retirement plan specialist Integrated Financial Solutions. This new relationship provides a packaged 401(k) solution to ASBA members, which provides a streamlined and cost-effective program, minimizing the administrative tasks associated with providing a retirement plan.
This is exciting news for businesses that would like to establish a retirement plan for their employees but have been hesitant to do so due to the labor-intensive process of researching and selecting service providers. The ASBA 401k takes the complexity out of the selection process, delivering a one-stop solution. Additionally, attracting and retaining employees is one of the biggest challenges that businesses face today. Offering a robust benefits program is necessary to compete in the current labor market. The ASBA 401k is a compelling solution for businesses of all sizes that lack an employee retirement plan.
“ASBA is thrilled to offer this new program to our members,” ASBA COO Debbie Hann said. “In conjunction with IFS and Voya Financial, this 401k program will be a great option for our business owners across the state.”
Members who join this program will receive customized service and ongoing local support from Integrated Financial Solutions, and the firm’s president, Joseph Weber. IFS is a firm in Arizona
specializing in retirement plans, and, with years of knowledge and expertise, they are a financial asset to ASBA members. IFS uses a personalized approach to assess key objectives and deliver tailored solutions that meet the needs of businesses and their employees. Weber can assist with establishing new plans or with the transition of a current plan into the ASBA 401k.
Voya Financial is one of the largest retirement plan providers in the nation, which is why they were chosen as the platform’s record-keeper. Voya’s top-tier program has made them an awardwinning retirement platform. They were most recently awarded the NAPA Advisors Choice Award as the top 401k Provider (2022 NAPA Advisors’ Choice Awards). Voya also has a robust package of technology and tools that make it easy for plan participants to navigate their retirement journey.
This exciting new program will be available to ASBA members in the fourth quarter of this year. Business members that are interested in taking advantage of this new opportunity can schedule an appointment with Weber at IFS to get started. Businesses that are not yet members of ASBA and are interested in learning more can find additional information on the ASBA website.
ASBA asba.com
Integrated Financial Solutions myifs.com
Voya Financial voya.com
At the Arizona Small Business Association, we know that formerly incarcerated individuals — people who have spent time in jail or prison — face disproportionate employment challenges upon returning home. ASBA is working to empower these individuals to broaden their economic horizons through an innovative entrepreneurial mentorship program called Growing Opportunities (GO).
This free program equips justice-involved individuals with the skills necessary to start their own thriving business, become an independent contractor, or develop their employment skills to establish a long-term career.
Typically, working for an employer comes with a list of barriers to entry such as background checks and having to explain gaps in work history. A study from the Urban Institute of Justice Policy Center
found that 71% of people released from prison say their record affects their ability to obtain a job.
The barriers of attaining traditional employment lead many formerly incarcerated people to consider self-employment as an alternative. The Center for an Urban Future found that 40% of New York prisoners participating in re-entry programs were interested in self-employment post-release. Entrepreneurship is one solution to the workforce challenges justice-involved individuals face daily.
ASBA has partnered with two key technology companies, Journeyage and MentorCloud, to develop and deploy professional development training, business courses and one-on-one mentorship for formerly incarcerated individuals. The action-based training teaches the learners the pros and cons of working for themselves,
and what to do once they make the decision to leap into entrepreneurship. Participants are concurrently matched with a mentor who is able to help them set goals, work through roadblocks and provide ongoing support and encouragement as they progress through the program.
To learn more about mentorship and partnership opportunities, please visit www.asba.com/go.
In addition to supporting formerlyincarcerated learners, ASBA also partnered with Journeyage and Lucero Consulting Group — a local business consulting firm — to develop on-demand training for existing businesses to learn about hiring and contracting justice-involved individuals. The GO program aims to encourage employers to reconsider hiring individuals with a criminal record. Topics covered in the learning include breaking down preconceived assumptions, benefits of hiring formerly incarcerated employees, best recruitment strategies, communication and expectations, and becoming an ally to the justice-impacted community.
Post-release employment status and income are some of the most important predictors of recidivism, the tendency of a convicted criminal to re-offend
The Prison Policy Initiative recently
published data showing that four years postrelease, “formerly incarcerated people were earning just 53% of the median US workers’ wage.” Meanwhile, researchers at the Urban Institute found that the more an employee earned post-release, the lower the likelihood of re-incarceration.
Through the GO program, ASBA is working to reduce recidivism rates and build the Arizona economy. According to a recent economic impact analysis performed by ASBA, small business operations in Arizona generate an estimated $191.4 billion in direct economic activity annually — a value equal to more than half of all state gross domestic product. Given the significant contributions of Arizona’s small businesses, nurturing the pipeline of future entrepreneurs is critical for the long-term success and diversification of Arizona’s economy.
