Making energy-efficient upgrades with SRP Business Solutions pays off. We offer a range of rebates on things like new HVAC systems and refrigeration to LED lighting and EV fleet transformations. If it saves energy, chances are SRP has a rebate for it.
See a list of available rebates at savewithsrpbiz.com
36 Discrimination in AI Hiring?
Attorneys Shannon Pierce and Bruna Pedrini explain why businesses using AI in hiring could be on the hook for discrimination as EEOC cracks down.
42 Filling the Gaps for the Upcoming Retirement Wave
Don Alix discusses what businesses need to be aware of to ensure knowledge and skills are not lost.
43 Mastering the Social Media Landscape
Candie Guay offers five strategies for business success.
9 Guest Editor Heather Kane, UnitedHealthcare CEO for Arizona and New Mexico, introduces the “Healthcare” issue.
10 Feedback
BrandyJo Guzman, Danette Opaczewski and Melissa Ribeiro respond to In Business Magazine’s burning business question of the month: What healthcare and wellness issues and programs are your employees telling you are most important to them?
11 Briefs
“Corporate Gifting May Be Money Misspent,” “Dailies Top Stories,” “Local Healthcare Standouts Recognized for Achievements and Philanthropy,” “Camper Vans Can Provide Passive Income” and “Convenience Stores for Metal”
13 By the Numbers
Survey uncovers employee attitudes, concerns and expectations around work-from-home.
14 Startups
“If It Tastes Like Chicken … Thank Recreate Foods”
15 CRE
“The Necessity of Virtual Tours in Commercial Real Estate,” “Industrial Need Generates Spec Development in Loop 303 Corridor” and “Reflections on Designing for Desert Life”
28 The Power of Healthcare
Healthcare leaders in our community share with In Business Magazine what their organization is doing to make the healthcare industry work for Arizonans.
18 Semi Insights
“Keeping Arizona’s Semiconductor Industry Sustainable,” “From Desert Landscape to Semiconductor Epicenter” and “The Impact of MRAM Technology on Arizona’s Past and Its Bright Future”
22 From the Top
Nancy Kleitsch shares the transformation of her manufacturing company, ICON Injection Molding, through its adoption of robotics.
24 Healthcare
“TruLite Health Combats Clinical Bias” and “Medical Transformation
One Incision at a Time”
26 Technology
“Why Is China Beating the U.S. in the Automation Race?” and “This Platform Is Reshaping Corporate Growth”
37 Books
New releases give fresh insights on business thinking.
38 Economy
Dean Newton makes a compelling case for impact investing and its potential to reshape the future.
39 Legal
Stephen Boatwright & Guillaume Aimé discuss how to prepare one’s business for the new reporting requirements of the Corporate Transparency Act.
44 Nonprofit
Calling on lessons learned from two challenging years, Richard Tollefson discusses how to balance fundraising for short-term needs as well as long-term strength.
45 Assets
2023 Rivian R1S
Plus: A game-changer in private jet charter is a membership-based program.
46 Power Lunch
The Collins: Open for Lunch by Popular Demand
66 Roundtable
In the age of activist business leaders, Jon Miller and Lucy Parker share their research on how to stop corporate naysaying and make progress on causes that matter.
The steep growth in consumer prices for energy, food, and housing over the last few years created concerns about potential rising inflation in medical care. A new study from the Workers Compensation Research Institute, “Insights into Medical Inflation in Workers’ Compensation—A WCRI FlashReport,” found that, overall, there was no evidence of faster growth in workers’ compensation medical prices and payments in most states over the high inflation period of 2021–2022. wcrinet.org/reports
In Business Magazine is a collaboration of many business organizations and entities throughout the metropolitan Phoenix area and Arizona. Our mission is to inform and energize business in this community by communicating content that will build business and enrich the economic picture for all of us vested in commerce.
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RaeAnne Marsh became editorial director of Phoenix-based InMedia Company in 2010 and helped launch Valley-wide business resource In Business Magazine. Her journalism career began more than 20 years ago, when she left California and 12 years of teaching to transplant in Phoenix’s vibrant entrepreneurial environment, and includes incorporating her own business, Grammar & Glitz, Inc., through which she has taken writing and editing gigs with business and media clients nationwide. Holding the magazine to strong editorial standards, she says, “New businesses are founded, out-of-staters bring new strengths, established businesses evolve and expand — all of which contributes to the dynamic vitality that I see as the mission of In Business Magazine to be the voice of and vehicle to nurture, in each monthly edition. It is my challenge to ensure each edition is packed with relevant information on a broad spectrum of issues, aimed at a readership that runs the gamut from entrepreneurial startup to major corporation.”
As editor of the Spanish section of In Business Magazine, Edgar R. Olivo shares weekly content for Spanish-preferred small-business owners in Phoenix. As a first-generation Latinx and native-Arizonan, Olivo’s upbringing was filled with similar challenges that Latino communities in Arizona face when they engage with the economy. An entrepreneur and nonprofit executive, he is leading the charge to help strengthen a diverse, inclusive and sustainable entrepreneurial ecosystem in Arizona. His work is nationally recognized for establishing programs that help advance equitable economic recovery, and increase generational wealth for Latinx/Hispanic small business owners in Arizona.
“I believe today is a moment for leading big change. Business ownership is a critical means to build community and individual wealth. I hope my work will demonstrate to the Latino community that the entrepreneur ecosystem in Arizona has their back.”
Guest columns are feature articles presented as a special, limited series as well as regular, ongoing series in In Business Magazine.
Guest Columnist – Social Impact
A long time corporate social responsibility practitioner, Tyler Butler is known for her expertise in creating, launching and developing successful social impact programs. Her commitment to rallying people together to make a positive difference has created sustainable signature programs empowering people to give back in a myriad of ways globally. Butler operates under the ethos of “each one teach one,” and so her contributions to In Business Magazine provide her with an outlet to share the best of what companies are doing to aid humanity. Butler looks to shed light on good corporate citizens and share stories about the magic they are creating through their generous outreach efforts.
Guest Columnist – Metro
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.
Guest Columnist – Capacity
Bruce Weber sees In Business Magazine as a valuable forum for topics relevant to our business and nonprofit community. “I am deeply interested in organizational capacity and what makes organizations successful and impactful in the work they do. In my work in the community for more than 16 years, I have worked with all sizes of organizations and leaders in helping their businesses grow and expand their impact. My previous careers with Microsoft and Hewlett Packard involved working with business integration partners to design strategies to engage new markets. In today’s complex world, I enjoy exploring the possibilities and opportunities that change can bring.”
Publisher Rick McCartney
Editor RaeAnne Marsh
En Negocios
Editor Edgar Rafael Olivo
Web Editor Jake Kless
Graphic Design Benjamin Little
CONTRIBUTING WRITERS
Guillaume Aimé
Don Alix
Stephen Boatwright
Tyler Butler
Archer Chian
Saman Farid
Candie Guay
Mike Hunter
Chris Johnson
Nancy Kleitsch
Alexis Krisay
Jon Miller
Dean Newton
Lucy Parker
Bruna Pedrini
Shannon Pierce
Stephanie Quinn
Kellie Sirna
Tom Smith
David Sodemann
Richard Tollefson
Nellie Wartoft
ADVERTISING
Operations Louise Ferrari
Business Development Louise Ferrari
Cami Shore
Events Amy Corben
More: Visit your one-stop resource for everything business at inbusinessphx.com. For a full monthly calendar of business-related events, please visit our website.
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Vol. 14, No. 10 In Business Magazine is published 12 times per year by InMedia Company. POSTMASTER: Send address changes to InMedia Company, 45 W. Jefferson Street, Phoenix, AZ 85003. To subscribe to In Business Magazine, please send check or money order for one-year subscription of $24.95 to InMedia Company, 45 W. Jefferson Street, Phoenix, AZ 85003 or visit inbusinessphx.com. We appreciate your editorial submissions, news and photos for review by our editorial staff. You may send to editor@inbusinessmag.com or mail to the address above. All letters sent to In Business Magazine will be treated as unconditionally assigned for publication, copyright purposes and use in any publication, website or brochure. InMedia accepts no responsibility for unsolicited manuscripts, photographs or other artwork. Submissions will not be returned unless accompanied by a self-addressed, stamped envelope. InMedia Company, LLC reserves the right to refuse certain advertising and is not liable for advertisers’ claims and/or errors. The opinions expressed herein are exclusively those of the writers and do not necessarily reflect the position of InMedia. InMedia Company considers its sources reliable and verifies as much data as possible, although reporting inaccuracies can occur; consequently, readers using this information do so at their own risk. Each business opportunity and/ or investment inherently contains certain risks, and it is suggested that the prospective investors consult their attorney and/or financial professional. ©2022 InMedia Company, LLC. All rights reserved. No part of this magazine may be reproduced or transmitted in any form or by any means without written permission by any means without written permission by the publisher.
Heather Kane is the CEO of Employer & Individual plans for UnitedHealthcare in Arizona and New Mexico. She is based in the company’s Phoenix office. As CEO, Kane manages a team of more than 150 and holds ultimate responsibility for the health coverage and wellbeing needs of nearly 800,000 UnitedHealthcare commercial members across the state. Her division offers fully insured and self-funded plans, along with wellness and care management programs to employers, with a focus on ensuring better health outcomes, better experience and better cost control for UnitedHealthcare clients. uhc.com
This month’s cover story is about “making the healthcare industry work for Arizonans.” Those of us who work in the industry are increasingly aware of the need to educate our communities to the fact that healthcare requires a holistic approach. Providers, payors, healthcare systems and community organizations all recognize that we cannot treat a person’s physical needs without attending to the social, emotional and mental challenges that are often at the core of medical illness. Eighty percent of health outcomes are influenced by factors far beyond what can be treated in a doctor’s office.
Social drivers of health such as access to affordable housing, nutritious foods, lack of reliable transportation, social isolation and behavioral health challenges each have a role to play in our community’s overall health and wellness. The healthcare industry has a distinctive role to play in investing back into Arizona communities to positively impact these social drivers of health. At UnitedHealthcare, we are bringing together technology, clinical expertise and strategic community collaborations to help ensure more people have access to the quality care and supportive social services they need. I believe that is how we ensure that the healthcare industry is working for Arizonans.
I talk about this in this month’s cover story, and I and other healthcare leaders share more about advances and collaborations we’re bringing to Arizonans in innovative approaches working within our own companies and our industry as well as across industries. And for many, it is reshaping healthcare.
The world of investing is also on the cusp of reshaping our lives. As Dean Newton discusses in the Economy feature “The Compelling Case for Impact Investing and Its Potential to Reshape the Future,” there is true opportunity to achieve success for the double bottom line of fiscal performance and social responsibility.
But attention to social responsibility may be a challenging reset for business leaders wanting to take that route. Jon Miller and Lucy Parker delve into the growing focus by businesses on “doing good” in their recently released book The Activist Leader: A New Mindset for Doing Business, a portion of which they adapted for In Business Magazine to use as the Roundtable feature, “How to Stop Corporate Naysaying.”
And, as it does annually, In Business Magazine offers its readers a look at healthcare options during what has become the “open enrollment” period. Special section “Healthcare Decision: An Open Enrollment Guide to Benefits” showcases a few programs and provides multiple categories of healthcare services here in the Valley.
There’s a healthy mix of other business-relevant content in this October edition of In Business Magazine. I hope you enjoy the many informative articles. It has been my pleasure to help bring you this October edition.
Sincerely,
Heather Kane CEO for Arizona and New Mexico UnitedHealthcare
There are so many advantages to living in Arizona. The weather, our economic growth, job creation and more. We looked at the healthcare companies that are invested in Arizona and asked them to help our readers connect on what the challenges have been and how they are improving healthcare and wellness for Arizona’s population — what they are providing and doing to make us healthier through programs, innovations and even working to make healthcare more accessible.
We want to thank Heather Kane for her and UnitedHealthcare’s efforts to lead this charge and, certainly, to lead this healthcare issue of In Business Magazine. All the companies we spoke with for this month’s cover story are rooted in Arizona and are working to improve the health of our communities, our workforce and our systems. It is making a difference and we are pleased to showcase that effort. —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.
QUESTION:
Let us know what you want to know from the Valley’s top business leaders.
editor@inbusinessphx.com
What healthcare and wellness issues and programs are your employees telling you are most important to them? Is this a change from previous years?
HR Director
M Culinary Concepts Sector: Hospitality
In a recent survey with our team, we asked which benefits M Culinary Concepts offers are the most important. Time off was the winner and has been consistent with previous years. Heading in as a second is our free medical and dental program.
We started our free medical and dental benefit program two years ago. We’ve had great participation and success with this program and know that investing in our team members will help them have one less stress in their life.
Time off is also critical to wellness, and, to help people with understanding this, we changed our “Sick Time” policy to “Wellness Time.” This has helped people understand they can use this time for anything, and we would prefer they use it as scheduled time off rather than calling out sick.
It’s critical that employees can take time off and feel they can step away from work for both their physical and mental wellness. Younger generations seem to understand the importance of taking time off more than older generations. Maybe we should learn from them on this topic.
M Culinary Concepts mculinary.com
For all past Feedbacks go online to inbusinessphx.com
and see what Valley executives think on various business topics.
OCT.
EVP of Resident Experience, COO Revel Communities Sector: Senior Living
At Revel Communities, we have an amazing culture that celebrates individuality and shows gratitude. That’s why we’ve invested heavily in our benefits to ensure that our team members are offered a choice of plans and programs that meet their unique health and wellness needs. One way we do this is limiting cost increases and providing options at different price points, which is something our team members value given the rising costs of healthcare.
Additionally, we found flexibility to be an important aspect of a desirable benefits package, so we offer options such as HSA and FSA accounts, and a Health Reimbursement Arrangement. More than 50% of our eligible employees take advantage of these programs, proving that a one-size approach to healthcare programs no longer suits all. Through the pandemic, we saw many team members take a more proactive approach to their health and wellness. We promote the use of telehealth and virtual care options, which make it easier than ever for our team members to receive medical services. We also launched our inaugural corporate-wide wellness program, which provides rewards for completing wellness-related initiatives.
Encora
Sector: Technology
Encora’s healthcare plan has evolved over the years to account for our accelerated growth. We are now serving a larger, global employee base. With this change, one of the things that employees have appreciated as an important role of our healthcare plan is more robust communication and education. Recently, we rolled out a few new programs to keep employees informed on the healthcare options available. This includes:
• A Free Wellness Webinar Series covering all aspects of wellness,
• Winning workplace wellness incentive programs and
• Email communications called “Big News” sharing exciting news on important health care topics.
Another request we have received is for more options surrounding mental health. The stress and strain that the pandemic has had on employees and families has led to a decrease in mental health. This led us to introduce an Employee Assistance Program, which provides free, confidential mental health service to employees and their families. We’ve also allotted additional Flex time allowing employes to take the time to care for their mental health.
Encora encora.com
BrandyJo Guzman is human resources director at M Culinary Concepts, Arizona’s premier hospitality and catering concept. Guzman has extensive experience in hospitality and HR, including a background in hotel management and systems training. Since 2016, Guzman has expanded M Culinary’s HR department and enhanced the employee experience by consistently listening to employees and adapting M Culinary Concepts’ offerings.
Revel Communities revelcommunities.com
Danette Opaczewski joined the Senior Housing industry in 2019 after 30 years in hospitality and real estate. She is a proven leader who strengthens business value by using a focused approach on people, processes and systems, strategizing at the highest levels and understanding the complexities of a serviceoriented industry.
Sign up for the monthly In Business Magazine eNewsletter at www.inbusinessphx.com. Look for survey questions and other research on our business community.
Melissa Ribeiro has more than 20 years of progressive HR leadership experience. In her role as Encora’s chief people officer, Ribeiro provides strategic leadership to the People & Culture and Talent Acquisition departments. Ribeiro holds a Bachelor of Science in business administration from Northern Parana University (Brazil) and a Master of Science in management from Parana State University. She also has a Ph.D. in clinical psychology from The Georgia School of Professional Psychology.
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 2023
The purpose of corporate gifting is to enhance relationships with clients or employees while also fostering goodwill, ultimately leading to increased engagement and loyalty.
However, scaling gifting programs while maintaining their efficacy is a challenge. In many instances, despite the investments made, the outcomes might not live up to expectations, with companies essentially pouring money down the drain.
TIME AND MONEY SPENT ON BUYING GIFTS
Large companies either allocate significant time to gifting or sacrifice personalization for generic swag to save time — but that reduces the value.
A study conducted by Giftpack revealed that businesses spend 47 minutes per employee to complete the process of gifting, including sourcing, logistics and tracking. Businesses spend 32 minutes per client to accomplish this same set of activities.
Gifting enhances relationships, but without personalization it is no different from a mass giveaway. Personalization makes it a memorable experience for every recipient.
The way to make corporate gifting efficient is to use a tool that manages recipient engagement, sourcing, delivery, tracking, feedback collection and tax calculation. AIpowered platforms like Giftpack can make this seamless, while also making sure recipients see value and feel appreciated.
WHAT ARE THE MOST POPULAR GIFTS?
DIY items like personalized painting experiences, baking and gardening adventures, books, alcohol gift sets, and planet subscriptions are popular. These add a thoughtful touch, making a lasting impact.
Employees and clients are more into lifestyle and experience gifts now more than ever, rather than an item that may go untouched.
COMPANIES COULD BE WASTING MORE THAN $100,000 ON CLIENT AND EMPLOYEE GIFTING COMBINED!
Corporate gifting expenses are divided into three main areas: labor, procurement and logistics.
The primary reason corporate gifting expenses often go to waste is that recipients don’t feel appreciated or see the value. And it is due to the absence of personalization, which results in the gifts being forgotten or discarded.
When gifts don’t bring joy or create a lasting impact, efforts may end up being in vain. This often prompts companies to send more gifts, which can quickly add up in terms of time, money and effort. Consequently, significant investments, like $100,000, can be spent without achieving meaningful results.
To truly make an impact, corporate gifts should be filled with heartfelt sentiments that deeply resonate with the individual, ensuring they are cherished and valued for years to come. —Archer Chiang, CEO of Giftpack (giftpack.ai), an AI-powered gifting platform
Leadership styles vary with the unique personality of the individual, and each may also have different criteria for gauging what constitutes “success.” However, to coopt the famous quote from Justice Potter Stewart, we know it when we see it. And we see it abundantly in the stories on the pages that follow.
Achievements | inbusinessphx.com | September 1 2023
inbusinessPHX.com
In Business Magazine is, once again, bringing together top local women of achievement to share their stories and inspire Valley business leaders at the annual Women of Achievement event on Thursday, October 26, 2023, in an inspiring in-person luncheon event.
Semi Insights | inbusinessphx.com |
September 19 2023
inbusinessPHX.com
Governor Katie Hobbs met with TSMC suppliers and top executives to highlight the state’s leadership in advanced manufacturing and encourage continued investments that will create good-paying jobs and build businesses in the state. Following the meetings, Governor Hobbs toured the TSMC Fab manufacturing plant and water treatment facilities where TSMC has achieved a water recycling rate of over 85 percent.
