NKY Business Journal | March/April 2022 by Northern Kentucky Chamber of Commerce

BUSINESS JOURNAL OFFICIAL MAGAZINE OF NKY CHAMBER OF COMMERCE

EMPLOYER SPOTLIGHT

'A TALENT ' T FOR TALEN

MARCH/APRIL 2022

DOUBLING DOWN ON TALENT

P 24

MEET YOUR NEW WORKFORCE P 6 DIRECTING A TALENTED, DIVERSE FUTURE P 10 A DIFFERENT KIND OF DIVERSITY P 32

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CONTENTS

4 Chair's Letter 6 Meet Your New Wokforce 9 GROW NKY is Growing 10 Directing a Talented, Diverse Future 14 Advanced Manufacturing Leads Growth in NKY Jobs in 2021 18 Speaking in Unison 22 Master the Basics of Employee Engagement & Retention 24 A Talent for Talent 28 Q&A with the BOA & BOD 32 A Different Kind of Diversity 36 Around the Chamber 42 Member Milestones 44 Ribbon Cuttings 46 Events ON THE COVER: Kedrick McGee, US Veteran, constructs coolant fittings for Mazak machines. Photo by Ben Gastright.

TALENT ATTRACTION MARCH/APRIL 2022 VOLUME 41 NUMBER 4 TALENT ATTRACTION | VOLUME 41 NUMBER 4

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CHAIR’S LETTER As we partner with countless businesses and community organizations, will continue to focus and drive the NKY Chamber’s three strategic imperatives to ensure our region is a place where all people can come with new ideas, grow, thrive, and call Northern Kentucky home. One of these strategic imperatives is growing, attracting, and retaining world-class talent. Every business right now, whether Advanced Manufacturing, Logistics, Information Technology, Healthcare or Construction -every business is concerned about workforce. We have more job opportunities than people to perform the work. Our unemployment rate is the lowest in the state and our labor force participation rate is a full 10% better than the state average (5% higher than the national average). Despite this, there are job vacancies everywhere in NKY. That is why organizations like Tri-ED, MeetNKY and our NKY Chamber, have been traveling throughout the NKY Metro talking about the fact that we have an aging population and not enough children to replace them. That is also why GROW NKY is so important. When you hear the NKY Chamber talking about GROW NKY, the Growing Regional Outcomes through Workforce effort, you’ll hear us talking about several priorities.

GARREN COLVIN Chair, NKY Chamber President & CEO, St. Elizabeth Healthcare

ONE OF THE THINGS THAT MOST inspires me in leading the NKY Chamber Board is the team that serves with me. This team is the most diverse board in the NKY Chamber’s history and consists of a tremendous collection of talented individuals and industries from throughout our NKY Metro region. The diversity of our team will create a much richer set of collective knowledge and result in better problem solving and decision making. Ultimately, this will help us create a thriving region where people of all backgrounds can come with new ideas and innovative strategies in order to achieve the vision for what we aspire to be as a business community.

•

Thirty percent of our members told us affordable quality childcare was a barrier to getting people back to work. We don’t have enough childcare providers and many working families struggle to afford the cost.

•

We need more access to work-based learning opportunities. That means students getting work experience and exposure to careers while in high school and college. Plus, if they complete training programs and earn credentials, we want to ensure they will have a guaranteed job waiting for them.

•

We need more investment in Developing Work Ready Adults. We must provide support for dual credit offerings and increase funding for higher education through the performance-based funding model. As an example, Northern Kentucky University outperformed nearly every public university in Kentucky last year. To help support our future growth, we need the state to increase appropriations to the performance-based funding model.

•

We need a comprehensive talent attraction and retention effort. We are in a global battle for talent, and we must compete if Northern Kentucky is going to continue to grow. We have a great quality of life and a low cost of living. We have bourbon, horses, and the best airport in the country. Let’s tell our story – both to those outside of the region and in our own backyard.