Fair chance hiring practices have become increasingly popular as employers continue to face labor shortages and have begun searching for unconventional solutions. Businesses can tap into a booming market of willing employees by hiring previously incarcerated individuals and also contribute to reducing Arizona’s recidivism rates, building better futures for not only their business but the state as a whole.
To learn more about employing justice-involved individuals, please visit www.asba.com/go
Emma Lenihan is the director of program development at the Arizona Small Business Association. To learn more about ASBA, visit www.asba.com
Journeyage is a Phoenix-based company specializing in creating modern, engaging training material for its clients. The company believes one-size training does not fit all, and empowers its clients’ employees to accomplish their purpose through personalized training at scale. To learn more about Journeyage and its product, visit www.journeyage.com
MentorCloud is rehumanizing the workplace by empowering companies to engage with the humans behind their employees more fully. Our people-development platform leverages the power of mentoring and human-to-human learning to help teams build new competencies, promote career opportunities and tie people growth to business objectives. To learn more about MentorCloud and its product, visit www.mentorcloud.com
Lucero Consulting Group is an Arizona-based consulting company that provides businesses and nonprofits across the country with a wide range of marketing and consulting services and event management services. To learn more about LCG and its services, visit www.lucerocg.com
Debbie Hann Chief Operating Officer
Robin Duncan
Senior Vice President, Business Development
Genesis Garcia Director of Marketing
Emma Lenihan
Director of Program Development
Ryan Dixon
Administrative & Member Services Coordinator
Eric Knott | Chair
Arizona State University, W. P. Carey School of Business; FinePoint HR
Genia Kehayes | Vice Chair Experience Scottsdale
John Lewis | Treasurer National Bank of Arizona
Sandra Barton | Secretary Alliance Bank of Arizona
Frank L. Divers | Board Development Business Development Specialists, Inc.
Rick Murray | At-Large Arizona Chapter National Safety Council
Otto Shill Jennings, Strouss & Salmon, PLC
John Tucker Salt River Project
Andrew Westle New American Funding
Patrick J. Van Zanen Sacks Tierney P.A.
Jerry Bustamante Hudbay Minerals
Darius Green Keyser
Jim Rounds Rounds Consulting Group
Sai Huda is a globally recognized cybersecurity expert and author of the best-selling book Next Level Cybersecurity: Detect the Signals, Stop the Hack
Q. What is cyber risk?
A. A small business faces several risks that it must manage in order to be successful. A critical risk is cyber. It is the risk of adverse impact to capital, earnings, operations or reputation from a cyberattack.
Q. Why should a small business in Arizona pay attention to cyber risk?
A. There are 590,000 small businesses in Arizona and they are the growth engine of Arizona’s economy. The majority are digital these days. They have computers, use email, have various software to run the business, store data in servers or in the cloud and have a website. This makes them vulnerable to cyber attackers because an attacker can now, from thousands of miles away, break in and steal data or install ransomware and cause significant harm to the small business.
CyberCatch scanned 19,375 small business websites and detected 82% have vulnerabilities on their websites that an attacker can easily exploit and break in through. Per IBM, it costs a small business nearly $3 million to recover from a data breach. In a blind survey of 1,200 small businesses by CyberCatch, 75% said they can survive a ransomware attack for only three to seven days.
Cyber risk can shut down a small business permanently. It is an existential threat. This is why a small business must pay attention to cyber risk.
Q. How does CyberCatch help a small business in Arizona?
A. CyberCatch is solving the root cause of data theft or ransomware: security holes from ineffective cybersecurity controls that the cyber attacker finds and exploits. Our innovative solution first makes sure all necessary controls are in place, then it automatically tests the controls, detects security holes and helps eliminate them so an attacker cannot find and exploit them. Our invention solves the root cause and is the reason we have received patents from the United States Patent and Trademark Office.
Attacking a small business provides a double bounty for attackers. Not only can they steal the small business data and sell it on the dark web while also demanding a ransomware bounty, but also use the data to next break into a larger organization that the small business is a supplier to. Small businesses have limited knowledge about cybersecurity and resources, so they are the most vulnerable. This is why CyberCatch is focused on serving small businesses.
Q. How does the partnership with CyberCatch help members of the Arizona Small Business Association?
A. We are honored to partner with the Arizona Small Business Association. Now, with the partnership, a small business that is a member will receive the CyberCatch solution at a 20% discount as a member benefit. This will provide not only savings but also a highly effective and necessary solution for a small business to stay safe and succeed digitally.
Q. If a small business has anti-virus or has a managed services provider (MSP) handling IT, why does it still need CyberCatch?
A. An anti-virus software is just one control a small business needs and it will only detect malware and ransomware, not why the security hole allowed the malware or ransomware in or where the security hole is. So, a small business is not solving for the root cause: security hole. However, with CyberCatch, you are solving for the root cause because our solution finds and helps you eliminate security holes, so your small business stays safe.