Workforce & Career | Feature | September 2023
Televerde’s unique business model provides a pipeline and a lifeline. Delivering its fully integrated B2B sales, marketing and customer care solutions to its global clientele has created success on one level; providing second-chance employment — and a path to reach that opportunity — is the other half of its story.
A study conducted by Giftpack revealed that businesses spend 47 minutes per employee to complete the process of gifting, including sourcing, logistics and tracking. Businesses spend 32 minutes per client to accomplish this same set of activities.
UnitedHealthcare Awarded Distinguished Accreditation
UnitedHealthcare Community Plan of Arizona has been awarded the industry-recognized Health Plan Accreditation and Long-Term Services and Supports Distinction by the National Committee for Quality Assurance by meeting rigorous requirements for consumer protection and quality improvement. ncqa.org • uhc.com
Abrazo Central Campus Nationally Recognized for Stroke Care
Abrazo Central Campus, 2000 W. Bethany Home Rd., has received the American Heart Association’s Get With The Guidelines® – Stroke Gold Plus quality achievement award for its commitment to ensuring stroke patients receive the most appropriate treatment according to nationally recognized, research-based guidelines, ultimately leading to more lives saved and reduced disability. abrazohealth.com • heart.org
Plexus Worldwide ® a Finalist for the BBB Torch Awards for Ethics
Plexus Worldwide, one of the largest direct selling health and wellness companies in the world, was named a finalist by the Better Business Bureau for the 2023 Torch Awards for Ethics in Arizona. plexusworldwide.com • torchawards.bbbcommunity.org
Abrazo’s Blackwell Honored
National trade publication Becker’s Hospital Review has named Keslie Blackwell to its annual list of Women Hospital and Healthcare CFOs to Know. Blackwell is the chief financial officer for Tenet Health’s Arizona Group, which includes the Abrazo Health hospitals in Phoenix and Carondelet Health Network hospitals in Southern Arizona. abrazohealth.com
evolvedMD an Inc. 5000 ‘Fastest Growing’ Company
Scottsdale-based behavioral health specialists evolvedMD has made Inc. 5000’s list of “Fastest Growing Companies in America” for the second year in a row. evolvedmd.com
The recently released 2022 Community Impact Report from the Delta Dental Institute highlights the philanthropic investments that Delta Dental made last year to support the oral and overall health of communities across the country. According to the report, Delta Dental of Arizona contributed $1,495,967, positively impacting more than 295,125 people. cir.deltadental.com
The growing popularity of “van life” makes camper vans an ideal way to generate passive income. Those who own a camper van that often sits unused may be able to rent it out to other outdoor enthusiasts and start making money.
Get “rental ready’’: Before renting out their camper van, owners need to ensure the van is in top condition. It’s wise to get the vehicle inspected by a mechanic and complete any recommended repairs or maintenance. The next step is to spend time cleaning and detailing both the inside and outside of the van to ensure it’s a welcoming space for renters.
Obtain insurance: It’s important to check local regulations and get the necessary permits or licenses. Comprehensive insurance is crucial as it protects owners from potential damage or liabilities on the road.
Choose a rental platform: Websites like Outdoorsy.com are designed specifically for renting out recreational vehicles and camper vans. These platforms have a built-in audience looking for camper vans, which will allow renters to easily find owners looking to rent their vans.
Set price and availability: Owners should research the going rates for similar camper vans in their location and set a flexible rental schedule — possibly weekend rentals, weekly terms or
even long-term options. The more availability owners can provide, the more bookings they’ll likely receive.
Create a listing: The absolute best way to drive rental bookings is by showcasing highquality photos of the camper van. A detailed description of the amenities and any unique features will make a listing “POP.”
Focus on customer service: While the income may be passive, maintaining a good rapport with renters and addressing concerns promptly will enable owners to stand out from the crowd. —David Sodermann, co-owner with Brett Ellenson of Tempe-based Boho Camper Vans (www.boho.life), which they founded in 2018 to provide camper vans for sale and rent and, after their appearance on ABC’s “Shark Tank,” built to one of the largest camper van manufacturing facilities in the world
Metal Supermarkets recently opened its third location in Phoenix. “Phoenix has a large industrial base of potential customers who require a wide variety of metals for their ongoing needs,” says Andrew Arminen, chief operations and development officer of the company. This base includes professionals in various maintenance repair and operations departments of manufacturing companies and commercial and residential building trades, due to the ever-increasing population and business growth in the Greater Phoenix area, as well as hobbyists. “Metal Supermarkets is filling in the void for convenient fulfillment of small quantities of metals that are required in the market.”
Founded by William “Bill” H. Mair, the first Metal Supermarkets store was established outside Toronto, Ontario in 1985. In 1987, Metal Supermarkets began franchising in Canada; followed its success in Canada and the UK to begin its US franchising in Atlanta, Georgia; and opened its first Phoenix store in 2015.
Metal Supermarkets offers more than 8,000 types, shapes and grades of metal, cut to each customer’s exact specifications and ready fast, with no minimum order size. Metal Supermarkets stores specialize in the sale and distribution of a wide range of metal that includes hot and cold rolled steel, aluminum, stainless, copper, brass and more in various shapes such as bar, tube, angle, channel, sheet and plate. —Mike
Metal Supermarkets metalsupermarkets.com
HunterBy now, Americans are well-versed in the work-from-home lifestyle. It’s been years since the sudden shift to remote work at the onset of the COVID-19 pandemic, and now people are very comfortable with this working situation. So comfortable, in fact, remote workers are doing a lot more than their job while on the clock, and many think their employers are spying on them!
At CraftJack, we were interested to see how WFH habits have changed since our 2022 report (craftjack.com/toolbox/ remote-worker-habits-2022). Are remote workers working hard … or hardly working? For the 2023 report we surveyed 1,000 workers, 68% of whom work at home fully or part-time along with 32% who work entirely in person.
While more than one in three (36%) remote workers get lonely working from home, 39% shared this type of work has improved their mental health. More than four in five (81%) find it easier to eat healthy at home (it must be the close proximity to the fridge!).
More than half (55%) are trying to get a more supportive desk and chair for their WFH setup, but 67% said it’s currently too expensive for them to buy. Since 2020, Americans have invested
a lot in expanding and remodeling their home offices, spending an average of $788. But 77% believe companies should be helping with this cost by providing WFH equipment such as ergonomic chairs and standing desks for their remote workers.
One other issue many workers have run into: cleanliness. With their home serving as both their place of residence and workspace, 17% of remote workers are finding it harder to keep their homes clean. It’s gotten so tough that nearly one in six (15%) have ended up hiring a cleaning service.
Most remote workers aren’t looking to return to the office and don’t think companies should be allowed to require it. Sixty-two percent of remote workers say nothing would entice them to return to the office, and more than one in two (51%) would quit if forced to return.
Remote workers do miss some parts of working in the office: the ability to talk to others in person, the sociability, and how it’s easier to separate work from home life. However, it can’t top some of the WFH perks such as no commute, flexibility and work-life balance.
CraftJack craftjack.com
Attitudes toward WFH Office
Think companies should provide WFH equipment: 77%
Prefer functionality over style for their WFH setup: 90%
Want a more supportive desk and chair for their WFH setup: 55%
Think it is too expensive, currently, for them to buy desk and chair: 67%
Average amount Americans have spent on their WFH setup since 2020: $788 Return
Don’t think companies should require workers to return to the office
Remote workers say nothing would entice them to return to the office 62%
Think employers should pay employees more to work in the office: 77%
Source: craftjack.com/toolbox/1-in-4-remote-workers-think-their-employer-secretly-monitors-them
In June 2023, for the “Nationwide Survey of Remote Work Habits and Trends in 2023,” we surveyed 1,005 workers about their work environment and habits. Thirty-two percent work remotely, 36% in hybrid jobs and 32% in person. Respondents ranged in age from 18 to 85, with an average age of 41; 50% were male, 49% were female, 1% were nonbinary, and 1% would rather not say. People surveyed worked in a variety of industries that include 13% in tech/ IT, 11% in health, 10% in retail, 9% in education, 9% in finance, 9% in business/marketing, 6% in manufacturing and 5% in arts and entertainment. craftjack.com/toolbox/1in-4-remote-workersthink-their-employersecretly-monitors-them
“Over the years, I have conducted countless taste panels across myriad protein analogues, and I’ve never been more impressed with a product’s performance than I am with Recreate Foods. I’ve never been prouder to support and lead a brand and team as I am with this company,” says Chef Michael Salem.
And the team is solidly Phoenix-based. “Our original founding partner, Freddy Krems, lives and works in Phoenix along with all three of our venture companies: Creation, founded by Bob Agahi and David Sellers; Flagstaff Ventures, led by Craig Weiss; and M Culinary, run by Brandon Maxwell and Chef Michael DeMaria,” Salem notes. “It made the most sense for us to maintain our headquarters in Phoenix as we continue to expand our presence throughout this market.”
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Recreate Foods specializes in developing chef-drive, culinary-forward, plant-based chicken alternatives that deliver a better flavor experience than even traditional animal protein itself as well as other plant-based brands. Its meatless-chicken products are packed with non-GMO, soy-free pea protein and contain zero cholesterol. “Recreate Foods stands ahead of the competition by committing to a culinary, not scientific, brand ethos,” says Chef Michael Salem, explaining he and the other founding chefs are focused on what consumers care about most in a meal experience: great taste. “While we leverage cutting-edge technology to develop our base proteins, this means little without guidance from the chef community. This plant-based chicken is made by chefs for chefs to create an eating experience like no other.”
Salem, the former head of culinary innovation at Burger King who played a pivotal role in introducing the plant-based Impossible Whopper to that restaurant’s menu, notes that the plant-based landscape has since become even more dynamic, with new products - both good and bad - entering the competitive space. “Our inspiration for Recreate Foods was born from the commitment to lead this proliferation with a product that not only matches real chicken protein but also improves upon it,” Salem says. “This is a key differentiation of Recreate Foods from others in our industry as we drive a brand ethos committed to compassionate culinary arts and not science.”
Recreate Foods was originally founded in 2021. Over the past year, the company principals have focused on building a foundation to refine its operating model, secure distribution with Sysco and grow the business. Says Salem, “We are just now launching Recreate Foods across the country as we look to create raving fans in future markets throughout North America.”
Leveraging Salem’s extensive culinary background, the company has recreated all the classic cuts of chicken — breaded and unbreaded filets, tenders, nuggets and grounds
— with all the flavor and texture yet none of the chicken. And consumer appreciation of the product has been validated in actual sales, not merely staged taste-testing. M Culinary Concepts, an award-winning hospitality brand whose co-founder Chef Michael DeMaria is one of Recreate Foods’ founding chefs, introduced Recreate Foods’ plant-based chicken at the 2022 WasteManagement Phoenix Open golf tournament, and M Culinary co-founder and CEO Brandon Maxwell relates, “Attendees raved about flavor and texture as we sold out for the week-long event. We doubled quantities for the 2023 tournament and already are planning to serve even more next year. We’ve been excited this year to feature Recreate at several other of our clients’ events and workplace dining operations.”
Salem acknowledges that, as with any startup, executing with lean resources is challenging, but notes, “Our board of directors has been remarkable in providing unwavering financial and intellectual support as we grow the business.” In fact, Salem credits one of the board members for what he characterizes as his “most valuable piece of advice”: “As we thought about the positioning of our brand, he emphasized the importance of being able to understand our target consumers and the specific occasions for which our product is intended. Sounds like simple advice, but in the fast-paced world of startups, this discipline can be easily lost.”
As Recreate Foods continues to build its brand story and drive strategic growth over the coming years, “what’s most exciting is the reaction from business-to-business and business-toconsumer when they try our product for the first time,” Salem continues. “Our product is second to none, and we’re realizing the most effective way to expand our reach is quite simply to share our product and encourage competitive reviews.”
— RaeAnne MarshRecreate Foods recreatefoods.com
After selling out of Recreate Foods’ plant-based chicken at the 2022 WasteManagement Phoenix Open, M Culinary Concepts doubled the quantities for the 2023 tournament — and sold out again.
Sunbelt Investment Holdings Inc. has initiated development of more than one-half-million square feet of fully speculative warehouse, distribution and manufacturing space within the Loop 303 corridor in Goodyear. Working with general contractor Graycor Construction, SIHI recently debuted plans for Phase I of Camelback 303, which will be a 4-million-square-foot Class A industrial park.
In the fast-paced world of commercial real estate, staying ahead of the competition is imperative. Traditional methods of property management have evolved and a true gamechanger has emerged: virtual tours. These immersive experiences are revolutionizing management and marketing tactics of commercial properties, providing a futuristic edge in an increasingly competitive industry.
Picture this: The ability of individuals to explore a commercial property from the comfort of their office or home, all while gaining a comprehensive understanding of its layout, design and ambiance without ever visiting the property. Virtual tours have turned this vision into a reality. Utilizing advanced technology and 3D modeling, potential buyers and tenants can now virtually walk through a property. This allows them to experience its features, flow and spatial dimensions in great detail.
• Unmatched Convenience: Time is a precious commodity in the CRE world. Virtual tours save both buyers and sellers valuable time by eliminating the need for physical property visits. This convenience is particularly significant in a global marketplace where potential stakeholders may be scattered around the globe.
• Enhanced Visualization: Virtual tours provide a 360-degree view of a
property, enabling prospective tenants or buyers to grasp its potential instantly. From office layouts to retail spaces, an immersive experience offers exquisite detail of the space.
• Increased Engagement: In a digital age, engagement is key to success. Virtual tours are highly engaging and interactive, making it easier for prospective clients to envision themselves in the property. This emotional connection can be a powerful driving force in their decision-making process.
• Cost-Efficiency: Traditional marketing methods like physical property viewings and print materials can be costly. Virtual tours reduce these expenses, making them a costeffective solution for CRE professionals.
• Global Reach: Virtual tours transcend geographical boundaries. They enable CRE stakeholders to showcase properties to potential clients worldwide, opening up new opportunities in global markets.
Embracing virtual tours in the realm of commercial real estate is not just a trend; it’s a strategic move toward modernization and competitiveness. As the industry continues to evolve, those who harness the power of virtual tours will find themselves at the forefront of success, offering clients an unparalleled experience and a glimpse into the future of CRE marketing. —Alexis Krisay, co-founder and president of marketing at Serendipit Consulting (serendipitconsulting.com), who works with various commercial real estate organizations throughout the country
Scottsdale is characterized as a hotspot for its creative scene and dramatic natural beauty, so it was crucial to incorporate elements that showcase the area’s profound and nuanced narrative.
“This is the first in a series of benchmarks that will ultimately deliver millions of square feet of modern, new space to Phoenix’s industrial inventory,” says Sunbelt Investment Holdings President Todd Holzer, noting that industrial demand in Phoenix is still strong, with wide varieties of industries growing in the metro marketplace. “The Camelback 303 master plan addresses those forces, providing numerous building configurations for a full range of users looking for modern, freeway-adjacent space in an industrial park setting.”
Designed for use by a single tenant or is divisible to three tenants, Camelback 303 Phase I totals 516,320 square feet in a single cross-dock building, located on the southeast corner of Camelback Road and Pebble Creek Parkway.
Construction on Camelback 303 is underway now, with completion scheduled for first quarter 2024. At completion, Camelback 303 is slated for up to 16 buildings that will range from 32,400 square feet to 1.25 million square feet.
The architect for Camelback 303 is Butler Design Group. Graycor Construction serves as the general contractor. Andy Markham, Mike Haenel and Phil Haenel of Cushman and Wakefield are the project’s exclusive leasing brokers. —Mike
Huntercushmanwakefield.com/en/united-states graycor.com
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The breathtaking grandeur of the Arizona desert has nourished many of the world’s foremost creative visionaries. Iconic designers and architects throughout history, including Frank Lloyd Wright, have drawn inspiration from the desert’s captivating blend of serenity and ruggedness. Since founding Studio 11 Design in 2011, the Studio 11 Design team has brought to life a number of Scottsdale projects, including the upcoming Caesars Republic Scottsdale, the first Caesars Republic non-gaming U.S. hotel and in the recent past, Canopy by Hilton.
When Canopy by Hilton debuted in 2020, it was Old Town Scottsdale’s first new hotel in more than a decade. The goal was to design a property that feels like a natural extension of the arts districts. Scottsdale is characterized as a hotspot for its creative scene and dramatic natural beauty, so it was crucial to incorporate elements that showcase the area’s profound and nuanced narrative.
Studio 11 Design pulled cues from the desert’s sundrenched color palette and integrated floor to ceiling windows in the lobby to catch the shifting light. An unexpected architectural feature includes floating wood ceiling details that draw the eye upward, inspired by the desert’s boundless vistas. In the lobby, soft, layered profile seating sets the scene for relaxing or gathering. In a nod to Scottsdale’s architectural bend, sculptural lighting and side tables in unique geometric shapes were artfully arranged throughout the space.
The guest rooms are designed to strike the balance between a celebration of simple forms, the environment’s elegance and the familiarity of home. Artwork was sourced locally, including laser-cut wood wall artwork representing traditional Western Native American symbolism. Studying and appreciating Scottsdale’s harmonious blend of art, culture and nature opens up design opportunities as vast and varied as the desert. —Kellie
Sirna, owner and principal of Studio 11 Design (studio11design.com)Proceeds
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If you have news to share about the semiconductor industry in Arizona, email us at semiinsights@ inbusinessphx.com
Bringing a wealth of experience to his position, Purity
ReSource CEO Daniel Alvarez, Ph.D.,
• Holds more than 30 patents and has published more than 50 technical and scientific reports.
• Earned his Ph.D. in inorganic chemistry from Indiana University and served as a James Irvine fellow at the California Institute of Technology.
• Is driving sustainable practices to reduce millions of tons of waste materials in the semiconductor industry.
• Was named one of nine finalists in the 2023 Startups for Sustainable Semiconductors pitch competition by SEMI.
• Built an aggressive business model and go-to-market strategy, projecting $3.2 million revenue by 2024.
• Generated more than $2 million in revenue after inventing three new chemistry-based products.
• Achieved “Process of Record” for two new chemistry products, serving as the key innovator and director of sales.
In the United States, there is a significant annual disposal of more than a million tons of chemical waste, primarily in landfills or through incineration. The increasing demand for microchips, which has tripled in the last decade, exacerbates this issue. As a result, there’s a growing concern about both the environmental impact and the scarcity of chemicals required for chip manufacturing. One local Arizona company, Purity ReSource, addresses this challenge by advancing purification and separation technologies for chemical recovery, reprocessing and reuse.