•

And finally, you’ll hear us offering ideas and solutions to help make our businesses better. Investments in transportation and attainable housing, together with common-sense policies that support our workforce efforts are just some examples of things you’ll hear the NKY Chamber sharing as we move throughout the year.

We must look at our workforce holistically through the collective engagement of partners across the regional workforce ecosystem. If we only focus on one component, we will lose. We need each member to help and engage so that we can improve the workforce development on all fronts. As always, thank you for everything you do to help make Northern Kentucky an even better and healthier place to live and work. Thank you,

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Meet Your New Workforce Contributed By Angela Crawford, PhD Vice President of Digital, Graduate & Professional Programs Thomas More University IT’S THE GREAT RESIGNATION. Employees are leaving their jobs at a record pace. Job postings and hiring signs are everywhere. Unemployment is edging down at 4.6%, while workforce participation in many states is also low. In Kentucky, workforce participation remains at 56.3%. Economic uncertainty hovers as we begin to see some hope for the future. Yet, after a season of work and home life collisions, we are still processing where we want to work. Forget balance, work/life integration became a reality overnight. Through the chaos, some of us found improved productivity with freedom and autonomy. Others can’t wait to go back to the structure of a workplace. And then many are exhausted from caring for patients, delivering packages, or serving on the frontlines, leaving some questioning their career choices. What an interesting challenge for leaders. Our lives have changed. We are a new workforce now, like it or not. So, how do we meet the needs of our changed world and employees? As a marketer, I have spent years personalizing customer experiences, and as someone who now researches employee experiences, I ask myself, why have we not spent this much time personalizing our employee’s experiences? What made us think employees wouldn’t eventually demand the same respect as our customers? Here are three steps that can help you attract, retain, and engage your new workforce: PAGE 6

ASK It is a mistake to assume your employees have the same expectations as before the start of the pandemic. Just as customer expectations changed toward at-home delivery and convenient apps, employees now have a different view about how work fits into their lives. To understand the new expectations, we need to ask employees what they want and need from their roles and their organization. In addition, we need to find out what potential applicants expect. Conducting an employee or workplace climate survey can provide you with important insights, especially since using our own preferences as a guide may lead to inaccuracies. For instance, asking an extreme extrovert to work from home could be torture, while an introvert may feel the same way about reentering a crowded office. If you assume everyone is the same, you will likely see employees looking for work where they feel their new preferences can be accommodated.

INVEST The second step is to intentionally invest in your employees. Some of the best hirings come from word of mouth, and if you are treating your employees with trust, respect, and flexibility, they will tell other people. It is common for employees to leave jobs because they feel stagnant and aren’t growing. Unfortunately, organizations often leave professional development and training to their HR departments, who are already overworked in the hiring frenzy. But helping employees build their skills and education for the future does not have to come from within the organization. Offering tuition reimbursement or even special scholarship programs so employees can earn their degrees while they maintain their current jobs is a great way to retain people. Some universities even work with employers to design programs where groups of employees who work together can earn their degrees and solve important problems for their organization.

MATCH As you ask and invest in employees, you may find that you need to help them find another role in the organization, which is a lot less expensive than losing valuable experience. If they need to move from customer-facing to back-office work from home, just think of the knowledge you are infusing throughout the organization. Acknowledging your new workforce and their expectations can save you from expensive attrition if you can help people find the right role internally. I talk to a lot of people who are job searching because they are hesitant to talk to their employer about another role or different work arrangements. If you are considering hybrid work, ask yourself, does the job demand someone be in the workplace five days a week? What do your employees want and need to do their best work? I remember in the contact center industry, people used to tell me that it wasn’t ever possible to trust customer service employees to work from home, and now almost every organization has sales and service employees who work remotely. Trust is the keyword. Why would you hire someone you can’t trust in the first place? If the only reason you aren’t allowing remote or hybrid work is that you believe that you need to see someone to manage them, then I invite you to take some courses geared toward improving your leadership skills. Every leader should be able to effectively manage a remote workforce and know how to maintain culture. The great resignation is changing workplaces and has given you a new workforce. People are rethinking their purpose and how work fits into their life. As employers, we have an opportunity to build better workplaces if we aim higher by asking employees what they want, investing in them, and matching their needs to the proper role. You will find that it is less effort and expense to retain your new workforce than going out and trying to find another one. NKY