An MSP provides a small business with IT that keeps the business’s lights on. However, IT is not cybersecurity. Information technologists may provide some, but they are not experts like CyberCatch and are not automatically and continuously testing to find and fix security holes so you stay safe. CyberCatch does continuous three-dimensional testing: scanning from the outside to find vulnerabilities on your website, testing your employees with simulated phishing based on latest scams, and testing your controls inside your network to find security holes and helping fix them promptly. Also, we tell you how compliant you are with any cybersecurity requirements. A team of cybersecurity experts is also on call to work with your MSP to help quickly fix any security holes.
Visit CyberCatch at cybercatch.com/asba to see a six-minute demo and learn more about the new ASBA member benefit.
Presented by
The health and well-being of your employees matters. UnitedHealthcare is here to help you guide them toward brighter days ahead. From finding new ways of controlling costs to connecting them with medical care and mental health support, it’s good to have a health plan that’s on their side and in your corner.
For many, open enrollment is a dreaded time of year. With more than 20 years of open enrollment seasons under my belt, I have experienced my fair share of employers calling me in crisis because they just received their insurance renewals and do not have a good plan of action. The problem with this approach is that it leaves little time to properly plan for success. This year may be the most important open enrollment season many employers have faced. The war for talent is raging and employers are fighting more than ever to attract and retain quality employees.
The most competitive and progressive employers develop a game plan well in advance for their short-term and long-term benefit goals and they develop a budget that will ensure that they achieve them. If employers don’t know their Employee Benefits Playbook, how will they execute during the upcoming renewal season? Waiting until they receive their renewals to start the planning process will only ensure they are scrambling to make decisions quickly. The following tips will help employers ensure they are not caught flat footed during the upcoming renewal and open enrollment cycle.
Employers should:
1. Survey their employees to determine satisfaction levels and perceptions of their current benefits offerings. This is also a great way to learn about any new programs or benefit offerings that are important to the employees.
2. Review benchmarking data to better understand how their current benefit offerings compare to the competition. The best benchmarking reports will provide comparisons by employer size, industry and region.
3. Meet with their broker/consultant and learn about any new trends or programs available in the marketplace and recommended considerations for their benefit program structure. A pre-renewal strategy session to review short- and long-term goals is invaluable. It’s a great way to learn about new options/possibilities but also ensure that if they do market their current coverages, or even new ones, they receive the best possible options to align their goals with reality.
4. Agree upon a timeline that sets them up for success and keeps everyone working toward the same goal, and ensure it is clear who is running point for each step along the way. Open Enrollment requires HR, the broker/consultant and the executive team to work together and execute independently at different times. An open communication and clear framework for success will make accomplishing goals much
more likely. If the process gets off track, it will be much easier to pinpoint how to avoid the same mistake in the future.
5. Make sure they plan ample time to educate their employees about all of the benefits being offered to them. There is a direct correlation between an employee’s understanding of the benefits their employer offers them and their satisfaction with the benefits offered. It’s important to not miss out on the opportunity to be sure the employees understand their benefits and have an opportunity to ask personalized questions to help make the best decisions for themselves and their family during open enrollment.
How far out an employer begins the process really does depend on the size of the employee population. Generally, an employee survey, benchmarking and meeting with the broker/consultant for a pre-renewal strategy session can easily take place six to seven months prior to renewal. For an employer with fewer than 100 employees, meeting four to five months prior to renewal provides ample time. Determining what a successful renewal timeline will look like for a given company’s renewal and open enrollment process will help minimize the surprises and allow more time for employee education.
Stephanie Waldrop is principal at Phoenix-based insurance brokerage company Employee Benefits International (www. ebint.com).
Editor’s note: We are reprising this article by Stephanie Waldrop, which ran in the August 2021 edition of In Business Magazine as “Prep Now for Open Enrollment – 5 Steps to Ensure Success,” to complement the information provided in this guide.
In Business Magazine’s Healthcare Decisions: Open Enrollment & Healthcare Guide for Business is a special section meant to remind company owners as to the options that are available in the upcoming individual marketplace open enrollment window — November 1, 2022, through January 15, 2023. Open enrollment timing can happen throughout the year for company policies, but with the national window open during this time, we feel it is important to highlight various opportunities and list those groups offering plans and/or services. Using healthcare as a tool to build productivity through a healthy workforce is an advantage to business regardless of regulation and/or mandates, and it is becoming ever clearer that healthcare will be a focus for business owners and not simply an outsourced option as it has been in the past.
Many associations and government healthcare services give specific information on policies, open enrollment dates and services provided that may help employers understand the many options. Below is a list of local organizations.