Why is this relevant for Arizonans? Well, semiconductor production involves various stages, such as deposition, resist coating, light exposure, etching, resist removal and rinsing, all generating substantial amounts of acid waste. Additionally, many of the chemicals used in these processes are classified as human carcinogens, posing potential health risks if not managed properly. Now that Arizona has emerged as a prominent semiconductor manufacturing hub, with major companies like TSMC and Intel Corporation significantly expanding their presence here, the state is considered the fifth-fastest-growing semiconductor Super Hub in the United States, according to the Financial Times. Consequently, this growth corresponds to an increase in hazardous waste disposal. However, it’s worth noting that the semiconductor industry increasingly prioritizes sustainability due to the multitude of high-purity organic and inorganic compounds involved in chip manufacturing.
Daniel Alvarez, Ph.D., a chemist and the CEO of Purity ReSource, is a seasoned veteran with 25 years of experience in the semiconductor industry. While working as the chief technology officer of Rasirc, Inc., he became acutely aware of the environmental issues surrounding the semiconductor industry. His decision to leave Rasirc, Inc. was part of his desire to become part of the solution to chemical waste generated in the industry, which prompted him to open Purity ReSource in August 2021. Since then, Dr. Alvarez has been committed to developing innovative circular technologies that promote and integrate sustainable practices into high-tech device manufacturing.
Purity ReSource empowers chip manufacturers to reuse materials multiple times, minimizing the need for neutralization, transportation and disposal resources. For instance, one of its recycling systems focuses on Isopropanol (IPA), a commonly used solvent in chemical manufacturing. The equipment recycles byproducts onsite for reuse, diverting spent isopropanol from drain to purification and back to process in an efficient, reliable, and circular system. This system has a minimal footprint and is designed to be co-located within the manufacturing apparatus. It upcycles ultra-high purity isopropanol that meets the stringent standards required for the semiconductor industry. In a closed loop, the sustainable supply of chemicals flows, ensuring only genuine waste flows to the drain.
By using advanced separation and purification technologies to upcycle spent solvents to semiconductor-grade standards for reuse in the same applications, Purity ReSource provides manufacturers with a cost-effective solution by ensuring it spends less on hazardous waste removal and can reduce its dependence on chemical supply chains.
Purity ReSource’s Isopropanol Recycling System dramatically reduces waste and costs in semiconductor manufacturing. The equipment recycles byproducts onsite for reuse, diverting spent isopropanol from drain to purification and back to process in an efficient, reliable, and circular system. This system has a minimal footprint and is designed to be co-located within the manufacturing apparatus.
Ultimately, these services provide semiconductor companies with cost savings in chemical acquisition, establish sustainable and reliable in-house supplies, significantly reduce hazardous disposal by up to 90%, and reduce chemical costs by up to 30 to 40% (by eliminating transportation and having onsite disposal).
Not only do these recycling technologies enable companies to save money, but they also allow them to take proactive steps toward sustainability while providing peace of mind to the community. This approach brings a fresh perspective to the concept of “Renew, Reuse, Recycle.”
Purity ReSource purityresource.com
Bold and exciting advancements are happening in the Grand Canyon state. Cutting-edge companies are launching, testing and scaling new technologies in Arizona. Our culture of innovation, highly skilled talent, lean regulatory environment, and affordable operating costs provide an ideal platform for business growth and success. Arizona has become the epicenter of semiconductor manufacturing investment in the United States, ranking no. one with over $60 billion invested since 2020. This investment comes from global semiconductor leaders including TSMC, Intel, Microchip, onsemi, NXP, Applied Materials, and more. Ranked top five for fastest growing state, it’s clear why people are flocking here. Beyond being a place where you can achieve your professional goals, Arizona provides an unmatched lifestyle that allows you to achieve your personal goals. It’s this perfect balance that makes life better here.
Arizona’s desert landscape, specifically the Greater Phoenix area, has witnessed a remarkable transformation in recent years. It has emerged as the epicenter of the semiconductor industry, garnering the attention of tech giants and investors alike. The significance of this development cannot be overstated, as it has not only brought economic prosperity but also positioned Arizona as a pivotal player in the global semiconductor arena.
Arizona’s rise as a semiconductor hub didn’t happen by chance. It traces back to 1949 when it began its journey in microelectronics and semiconductors — remember Motorola. Then, as more strategic legislation passed, a businessfriendly environment became a magnet for semiconductor companies.
The driving innovation contributes significantly to the state’s economy, bolstering various sectors and creating a ripple effect of economic growth. The significance of the semiconductor industry in Arizona goes beyond the technology industry. A domino effect occurs as more companies make Arizona their home — “a rising tide lifts all boats!” This ripple effect ensures the resilience of Greater Phoenix’s local economy even during economic fluctuations because the global demand for products powered by chips, from consumer electronics like cell phones and laptops to critical applications in automobiles and military equipment, is not slowing down.
—Stephanie QuinnBased in Chandler, Arizona, Everspin Technologies, Inc. is a global leader in the cuttingedge design, manufacturing and commercial distribution of Magnetoresistive RAM (MRAM) and Spin-transfer Torque MRAM (STT-MRAM). The company caters to markets and applications where data persistence, data integrity, low latency and security are paramount.
Chandler, sometimes called the “Community of Innovation,” possesses a robust legacy in high-tech manufacturing and development — a pivotal factor driving the establishment of Everspin Technologies’ cutting-edge fabrication facility within the city. Everspin Technologies’ origins stem back to when it was initially a part of Motorola Laboratories in the early 2000s. In 2004, Motorola officially spun off its chip unit, Freescale Semiconductor Inc., and in 2008 Freescale Semiconductor Inc. announced it was joining forces with several venture capital firms to form a new MRAM-focused company, Everspin Technologies. With a presence in the data center, cloud storage, energy, industrial, automotive, military/aerospace and transportation sectors, today Everspin conducts its research and development operations in Arizona, fostering innovation and contributing to our state’s leading role in semiconductor technology.
Recently, the company announced the expansion of its newest, high-density STT-MRAM product family, the EMxxLX. The EMxxLX technology is the highest-performing persistent memory available today, used in electronic systems where data persistence and integrity, low power, low latency and security are paramount, such as industrial IoT, network/enterprise infrastructure, process automation and control, aeronautics/avionics, medical, gaming, and FPGA configurations.
Why does this matter to Arizona residents?
12 state-of-the-art fabrication facilities located in Arizona.
22,000 Arizona employees in the semiconductor sector.
$8 million injected into the local economy, bolstering various sectors and creating a ripple effect of economic growth.
$60 billion in investment since 2020, the most of any state; and Arizona leads the nation in the number of supplier investments announced during that time (SIA).
4 higher-education institutions: Arizona State University, University of Arizona, Northern Arizona University and the Maricopa Community Colleges providing semiconductor training.
“Everspin has firmly rooted itself in Arizona, becoming integral to its semiconductor industry. Our history here reflects our commitment to supporting the rapid growth of American semiconductor manufacturing infrastructure,” says Joe O’Hare, senior director of marketing at Everspin. “I can confidently say that we are honored to have been a part of Arizona’s semiconductor past but also excited to continue shaping its bright future as a vital contributor to the semiconductor industry ecosystem.”
MRAM technology is a differentiating technology with numerous applications across the semiconductor market in stand-alone memory and embedded products. As the sole domestic commercial manufacturer of MRAM devices, Everspin’s workforce of more than 65 dedicated employees has successfully deployed more than 150 million MRAM and STT-MRAM products. Its team is comprised of MRAM technology experts who continuously drive the evolution of non-volatile memory (NVM) technology to even more advanced nodes, resulting in increasingly capable commercial devices.
The semiconductor manufacturing industry is a vital contributor to the Valley’s economy, creating more opportunities for high-wage jobs in a sector outside Arizona’s traditional business environments, like tourism or cotton, but, more importantly, known for its robustness and resilience even in the face of fluctuations within the U.S. economy. This resilience stems from the fact that the products reliant on semiconductor chips, ranging from ubiquitous devices like cell phones and laptops to critical applications in the automotive and defense sectors, have a global market reach and continue to experience sustained demand worldwide.
As the burgeoning semiconductor ecosystem in the state’s spotlight intensifies, this arid metropolis is poised to become a major player in the worldwide tech and manufacturing industry. Enterprises such as Everspin, facilitating synergistic partnerships among industry, research entities and government stakeholders to accelerate the seamless transition from laboratory innovations to full-scale fabrication, play a pivotal role within the intricate tapestry of technologies that constitute this flourishing Super Hub. —Stephanie Quinn
Everspin Technologies, Inc. everspin.com
Recently, Everspin announced the expansion of its newest, high-density STT-MRAM product family, the EMxxLX. The EMxxLX technology is the highest-performing persistent memory available today, used in electronic systems where data persistence and integrity, low power, low latency and security are paramount.
• Nancy Kleitsch, CMA MSA, helped launch and grow 22-year-old, familyowned ICON Injection Molding and today serves as CFO.
• ICON’s married CEO and CFO installed barn doors between their offices to facilitate open communication.
• ICON provides custom plastic injection molding solutions, crafting quality parts for laboratory use, security devices, and more.
• With zero CapEx, ICON automated via Formic’s Robots-as-a-Service and saw a 20% increase in production, 40% decrease in operational expenses, and 30% bump in cycle time.
Since its founding in 2001, family-owned ICON Injection Molding has grown organically from a little stall in Happy Valley, Arizona, to three facilities spanning more than 55,000 square feet. Being a custom molder means each job we take is unique and, whether a customer orders 1,000 parts or 100,000, we must be ready to react. Like most U.S. manufacturers, we’ve also faced staffing challenges and found ourselves hitting capacity. To continue delivering high-quality parts to our customers on demand, we needed to automate. Naturally, however, we had skeptics — and, as ICON’s chief financial officer and co-owner, I was one of them!
Because knowing a company needs automation and figuring out how to afford it are two separate things.
From our past experiences, I didn’t see how automating made sense financially. Beyond the high upfront costs, the automation providers we’d worked with previously hadn’t been true partners. They’d sold us equipment, set it up and then seemed to disappear on us.
When our executive operations specialist, Jeff Galindo, first brought Formic’s offering to the table, I hadn’t heard of Robotics-as-a-Service and I thought their model sounded too good to be true — but I listened.
At ICON, we respect each other for the unique talents we bring to the table. When my husband, Philip, and his brothers, Danny and Steve, founded ICON 22 years ago, they were experts in custom plastic injection molding but had limited business experience. They’d learned the trade in their father’s shop, while I’d started my accounting career in the late ‘80s and was working for another family-owned business. As ICON’s first employee, I set up the corporate documents, business plan and accounting system, and, though I had my own career, I continued working with my family part-time. Then, after 30 years with Westcare, INC, I facilitated the sale of that company and joined ICON as CFO. The timing couldn’t have been better. We blossomed, opening a new facility, and today, we are building another one.
When Jeff proposed Formic, Philip, as CEO, was excited. Being the risk-taker and grower, he was ready to dive in, but as CFO, I had to scrutinize the fine print. Formic offers a Pay-for-Productivity automation model in which they design, install and maintain their own robots, only charging an hourly rate when the robots are operational. That means it’s in their best interests to deliver efficient systems and provide 24/7 monitoring and maintenance.
I remained suspicious, but, with no upfront cost and the option to cancel the contract if the cell didn’t work, how could I say no?
We partnered with Formic to automate our longest-running project, which previously required a worker stand at a 720-ton press all day, retrieving 300-degree plastic parts and placing
them into a cooling bath. Not only did this manual task result in employee turnover and injuries, but it led to operational inefficiencies and production delays.
Formic worked with my operations team to customize, deploy and fine-tune a robotic cell to automate this entire process. We also collaborated to find a fair monthly minimum usage rate, including provisions for rollover hours — which is key to accommodating our shifting order sizes. The cell itself is also adaptable. If project requirements evolve, Formic will update the programming.
The heart of Formic’s offering is that if the system isn’t working as promised, we don’t pay our $10-per-hour fee. But they’ve fulfilled the promise and more. With zero investment, we’ve seen a 20% increase in production, cut operational expenses by 40%, and improved cycle time by 30%. This automation has also eliminated our need to hire temps for that cell, created a safer work environment and enabled us to promote staff.
Another big win was being able to inform the customer involved that we’re now ready to handle a tripled order — a benefit we’ll undoubtedly see in our financials! We’re also showcasing this cell to potential customers, which is driving new business. Despite a nationwide downturn in the injection molding industry, we’ve quoted more in the last quarter than in any previous quarter, and Formic has played a role in this achievement.
Though I started out a skeptic, I listened to my team, read the fine print and remained open to innovative ideas. My brother and ICON’s former operations director, Jim Rhodes, whom we lost during COVID, actually spearheaded our automation journey, so this feels like an homage to his legacy. Now that we’ve found an accessible path to automation, I look forward to partnering with Formic on our next project.
ICON Injection Molding, Inc. iconinjectionmolding.comAs we seek to tighten supply chains and re-shore manufacturing, the International Federation of Robotics’ 2022 World Robotics report reflected a 14% increase in industrial robot installations in the U.S. It was ICON’s second-most successful automation year in history, but ICON co-owner Nancy Kleitsch notes that win falls short compared to China’s installation of more robots than the rest of the world combined.
[In this issue’s Tech Notes article, Formic cofounder and CEO Saman Farid discusses “Why Is China Beating the U.S. in the Automation Race?”]
TruLite Health, the leader in health equity solutions, recently entered the commercial market with the Truity™ platform which uniquely focuses on clinical bias and provides multi-level interventions at the point of care within an integrated workflow solution. Significant early interest accelerated the need to build out the sales, support, and services staff to meet the growing demand.
The Truity platform is powered by the world’s largest curated health equity knowledge base. Seamless within the EMR workflow, the system matches a patient’s health record and associated social data sets with the Truity knowledge base to provide personalized information and recommendations for clinicians and care teams to consider for diverse patients. The opportunity to provide equitable care at the point of care is a missing element in most organization’s health equity strategies.
TruLite Health’s Truity Platform addresses healthcare bias by providing care teams with clinically based, actionable recommendations for diverse populations at the time of care (most often during appointment and as part of the care plan). Backed by more than 4,000 peer-reviewed articles, Truity provides clinicians with detailed insights into a patient’s race-specific risk factors, most of which are not widely known, based upon their medical profile and social data sets. For instance, lung function testing for Asian Americans and Black Americans uses unsubstantiated race correcting calculations for lung function compared to White Americans. This negatively impacts patient outcomes because diagnosing lung conditions and offering early intervention helps manage and slow the progression of the disease.
“Systemic clinical bias must be addressed if we are to provide equitable care and improve outcomes, quality, and cost,” says Alan Roga, M.D., CEO and co-founder. “We are excited by the positive industry-wide reception for our solution and to partner with leading healthcare organizations in addressing systemic clinical bias as a necessary complement to existing Social Determinants of Health initiatives.” —Mike
HunterDespite the remarkable progress in medical technology, shockingly, mechanical cutting tools such as surgical blades and scissors still resemble their counterparts from the days of the Roman Empire — until now. A transformative shift is underway, led by Phoenix-based medical technology startup Planatome. The company started as a spinout from semiconductor company Entrepix by its former founder and CEO, Tim Tobin. After Tobin sold Entrepix to Amtech Systems earlier this year, Planatome explored new use cases for the highly advanced process technologies used to manufacture computer chips. Its pursuit of innovation began by addressing the most widely used surgical instrument that has experienced scant development for more than a century: the scalpel blade.
Remaining virtually unchanged for more than a hundred years, the surgical scalpel 22-year-old engineer Morgan Parker invented in 1915 has been and is still a primary tool used in operating rooms. Planatome recognized this stagnation and brought innovation to the surgical arena by applying a technology used in semiconductor manufacturing called Chemical Mechanical Planarization. CMP is an advanced nano-polishing technology delivering atomic-level precision to create perfectly smooth surfaces on silicon wafers. When applied to the scalpel blade, this process hones the instrument into an ultrasmooth, highly precise cutting tool with a near molecularly perfect edge.
The impact of Planatome’s innovation is strikingly evident when one compares conventional scalpel blades to Planatome blades side by side. The original scalpel, with its rough and jagged edge, akin to a primitive tool in comparison, lacks the precision and finesse that modern medicine demands. In contrast, Planatome’s scalpel, with its smooth and atomically perfect blade, quite literally represents the cutting edge of surgical technology.
faster healing times, which lowers infection risk, improves nerve regeneration, reduces postoperative pain and minimizes scarring. In essence, Planatome’s technology enables more effective procedures and raises the standard of patient care.
Surgical details matter and transforming the most commonly used surgical instruments can make the most significant difference in patient care. Planatome’s innovative scalpel gives surgeons enhanced control and a cleaner cut line with reduced bleeding. Planatome blades are comparatively highly durable, meaning fewer scalpel changeouts during surgery and more efficient procedures — ultimately resulting in improved patient care, reduced post-operative complications and a higher rate of referrals and procedure volume.
Surgeons will have a choice between a primitive, rough-cutting scalpel that will get the job done, and a smooth, molecularly precise scalpel that leverages cutting-edge surgical technology for a cleaner, more even incision that will heal faster with less pain and provide fewer post-surgical complications.
trulitehealth.com
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The implications of Planatome’s technology on healthcare are profound. Patients who undergo surgery with Planatome blades experience a vastly improved surgical outcome: Cleaner, more precise incisions deliver extraordinary benefits to patients and surgeons. There’s less tissue damage and swelling, translating into significantly
Currently, Planatome is FDA-approved with multiple surgical blade designs available. Whether it’s cosmetic surgery; mole removal at the dermatologist’s office; or something more invasive such as a C-section, knee replacement or heart surgery, the quality of the surgical blade will complement the skill of the surgeon to provide the best patient outcomes. While the company’s current focus is on improving the surgical experience, the potential applications of Planatome’s technology are vast, both in and out of the medical field. —Stephanie Quinn
Planatome planatome.com
TruLite Health recently closed a $7 million Series A financing round to fund the commercial growth of the organization. The financing was led by Osage Venture Partners with participation by Ensemble Innovation Ventures, Xcellerant Ventures and several existing seed investors.
When my family moved to China in the ’80s, I saw first-hand what rapid industrialization looks like in manufacturing. Every city, town and village in China started building factories and, over the course of 20 years, the country became an industrial engine for the world. It gave me a sense of what’s possible and how quickly things can shift. Then I moved to the United States in the ’90s and saw the same trend — but in reverse. The U.S. was losing its industrial base. Cut to today and, as we aim to tighten supply chains, manufacturers in America are severely under-resourced, with their factories sitting idle up to 75% of the time. Automation can easily flip that number to double or triple productivity, but even as AI makes robots smarter every day, the U.S. continues to lag far behind China when it comes to embracing automation.
The key challenge most U.S. manufacturers face is accessibility. Customers repeatedly tell me they’ve been trying to embrace automation for the last decade but could not surmount the barriers. That’s because the vast majority of U.S. manufacturers are small businesses that cannot afford to take risks, build the technical capabilities, and pour their CapEx budgets into robots. The knowledge, expertise and deep pools of capital that are traditionally required to onboard automation have made it inaccessible for the typical factory — even though they are the ones who need it most.