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GROW NKY is Growing By Tabari McCoy, Scooter Media NORTHERN KENTUCKY HAS AN EXPANSIVE NETWORK OF RESOURCES available to employers for talent attraction and retention, college and career readiness, and employer policies and practices. Since the launch of Growing Regional Outcomes through Workforce (GROW NKY) in 2018, navigating the landscape of workforce development has been made easier because of the coordinated efforts of 70-plus partners that unified to make up GROW NKY. The Northern Kentucky Chamber of Commerce (NKY Chamber) had served as the backbone for GROW NKY since its inception, but now, that has changed. This February, the Northern Kentucky Workforce Investment Board (NKWIB) took over the role. Tara Johnson-Noem, Director of the NKWIB, the organization responsible for driving policy, direction, and funding oversight for the local workforce system, is excited about the transition and future of GROW NKY. “The NKWIB is uniquely positioned to assume this role for GROW NKY from the NKY Chamber,” says Johnson-Noem regarding the recent transition. “Our board is made up of extremely engaged business leaders, economic development experts (and) school administrators, which makes a lot of sense for the community. Through the nature of what we do every day in the workforce development arena, we can add a lot of efficiencies.”

OPERATING FOR THE GREATER GOOD GROW NKY leverages the power of collaboration among its partners in the workforce ecosystem to better serve local employers and streamline the process of connecting employers with resources they need most, such as connections to early childhood education providers, centralized access to NKY School Districts and more. NKY Chamber’s President and CEO, Brent Cooper says with the NKY Chamber’s growing need to focus on specific workforce issues, the transition of GROW NKY’s day-to-day operations allows the initiative to continue to grow and benefit from its partners regarding all facets of workforce development. “By transitioning the role of backbone organization to NKWIB, the NKY Chamber will be able to focus on the workforce issues that are top priority for our members right now, which include talent attraction and retention; diversity, equity and inclusion efforts; and employer policies and practices,” says Cooper. “We have limited resources, so coordination and collaboration are critical to really moving the needle. This is the sole function of GROW NKY, to have a collaborative coordinated effort towards improving our region’s collective workforce needs.” Cooper says he is excited to see what can come out of GROW NKY as all the parties involved work towards the future. “GROW NKY is growing and that is exciting,” he says. “As the work moves forward, its results will continue to positively impact everyone who works in and calls Northern Kentucky home.” Johnson-Noem agrees,“This work takes time, and the work being done by GROW NKY partners has been transformational. It’s meaningful and we’re excited to assume this role.” NKY TALENT ATTRACTION | VOLUME 41 NUMBER 4

WHAT THEY’RE SAYING “As one of the founders of GROW NKY, I am thrilled that GROW is growing! The collective impact of GROW has been tremendous, with much continued momentum among many regional partners. The work is needed now more than ever, as economic development efforts are increasingly dependent on our ability to provide a qualified workforce.” – Rhonda Whitaker Hurtt, Vice President, Community Relations & Econ. Development Duke Energy of Ohio/Kentucky

“The Northern Kentucky Metro continues to lead the state in both workforce participation rate and job creation, and the top issue for businesses, both large and small, continues to be that of growing, attracting, and retaining talent. That’s why the GROW NKY effort is so important.” – Garren Colvin, President & CEO, St. Elizabeth Healthcare and Board Chair, NKY Chamber

“This transition allows GROW NKY to further align our resources to ensure both efficiency and effectiveness in our actions as we bring the passion of so many together as a collective to move the needle forward. We will continue to evaluate and assess how to best meet the needs of our region's employers while ensuring our ability to grow through the attraction and retention of phenomenal talent, leaders and entrepreneurs.” – Marianne Schmidt, GROW NKY Steering Committee Chair PAGE 9