Arizona Dental Association
3193 N. Drinkwater Blvd., Scottsdale (480) 344-5777 azda.org
Arizona Foundation for Medical Care 2700 N. Central Ave., Phoenix (602) 252-4042 azfmc.com
Arizona Health Care Association
1440 E. Missouri Ave., Phoenix (602) 265-5331 azhca.org
Arizona Health Care Cost Containment System (AHCCCS)
801 E. Jefferson St., Phoenix (602) 417-4000 azahcccs.gov
Arizona Hospital and Healthcare Association
2800 N. Central Ave., Phoenix (602) 445-4300 azhha.org
Arizona Medical Association
810 W. Bethany Home Rd., Phoenix (602) 246-8901 azmed.org
Arizona Pharmacy Association
1845 E. Southern Ave., Tempe (480) 838-3385 azpharmacy.org
326 E. Coronado Rd., Phoenix (602) 252-2015 mcmsonline.com
Getting the right coverage means truly investigating the best plans and supplemental plans. Here is a list of area companies offering dental insurance that have a great reputation and plan options for individuals and groups.
American Dental Plan
1645 E. Bethany Home Rd., Phoenix (602) 265-6677 arizdental.com
Breslau Insurance & Bene ts
Paul Breslau
8362 E. Via de Risa, Scottsdale (602) 692-6832 breslauinsurance.com
Delta Dental of Arizona
5656 W. Talavi Blvd., Glendale (602) 938-3131 deltadentalaz.com
Matsock & Associates
2400 E. Arizona Biltmore Circle, Phoenix (602) 955-0200 matsock.com
Using a consultant to work though options and the many plans can alleviate much of the confusion surrounding healthcare these days. We have included a list of brokers and firms that are reputable and have a tremendous amount of experience working with businesses to provide plans and ensure compliance.
4222 E. Thomas Rd., Phoenix
(602) 956-5515 arizonabene tconsultants.com
4500 S. Lakeshore Dr., Tempe (480) 831-7700 bene tsbydesignaz.com
16220 N. Scottsdale Rd., Scottsdale (480) 515-5010 bene tscommerce.com
7848 E. Davenport Dr., Scottsdale (480) 313-0910 employeebene tcompliance.com
Breslau Insurance & Bene ts
Paul Breslau
8362 E. Via de Risa, Scottsdale (602) 692-6832 breslauinsurance.com
Connect Bene ts
1818 E. Southern Ave., Mesa (480) 985-2555 connect-bene ts.com
FBC Services, Inc.
14201 N. 87th St., Scottsdale (602) 277-8477 fbcserv.com
Focus Bene ts Group
11022 S. 51st St., Phoenix (602) 381-9900 focusbene ts.com
Health Insurance Express, Inc. and Fidelis Consultants
1155 S. Power Rd., Mesa (480) 654-1200 healthinsurance-express.com
Healthcare Solutions Centers
4831 N. 11th St., Phoenix (602) 424-2101 hcsonsite.com
Horizon Bene ts Group
6245 N. 24th Pkwy., Phoenix (602) 957-3755 horizonbene ts.com
Strunk Insurance Group
14425 N. 7th St., Phoenix (602) 978-4414 strunkgroup.com
Knowing what plan is right for your employees and understanding who is managing that plan can make all the difference for your company. We have included below a list of reputable and experienced insurance companies, many of which you will be familiar with, that can guide your organization to the perfect group or individual plans.
Multiple Valley Locations
(800) 381-6789 amfam.com
Banner Aetna
8362 E. Via de Risa, Scottsdale (800) 381-6789 banneraetna.com
Blue Cross Blue Shield of Arizona
2444 W. Las Palmaritas Dr., Phoenix (602) 864-4899 azblue.com
Bowman & Associates 16042 N. 32nd St., Phoenix 600 W. Ray Rd., Chandler (602) 482-3300 bowmaninsurance.com
Breslau Insurance & Bene ts
Paul Breslau
8362 E. Via de Risa, Scottsdale (602) 692-6832 breslauinsurance.com
Multiple Valley Locations (800) 997-1654 cigna.com
Kara Anspach
7077 E. Marilyn Rd., Scottsdale (480) 998-8070 farmersagent.com/kanspach
Lovitt &Touché
1050 W. Washington St., Tempe (602) 956-2250 lovitt-touche.com
State Farm Arizona
Multiple Valley Locations (877) 331-8261 statefarm.com
Strunk Insurance Group
14425 N. 7th St., Phoenix (602) 978-4414 strunkgroup.com
UnitedHealthcare 1 E. Washington St., Phoenix (800) 985-2356 uhc.com
Many of the healthcare providers listed below are part of specific networks or have created their own network to lower costs for businesses and individuals with the intent to provide all needed services for the patient.