Modernizing our industrial base to compete with China means we must work both privately and at the government level to find innovative approaches that democratize automation by making robots more accessible to businesses of all sizes. —Saman Farid, CEO and co-founder of Formic (formic.co), a Roboticsas-a-Service company that helps businesses automate with flexible, no CapEx contracts
[In this issue’s From the Top feature, “Nancy Kleitsch: Making an ICONic Evolution with Automation,” ICON co-owner Nancy Kleitsch describes her company’s success with Formic’s Robotics-as-a-Service model.]
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Drawing inspiration from YouTube, TikTok and other social media platforms, Tigerhall gives users bite-sized, real-world, actionable insights. Serving up content with all the features of the user’s favorite social platforms, Tigerhall is mobile and searchable, meaning users can connect in a way that best fits their daily workflow.
As users engage with Tigerhall, they won’t find outdated materials presented by stuffy academics. The content comes from real people doing real work in today’s business world. The Tigerhall platform delivers in-the-moment insights presented by a fast-growing network of global business leaders we have dubbed “Thinkfluencers.”
The Thinkfluencers who provide the content for Tigerhall are carefully curated industry experts, thought leaders, and Fortune 500 executives. They are part of a growing list that already includes more than 1,200 experts providing their authentic experiences and expertise. The content they provide includes more than 10,000 items on the topics that are shaping today’s business world.
Tigerhall’s secret is maximizing the value of Thinkfluencer content by enabling companies to tap into their in-house experts and teams. Often, it’s these internal professionals who best understand the company and can deliver the most effective insights and learnings.
And when internal experts walk out the door, regardless of the reason, their wisdom also leaves the building. Tigerhall fixes that problem. It is a tool that organizations can use to efficiently retain and scale tribal knowledge.
With Tigerhall, their knowledge is transformed into microlearning moments and bite-sized growth paths, which can be immediately live-streamed to teams or archived into a curated trail for later use. This makes our offering uniquely impactful, as it harnesses and shares the wisdom that already exists within organizations.
For instance, imagine a sales rep uncovers a new closing technique that boosts their conversion rate. Through Tigerhall, this insight is transformed into a microlearning moment that can be immediately live streamed to the entire sales team.
Through Tigerhall, individual expertise doesn’t just benefit the person who discovered it — it elevates the entire organization and creates a cycle of continuous growth and achievement.
The innovations Tigerhall brings to organizations have already proven to be wildly effective. It has more than 50 times the engagement of traditional platforms. In addition, Tigerhall users spend on average 45 minutes a week putting what they’ve learned into action. As a result, 90% see their work performance improve. And again, Tigerhall isn’t just about individual wins. It takes these successes and amplifies them, knitting the entire organization together for collective growth.
I have never been one to accept the status quo. When something isn’t working, I let people know, and then I come up with a way to make it better.
As a 15-year-old student in my home country of Sweden, I was the one questioning the secondary school curriculum. I wanted to know why students were studying the periodic table instead of important topics like how to manage finances and lead a team. It was at that age that I launched my first business — an alternative education provider that taught senior citizens how to use technology.
Fast forward to today, and I am still fixing problems in this field. Tigerhall is my latest endeavor; its Innovative platform is reshaping how organizations work through change and transformation. In this age of flexible work models and globally dispersed teams, it’s the missing link and the essential connector for organizations committed to cultivating a culture of genuine alignment, seamless knowledge exchange and groundbreaking innovation.
Tigerhall has quickly gained traction with users across 32 countries, including global Fortune 500 firms. My team and I have also been able to raise more than $10 million in venture capital to fund Tigerhall from visionary investors that include Sequoia Capital and Monk’s Hill Ventures.
Tigerhall brings to organizations the same spirit that I brought to my secondary school in Sweden. It doesn’t waste time or energy on outdated methods or irrelevant activities. Rather than sticking to conventional methods, Tigerhall reshapes corporate growth with a platform that provides timely insights, equipping employees to excel in their ever-changing work landscape.
—Nellie Wartoft, CEO of Tigerhall (tigerhall.com)As we aim to tighten supply chains, manufacturers in America are severely under-resourced, with their factories sitting idle up to 75% of the time. Automation can easily flip that number to double or triple productivity, but even as AI makes robots smarter every day, the U.S. continues to lag far behind China when it comes to embracing automation.
Finding opportunities to lower expenses is part of running a business. So is keeping your business comfortable for your customers and employees. With the SRP Bring Your own Thermostat Program™ (BYOT), you can do both with ease. When you enroll in BYOT, you can receive energy-saving smart thermostats for free and get paid for each one you install. You can even use the smart features of your thermostat to monitor energy usage and monthly savings. BYOT doesn’t just help your business, it also helps keep Arizona’s grid reliable by automatically adjusting thermostats during a few conservation events a year.
Find out more about the benefits of SRP’s BYOT program at srp.net/bizbyot.
by RaeAnne Marsh
has long been a stand-alone category within which organizations have created narrowly defined programs.
But there is a growing awareness of the interconnectedness of lifestyle and healthcare choices, and the organizations featured in this article share what they are doing to build on that.
In this regard, many discuss their efforts with Blue Zones. The term refers to pockets of populations globally that naturally enjoy extraordinary health and longevity, and studies have resulted in efforts to purposely create similar environments in other communities. Organizations also address additional societal factors that impact healthcare.
The expanded version of this story online includes discussion of top healthcare concerns for employers along with more on how these organizations are strengthening our economy.
Pam Kehaly, CEO
We know that if we can positively impact overall health in our state, Arizonans will enjoy a better quality of life and be able to keep their healthcare costs down. To inspire health, we are addressing some of our state’s biggest health challenges. Over the past two years, Blue Cross Blue Shield of Arizona (AZ Blue) has launched two statewide action plans (one for diabetes and the other for behavioral health), enhanced its community efforts through the Blue Cross Blue Shield of Arizona Foundation for Community & Health Advancement, and is moving its strategy toward health solutions.
AZ Blue has teamed up with Arizona Department of Health Services to raise diabetes awareness and turn that awareness into action. Together, we’ve set an ambitious, but attainable, goal of reducing the progression of diabetes by 25% by 2025. The vast plan includes five major objectives including: reducing A1c levels, increasing engagement of members living with diabetes, and increasing provider coordination and accessibility, to name a few.
We’ve also set a goal of engaging 525,000 Arizonans in improving behavioral health by 2025. We want to see a decrease in deaths by despair, overdose, anxiety, depression, and other behavioral health conditions. We are also aiming for an increase in certain measures, such as the number of people who know the 988 Suicide & Crisis Lifeline by heart and the number of Arizonans trained in Mental Health First Aid. These action plans are meant to be a launching pad for conversation, connection to resources, and change throughout the state.
The Blue Cross Blue Shield of Arizona Foundation for Community & Health Advancement also works toward uplifting Arizona’s communities through four focus areas including: chronic health conditions, mental health, health equity, and substance use disorder. The Foundation’s impact is amplified through cross-sector partnerships with trusted local organizations. Through its funding opportunities, the Foundation is expanding boots-on-the-
Whether it’s through our longstanding accountable care arrangements, in which we collaborate with providers on improved health outcomes for our customers, or more tailored innovations to best suit the needs of an employer’s workforce, Cigna Healthcare is always looking for ways to make the health care system work better.
Given the pandemic, one thing we continue to hear from our clients is a growing need for mental health services for their workforces. That is why we are taking a more coordinated approach to whole-person health with a specialized focus on behavioral health. There are a few things we are doing to make mental health services more accessible for clients and their workforces.
One of these programs is MDLIVE. Starting in January 2022, the Cigna Health Plan significantly expanded access to covered virtual care services for millions of
ground efforts and investing in programs and applied research that improve well-being and address health disparities. In 2022, the Foundation funded nearly $3 million through 88 grants to 85 Arizona organizations, including a $2 million investment in mental health alone. By the end of Q3 this year, the Foundation will have provided nearly $2 million in funding through 37 grants. AZ Blue has expanded its strategy beyond health insurance and is moving toward health solutions. This allows the company to play a larger role in improving healthcare for Arizonans. As a start to this endeavor, we launched a new subsidiary, Prosano Health Solutions Inc.
Blue Cross Blue Shield of Arizona is proud to be an integral part of Arizona’s communities. This year, we have taken bold steps to become a health solutions company. Not only do we build products and services to meet the state’s needs, but we partner with community organizations and collaborate with the Arizona healthcare community to create solutions to make it easier for Arizonans to manage their healthcare.
Earlier this year, Prosano Health Solutions Inc., a new company, launched its first Advanced Primary Care Center, with three more Maricopa County locations opening in 2024. The Advanced Primary Care Centers offer a comprehensive care model that includes one-stop access to a primary care team, behavioral health practitioners, lab services, same-day appointments, virtual options, and a selection of the most needed prescription medications. Through Prosano Health, our focus will shift beyond Advanced Primary Care to an entire ecosystem of solutions that meet our commitment to delivering a better consumer experience.
customers enrolled in employer-sponsored plans. Through MDLIVE, we offer things like urgent care, primary care and dermatology services — but we also offer virtual behavioral health services. This is a big deal for customers because it expands their access to therapists tremendously — not to mention offers more convenience.
We are also broadening our Employee Assistance Program offerings. For instance, we are seeing higher demand for onsite EAP, which resulted in a 47.7% increase in the number of onsite EAP counselors over last year. Onsite EAP use has become much more popular because it allows employers to offer a set number of hours their employees can have with a therapist onsite. It also makes it easier for employees because they can make an appointment without worrying about finding their own therapist. Additionally, all of our EAP providers are in our behavioral health network, so there is a seamless transition if a customer has an EAP therapist they want to keep seeing outside the EAP offerings.
Something that is currently underway is our partnership with the Blue Zones Project. This is an exciting new initiative that helps us carry forward our goal of improving the systems, structures and processes that contribute to our health here locally. The Blue Zones Project is laser focused on the supporting factors that contribute to our health — things like good schools, parks, transportation options, walkable communities, etc. We know that if we have those necessities as part of our daily lives — and we are continually improving upon them — we are going to stand a much better chance of being healthy and successful in our endeavors.
In the health care industry, we have come to learn that 80 percent of our health outcomes are determined by things that happen outside the doctor’s office. That’s why it’s so vitally important that we are partnering with communities, local governments and businesses to give our neighbors, friends and colleagues the best chance at health as possible. The Blue Zones Project will help us get there.
Delta Dental of Arizona, which serves over 1.4 million enrollees and more than 3,700 contracted dentists across the state, is creating a path to better health and wellness. Since 1972, we’ve worked to provide affordable coverage to a wide variety of employers, groups, and individuals in each of our 15 counties — urban and rural communities alike — as well as advocate for preventive care and the direct connection between oral health and overall health. We do this through our extensive network as well as through our Foundation, which since 2010 has given more than $16 million to support oral health education and disease prevention programs for underserved and uninsured communities.
Medical-Dental Integration (MDI) will continue to be a high priority for Delta Dental of Arizona.
By way of example, in July 2023 we partnered with the Banner Health Foundation to announce the expansion of the Hospital Oral Care and Periodontal Disease Education (HOPE) program protocol to Banner’s 28 acute-care hospitals across Arizona, California, Colorado, Nebraska, Nevada, and Wyoming. After successfully piloting the program for nearly a year, this expansion will enable all Banner medical centers to implement the oral health protocol, potentially serving up to 300,000 patients each year. This collaboration offers a window into our future and the types of initiatives Delta Dental of Arizona will pursue.
In addition to MDI, Delta Dental of Arizona is focused on equity and inclusion.
We know that racial and ethnic diversity among health professionals is linked to improved outcomes and greater health equity. Yet, the current oral health workforce hasn’t kept pace with the changing demographics of the U.S. population. As an organization committed to reducing the challenges associated with restricted access and poor health outcomes, facilitating a more diverse workforce is a great mechanism for accomplishing this objective.
To that end, in March 2023 we were excited to announce a partnership with the Delta Dental Institute to launch Driving Greater Diversity in the Oral
Health Workforce, a campaign to help increase the number of oral health professionals from historically underrepresented groups. The campaign aims to advance a more diverse oral health workforce via the Delta Dental Oral Health Diversity Fund, which will make targeted investments of up to $1 million toward comprehensive solutions, innovative pilots, and scalable models that inspire school-aged children from historically underrepresented groups to pursue a career in oral health. Additionally, it will support initiatives in oral health education, research, and community investment.
In addition to MDI and equity and inclusion, Delta Dental of Arizona invests heavily in overall public awareness related to oral health and preventative care through volunteerism, thought leadership, and innovative educational solutions. For example, in August 2023 we partnered with Arizona PBS Kids to launch HealthySmileLearning.org, a FREE resource site in both English and Spanish for parents, caregivers, children, and teachers featuring family friendly videos, resources and classroom curriculum focused on oral health.
In many ways our growth story mirrors the trajectory of the state we have supported for over 50 years. The Arizona economy continues to expand in size and sophistication in ways few of us could have imagined a generation ago, from the growth of manufacturing jobs across our state to the level of international investment which led the entire nation in 2022. Delta Dental of Arizona is investing in the future to support that growth, by adding new jobs, increasing contributions to organizations in need via our Foundation, and providing paid time off to our employees to volunteer in the community. Additionally, we see an opportunity to take what we already do well in dental and vision and apply it to more areas of health and wellness, which inspired us to refresh our mission statement in 2023. This will be an area of significant focus for us in the months and years to come.
Equality Health is a mission-driven company. At our core, we are committed to advancing health equity by breaking down barriers to care and helping individuals live a healthier life no matter their background or socioeconomic status. In VBC, providers, their patients, and our communities all reap the benefits of better outcomes.
Because Equality Health also extends the reach of primary care practices into the places where the most clinically complex members live and work, we can be effective at helping patients access services to address Social Determinants of Health. Through Equality Health Foundation, we also get involved in local communities to deliver resources and education in partnership with community-based organizations at the state and local municipality level. Our annual Healthy Fall Festivals are a strong example of our community impact, and we are coming up on these events locally in November.
Equality Health is here helping independent primary care providers (PCPs) shift the focus of the healthcare delivery system from volume to value. We do this by providing PCPs with the technology and support they need to continue delivering high-quality care for underserved communities, which often comprise some of the most complex patients.
The shift to Value-Based Care is quite challenging to make for any healthcare organization blue a health system, a hospital, or a clinic group — but especially for independent practices, who may have just a few providers and small office teams. PCPs in Arizona — and across the U.S. — need access to technologies that help automate labor-intensive back-office functions (for
HonorHealth is proud to be on the leading edge of transforming healthcare in Maricopa County by leveraging advanced technologies and evidence-based practices to address the toughest challenges. That means not just providing the highest quality care for patients in need, but empowering healthy choices that can positively impact the well-being of individuals every day.
We are responsibly expanding our offerings according to the needs of our community, with more access points for convenience and affordability. We are enhancing and adding programs that widen the comprehensive scope of conditions that need treatment and healing. Our footprint of primary care and urgent care clinics throughout the Valley are already among the most extensive for a healthcare system like ours. Examples of recent expansion include the $170M expansion at our Deer Valley Medical Center, a new $60M Cardiovascular Center of Excellence at our Scottsdale Shea Medical Center, a 95,000 square foot medical campus in Peoria that
example, around value-based care contracts with health plans), identify and close care gaps in care for their patients, and flag high-risk patients or patients who may struggle with Social Determinants of Health. These social barriers are often in play for the most complex patients. That is why we launched Equality Health at Home, a new service where field-based community health workers and nurse practitioners can support the care provided by the PCP.
Given that Arizona spent $17.6 billion in FY2021 on the Medicaid program, according to reporting from KFF, we all need to help make those dollars work smarter and more efficiently. Across Arizona, Equality Health works with over 2,200 primary care providers and 6,500 total providers, serving more than 325,000 members across the state.
One of the biggest healthcare concerns for Arizona right now is that we have too few PCPs. According to a recent Arizona primary care workforce report from the University of Arizona’s Center for Rural Health, we rank 42nd in the nation for primary care services — with roughly 80 primary care physicians for 100,000 people, compared to the U.S. median of about 94. In the Valley, one in five residents are unsure how they will get care, and in rural areas that stat is two in every five.
With our focus on PCPs and supporting them in communities across the state, we are pleased to be part of the solution to this statewide challenge.
will serve multiple needs for patients in the West Valley, and a 100,000 square foot sports medicine and wellness campus in Scottsdale that will more tightly connect traditional medicine and whole-body wellness.
We continue to expand our footprint of specialty care practices and outpatient surgery centers to provide more convenient access and affordability for cases that can safely be done outside a full-service hospital.
HonorHealth was the first in Arizona to offer a freestanding urgent care and emergency department hybrid concept that provides an array of services, but only bills for the level of care a patient needs. That means less cost if only urgent care is required, despite a facility that can provide emergency level service if necessary.
We are also focusing on how to promote well-being and truly honoring health - as our name declares - in addition to our capabilities for addressing acute care needs. That means we want to help people manage their health before, during and after a hospitalization. Focusing on that “before”
component is what compelled us to be the presenting sponsor for Blue Zones Project Scottsdale, an exciting initiative that will transform the environments where people live, work, learn and play to improve community well-being, resilience, and economic vitality.
The project is based on research and principles developed by studying cultures of the world — or Blue Zones — with the healthiest, longest-living populations. It seeks to improve the overall well-being of our community’s residents. Well-being includes social, financial, mental and community health. By focusing on making permanent and semi-permanent changes to the Life Radius, the area close to home where people spend 90% of their lives, Blue Zones has helped communities achieve measurable improvements in its residents’ health including double-digit drops in chronic disease rates, better health equity for all and measurable savings in healthcare costs. While this initiative will start in Scottsdale, we are confident the Blue Zones message, and desire to make healthy lifestyle choices, will spread throughout the Valley and even beyond.
Tad Gary, Deputy CEO
Mercy Care uses data from a variety of sources to identify opportunities to improve the health of our community. This data can help identify health disparities, needs for different delivery mechanisms or ways to direct resources, and more.
For example, to improve mental health and wellbeing of youth in foster care, we formed a joint workgroup with the Department of Child Safety Comprehensive Health Plan (DCS CHP) on young adult substance use mitigation and suicide prevention. This workgroup is addressing rising incidences of youth who are in foster care experiencing opioid overdose and suicide ideation.
Mercy Care and DCS CHP leadership analyzed the data for trends, sent out a survey to congregate care settings to assess needs around substance use and suicide, and are currently meeting bi-monthly to develop and implement a joint strategic plan that includes intervention and prevention tactics to
improve health outcomes (e.g., reduce fatal and non-fatal overdoses and suicide attempts).