Directing a Talented, Diverse Future Ashleigh DuBois takes on new challenges as NKY Chamber of Commerce Talent Strategies Specialist/ Director of Diversity, Equity and Inclusion By Tabari McCoy, Scooter Media

Ashleigh DuBois at Smoke Justis, photo by Ben Gastright PAGE 10

NORTHERN KENTUCKY BUSINESS JOURNAL

AS THE NEW TALENT STRATEGIES Specialist/Director of Diversity, Equity and Inclusion (DEI) for the NKY Chamber, Ashleigh DuBois knows she has a large task ahead of her. Fortunately, she has a great team around her to help get it done – which is exactly the idea DuBois hopes to spread throughout the region. “I’m only one person, but the NKY Chamber team and our dedicated volunteers are amazing. We’re all committed to serving the region and do just that with every event, retweet, podcast and publication,” says DuBois. “Each strategy is intentional, but we are not afraid to pivot when needed.” Previously working in China and Texas, her most recent position was serving as both a project director and appointed DEI coordinator for Northern Kentucky Cooperative for Educational Services (NKCES). Her role with the NKY Chamber finds her working with employers on current and future workforce issues, designing DEI learning solutions and fostering inclusive cultures among other initiatives. A graduate of Miami University Oxford where she graduated with her Bachelor of Science in Family Studies with a minor in Criminology, DuBois earned her Masters of Higher Education and Student Affairs from the University of Rochester. See what DuBois has to say about her role, the key challenges the region faces and how she hopes to resolve them. Q: What are the top two or three issues facing Northern Kentucky right now that pertain to talent, attraction and retention? How does DEI play a role in affecting these issues? DuBois: Northern Kentucky has strong talent; the problem is that we have a shortage of talent, which is affecting our region in two significant ways. We have individuals unable to connect with employment opportunities because of barriers such as childcare, transportation, attainable housing and/or a skills gap. We likewise have barriers affecting communities of color that employers either are unaware of currently or simply have failed to acknowledge for any number of reasons.

TALENT ATTRACTION | VOLUME 41 NUMBER 4

Both issues are concerns not only to our region’s economy, but the people that call it home. We must work to make Northern Kentucky attractive and welcoming to a diverse talent base nationwide and globally so we can compete on both stages. As the three imperatives we began work on in 2020 illustrate, the NKY Chamber is committed to resolving these issues and movement is happening swiftly to ensure our region is welcoming to new talent and new ideas. DEI is in everything. My life experience as a Black woman means the lens in which I read documents and have conversations is present daily – and that’s the beauty of having DEI in the work that we do. The NKY Chamber is a multigenerational workplace. We all have unique talents and skills, and we are all willing to help. Being a servant leader is a beautiful thing that we have embraced, and we will continue to ensure that DEI is present in all conversations, media, documents and branding. We are intentionally inclusive with equity embedded in everything we do. Q: What do you see as your role in addressing these three issues, not just on the NKY Chamber’s behalf but also the businesses it works with? DuBois: My job is to serve. To do my job effectively, I must listen with an open heart and clear mind. Each one of the businesses we serve needs something very specific, and as members of the NKY Chamber we are here to assist in meeting those needs. The greatest thing about this role is that I am allowed to be curious. One question our business partners will hear me ask a lot is, ‘Can you tell me more about that?’ This question allows me to hear between the lines. For many reasons, we write outward-facing documents or job descriptions; to those involved, it makes all the sense in the world, but to an outsider it could be viewed as loaded and unclear. That’s where I can help, for especially in talent attraction and retention when I am utilizing my network.