Abrazo Arizona Heart Hospital
1930 E. Thomas Rd., Phoenix (602) 532-1000 abrazohealth.com
Abrazo Arrowhead Campus
18701 N. 67th Ave., Glendale (623) 561-1000 arrowheadhospital.org
Abrazo Central Campus
2000 W. Bethany Home Rd., Phoenix (602) 249-0212 phoenixbaptisthospital.com
Abrazo Maryvale Campus
5102 W. Campbell Ave., Phoenix (623) 848-5000 maryvalehospital.com
Abrazo Scottsdale Campus
3929 E. Bell Rd., Phoenix (602) 923-5000 paradisevalleyhospital.com
Abrazo West Campus
13677 W. McDowell Rd., Goodyear (623) 882-1500 abrazohealth.com
Banner Baywood Medical Center
6644 E. Baywood Ave., Mesa (480) 321-2000 bannerhealth.com/baywood
Banner Boswell Medical Center
10401 W. Thunderbird Blvd., Sun City (623) 832-4000 bannerhealth.com/boswell
Banner Del E. Webb Medical Center
14502 W. Meeker Blvd., Sun City West (623) 524-4000 bannerhealth.com
Banner Desert Medical Center
1400 S. Dobson Rd., Mesa (480) 412-3000 bannerhealth.com/desert
Banner Estrella Medical Center 9201 W. Thomas Rd., Phoenix (623) 327-4000 bannerhealth.com
Banner Gateway Medical Center 1900 N. Higley Rd., Gilbert (480) 543-2000 bannerhealth.com
Banner Heart Hospital
6750 E. Baywood Ave., Mesa (480) 854-5000 bannerhealth.com
Banner Ironwood Medical Center
37000 N. Gantzel Rd., San Tan Valley (480) 394-4000 bannerhealth.com/ironwood
Banner MD Anderson Cancer Center
2946 E. Banner Gateway Dr., Gilbert (480) 256-6444 bannerhealth.com
At Cancer Treatment Centers of America® (CTCA) in Phoenix, we specialize in the treatment of just one disease: cancer. We use the latest diagnostic tools to identify the molecular composition of each patient’s unique cancer, then develop personalized treatment plans that help patients fight their disease, and provide integrative oncology services that help them manage side effects as they progress through treatment. This is precision cancer treatment delivered in a uniquely compassionate environment, now in three locations across the greater Phoenix area: Goodyear, North Phoenix and Scottsdale.
For more information about our services, please call 800 · 515 · 5603 or email employer-referrals@ctca-hope.com.
Banner Thunderbird Medical Center
5555 W. Thunderbird Rd., Glendale (602) 865-5555 bannerhealth.com
Banner University Medical Center Campus
1111 E. McDowell Rd., Phoenix (602) 839-2000 bannerhealth.com
Cancer Treatment Centers of America at Western Regional Medical Center
14200 Celebrate Life Way, Goodyear (623) 207-3000 cancercenter.com
Cardon Children’s Medical Center
1400 S. Dobson Rd., Mesa (480) 412-5437 bannerhealth.com
Dignity Health Chandler Regional Medical Center
1955 W. Frye Rd., Chandler (480) 728-3000 chandlerregional.org
Dignity Health Mercy Gilbert Medical Center
3555 S. Val Vista Dr., Gilbert (480) 728-8000 mercygilbert.org
Dignity Health St. Joseph’s Hospital & Medical Center
350 W. Thomas Rd., Phoenix (602) 406-3000 stjosephs-phx.org
Gilbert Hospital 5656 S. Power Rd., Gilbert (480) 984-2000 gilberter.com
19829 N. 27th Ave., Phoenix (623) 879-6100 honorhealth.com
250 E. Dunlap Ave., Phoenix (602) 943-2381 honorhealth.com
HonorHealth Osborn Medical Center
7400 E. Osborn Rd., Scottsdale (480) 882-4000 honorhealth.com
HonorHealth Shea Medical Center –Shea Medical Center 9003 E. Shea Blvd., Scottsdale (480) 323-3000 honorhealth.com
Mayo Clinic Hospital
5777 E. Mayo Blvd., Phoenix (480) 515-6296 mayoclinic.org/patient-visitor-guide/ arizona
Mountain Vista Medical Center
1301 S. Crismon Rd., Mesa (480) 358-6100 mvmedicalcenter.org
Phoenix Children’s 1919 E. Thomas Rd., Phoenix (602) 933-1000 phoenixchildrens.org
St. Luke’s Medical Center 1800 E. Van Buren St., Phoenix (602) 251-8100 stlukesmedcenter.com
Valleywise Health Medical Center
2601 E. Roosevelt St., Phoenix (602) 344-5011 valleywisehealth.org
Valleywise Emergency – Maryvale
5102 W. Campbell Ave., Phoenix (602) 344-5011 valleywisehealth.org
Valleywise Comprehensive Health Center – Phoenix
2525 E. Roosevelt St., Phoenix (833) 855-9973 valleywisehealth.org
Valleywise Comprehensive Health Center – Peoria
8088 W. Whitney Dr., Peoria (833) 855-9973 valleywisehealth.org
Valleywise Community Health Center –South Phoenix/Laveen 5650 S. 35th Ave., Phoenix (833) 855-9973 valleywisehealth.org