Workgroup outcomes include the development and provision of a twophase education and training series for providers and caregivers focusing on substance use and suicide prevention awareness and skills training. We partnered with Sonoran Prevention Works to provide NARCAN kits and training, and with Community Bridges to provide a presentation on Current Drug Trends. There have also been trainings on fentanyl awareness and prevention, and we will be training providers and caregivers on suicide alertness skills in the coming months.
We also provide funding and resources to help educate the community about health disparities and the importance of eliminating them. For example, in April 2023 we hosted a screening and panel discussion for the film “Birthing Justice,” which puts a spotlight on the systemic racism and related issues that contribute to the unnecessarily high rate of maternal mortality in the United States.
Directed programs also address the aging population, tribal nations and the LGBTQIA+ community.
Mercy Care has invested funding and other resources to help direct care providers find ways to build and develop their workforce. We incentivize providers to use effective processes, to develop their workforces. They receive incentives by implementing plans to develop a talent pool, recruit, hire, train, and retain staff. From summer 2018 to December 2022, we ran a pilot program that added 4,000 new DCWs to the work force.
Further, as a not-for-profit Arizona health plan, we re-invest millions of dollars back into the community, helping local non-profits create healthier communities by bringing new staff on board. For example, community reinvestment funding has helped to fund case management positions for a local agency that provides permanent supportive housing and related services to people in need.
As Maricopa County continues to grow at record-breaking speed, so does our population of children and families — and so do the demands for healthcare. Phoenix Children’s is answering the call by building new locations, recruiting top leaders, growing our workforce and expanding our services to ensure Arizona families have access to high-quality care — much closer to home.
In the last year, Phoenix Children’s Medical Group has launched several new programs and divisions and hired expert pediatric subspecialists to lead them. We created a new Division of Anesthesiology in December 2022, led by Dr. Narasimhan “Sim” Jagannathan, division chief and Dr. Amod Sawardekar, associate division chief. In total, 39 other pediatric providers transferred from a longstanding private anesthesiology practice into Phoenix Children’s Medical Group.
Also in December, we created the Phoenix Children’s Center for Cleft and Craniofacial Care and added nine subspecialists in plastic surgery, craniofacial orthodontia, clinical genetics, and speech language pathology. Leading this group are Dr. Davinder J. Singh, division chief of plastic surgery, and co-directors Patricia Beals, DMD, craniofacial orthodontist; and Kelly Cordero, PhD, CCC-SLP, a speech-language pathologist.
And, in September 2022, we launched a new Division of Infectious Diseases, led by Dr. Wassim Ballan. Dr. Ballan, who joined Phoenix Children’s in 2007, became a national thought leader during the pandemic, providing invaluable guidance to Phoenix Children’s and the families we serve on topics including COVID-19, MIS-C and vaccine safety and efficacy.
We’re also focused on strengthening our research program to advance new treatments for devastating childhood conditions. In May, we launched The Phoenix Children’s Research Institute at the University of Arizona College of Medicine – Phoenix, which formalized our longtime research collaboration with UA. Directing the Institute is Vlad Kalinichenko, M.D., Ph.D., who joined Phoenix Children’s in March 2023. He is a globally renowned scientist whose hire represents a major leap forward for our research program. Before coming to Phoenix, Dr. Kalinichenko led a team of researchers at his namesake laboratory, the Kalinichenko Research Lab, at Cincinnati Children’s. Six members of his team also transitioned to Phoenix Children’s.
In addition, we continue to prioritize the care of Arizona’s most vulnerable children. This work includes our Homeless Youth Outreach program, which was founded 22 years ago, and a fleet of Crews’n Healthmobile mobile medical units that travel across the Phoenix metro to serve impoverished and homeless youth. These “doctor’s offices on wheels” visit shelters, group homes, drop-in centers and schools throughout the Valley. The Homeless Youth Outreach program also includes four fixed-site clinics at UMOM New Day Center, Phoenix Dream Center, Children First Leadership Academy and Youth Development Institute, offering more than 30 half-day clinics each week and completing up to 12,000 visits a year.
Phoenix Children’s Bridge Clinic, which launched in 2018, expedites the stabilization and treatment of high-risk children who come to the Phoenix Children’s emergency department, often for self-harm or suicidal ideation. Patients meet with a Phoenix Children’s behavioral health provider as often as necessary — sometimes daily — as a “bridge” while long-term care with a community pediatric provider is arranged. The outcomes have been overwhelmingly positive. Among them, there’s a marked decrease in the number of former Bridge Clinic patients returning to the ER, an indicator they’re receiving high-quality care in the community.
We’re also working with community pediatricians to reach more children experiencing behavioral and mental health issues. These doctors have advocated for increased mental health services for their patients, which prompted the launch of a new initiative at Phoenix Children’s — the Psychiatry Faculty Learning Community — to remove barriers and connect kids with the care they need.
In addition to our investments in physical expansion, we are also a critical pipeline for training the next generation of medical talent, and this goes beyond our large residency and fellowship programs. Medical, nursing and social work students must complete a rotation in pediatrics as part of their education — whether or not they intend to work with children after they graduate. Phoenix Children’s is the only option for these rotations, which means we’re training thousands of students each year.
Heather Kane, CEO for Arizona and New Mexico
At UnitedHealthcare and across UnitedHealth Group, we touch virtually every aspect of the health care system. Importantly, we are committed to expanding access to quality care, in part by building and sustaining trusted relationships with medical providers. Over the last eight years, our network of health care providers in Arizona has increased by 40%, and we currently contract with 91 hospitals and more than 39,600 health care providers across the state to help encourage our members to access the right care, at the right time and in the right setting. During that same timeframe, UnitedHealth Group, which includes UnitedHealthcare and Optum, has grown our Arizona-based workforce by nearly 28% to more than 8,000 employees supporting the health care needs of more than 1.8 million members statewide.
We are making health coverage more affordable by taking costs out of the system, including with modernized clinical programs, innovative plan designs, network configurations, and other practices to incentivize high-quality, evidence-based care that improves health and lowers medical costs.
One way we are doing that is by removing financial barriers to care, including offering plans that provide members first-dollar coverage. For instance, we recently started eliminating out-of-pocket costs for 24/7 Virtual Visits for eligible members enrolled in applicable fully insured employer-sponsored plans, offering plan participants an option to access care professionals anytime to help treat a range of medical issues. Eliminating out-of-pocket expenses for 24/7 Virtual Visits can help improve health equity by reducing the burden of medical costs for consumers and encouraging earlier interventions, which can reduce the risk of complications and avoid visits to costlier settings such as the emergency room.
We are using technology and an approach focused on consumer needs to help make it easier and more convenient for our members to access care, while collaborating with physicians to reduce administrative requirements and improve the flow of information so doctors can focus on delivering the best possible care.
For our members, we are developing advocacy solutions that make it easier to navigate the health system, especially to help better support members with complex or special health needs such as autism, Down syndrome, and genetic disorders. As an example, our Special Needs Initiative uses analytics to help identify families with children who have special health care needs and then assigns a designated advisor who provides information and support to help members make more informed decisions. This advisor can support all members of the family (not just the child), take responsibility for each inquiry that surfaces along a care path, and help drive improved coordination with the child’s care team.
And we are committed to value-based care, which places a greater focus on quality health outcomes, supported by data sharing between the health plan and care provider, leading to improved value for all participants in the health system. For employers in Arizona, this VBC model of care is at the heart of two of our most innovative plans — NexusACO plan and Doctors Plan of Arizona — which are patient-centered collaborations among providers that promote coordinated care and lower costs to patients.
Blue Cross Blue Shield of Arizona azblue.com
Cigna cigna.com
Delta Dental of Arizona deltadentalaz.com
Equality Health equalityhealth.com
HonorHealth honorhealth.com
Mercy Care mercycareaz.org
Phoenix Children’s phoenixchildrens.org
UnitedHealthcare uhc.com
Shannon Pierce is a director at Fennemore.
Licensed in California and Nevada, Shannon is on the cutting edge of both technology and the changing business culture. She has nearly 20 years of experience litigating on behalf of management concerning claims of employment discrimination, wrongful termination, leaves of absence, and other traditional employment and commercial litigation. fennemorelaw.com/ people/attorneys/ shannon-s-pierce
The use of artificial intelligence in the recruiting and hiring process has seen increased popularity in recent years. Many businesses, seeking to lower hiring costs and also reduce potential claims of discrimination (by taking human discretion out of certain aspects of the hiring process), have turned to AI to handle functions such as locating talent, screening applicants, performing skills-based tests and even administering certain phases of the pre-hire interview process.
people with autism or speech impairments may be screened out, even if they are qualified for the job. Facial and voice analysis technologies have also been problematic in properly interpreting the facial expressions and voice fluctuations of women and cultural and ethnic minorities.
Bruna Pedrini is a director at Fennemore practicing in the areas of anti-discrimination, accessibility, and education law. She represents public and private educational institutions as well as builders, developers, sports and concert stadiums and venues, and the hospitality industry in their roles as both employers and places of public accommodations to comply with federal, state, and local anti-discrimination laws and accessibility requirements. fennemorelaw.com/ people/attorneys/brunae-pedrini
While automating various aspects of hiring (and post-hire performance management) processes can be effective in eliminating the potential for intentional discrimination, this is not the only type of discrimination that federal and state anti-discrimination laws prohibit. Under (1) Title VII of the Civil Rights Act of 1964, which protects against discrimination on the basis of race, color, national origin, religion and sex (and sex-related factors such as pregnancy, sexual orientation and gender identity); (2) the Americans with Disabilities Act, which prohibits discrimination on the basis of actual, perceived, or historical disability; and
(3) the Age Discrimination in Employment Act, which protects individuals 40 years of age or older from discrimination, discrimination can also be found where employers use tests or selection procedures that, while intended to be neutral, have the effect of disproportionately excluding persons based on one or more of the above protected characteristics. This is known as “disparate impact” or “adverse impact” discrimination.
In the case of AI, if the AI tool that a business utilizes inadvertently screens out individuals with physical or mental disabilities (e.g., by assessing candidates based on their keystrokes and thereby excluding individuals who cannot type due to a disability), or poses questions that may be more familiar to one race, sex or other cultural group as compared to another, this could yield a finding of disparate impact discrimination.
Disparate impact discrimination often occurs when a computer is tasked to complete a function typically performed by a person such as recognizing facial expressions during an interview. For example, if an employer uses facial and voice analysis technologies to evaluate applicants’ skills and abilities,
Similarly, discrimination may arise during a hiring process that requires an applicant to take a test that includes an algorithm, such as an online interactive game or personality assessment. Under the ADA, employers must ensure that any such pre-employment tests or games measure only the relevant job skills and abilities of an applicant, rather than reflecting the applicant’s impaired sensory, manual or speaking skills. The standard under the ADA is whether the applicant can perform the essential function of the job with or without a reasonable accommodation. An employer must, therefore, use an accessible test that measures the applicant’s job skills, not their disability, or make other adjustments to the hiring process so that a qualified person is not eliminated using the application technology because of their disability. Common examples where this arises are use of AI for applicant with a vision impairment.
Employers also need to be aware of the potential legal pitfalls associated with overreliance on historical data by some AI technologies. In the employment arena, AI technology often uses a data base that relies on past hiring decisions of a company instead of applying a current analysis of job-related criteria. Employers must exercise caution because use of biased data can train algorithms to introduce bias. For example, training a model on résumés submitted by one demographic group can disproportionately skew the key terms searched by the system in reviewing and pre-screening new applicant submissions, thereby screening out more diverse applicants.
Recent guidance from the U.S. Equal Employment Opportunity Commission – which is the federal agency responsible for administering anti-discrimination laws — confirms that rooting out AI-based discrimination is among the Commission’s top strategic priorities. EEOC Guidance also confirms , where such discrimination occurs, the EEOC
If an employer uses facial and voice analysis technologies to evaluate applicants’ skills and abilities, people with autism or speech impairments may be screened out, even if they are qualified for the job.
Businesses using AI in hiring could be on the hook for discrimination as EEOC cracks down
will hold the employer, not the AI vendor, responsible. That means the employer could be held liable for many of the same types of damages as are available for intentional discrimination, including back pay, front pay, emotional distress and other compensatory damages, and attorneys’ fees.
Due to the risks involved, businesses should consult with employment counsel before implementing AI tools in the hiring and performance management processes. While not an exhaustive list, the following may be among the mechanisms counsel can use to help businesses mitigate risk.
• Question the AI vendor about the diversity and anti-bias mechanisms they build into their products. Many vendors boast that their AI tools actually foster, rather than hinder, diversity. By selecting vendors that prioritize diversity, and by asking the vendor to explain how their products achieve this goal, businesses can potentially decrease the likelihood that their chosen AI solutions will yield a finding of discrimination.
• Understand what the AI product measures, and how it measures it. As noted above, measuring typing speed or keystrokes, or using culturally biased hypotheticals, can increase the likelihood that an AI tool will be deemed discriminatory. By questioning AI vendors in advance about the specific measuring tools that are built into the AI product, businesses can more easily distinguish between helpful — versus potentially costly — AI.
• Ask for the AI vendor’s performance statistics. Whether an AIbased technology causes a disparate impact involves a complex statistical analysis. While not used in every occurrence, one rule of thumb that the EEOC uses in assessing potential disparate impact is known as the “fourfifths rule.” This rule compares the percentage of candidates from one protected classification (e.g., men) who are hired, promoted or otherwise selected through the use of the AI technology to the percentage of candidates chosen out of other protected classifications (e.g., women). If the percentage of women who were chosen, when divided by the percentage of men chosen, is less than 80% (or four-fifths), this can be an indication that discrimination occurred. While even a passing score of 80% or more does not necessarily immunize employers from liability, when choosing an AI product, businesses should learn whether their AI vendors have analyzed their AI products using the four-fifths rule and other statistical and practical analyses, and what the results of those analyses have shown.
• Test the company’s AI results annually. Just as businesses should question their AI vendors about their statistical findings before implementing an AI hiring solution, businesses should also self-monitor after the AI product is chosen and implemented. At least annually, companies should consider running their own internal statistical analyses to determine whether, in the context of their unique business, the AI product yields fair, non-discriminatory results.
• Offer accommodations to disabled individuals. Where a candidate discloses that they have a physical or mental disability th5at prohibits (or limits) their participation in AI-driven processes, the employer should work with the individual to determine whether there is another hiring or performance management process, or some other form of reasonable accommodation, that can be used in lieu of the AI at issue.
• When in doubt, seek indemnification. Since the AI vendor is, ultimately, in the best position to design AI tools in a manner that avoids both intentional and unintentional discrimination, businesses should consider building into the vendor agreement indemnity language that protects the business in the event the vendor fails to design their AI in a manner that prevents actual and/or unintended bias.
To build a successful business, you need to stop doing random acts of marketing and start following a reliable plan for rapid business growth. Traditionally, creating a marketing plan has been a difficult and time-consuming process, which is why it often doesn’t get done. In The 1-Page Marketing Plan, serial entrepreneur and rebellious marketer Allan Dib reveals a marketing implementation breakthrough that makes creating a marketing plan simple and fast. It’s literally a single page, divided up into nine squares. With it, you’ll be able to map out your own sophisticated marketing plan and go from zero to marketing hero.
The Restaurant Marketing Mindset: A Comprehensive Guide to Establishing Your Restaurant’s Brand, from Concept to Launch and Beyond
Chip Klose $28
Page Two
On shelves and online 240 pages
Customer service done right is one of today’s most powerful competitive advantages. In Can Your Customer Service Do This, customer service turnaround wizard and renowned customer service training expert Micah Solomon — who has worked transforming the customer experience for brands from Auberge Resorts to Audi of America, from Cleveland Clinic to the NFL Players Association — shares everything he knows, and everything an individual needs to know, about how to create a truly Five-Star customer service experience and use it to build sustainable bottom-line success. This is the first book to move the reader step-by-step toward customer service perfection and true customer-centricity by creating, refining and synchronizing employee behaviors, systems and standards to together create the perfect customer service environment and customer experience for customers.
Can Your Customer Service Do This?: Create an Anticipatory Customer Experience that Builds Loyalty Forever
Micah Solomon
McGraw Hill
Available 10/9/2023
$27
240 pages
Where does creativity come from? The answer is unique for each of us — our True North — and this book will help readers find theirs. As artificial intelligence gains an increasing foothold in our work and our lives, the need to find and maintain our uniquely human creativity is growing more urgent. This guide will ensure that individuals stay on course as they navigate through the complexity of modern times. It will help them open new pathways to creativity and equip them with tools for their personal and professional journey to becoming a conscious participant in creation. Through a combination of essays, meditations and memoirs, Which Way Is North offers an illuminating journey into the interior of the human heart and mind, revealing how our inner experience informs who we can be and what we express out in the world.
Which Way Is North: A Creative Compass for Makers, Marketers, and Mystics Will Cady
Matt Holt
Available 10/10/2023
$28
272 pages
Where AI discrimination occurs, the EEOC will hold the employer, not the AI vendor, responsible.
To unlock the full potential of impact investing, we must standardize and enhance impact reporting, educate investors about its merits, and ensure that investments are genuinely aligned to create a positive impact. With these steps, we can position impact investing as a driving force toward a sustainable and equitable future, bring about a revolution in the finance industry, and help move toward a more harmonious society.
The case for impact investing is increasingly compelling, not just as an adjunct to traditional investing but as an evolution of how we influence the flow of capital in and across society. After decades of viewing investment purely through a financial lens, where the primary goal was to maximize returns to shareholders, we’re beginning to understand that a broader perspective is necessary. This perspective must recognize that capital does more than create wealth; it shapes societies, influences behaviors, determines futures, and has the power to address some of the most pressing issues our world faces today, such as healthcare disparities, access to education and social inequities.
At its core, impact investing offers a more holistic approach to funding by factoring in both financial returns and positive social and environmental outcomes. It’s a strategy that weaves the tapestry of our society, economy and planet into the investment decision-making process. It acknowledges that these threads are not separate but deeply intertwined, and it is high time we integrated this understanding through systemic changes to mainstream investing.
There are encouraging signs that such a shift is underway. The Global Impact Investing Network reports the impact investing market ballooned to $715 billion in assets under management (AUM) in 2020, demonstrating a surge of interest from investors around the globe. This, coupled with the data that shows 88% of impact investors reported returns that met or exceeded their expectations, makes for a compelling case. Yet, when we compare the impact investing market with the estimated $89 trillion global total assets under management, it becomes evident that there is an enormous latent potential for impact investing to expand its influence within the financial world.
are increasingly appealing to a growing segment of conscious consumers and investors who deeply care about the impact their money is making on current and future generations.
Despite these promising developments, there are still considerable challenges to fully realizing the potential of impact investing. One of the main hurdles is the absence of a unified standard for measuring and reporting “impact.” While financial returns are relatively easy to quantify, assessing the social and environmental impact of investments is significantly more complex.