Valleywise Community Health Center –South Central Phoenix
33 W. Tamarisk St., Phoenix (602) 344-6600 valleywisehealth.org
Valleywise Community Health Center –North Phoenix
2025 W. Northern Ave., Phoenix (602) 655-6300 valleywisehealth.org
Valleywise Community Health Center –Mesa
59 S. Hibbert, Mesa (480) 344-6200 valleywisehealth.org
Valleywise Community Health Center –McDowell
1101 N. Central Ave., Phoenix (602) 344-6550 valleywisehealth.org
Valleywise Community Health Center –Maryvale
4011 N. 51st Ave., Phoenix (623) 344-6900 valleywisehealth.org
Valleywise Community Health Center –Guadalupe
5825 E. Calle Guadalupe, Guadalupe (480) 344-6000 valleywisehealth.org
Valleywise Community Health Center –Chandler 811 S. Hamilton St., Chandler (480) 344-6100 valleywisehealth.org
Valleywise Community Health Center –Avondale
950 E. Van Buren St., Avondale (623) 344-6800 valleywisehealth.org
Everyone deserves clinical expertise with humankindness. With your choice of doctors and specialists, you’ll be surrounded by people who truly care about you and your family’s health.
So this year during Open Enrollment, choose a plan that includes Dignity Health’s physicians and hospitals. Enroll in humankindness at dignityhealth.org/dhmg-arizona/about-us/open-enrollment
Mental Health Services and Healthcare
Amid COVID-19, bringing employees back to work has become just one aspect that has created a new awareness to mental health and the workplace. Here are some services that can help.
Devereux Advanced Behavioral Health
11024 N. 28th Dr., Phoenix (602) 283-1573 devereux.org
Magellan Health
Multiple Valley locations magellanhealth.com
MIND 24-7
Multiple Valley locations (844) 646-3247 mind24-7.com
Southwest Behavioral & Health Services 3450 N. 3rd St., Phoenix (602) 265-8338 sbhservices.org
Terros Health
Multiple Valley locations (602) 685-6000 terroshealth.org
Valleywise Behavioral Health Center –Phoenix
2619 E. Pierce St., Phoenix (833) 855-9973 valleywisehealth.org/services/behavioralhealth
Valleywise Behavioral Health Center –Mesa
570 W. Brown Rd., Mesa (833) 855-9973 valleywisehealth.org/services/behavioralhealth
Valleywise Behavioral Health Center –Maryvale
5102 W. Campbell Ave., Phoenix (833) 855-9973 valleywisehealth.org/services/behavioralhealth
Wellness includes how our bodies function in our work spaces, and is therefore greatly impacted by the physical elements of that space. These businesses provide solutions, from chairs to desks to lighting — and beyond.
1314 N. Recker Rd., Mesa (800) 833.3746 esiergo.com
Goodmans Interior Structures
1400 E. Indian School Rd., Phoenix (602) 263-1110 goodmans.com
Walk-in, face-to-face, brick-and-mortar urgent care facilities remain an important element in the healthcare system, even as virtual options expand.
Akos Urgent Care – Glendale
5104 N. 67th Ave., Glendale (602) 962-6296 akosurgentcare.com
Akos Urgent Care – Avondale
10825 W. McDowell Rd., Avondale (623) 321-5088 akosurgentcare.com
Multiple Valley locations (855) 887-4368 allianceurgentcare.com
Multiple Valley Locations urgentcare.bannerhealth.com
Multiple Valley locations (480) 545-2787 fastmed.com
Multiple Valley locations (888) 381-4858 nextcare.com
Phoenix Children’s Urgent Care
4 Valley locations (480) 922-5437 phoenixchildrensurgentcare.org
There are many companies working to orchestrate alternative healthcare plans and consulting to customize healthcare benefits programs and policies for companies. These organizations below offer consulting, program development and direct care programs for businesses of all sizes.
Absolute Health
8360 E. Raintree Dr., Scottsdale (480) 991-9945 absolutehealthaz.com
Absolute Health – Norterra
1614 W. Whispering Wind Dr., Phoenix (480) 991-9945 absolutehealthaz.com
Healthcare Solutions Centers
4831 N. 11th St., Phoenix (602) 424-2101 hcsonsite.com
OptumCare® believes that great health begins by providing forwardthinking leadership in the discipline of medicine. So we proudly serve Phoenix with advanced health care at 16 clinics with over 40 providers, all dedicated to putting the patient first. We’re here to stay—and to move care in our community in bold new directions.
Find out more at professionals.optumcare.com .
Equality Health is the nation’s leading integrated health delivery system focused solely on improving care for diverse communities through culturally sensitive providers and programs that improve access, quality, and trust.
Arey, Chris, 13
Bailey, Eric M., 42
Bersin, Josh, 33 Butler, Tyler, 38 Chasse, Barry, 15 Cox, Gena, 33
Davydov, Roman, 32 De Poy, Tom, 47
Fabritius, Friederike, 33 Fenton, David, 10
Frank, Christopher, 66
Guay, Candie, 18 Henninger, Don, 40 Huda, Sai, 52
Johnston, Joe, 46 Kehaly, Pam, 24 Lamber, Marc, 11 Louis, Ryan, 10 Lytle, Hugh, 25
Magnone, Paul, 66 McCartney, Laurie, 30 Morrison, Alex, 12
Netzer, Oded, 66 Nillen, Beth, 22 Nobles, Lisa Glenn, 48 Parker, Mike, 38
Payne, Doug, 14 Purves, Steve, 28 Rallison, Todd W., 37 Royal, Ivan, 16
Sathianathan, Brian, 17 Shepard, Kim, 9, 23 Shroyer, Jonathan, 36
Spong, Will, 26 Stavros, Alex, 12 Strunk, Casey, 27 Tarnacki, Leslie, 29 Todd LaPorte, 31 Tollefson, Richard, 44 Waldrop, Stephanie, 55 Weber, Joseph, 49
Weissman, Cooper, 14 Yoder, Jackie, 10
American Express, 66
American Hospital Association, 28
Arise Virtual Solutions, 36
Arizona Commerce Authority, 68
Arizona Manufacturing Extension, 68
Arizona Small Business Association, 47
Bailey Strategic Innovation Group, 42 Blue Cross Blue Shield of Arizona, 24, 57
BMW, 45
Cancer Treatment Centers of America, 59
CHASSE Building Team, 15 Cigna, 9, 23
Columbia Business School, 66
Coppersmith Brockelman, 12
Cox Business, 3
CyberCatch, 52
Dignity Health, 61
Dynamic Purchasing Solutions, 14
ECM Technologies, 10
Embark Behavioral Health, 12
Employee Benefits International, 55 Envida, 18
Equality Health, 25, 64 Fennemore, 11
Fresh Cravings, 38 Gallagher & Kennedy, 37 Google, 66 HonorHealth, 31 Hopewell Development, 15 House of Form, 46 Integrated Financial Solutions, 49 Iterate.ai, 18
Itransition: Software Development Company, 32 Jive, 6 Journeyage, 48 Kinessage, 17 Kiterocket, 67
LGE Design Build, 15
Liberty Market, 46 Lovitt & Touché, 5, 26
MarshMcLennan Agency, 43 MJ Insurance, 12
Money Management International, 47
National Academy of Sports Medicine, 30
Nicola Wealth Real Estate, 15 OHM Fitness, 14 OMEX Phoenix, 16
OneAZ Credit Union, 19
Optum Care, 63 Philips, 45
Phoenix Philanthropy Group, The, 44 PHX Design One, 12 Prologic, 43 Portal Warehousing, 12 ProTech Detailing, 17 Salad and Go, 12
Scottsdale Coalition of Today & Tomorrow, 40 Snell & Wilmer, 41 Soleo Health, 12 Spencer Fane, 22 SRP, 2
Stearns Bank, 6 Stenson Tamaddon, 10 Strunk Insurance Group, 27 Tiffany & Bosco, 7 Tri Pointe Homes, 12 Trusaic, 13 UnitedHealthcare, 54 Valleywise Health, 28 Weedmaps, 38 Wilde Wealth Management Group, 10, 12 Willmeng, 39 WorkForce Software, 29 WTSMTV, 43
In each issue of In Business Magazine, we list both companies and indivuduals for quick reference. See the stories for links to more.
Bold listings are advertisers supporting this issue of In Business Magazine
Christopher Frank is vice president of global marketplace insights at American Express, where he leads the communications and brand research and analytics group. He is an adjunct professor at Columbia University. His ability to connect insight to strategy in a coherent and actionable way has won him global recognition as a leader in his field, as well as a plethora of industry awards.
Paul Magnone is head of global strategic alliances at Google, where he is developing a growing ecosystem of partners that will unlock the next generation of business value via the cloud and related technologies.
Previously at Deloitte and IBM, he is a systems thinker and business builder focused on understanding where technology is headed and answering what it means for a business. He is an adjunct faculty member at Columbia University.