A few notable frameworks and tools have emerged to help address this challenge, seeking to standardize impact measurement and reporting. These include the United Nations Sustainable Development Goals, the Global Reporting Initiative and the Impact Management Project. While these instruments provide broad objectives from which investors can glean focus areas, they do not provide investors with a means to evaluate the impact of their investments or offer companies clear guidelines on improving their operations’ sustainability and social responsibility.
Dean Newton is a general partner at Nashvillebased Relevance Ventures. A Patawomeck Tribe member, he previously held pivotal roles at Blackboard Inc., Emotive Communications, and Moviso. At Relevance, he seeks investments that will make the world a better place. Newton holds an A.B. and J.D. from Harvard. relevanceventures.com
Central to the philosophy of impact investing is the pursuit of what has been called “double bottom line” returns — the combination of financial profitability alongside tangible social and environmental benefits. This approach challenges and seeks to overturn the long-held belief that social good and profitability must be trade-offs. The evidence, in fact, suggests they can be mutual enablers.
Numerous research studies indicate that companies committed to environmental, social and governance (ESG) standards often outperform their counterparts that do not prioritize these values. A study by MSCI, a leading provider of decision support tools and services for the global investment community, revealed that companies with strong ESG practices can and often do yield higher returns than those with weak ESG performance.
The reasons behind this trend are multi-faceted. Firstly, companies with a strong emphasis on ESG principles often have robust risk management frameworks. Secondly, companies that uphold ESG principles typically engender happier, more engaged employees and customers. Thirdly, such businesses
Another barrier that needs to be surmounted is the lack of understanding and knowledge about impact investing among mainstream investors. Many still adhere to the outdated notion that social or environmental good necessarily implies a compromise on financial returns. Education and awareness campaigns must be implemented at scale to dismantle this misconception.
Lastly, we must ensure that the intent behind impact investments is genuine and not just a veneer of social responsibility. The term “greenwashing” has been coined to describe practices where companies falsely proclaim their environmental credentials to attract conscious consumers and investors. To prevent such deceptive practices, thorough due diligence and ongoing monitoring of investments are crucial.
Overall, impact investing presents a formidable tool for tackling our era’s urgent social and environmental challenges while delivering financial returns. It signals a fundamental shift in the way we perceive the role of capital in society, from a purely profit-driven perspective to one that recognizes the intricate interconnectedness of our world.
The Global Impact Investing Network reports the impact investing market ballooned to $715 billion in assets under management (AUM) in 2020, demonstrating a surge of interest from investors around the globe.
Historically, smaller companies in the United States have had minimal legal compliance obligations to operate. Founders selected the state of incorporation or organization, picked their legal structure, and filed a one- or two-page formation document. With the enactment of the Federal Corporate Transparency Act, that has all changed for those companies that are often the most suspicious about disclosures to government agencies.
Effective January 1, 2024, the Corporate Transparency Act requires certain entities — predominantly smaller and otherwise unregulated companies — to file a report with the U.S. Department of the Treasury’s Financial Crimes Enforcement Network (FinCEN), disclosing information about their beneficial owners, persons who ultimately own or control the company, and those individuals who formed the entity. All companies that have been created by filing a document with the secretary of state or similar office under the laws of that state (for foreign entities, the filing of a document to qualify to do business under the laws of that state) are defined as Reporting Companies and will have either 30 days or one year to comply, depending on their date of formation.
The CTA contains 23 exemptions. However, most of them apply to entities already subject to substantial federal or state regulations (for example, banks, publicly traded companies and other entities that file reports with the SEC, and taxexempt entities).
The “large operating company” exemption applies to an entity that (1) employs more than 20 full-time employees in the United States, (2) has an operating presence at a physical office within the United States, and (3) has filed a federal income tax or information return in the United States for the previous year demonstrating more than $5 million in gross receipts or sales.
In order to comply, the following information is required: Reporting Company: (1) full legal name, (2) any trade or “doing business as” names, (3) complete current street address of the principal place of business, (4) jurisdiction of formation and (5) taxpayer identification number.
Beneficial Owners must provide their: (1) full legal name, (2) date of birth, (3) complete current residential street address (with exceptions for provisions address disclosures) and (4) either a copy of a current (i) U.S. passport, (ii) state or local ID document, (iii) driver’s license or (iv), if the individual has none of those, a foreign passport.
A “beneficial owner” is defined as an individual who, directly or indirectly, either (i) exercises substantial control over the reporting company or (ii) owns or controls at least 25% of the ownership interests of the reporting company, including convertible interests. Substantial control means (i) a senior officer of the company, (ii) having authority over the senior officers or majority of the board of the company, (iii) having significant influence over the company’s material decisions or (iv) having any other type of significant control over the company.
Excluded from the definition of beneficial owner are minor children (disclosing the parent’s or legal guardian’s information instead), individuals acting as nominees, custodians or agents, employees of the company acting solely as employees (not as senior officers), individuals whose only interest in a reporting company is a future interest through a right of inheritance, or creditors of a reporting company (unless the creditor meets other criteria of control).
The initial report and subsequent updates will be filed electronically with FinCEN on a system that is yet to be created. FinCEN will not accept reports until January 1, 2024.
Once created, the database will not be publicly accessible, including through Freedom of Information Act requests. Access will be limited to federal agencies engaged in national security, intelligence, and law enforcement; state law enforcement agencies with a court order; the Treasury Department; financial institutions with the company’s consent; government regulators of financial institutions; and certain foreign authorities requesting information through a U.S. agency.
Initial filing is due within 30 days of forming a new entity on or after January 1, 2024, and by January 1, 2025, for entities existing as of January 1, 2024. Updates to the information are due within 30 days of the occurrence of the event triggering the update.
The CTA also establishes civil and criminal penalties for entities that do not comply with the reporting requirements or knowingly provide false information.
Entities qualifying as reporting companies should review, or establish, their compliance plan. Owners should begin compiling the necessary information and create internal controls and procedures for maintaining and updating such information. Founders who are accustomed to a “one-time” filing form will now have to monitor and comply with the ongoing requirements imposed by this new regulation.
Effective January 1, 2024, the Corporate Transparency Act requires certain entities — predominantly smaller and otherwise unregulated companies — to file a report with the U.S. Department of the Treasury’s Financial Crimes Enforcement Network (FinCEN), disclosing information about their beneficial owners, persons who ultimately own or control the company, and those individuals who formed the entity.
Leading Gallagher &
securities and
practice in Arizona, Stephen Boatwright represents local and national companies raising both private and public financing, and buyers and sellers of businesses of all kinds. gknet.com/ attorneys/stephen-rboatwright/?full
Guillaume Aimé is a senior associate at Gallagher & Kennedy and focuses his practice in the areas of securities and business transactions, including public offerings, due diligence, mergers and acquisitions, and entity formation. gknet.com/attorneys/ guillaumeaime/?full
JE Dunn Construction’s engagement extends to a diverse range of events and sponsorships. From hospital foundations to trade organizations, its presence is felt across the community spectrum. By channeling fundraising efforts toward entities like the United Way and Fighter Country, the company raised nearly $100,000 in 2022 to bolster initiatives that enhance lives and catalyze positive change. jedunn.com/who-we-are/ community/
In the fast-paced world of construction, where steel and concrete shape skylines, JE Dunn Construction stands out as a beacon of social responsibility and community engagement. Founded in 1924 by John Ernest Dunn Sr., JE Dunn has evolved into a family and employee-owned powerhouse in the commercial construction industry. With more than 4,000 dedicated employees spread across 26 offices nationwide, the company has mastered the art of not just building structures but fostering positive change within the communities they touch.
From its inception, JE Dunn Construction embraced a core value of giving back, perpetuated by the Dunn family’s commitment to community enrichment. A prime example harks back to World War II, when the company’s founder opted to construct facilities to support military personnel and their families at reduced costs, refusing to profit from the turmoil of the times. This ethos, rooted in compassion and integrity, continues to resonate nearly a century later.
“At JE Dunn, we believe in enriching lives through inspired people and places. Our community service efforts, development programs for employees and the buildings we create all contribute to this vision,” shares Clay Creaser, vice president and Phoenix office lead for JE Dunn Construction.
The Dunn Family Foundation, established in 1981, serves as the organization’s formal conduit for philanthropy and community betterment. It channels the company’s values of integrity, generosity and compassion into targeted initiatives that uplift humanity. The Foundation’s approach is expansive, spanning national workforce development and education programs as well as local causes that address health and wellbeing, social responsibility and veteran support.
In Arizona, JE Dunn Construction’s community support is palpable. Organizations like the Fighter Country Foundation, Valley Partnership Community Project, American Heart Association, United Way Valley of the Sun, Silent Witness and Fiesta Bowl Charities are just a few of the beneficiaries of their largesse.
champion the causes they’re passionate about. With flexibility and unwavering support, last year saw an impressive 92% of Arizona-based employees participating in more than 21 community events.
“I love working for a company that supports me giving back to the community I live in,” affirms Kirk McClure, senior client solutions manager at JE Dunn Construction. Kirk is a living testament to the company’s commitment, serving on the boards of Fighter Country, ASU National Alumni and Fiesta Bowl Committee.
JE Dunn Construction’s generosity has enabled a multitude of positive transformations that reach even further. The Fighter Country Foundation, dedicated to supporting the military community at Luke Air Force Base, has been a primary benefactor. Over the past two years, the company’s contributions exceeding $100,000 have fueled various projects, from enhancing childcare facilities to creating a Med Group Resilience Room.
Furthermore, the company’s partnership with Valley of the Sun United Way resulted in raising more than $20,000 in 2022 alone, underscoring their commitment to advancing the common good. An employee match program further multiplies the impact, with the firm pledging to match employee donations up to $1,000,000 in 2023.
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
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JE Dunn’s commitment to community engagement extends beyond monetary donations; it’s about rolling up sleeves, getting involved and making a tangible difference. With jobsite teams that embrace a spirit of volunteerism, the company’s reach is felt directly at the grassroots level. Whether it’s dedicating time to the Salvation Army, participating in the AHA Heart Walk or aiding in school supply drives, the teams are the living embodiment of the company’s values.
Moreover, JE Dunn collaborates with partner organizations like the American Builders Association, NAIOP and Valley Partnership to magnify the impact of community initiatives. This interconnected approach amplifies the ripple effect of positive change.
At JE Dunn Construction, volunteerism isn’t just encouraged — it’s celebrated. The company’s employees are empowered to
As the company looks ahead, its national vision for community impact promises to unify corporate and employee engagement across markets. Through the dedication of community ambassadors, local employees who champion community causes, JE Dunn Construction’s commitment to being a force for good in the world is poised to grow even stronger.
In a world where businesses often prioritize profits, JE Dunn Construction stands out as a shining example of corporate citizenship. For nearly a century, its dedication to building inspired people and places has transformed communities and enriched countless lives. Through unwavering philanthropy, employee engagement and a commitment to making a lasting impact, JE Dunn Construction’s legacy continues to be one of compassion, integrity and positive transformation.
JE Dunn Construction jedunn.comFrom its inception in 1924, JE Dunn Construction embraced a core value of giving back, perpetuated by the Dunn family’s commitment to community enrichment. A prime example harks back to World War II, when the company’s founder opted to construct facilities to support military personnel and their families at reduced costs, refusing to profit from the turmoil of the times.
For over 40 years, the Arizona Community Foundation has supported nonprofits and students across our state by mobilizing the collective passion and generosity of thousands of Arizonans.
When you are ready to take the next step in your personal charitable giving journey, we are here to help you achieve your goals.
Don Alix is a district manager with Insperity, a leading provider of human resources offering the most comprehensive suite of scalable HR solutions available in the marketplace. www.insperity.com
In today’s tight labor market, many managers and business leaders are grappling with the difficulty of recruiting and hiring quality candidates. Exacerbating the challenge is the nearly three million people who retired early due to the pandemic as well as 10,000 baby boomers who reach retirement age daily. And this rate of baby boomers reaching retirement age will continue through 2030.
Combating the retirement wave requires organizations to construct a unique hiring strategy that focuses on upskilling current employees, mentoring and intentional recruitment. Doing so not only prepares the company for continued success, but it can also ensure knowledge and skills are not lost.
Business leaders should identify and outline the specific skillsets at risk of being lost due to a retirement wave. The crucial step of taking inventory of the current skills and talents possessed by the soon-to-retire workforce allows management to create upskilling opportunities. These initiatives are aimed to prepare new and current employees to fill the potential void left by retirees and ensure a smooth transition of knowledge and expertise.
Current employees may be eager to tackle upskilling opportunities so they can grow in their careers and elevate the company. It is important for leadership to foster a culture of learning centered around career development and positive incentives. Often, additional training benefits include higher pay, greater responsibilities and even more choices in an individual’s career. By encouraging participation and supporting progress, management can successfully motivate high-performance employees on the road to upskill.
When long-term employees retire and the organization does not prepare for their departure, it can negatively impact the remaining workers who may be forced to pick up extra work and spread themselves thin to rapidly familiarize themselves with new duties. Additional impacts to companies involve a large knowledge gap with the departure of key leaders and decreased morale.
Training goals can help prepare employees and the organization for a smooth transition. Opting to embrace mentorship programs can build a deep bench to call upon should there be unexpected turnover, a retirement wave or resignations among leadership.
Working with mentees on a frequent basis enables mentors to learn about their strengths, aspirations, emotional intelligence, leadership abilities and more. This one-on-one relationship gives the organization insight into current talent
and their abilities, but also allows management to plan ahead for any training or recruitment needs.
Mentorship programs work together with upskilling. Pairing promising employees with mentors whose skills are unique and critical to the organization’s success can set the mentee up for future success. These programs should be approached with long-range goals in mind, not just to fill an immediate knowledge gap. Developing a mentor-mentee program that encompasses everyone in the organization will build up the talent for any need and strengthen the company culture.
Successful recruiting should rely on understanding the business and the unique skills needed for each position throughout the organization. Managers and business leaders must identify the skills that are preferred for each position so the hiring team can accurately target viable candidates.
To take recruiting efforts to the next level and find skilled employees, organizations should make a concerted effort to increase their referral and networking efforts. Referrals are one of the best tools in a recruiter’s quiver. Current employees are already aware of the organization’s culture and workforce needs, plus they will know if their referral could be a good culture fit for the company. Another way to increase recruiting efforts is to bolster the organization’s networking efforts, which can provide a larger pool of potential recruits already working within the industry. Networking also helps facilitate more referrals from credible sources.
Whether the retirement wave is coming or is already here, organizations can prepare themselves by taking these active measures. If done correctly, should a retirement wave strike an organization, these steps can make for a more seamless transition from one generation of leaders and managers to the next.
The oldest baby boomer had not yet turned 65 during the 2010 U.S. Census. Since then, nearly 10,000 baby boomers cross the retirement age of 65 each day and, by 2030, all the baby boomers will be at least age 65.
In the ever-changing social media landscape, staying on top of trends is vital for businesses aiming to thrive in the digital sphere. Knowing which social media platforms and trends to pay attention to and which ones to ignore can be challenging.
Gone are the days when static content ruled supreme. Short-form videos have taken center stage, captivating audiences like never before. To further elevate the power of short-form videos, businesses need to master the art of storytelling within that limited timeframe. Embracing eye-catching visuals, snappy on-screen text and catchy soundtracks helps businesses supercharge their message’s impact. It’s important to resist shying away from experimenting with user-generated content and interactive elements, as these will forge a profound connection with the audience, ultimately resulting in soaring engagement rates.
With various features on Instagram, businesses can build a thriving content ecosystem. From Instagram Stories to Feed and Reels, each element offers unique opportunities. The algorithm favors accounts that use a diverse content mix and embrace all Instagram’s offerings, including polls, link stickers and trending sounds in IG Stories. Unlocking the full potential of Instagram’s features is the key to constructing a vibrant business content ecosystem.
Organic reach on social media has diminished significantly, and simply posting without boosting content yields minimal results. Envida’s expertise shows that allocating a small budget, like $5 on Facebook and $10 per post on Instagram, can exponentially expand reach. Boosted posts reach more users and attract hyperlocal audiences, boosting follower counts.
Social listening is becoming increasingly crucial for brands. It complements traditional analytics and helps maintain a strong audience relationship. Companies need to employ social listening quarterly to tap into customer feedback and stay ahead of trends. This enables them to turn leads into community members and make improvements to customer service, marketing and products. They need to be proactive in viewing customer feedback and being notified of mentions or tags. To implement social listening effectively, companies should consider using top social media listening tools, and stay connected with their industry and niche through this valuable practice.
Authenticity is key to connecting with today’s social media users. Heavy design and overly curated content are losing appeal, while organic and spontaneous posts resonate more
with audiences. Users seek genuine human experiences, gravitating toward accounts that foster a sense of authenticity.
Influencers continue to wield significant influence in the social media realm. Studies reveal that 46% of users have made purchases based on influencer promotions. For businesses, partnering with micro-influencers (1,000–40,000 followers) is proving highly effective in reaching hyperlocal audiences. From promoting property grand openings to collaborating with pet influencers for pet-friendly properties, the opportunities are diverse and creative.
In 2023, brands with an engaged social media community will thrive. Building a community is as important as sharing content. Signs of an engaged community include unprompted brand promotion, content sharing, celebrating milestones together and fostering relationships with the brand/products. According to a survey, 90% of social media marketers consider an active online community crucial for success, ranking as their second-biggest goal in 2023. Consumer data shows 20% joined online communities in the last three months, with 22% actively participating. The biggest benefit reported is product discovery. Businesses can start building their community where their audience resides, using insights to guide strategies on other platforms.
While major social media platforms dominate, it’s crucial for businesses to keep an eye on emerging platforms. Early adoption of these platforms can provide a competitive advantage and access to niche audiences. For instance, platforms like TikTok, Clubhouse or Byte offer unique engagement opportunities and allow brands to showcase their creativity in new ways. By strategically venturing into these platforms, businesses can discover untapped marketing potential and connect with audiences beyond the traditional channels.
Keeping pace with the ever-changing social media landscape is paramount for businesses looking to thrive. Businesses need to embrace short-form videos, leverage Instagram’s features, invest in boosted posts, prioritize authenticity, partner with micro-influencers and explore emerging platforms to unlock their full potential and achieve success in this dynamic world of social media.
• Short-form videos (15 seconds) are gaining popularity, outperforming static content.
• Embracing all Instagram’s features, including Stories, Feed and Reels, results in better audience engagement.
• Allocating a small budget to boost posts significantly expands the reach and attracts hyperlocal users.
• Authentic and organic content is more relatable to audiences than heavily curated posts.
• Influencers, especially micro-influencers, remain powerful in driving product purchases and connecting with hyperlocal audiences.
Candie Guay is the co-founder and creative director of Scottsdalebased Envida, the nation’s leading multifamily creative agency. From her experience with the company’s vast portfolio of managed accounts, she shares critical insights into the industry’s hottest trends. envida.com
Today’s donors are more sensitive to issues of financial sustainability because they witnessed nonprofits struggle over two years of challenge
They also:
• Want options. Most donors don’t want to simply write a check and walk away. At Valley of the Sun United Way, donors are given options on how to support the organization. “We’re taking a two-pronged approach and letting donors know they can meet short-term needs with annual gifts or help ensure the stability of the organization by making an endowment gift,” says President and CEO Carla Vargas Jasa.
• Are more into planning. “During COVID, people looked at their estate planning and wills, specifically,” says Barb Richey, vice president of university advancement for Eastern Washington University. “We’re seeing an increase in planned gift interest and, as a result, hired a full-time position to serve this market.”
The bumpy ride of the past two years — amid the pandemic and social unrest — has revealed a great deal about fundraising for immediate needs, as well as long-term sustainability and strength.
Nonprofits learned to move quickly in addressing critical needs as donors stepped up with unrestricted gifts they entrusted to organizations for best use. Valley of the Sun United Way used those funds to mobilize weekly rapid response grants that addressed concerns ranging from job loss, evictions and mental health issues to staffing capacity and funeral assistance.
Eastern Washington University, through its unrestricted Student Emergency Fund, distributed hundreds of laptops to students adjusting to virtual classes and addressed food insecurity. The university offered financial incentives for vaccinated students amid the unexpected loss of their former president to sudden illness. Both EWU and VSUW weathered the storm.
Fast-forward to 2023: Immediate needs for current operations still exist, but federal relief for nonprofits expired, and inflation reared its head alongside stock market volatility. Today, donors are more cautious, and funding intensity has waned as donors return to pre-COVID areas of support. They also expect proof of long-term sustainability and strength from their charities.
How can nonprofits pull off this balancing act?
Explore funding options. Even in a good year, nonprofit revenue sources fluctuate: earned income, contributions, grants, endowment payouts. Executives sitting on nonprofit boards must stay on top of the numbers so that variabilities — expected and unforeseen — can be managed.
“We engage in a rolling budget assessment with our board of directors,” says Carla Vargas Jasa, president and CEO of Valley of the Sun United Way. “Monthly, we look at our revenue and ensure we are never exceeding it. During COVID, and to this day, we make the necessary adjustments.”
healthcare-related companies, foundation grants and individual donors. The pandemic hit, however, drying up corporate funding sources. “We had no donor base, either,” explains Richey, “because alumni from our pre-nursing program gave to the institutions where they’d completed their degrees.”
Still, the University rallied. “Our interim president offered an initial startup gift, and we went directly to trusted ‘family’ donors, raising $1 million. Our first 40 nursing students start this year.” In the next year, corporations and foundations will, again, be solicited.
United Way also worked toward sustainable funding while juggling COVID’s immediate needs. “While responding to immediate challenges, we were emboldened to set big goals because we received a $25 million grant from McKenzie Scott,” says Vargas Jasa of the plan to double their organization’s endowment and fundraising efforts over five years. “When that five-year grant is expended, we will need the additional endowment and fundraising dollars to maintain our level of support in the community.”
Be transparent. Donors want to invest in winners — successful nonprofits that address current issues and have immediate impact but also plan for future sustainability and strength. When donors are part of this planning, great things can happen.
During the pandemic, an anonymous couple “blind shopped” a number of universities in Washington and Oregon, walking campuses, talking to students, assessing which schools created the best sense of family for their students. They later selected EWU as a recipient of a $3.5-million gift to create forty-five $6,000 scholarships for students challenged by juggling work and learning demands.
“That couple has been brought in to make key decisions,” says Richey. “They’re very hands-on; they hold us accountable, and we hold ourselves accountable to them.” To assess the efficacy of the programs they funded, the couple regularly receives university data. “The past few years have increased transparency,” says Richey.
Richard Tollefson is founder and president of The Phoenix Philanthropy Group, an Arizona-based international consulting firm serving nonprofit organizations as well as institutional and individual philanthropists.
phoenixphilanthropy.com
Revenue streams influence the types of gifts requested. Donors might be asked to expedite multi-year pledges or operationalize major or planned gifts with annual contributions. Outright vs. planned gifts, or unrestricted vs. designated gifts, in lieu of new initiatives, may make sense.
“We’ve done all those things,” says Vice President of University Advancement for Eastern Washington University Barb Richey. Flexibility is key, she says, and her team is not shy about asking donors to align with the institution’s priorities — current or future. When approaching state lawmakers to support a new nursing school due to statewide shortages, her team — to bolster its case — solicited insurance and
As they look to the future, Richey and team are in the silent phase of the university’s first-ever comprehensive campaign while simultaneously addressing enrollment decline through a strategic resource allocation model to assess the most- and least-fruitful programs.
“There’s no silver bullet for any organization,” says Vargas Jasa. “We’re never going back to the way things were. Nonprofits need to continue to be flexible, responsive and proactive in balancing short-term needs with long-term strength and opportunity.”
The “three-legged stool” fundraising approach at Eastern Washington University uses private and local fundraising dollars to leverage state dollars.
Finally, an SUV that thinks like a SUV — and it is electric. Drive through more than three feet of water. Rock crawl a 100% grade. Traverse just about any terrain with 14.9 inches of ground clearance and up to 390 miles of range. With a 0–60 mph time as quick as 3 seconds, the Rivian R1S SUV delivers the on-road handling of a sports car.
The R1S is available with three AWD drive systems: DualMotor, Enhanced Dual-Motor and Quad-Motor.
All give 260–390 miles of range. And the R1S can be set for a smooth ride around town or put in off-road mode for the trail. Drive modes adjust things like ride height, suspension and more to optimize for driving preferences and different terrain conditions.
If the car needs a charge in the middle of the day’s errands, 20 minutes at a fast charger can add enough range to drive about 140 miles. Every Rivian vehicle features a CCS plug so it can charge with any public charging network, as well as the ever-growing Rivian Adventure Network. The rear cargo area offers 17.6 cubic feet of storage.
From city streets to far-off trails, the R1S enables the driver to explore all types of terrain through all kinds of weather.
Whatever the adventure, R1S is ready for it. The included trailer hitch unlocks 7,700 pounds of towing capacity. The front trunk offers room for all kinds of gear.
From front trunk to rear cargo area to third-row cubbies, there’s more than 104 cubic feet of storage — room enough for passengers and everything else. And for serious stowage, the second and third row of seats fold completely flat.
Luxury at its finest with all the controls — from physical to digital — at the driver’s fingertips. The interior features vegan leather and optional ash wood accents. And there’s a fully immersive sound system, with speakers throughout the cabin.
Three tires were built specifically for Rivian. The tires chosen play an important role in the handling, range and offroad capabilities of the vehicle. Rivian partnered with Pirelli to develop and tune three tires specifically for the vehicles and their unique capabilities. While each one is optimized for a specific driving experience, all three offer strong all-around performance and range.
Mike Hunter2023 RIVIAN R1S MSRP: $92,000 Drive System: Dual-Motor AWD Range: 321 miles 0–60 mph: 3.0 sec to 4.5 sec
Rivian rivian.com/r1s
Set Jet, the membership-based private jet charter program, is disrupting business air travel. Promising an unforgettable inflight experience at a cost that rivals last-minute commercial tickets, Set Jet is proving to be a game-changer in the world of aviation. The concept is simple: “Buy a seat, not the jet.” This approach welcomes business and leisure travelers to a community of like-minded individuals seeking the same topnotch, safe, secure, convenient and comfortable private travel experience. Each aircraft in the fleet — Bombardier Challenger 850s — offers distinctive aesthetics and is outfitted with top-of-the-line finishes and amenities. Set Jet members fly to top business and leisure destinations that include Aspen, Cabo San Lucas, Las Vegas, Los Angeles, Orange County, Salt Lake City, San Diego and Scottsdale.
Whether its community in the sky results in striking business deals or in forming lifelong friendships, Set Jet acts as a catalyst for connection. The process of joining the Set Jet community is easy. Submit an application online or with the help of member services representatives, process a one-time security fee of $99.95, secure the first month of membership at $99.95, and
start booking seats. Schedule up to four months in advance or join a flight as late as an hour before departure.
Forget about dynamic pricing; the cost per seat remains constant for both early birds and last-minute planners. Seats for Scottsdale routes start at $750.
Set Jet delivers an exceptional and accessible private jet experience, giving passengers the most valuable commodity — more time —Tom Smith, CEO of Set Jet (setjet.com)
Light and crispy chicken tenders served with shoestring potatoes and mustard-honey
$18
sashimi-grade ahi tuna, seared rare; agave ponzu; herb salad; bleu cheese and vine tomatoes
$34
by RaeAnne Marsh
With the restaurant already an operating success for dinner, owner Christopher Collins was not planning to open for lunch. “But,” he says, “the guests asked for it. The regulars convinced me we needed to open for lunch.”
Collins added lunch service this past May, expecting to take the summer to build up business and to staff up accordingly — “But it was busy Day 1,” he relates.
Buckwheat soba noodles, kale, avocado, cucumber, arugula, scallions, herbs, toasted coconut, cashews and carrots with a chili-lime vinaigrette, served with a choice of marinated filet, charred shrimp or pulled rotisserie chicken
$18
“I really think we nailed being the local neighborhood restaurant for that area,” Collins says of The Collins Small Batch Kitchen. Décor is casually elegant in the dining room, where windows to the exhibition kitchen span most of the length of one wall, and where dim lighting and frosted dividers create islands of privacy for the tables. Comfort is also key in the lounge area, but the atmosphere is more open and windows flood the space with light.
The menu reflects seasonal changes, such as the kale salad in which the grapefruit of summer has been replaced with squash and cranberry for fall. Says Collins, “I think at lunch people are just looking for a hearty dish that doesn’t make them need to take a nap afterwards.”
But the menu also reflects Collins’ unquenchable eagerness to experiment. “My inspiration is the world around me,” he says. For instance, strolling the aisles in the grocery store, “I will just stroll the aisle looking for things.”
One of his recent creations is Kung Fu Ceviche — Pacific snapper cooked in lime juice; with coconut, cashews, avocado,
cilantro and cucumber, and paired with locally made Mama Lola’s tortilla chips. “I came across this seasoning called Auntie Nono’s Seafood Seasoning. And I started playing with it. And now I bring it in, and it’s the seasoning in the Kung Fu Ceviche. The reason it’s called Kung Fu is because I’m tasting it, and I literally stood up and banged my hand against the table and said, ‘My mouth is literally getting kung fu’ed’ — because of all the awesome flavors.”
Listed on the menu as a Collins family favorite is the Ahi Tuna & Avocado Poke. Also served with Mama Lola’s chips, the poke is made with cucumber, cashews and substantial bites of ahi dressed with agave ponzu. And there are crab cakes that can tempt a light or hearty appetite. Made with jumbo lumps of Blue Crab, they can be ordered as a single cake with an herb salad or two cakes served with crispy shoestring potatoes.
Another new creation Collins describes is Salt-Block Tuna. Using a Himalayan salt block with No. 1 sushi-grade tuna, the dish includes a chili-almond paste, an agave ponzu reduction and wasabi greens.
Classic American dishes populate the menu, while creativity keeps it fresh. Says Collins, “We keep morphin’ and mixin’ till we find what the neighborhood wants.”
The Collins Small Batch Kitchen
3160 E. Camelback Rd., Phoenix (602) 730-3533
thecollinsaz.com
Nationwide, we are experiencing workforce shortages. To protect the longevity of our economic growth, it is imperative community partners, businesses of all sizes and educational institutions collaborate to shape skills in the talent pipeline.
Companies are encouraged to advocate for their workforce needs because highly skilled employees are an asset to any business and community. Plus, engaging in workforce development initiatives can build stronger business networks and increase access to valuable resources.
The Chandler Chamber is bringing together companies and educational partners at roundtable discussions and through Business Retention and Expansion Visits. Educational partners in Arizona are hearing the need of businesses and are developing creative programs to better prepare students as they enter the workforce:
• Arizona State University launched the Chandler Endeavor Venture Innovation Incubator at the ASU Chandler Innovation Center to support entrepreneurs at all stages.
• The ASU Pat Tillman Veterans Center is enabling student veterans to leverage their skills to their advantage as they seek future employment opportunities.
• Chandler Gilbert Community College has a robust artificial intelligence program to prepare students for jobs of today and the future.
• Grand Canyon University recently opened their Accelerated Bachelor of Science in Nursing (ABSN) program location in Chandler to address the nursing workforce shortages.
• The University of Arizona Chandler offers locally focused and remote programs for working students wanting to obtain their undergraduate and graduate degrees.
By understanding the current workforce and opportunities in our communities, we can create innovative workforce development solutions. When students and employees have the right skills for jobs of today and tomorrow, the economy can prosper and communities can grow.
Terri Kimble CEO & President Chandler Chamber of Commerce
Office Phone: (480) 963-4571
Address:
101 W. Commonwealth Ave. Chandler, AZ 85225
Website: www.chandlerchamber.com
Social: facebook.com/ChandlerChamber
instagram.com/chandlerchamber twitter.com/chandlerchamber
linkedin.com/company/chandler-chamber-of-commerce youtube.com/user/ChandlerChamber1
by Gabriela Rosu
In recent years, the profound implications of Artificial Intelligence on the global landscape have become undeniable. AI has pervaded every sector, from business to healthcare, prompting the need for a knowledgeable and skilled workforce to harness its potential. Amidst this transformative wave, higher education emerges as a critical player, with institutions recognizing the imperative to understand and instruct the younger generation in AI.
Why prioritize AI in higher education? The answer is multifaceted. Integrating AI prepares students for a world where automation and intelligent systems are ubiquitous. As various industries increasingly deploy AI solutions, students with AI knowledge will have a competitive edge, ensuring they remain relevant and adaptive in the job market. Moreover, incorporating AI at an early educational stage gives students a comprehensive understanding of its ethical, social and practical implications. When younger generations grow with a balanced view of technology, they become more responsible innovators and users.
“Chandler-Gilbert Community College is a testament to this progressive approach,” says Gabriela Rosu, dean of instruction at CGCC. “Recognizing AI’s growing demand and importance, CGCC has invested in AI programs and curricula designed to empower students with hands-on experience and theoretical knowledge.”
CGCC was recognized nationally as the first college to offer an AI associates program. By offering courses that delve into AI’s nuances, CGCC ensures its students are not just passive
consumers but active contributors to the AI evolution. The institution’s commitment to producing AI-literate graduates reflects a broader trend in higher education, one that acknowledges the pivotal role of AI in shaping the future.
“What’s unique about this space is we’re creating jobs for the future,” says Greg Peterson, CGCC president. “Some of the jobs that we’re preparing for don’t exist yet.”
Embracing AI is no longer optional for higher education institutions — it’s essential. The forward-thinking initiatives at institutions like Chandler-Gilbert Community College underscore the importance of preparing the younger generation for an AI-driven world. As AI continues its ascendancy, the nexus between AI and education will only grow stronger, making the synergy of the two indispensables for our collective future.
Gabriela Rosu is dean of instruction at Chandler-Gilbert Community College and a Chandler Chamber of Commerce Education & Workforce Committee member.Intel has a long history in Arizona and a longstanding commitment to water stewardship. We have been investing in water conservation projects and setting ambitious water conservation goals for more than two decades, including our 2030 goal to achieve net positive water in our global operations.
In 2022, Intel returned and restored more than 100% of our Arizona freshwater use to our community and local watersheds through our water management practices and project investments. For example, our 12-acre on-site water treatment and recycling facility, in addition to the Ocotillo Brine Reduction Facility, reduces our overall use of freshwater resources. Intel has also funded 21 nonprofit-led water restoration projects benefiting Arizona, which will restore almost 2.2 billion gallons of water each year.
Intel’s Ocotillo campus received a Platinum certification from the Alliance for Water Stewardship, recognizing our work and commitment to being good stewards of water. Intel is the first semiconductor company in the United States to be AWS Certified and the second company in the country to earn the Platinum certification.
To learn more about Intel’s approach to water and sustainability, visit intel.com/content/www/us/en/environment/sustainability. For more information about Intel in Arizona, visit intel.com/content/ www/us/en/corporate-responsibility/intel-in-arizona
In today’s fast-paced and competitive business landscape, building a strong organizational culture has become essential for long-term success — it shapes the attitudes, behaviors and interactions of employees. Arguably, a team or company culture is as important as your brand, no matter the size of your business.
Microchip Technology exemplifies how a strong company culture can transform a struggling business into one of the most respected, profitable and meaningful semiconductor companies in the world. Terri Kimble, CEO and president of the Chandler Chamber of Commerce, interviewed Steve Sanghi, executive chair of Microchip, about his most recent book, Up and to the Right, to gain deeper insights into how his leadership played a pivotal role in the company’s transformative journey.
Sanghi led the company through 20 successful acquisitions by “redesigning the enterprise in which all of the resources, strategies, goals, actions and employees work in unison to achieve a common mission” — referred to as the Aggregate System. Essential elements to this system include inspiring employees through leadership, aligning strategies, pursuing
excellence and continual improvements. In addition, Sanghi discussed Microchip’s belief in sharing the company’s prosperity among employees, which fosters a sense of engagement, even during challenging times.
In addition to the Aggregate System, Microchip implemented guiding values and trained employees on how to integrate these values into their daily tasks. With a global workforce, Sanghi mentioned that the company empowers employees to make decisions that align with well-defined principles. The synergy between the guiding values and the Aggregate System allows employees to embrace the company culture, which ultimately contributes to the overarching business success.
Microchip’s company culture can be characterized by success, teamwork, loyalty and innovation. Employees don’t want to just work for a company, they want to feel a part of it. A purposedriven culture coupled with guiding values are the cornerstone of unlocking success for businesses of any size.
Entrepreneurship is more than the act of creating a business. When an entrepreneur turns their idea into reality, they not only influence the economy but also enrich the overall ecosystem through their innovative contributions.
The Arizona State University J. Orin Edson Entrepreneurship + Innovation Institute defines entrepreneurship broadly and inclusively as a venture that fills an unmet need, creatively solving a problem in a way that has never been done before.
Statistically, most jobs are created by organizations less than five years old, not existing corporations. Communities that have a robust entrepreneurial community can respond quickly to challenges and address problems, improving the quality of life for everyone in the community.
Those are just a few reasons why communities thrive when entrepreneurs thrive.
In Chandler, we are building a new way to support entrepreneurs, a solution built on emerging global best practices for building entrepreneurial ecosystems while still being uniquely designed for the founders in Chandler. Working in collaboration, the City of Chandler and the J. Orin Edson Entrepreneurship + Innovation Institute are thrilled to announce the launch of the Chandler Endeavor Venture Innovation Incubator. The Incubator at Chandler Endeavor helps founders apply innovation to their venture by providing access to highly tailored support and resources, igniting innovation.
The Chandler Chamber of Commerce is collaborating with ASU to activate entrepreneurs at any stage of development and guiding them to necessary business resources. Whether an individual currently identifies as an entrepreneur, a mentor or a supporter of local entrepreneurs, there are unique pathways for everyone to join and start collaborating at the J. Orin Edson Entrepreneurship + Innovation Institute.