Oded Netzer is the vice dean of research and the Arthur J. Samberg Professor of Business at Columbia Business School, an affiliate of the Columbia Data Science Institute, and an Amazon Scholar. He is a world-renowned expert in data-driven decisionmaking and extracting meaningful insights from data. His award-winning research is broadly read and high-cited. He holds a PhD in Business and MSc in Statistics from Stanford University.
BYQuantitative intuition™ (QI)—the combination of data and analytics with Intuition—might sound like an oxymoron at first, but it is actually the key to effective decision-making. Simply put, QI is the ability to make decisions with incomplete information via precision questioning, contextual analysis, and synthesis to see the situation as a whole.
So, what is Intuition? In the context of decision-making, Intuition is human judgment developed through experience and observation. Intuition can be further defined with reference to three distinct features: it is a subconscious process, it involves parallel thinking and it involves your “gut” as well as your brain
In Nobel laureate Daniel Kahneman’s seminal book Thinking, Fast and Slow, the Israeli American psychologist and economist introduces the concepts of System 1 and System 2 thinking to describe the different ways the brain forms thoughts.
System 1 is rapid, automatic, and unconscious; it kicks in when we pull our hand away from a hot stove or step out of the street as we see a car racing toward us. System 1 is probably at work right now if you’re a competent reader. You are making connections and associations without even realizing it.
System 2 is much slower, rational, and effortful. We rely on this system when we have to recall a series of numbers from memory or read a particularly technical passage of text. What’s 45 multiplied by 97? Your system 2 just got to work.
As a subconscious process, Intuition falls squarely into the domain of System 1 thinking. It tells us the answer to something before we even know we know the answer. It gets us to the top of the stairs, both literal and metaphorical, before we even become aware of moving our legs.
The second characteristic of Intuition is that it is parallel rather than sequential. When we employ Intuition, we see a problem holistically and simultaneously, considering all its features and components. Synapses fire furiously so we can appreciate the whole picture swiftly, much like a talented chess player looking multiple moves ahead to map out the future consequences. In the context of decision-making, analysts are trained to think systematically and sequentially about the steps of data analysis. On the other hand, decisionmakers are often required to, and benefit from, consuming and synthesizing different pieces of information in parallel to arrive at a decision.
Finally, Intuition involves your “gut” as well as your brain. Of course, that’s not physiologically accurate — our stomachs
can’t think — but when we say, “use your gut,” we are talking about human judgment that feels visceral and instinctive.
Being able to combine qualitative thinking and Intuition means possessing the ability to make confident decisions with incomplete information while counterbalancing our fear of failure. It means transforming different pieces of information into a decision by adopting a parallel view of all issues that matter rather than just considering each piece of information separately and sequentially. Furthermore, it means enhancing our business acumen with the ability to spot patterns while also challenging how much value we are willing to attribute to those patterns and the data.
There are five steps of decision-making we encourage executives to consider:
1. Defining the problem
2. Data discovery
3. Data analysis
4. Insights or delivery
5. Implementation
While each step involves both quantitative and intuitive elements, you can think of steps 1, 4 and 5 as the more intuitive steps (I in QI) involving leadership and management skills. Steps 2 and 3 can be thought of as the more quantitative steps (Q in QI) requiring mostly analytic skills. Across hundreds of business executives we surveyed, it became very clear that leaders find a much bigger gap in the intuition steps than in the quantitative steps. While some leaders pointed out that their organizations suffered from a lack of reliable data, the most common gaps were identifying the problems and converting the analysis to insights and actions. There is an abundance of companies selling us data and the newest three-letter acronym analytic tools but we get very little help defining the problem, generating insights, and converting these insights to actions.
This book will help readers to develop both sides of the coin and integrate Quantitative Intuition into their team’s ways of working. It will serve as an aid when faced with small decisions that must be made briskly, but also when faced with weighty decisions with the potential to have a major impact on business, lives, and livelihoods.
In the context of decision-making, analysts are trained to think systematically and sequentially about the steps of data analysis. On the other hand, decision-makers are often required to, and benefit from, consuming and synthesizing different pieces of information in parallel to arrive at a decision.
Excerpted with permission from the publisher, Wiley, from Decisions Over Decimals by Christopher Frank, Paul Magnone, Oded Netzer. Copyright © 2023 by John Wiley & Sons, Inc. All rights reserved. This book is available wherever books and eBooks are sold.
The Arizona Commerce Authority is helping our state’s manufacturers grow and prosper through meaningful programs like the Arizona Manufacturing Extension Partnership (Arizona MEP). Using a proven approach that combines decades of leadership, manufacturing, operational and business expertise, Arizona MEP offers custom, hands-on solutions to help clients achieve their goals. Whether you’re looking for minor improvements or a major transformation, we provide the right knowledge, skill set and flexibility to support your team. Join the more than 375 manufacturers in Arizona who have chosen Arizona MEP to help enhance their business. Learn more at azcommerce.com