As a small business owner, it is imperative that we support one another, not just for our current business use but our personal use as well. Not only does our local support help keep our community unique, diverse and rich with character, but it helps us when we come together to utilize the ‘brand’ of supporting local. The square in historic Downtown Chandler is a great example of a small business community. Every single business on the square is independently owned and operated, and our customers know it; they come here for it — it’s what makes us stand out from other areas in the Valley. When local businesses work together, we help raise the tide that lifts all boats.
We also enjoy using local small businesses as it gives us a circle of support that’s always here when we need it. There is nothing like being able to connect with a real person when you
need one; small local businesses provide that personal touch and hometown service that can be challenging to find in chain or big box stores. Conversely, we can provide that same level of service to our local vendors as well as customers; we will always pick up the phone when you call!
Denise McCreery is the owner of d’Vine Gourmet and a member of the Chandler Chamber of Commerce.
Kristin Slice is the director of community entrepreneurship of the J. Orin Edson Entrepreneurship + Innovation Institute at Arizona State University.
by Chandler Chamber of Commerce
The award-winning Chandler Chamber Community Foundation brings together business leaders to learn about various industries in the city and different resources available. As a result of the program, many of these business professionals serve on various nonprofit boards and commissions. To date, the Chamber has a roster of more than 1,200 graduates.
During the first year of the program, students meet once a month for unique on-site tours, hands-on training presentations and engaging discussions with regard to education, government, public safety, social services, health, life and leisure, media, business and industry, and infrastructure and environment. Regional and state leaders speak to the class about critical issues facing Arizona; plus, the class collaborates to plan, fundraise and carry out on a legacy project aimed at making a positive lasting impact for community members.
Second-year class members apply their leadership skills to curate and structure the program for the incoming leadership
class. Throughout the program, class members develop longlasting professional networks with peers and program alumni.
By connecting local business professionals in various industries across Chandler and Arizona, class members are equipped with the necessary tools to lead effectively and adapt to the needs of the community. This Leadership Institute provides a comprehensive look at the city and empowers participants to stay rooted in their community.
by Dr. Cindy Banton
Problem-solving is a critical function in an organization requiring innovative, out-of-the-box thinking from all employees. Why do some organizations seem to master the art of problem-solving and some struggle? The simple answer is that these companies harness the power of the multigenerational, multicultural workforce. A multigenerational, multicultural workforce is a work environment comprised of employees from various age groups (generations) and cultural backgrounds. The key benefits that a multigenerational, multicultural workforce brings include:
• Diverse perspectives on the problem: Different generations and cultures have different life experiences, values and ways of thinking.
• Improved decision-making: Diversity in thought leads to more well-rounded decision-making.
• Adaptability: A workforce of different generations and cultures tends to be more adaptable. Younger employees may be more comfortable with new technologies and rapid changes, while older employees bring experience and a steady approach.
• Effective communications: Multigenerational, multicultural teams often develop strong communication
skills because of the need to navigate language and cultural barriers.
• Reduced bias: A diverse workforce can help mitigate cognitive bias by providing multiple perspectives that challenge assumptions and preconceived notions.
• Global perspective: A multigenerational, multicultural workforce is more likely to have a global outlook for businesses operating in an interconnected world.
• Increased customer engagement: Employees better understand and cater to various customer needs.
A multigenerational, multicultural workforce enriches problem-solving by infusing diverse viewpoints, creativity, adaptability and improved decision-making. To leverage these benefits effectively, organizations need to foster an inclusive environment that encourages collaboration and values the unique contributions of each individual.
Cindy Banton, Ph.D., is CEO of AVID Consulting, LLC; a member of the Chandler Chamber of Commerce board of directors; and a member of the Chandler Chamber of Commerce diversity, equity and inclusion committee.Maricopa County is growing rapidly; in fact, it is the fastest growing county in the nation, according to the U.S. Census (Bureau, U. C., 2023). With the country experiencing rapid growth, the real estate market is changing, as highlighted by industry experts at the Chandler Chamber’s Economic Update luncheon.
Sam Kapur, vice president of Arizona Elite Commercial, noted a contrast between the west valley, where numerous commercial buildings are industrial space, and the east valley, where a substantial portion of commercial buildings are categorized as high-tech and manufacturing.
Liz Recchia, government affairs director at WeSERV REALTORS ®, mentioned what communities are doing to
ensure the availability of affordable workforce housing. She also highlighted the emerging trend of mixed-use housing.
Similarly, Lauren Koll from the City of Chandler discussed an upcoming mixed-use project coming to Downtown Chandler, known as One Chandler. This versatile complex contains 290 multifamily units, 13,000 square feet of office space and 16,000 square feet of commercial space on the ground floor. Another exciting development in Downtown Chandler is a food hall. It will feature six to 12 restaurants on the ground floor, with a bar centrally located, and mixed-use space on the second floor.
The Valley’s commercial and housing real estate landscape is evolving rapidly, which continues to make our communities a great place to live, work and play.
STAFF LIST
Terri Kimble President/CEO
Angie Poirier Director of Operations
Carly Wakefield
Vice President of Workforce Development & Government Relations
Susan Brinegar
Business Development Area Manager
Bridgette Cooper
Business Development Area Manager
Jackie Mercier Data & Events Specialist
Jennifer Murray
Investor & Corporate Relations Manager
Chrissy Stratman Program & Events Coordinator
Katrina Ward
Special Events & Marketing Coordinator
Kristi Clark
Office Coordinator
Warde Nichols
Arizona State University, 2023 Board Chair
Terri Kimble Chandler Chamber of Commerce
Robert Sinkule Yoga’s Arc
Rick Heumann CMA
Jackson Armstrong
Armstrong Hospitality
Cindy Banton
AVID Consulting, LLC
Crystal Blackwell
Crystal Clear Results
Hilen Cruz SRP
Kelly Harris
Air Products & Chemicals, Inc.
John Gibson
Wells Fargo Bank
Ralph Guariglio
Arizona Residential and Commercial Realty
Samantha Gulick Harrah’s Ak-Chin Casino & Hotel
Kurt Johansen Western State Bank
Dan Kush Consultant
Clark Landrum WM of Arizona, Inc
Andrea Marconi Fennemore Craig, PC
Monica Greenman Macerich Chandler Fashion Center
Wendy Nance
Chandler Unified School District
Susan Perlman Dogtopia of South Chandler
Brian Peters Toyota Financial Services
Greg Peterson
Chandler-Gilbert Community College
Sally Putnam NOW Financial
Liz Shipley
Intel Corporation
David Ralls Commit Agency
Laura Robertson
Banner Ocotillo
Jerry Sanniec
Laser Creations
Peter Sciacca di Sciacca Glassware & QuartHaus
Dunston Simpson
Encompass Tek
Mark Slyter
Dignity Health Chandler Regional Medical Center
Seth Tucker
Price Mortgage
Chuck Wolf Caring Transitions
Russ Wood Woodrow Technology Solutions, LLC
Richard Amoroso
Squire Patton Boggs
Joan Saba
Saba’s Western Wear
Mike McClanahan
St. Vincent de Paul
Mayor Kevin Hartke
City of Chandler
Honor is what motivates our team of dedicated healthcare professionals. Through passion and purpose, we come together to ensure every patient is provided with the best possible care. honorhealth.com
The healthcare landscape is in flux, influenced by technological advancements and changing demographics. While medical proficiency remains crucial, there’s an emerging battleground that healthcare organizations can’t afford to ignore: patient experience. No longer a secondary concern, optimizing the patient experience has become a business-critical initiative. Here’s why it’s time for healthcare leaders to focus on this transformative frontier and the strategic pathways to achieve it.
Active listening is one of the most fundamental yet transformative steps in enhancing patient experience. Gathering feedback, whether solicited or unsolicited, offers invaluable insights into the patient’s journey. But listening is only the first part of the equation; it’s what organizations do with that feedback that counts. By operationalizing these insights, healthcare organizations can continuously refine their services, setting a virtuous cycle of improvement in motion. This iterative process enhances the patient’s experience and helps organizations adapt to changing needs and expectations.
Generation Z, those born from about 1997 to around 2013, is rewriting the playbook on healthcare expectations. According to a national study by LaneTerralever (www.experiencedynamic.com/2023cxreport), 56% of Gen Z individuals place a high premium on the emotional components of their experiences. This is a profound shift from older generations, who are often more concerned with functional aspects like cost and efficiency. The study also revealed that Gen Z is the least satisfied of all age groups with the healthcare experiences they currently receive. Clearly, healthcare organizations
need to recalibrate their approach to meet these emotionally driven needs if they wish to capture and retain this emerging demographic.
In a consumer-driven healthcare environment, the cost of ignoring patient experience is steep. Data from LaneTerralever’s study indicates that 47% of Americans would consider switching healthcare providers for a better customer experience, and 41% would make the leap after just a single negative incident. In a saturated market where patients have numerous choices, these statistics underline the urgency of making patient experience a top strategic priority.
In today’s digital-first society, a patient’s first interaction with a healthcare provider often occurs online. A seamless digital experience can set the tone for the entire patient journey. For
instance, our team at LaneTerralever created a 128% increase in organic online appointments for a national healthcare provider by focusing on a patient-centric digital strategy and implementation. This strategy empowered patients with easy access to their medical records, simplified appointment scheduling, and provided efficient communication channels with healthcare professionals.
The compelling evidence is in, and the message is resoundingly clear: Patient experience is not a peripheral concern; it’s a strategic asset. Now is the time to make it a core pillar of organizational strategy if it is not already. After all, healthcare is not just about treating diseases; it’s about treating individuals — with respect, empathy and an experience they will remember and appreciate. —Chris Johnson, CEO of LaneTerralever (www.laneterralever.com)
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, 2023, through January 15, 2024. 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
Maricopa County Medical Society 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.
Arizona Bene t Consultants, LLC
4222 E. Thomas Rd., Phoenix (602) 956-5515
arizonabene tconsultants.com
Bene ts By Design
4500 S. Lakeshore Dr., Tempe (480) 831-7700
bene tsbydesignaz.com
Bene ts Commerce Group
16220 N. Scottsdale Rd., Scottsdale (480) 515-5010
bene tscommerce.com
Blue Water Bene ts Consulting
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
LIFE CAN CHANGE PRETTY QUICKLY. LET US HANDLE THE OTHER STUFF, SO YOU DON’T MISS WHAT MATTERS MOST.
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.
American Family Insurance
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
Cigna
Multiple Valley Locations (800) 997-1654
cigna.com
Farmers Insurance Group
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
The health and well-being of your employees matters. UnitedHealthcare is here to help you guide them toward brighter days ahead. From finding new ways of controlling costs to connecting them with medical care and mental health support, it’s good to have a health plan that’s on their side and in your corner.
Learn more at
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
HonorHealth Deer Valley Hospital 19829 N. 27th Ave., Phoenix (623) 879-6100 honorhealth.com
HonorHealth John C. Lincoln Medical Center
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
Hospitals and Medical Centers (con’t.)
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
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.
ESI Ergonomic Solutions
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
Alliance Urgent Care
Multiple Valley locations (855) 887-4368
allianceurgentcare.com
Banner Urgent Care
Multiple Valley Locations
urgentcare.bannerhealth.com
FastMed Urgent Care
Multiple Valley locations (480) 545-2787
fastmed.com
NextCare Urgent Care
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
Aimé, Guillaume, 39
Alix, Don, 42
Alvarez, Daniel, 18
Anderson, Brad, 28
Anderson, Lisa Stevens, 28
Arminen, Andrew, 12
Banton, Cindy, 51
Boatwright, Stephen, 39
Butler, Tyler, 40
Cady, Will, 37
Chiang, Archer, 11
Collins, Christopher, 46
Creaser, Clay, 40
DeMaria, Michael, 14
Dunn, John Ernest Sr., 40
Ellenson, Brett, 12
Farid, Saman, 26
Gary, Tad, 28
Guay, Candie, 43
Guzman, BrandyJo, 10
Holzer, Todd, 15
Johnson, Chris, 55
Jones, Michael, 28
Kane, Heather, 9, 28
Kehaly, Pam, 28
Kimble, Terri, 47
Kleitsch, Nancy, 22
Klose, Chip, 37
Krisay, Alexis, 15
LaPorte, Todd, 28
Lehmuth, Rich, 28
Mair, William “Bill” H., 12
Maxwell, Brandon, 14
McClure, Kirk, 40
McCreery, Denise, 50
Miller, Jon, 66
Newton, Dean, 38
O’Hare, Joe, 20
Opaczewski, Danette, 10 Parker, Lucy, 66
Pedrini, Bruna, 36
Pierce, Shannon, 36
Ribeiro, Melissa, 10
Roga, Alan, 24
Rosu, Gabriela, 48
Salem, Michael, 14
Sirna, Kellie, 16
Slice, Kristin, 50
Smith, Tom, 45
Sodermann, David, 12
Solomon, Micah, 37
Tobin, Tim, 24
Abrazo, 12
Arizona Commerce Authority, 19
Arizona Community Foundation, 41
Arizona Department of Tourism, 3
Arizona State University, 50
AVID Consulting, 51
Blue Cross Blue
Shield of Arizona, 28, 57
Boho Camper Vans, 12
Brunswick Group, 66
Chandler Chamber of Commerce, 47
Chandler-Gilbert
Community College, 48
Cigna, 28
Collins Small Batch Kitchen, The, 46
CraftJack, 13
Delta Dental of Arizona, 12, 28
Dignity Health, 61
d’Vine Gourmet, 50
Encora, 10
Envida, 43
Equality Health, 28, 64
Everspin Technologies, Inc., 20
Fennemore, 36
Formic, 26
Gallagher & Kenedy, 39
Gensler, 23
Giftpack, 11
Goodmans, 68
Goodwill of Central and Northern Arizona, 25
Graycor Construction, 15
Heroes in Education, 17
Holualoa Companies, 67
HonorHealth, 28, 54
ICON Injection Molding, Inc., 22
Insperity, 42
Intel, 49
JE Dunn Construction, 40 Jive, 6
Kiterocket, 21
LaneTerralever, 55
M Culinary Concepts, 10
Mercy Care, 28
Metal Supermarkets, 12
OptumCare, 63
Phoenix Children’s, 28
Planatome, 24
Plaza Companies, 67
Plexus Worldwide, 12
Prisma, 5
ProTech Detailing, 17
Purity ReSource, 18
Recreate Foods, 14
Relevance Ventures, 38
Revel Communities, 10
Rivian, 45
Serendipit Consulting, 15
Set Jet, 45
SRP, 2, 27
Stearns Bank, 6
Studio 11 Design, 16
Sunbelt Investment Holdings, 15
Tiffany & Bosco, 7
Tigerhall, 26
TruLite Health, 24
Wartoft, Nellie, 26 /inbusinessphx
UnitedHealthcare, 9, 12, 28, 59
Jon Miller is a partner of the Brunswick Group, where he co-founded the Business & Society team in 2011. In 2015 he founded Open For Business, a coalition of global companies advancing LGBTQ+ equality.
Lucy Parker is a strategic advisor at the Brunswick Group. She has more than 20 years’ experience across a range of sectors, from pharmaceuticals to engineering, from retail to telecoms.
brunswickgroup.com
OCT.
As a spirit of activism stirs in business leaders, so does a range of anxieties and objections. If you’re thinking like an activist, your eyes are on what needs to happen to create change. But this isn’t easy — and one of the reasons is that you’re in an organization where doing this hasn’t been the operational paradigm.
Taking on a big societal issue can bring up real and legitimate worries. As you get started, you will inevitably encounter concerns about the fact that you’re trying to do something different. Concerns are common but look at them as a signal you’re on the right track. As the work gets underway, so they recede.
Here are some of the common concerns that spring up.
That’s right; you can’t and don’t have to — but you do need to tackle those that are most relevant for your business. Yet people can feel overwhelmed by the volume of societal issues crying out for attention. If you resolve to take on one, doesn’t it set you up to have to take on the next — and the one after that — in an unending tsunami of alarm? Sometimes there’s a desire to retreat back to the more familiar, day-to-day priorities of business. But these issues are now firmly on the corporate radar screen: The new expectation of business is to act on them, and the risk of not doing so is getting greater. However, no one expects every company to take on every issue in the world. So, the question is not whether to respond but how to prioritize and where to focus.
That’s true. But nobody expects any one company to solve for the whole problem — however, they do expect you to do what you can do. Still, given the scale of these issues, it can be daunting when you start out. It can feel like stepping into an enormous open-ended commitment and, realistically, as you start making progress, new dimensions of the challenge continually come into focus — that’s the nature of progress. There’s sometimes an underlying view that maybe it would be better not to get involved at all in trying to tackle problems where so much lies beyond the company’s control. But, in practice, companies on this journey gain capacity and confidence in their role over time. The opportunity is to start by focusing in on where to show up in a way that’s true to your position and capabilities as a company.
Again, that’s true. The scale and complexity of the issues means that no single actor, no matter how brilliant, how resourceful or how powerful, can “fix it.” As we’ll see, working on the issue opens the way to working across the industry and in collaboration with civil society organizations. This is an attitude shift for many companies: We commonly encounter
an entrenched antipathy toward regulators, NGOs or subjectmatter experts that makes it feel unfamiliar, and even unnerving at first, to stand shoulder to shoulder in problemsolving on these issues. But doing so makes it possible to reset how you engage with a wide range of stake- holders positively, even critics.
Most companies have sustainability departments, with people working on everything from reducing carbon emissions, to managing waste, to worker welfare, to human rights in the supply chains and diversity and inclusion in the business. These are the baseline requirements of responsible business today, in the same way that operational or product safety is a given. In a big company there may also be hundreds of philanthropic initiatives. You can understand why many business leaders might think, “Isn’t all that enough?” That’s why focus is so helpful: Decide what really matters and elevate the most relevant initiatives with a spirit of activist.
Sometimes the preconception in business leaders is that we’re suggesting these societal issues should take precedence over commercial priorities. “We’re a business, at the end of the day,” they remind us. Absolutely true. But this is a false dichotomy: If you look at the leading companies that approach these issues with an activist mindset, they’re well-run global companies with a long track record of delivering shareholder value. Focusing on societal issues is part of their business strategy, not separate from it. This is not about becoming a nonprofit; it’s about how you deliver your profits in today’s world.
Adapted from The Activist Leader: A New Mindset for Doing Business by Jon Miller and Lucy Parker (HarperCollins, 2023).
There’s sometimes an underlying view that maybe it would be better not to get involved at all in trying to tackle problems where so much lies beyond the company’s control. But, in practice, companies on this journey gain capacity and confidence in their role over time.
Companies have been proud to partner on some of the most transformational redevelopment projects in Arizona –including SkySong, the ASU Scottsdale Innovation Center and Park Central.
As two competitive, connected, and skilled real estate firms, our history of working with educational institutions and fostering publicprivate partnerships has taken each of our projects to the next level and we are excited to see the community impacts. For