Q: How can businesses that may be struggling to find, attract and retain talent, and/or may have DEI challenges get started on the right path? DuBois: Don’t overthink it. Most of this work is a matter of getting out of our own way and seeing the world through someone else’s lens. You don’t have to have a grand gesture to show you are a diverse and inclusive company; just be one. Have open dialogue forums on topics relevant to your company's needs … Ask questions of those that look and live differently from you. You will never be able to understand how I operate as a person through a search engine, but you can through a conversation. We all know what it felt like when someone helped us out. That’s what our businesses can do to get started in this DEI space. The word will spread. Highly rated reviews can attract more business, which means potential staff positions and greater career mobility. Q: What do people and businesses in the Greater Cincinnati/Northern Kentucky region need to know about talent attraction, retention and DEI moving forward? DuBois: Don’t be afraid to be the ‘other’ in the room. Every person, ethnicity, neighborhood, and workplace environment has a culture, and when you are not of that culture or are new to it you may feel like an outsider. The beauty of this work is that outsider feeling doesn’t have to last forever … Change is coming and we are ready and must embrace it. My role is to serve – and I will with data as my number one tool. Northern Kentucky should pat itself on the back because the foundational work that has been done is amazing. We still have so much work to do and we will, but we must celebrate the small wins every day for our own mental health and stay motivated to continue this important work. NKY

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Advanced Manufacturing Leads Growth in NKY Jobs in 2021

Manufacturing employment exceeded the national average

Contributed by NKY Tri–ED

NORTHERN KENTUCKY TRI-ED, THE ECONOMIC development company for Boone, Campbell and Kenton counties, recently released its 2021 results. The Tri-ED team supported a diverse group of 27 companies with expansions or new location announcements with 1,851 jobs and $255M in capital investment. Advanced manufacturers represented 56 percent of the companies that grew or invested in Northern Kentucky. The sector also led new jobs and capital investment announced in 2021. Average annual wages from 27 projects, across advanced manufacturing, headquarters & office, technology and logistics & distribution sectors, were $54,482, more than $10,000 above the median wage for all occupations in Northern Kentucky. “Tri-ED built on the momentum of 2020 to achieve strong results for jobs and capital investment in 2021,” said Tom Banta, Chair of the Tri-ED Board and Chief Real Estate Officer at Corporex Companies. “The projects won in 2021 come from companies who have a choice of where to do business and they bring new money into our economy. The 1,851 new jobs announced in 2021 are putting our community on a path to prosperity.” Rhonda Whitaker Hurtt, Vice President, Community Relations & Economic Development, Duke Energy Ohio & Kentucky, and a Tri-ED board member, noted the report cites Northern Kentucky as an ideal location for manufacturing growth and investment.

“According to the analysis, Northern Kentucky has a talented workforce in a metropolitan area with one of the lowest costs of living in addition to tremendous infrastructure advantages – from our highway access to CVG to broadband and competitive energy rates,” shared Whitaker Hurtt. “Tri-ED will capitalize on these assets and partner with our education institutions to prepare our workforce to meet the needs of companies in these four clusters to ensure prosperity for Northern Kentuckians.”

Courtesy of ZEISS Vision Care STEADY GROWTH AND INVESTMENT

27 1,851 $54,482 $255MM PROJECTS WON 8% above our goal

JOBS

3% above goal

PAGE 14

AVERAGE WAGE 83% of goal

CAPITAL INVESTMENT 2% above goal NORTHERN KENTUCKY BUSINESS JOURNAL

TARGET INDUSTRY ANALYSIS New advanced manufacturers locating in the region included Diversey in the City of Elsmere, MAB Fabrication in the City of Walton and Summit Packaging Solutions in Unincorporated Boone County. Expansions in Covington and Kenton County included Lighthouse Transportation Services, C-Forward, and Fidelity Investments and, in Boone County, the Zeiss Vision Care headquarters. Legion Logistics moved into new offices in Newport on the Levee, citing the amenities as a recruiting tool. The growth by these existing companies contributed to new jobs in the office sector across supply chain, IT, financial services and life sciences industries.

MANUFACTURING OFFICE & HEADQUARTERS LOGISTICS & DISTRIBUTION

PROJECTS BY SECTOR 27 projects brought new jobs and investment to Northern Kentucky with an average wage of $54,482, above the median income in the region.

JOBS BY SECTOR

Life Sciences employment growth in NKY

Supply Chain employment exceeded the national growth

IT employment grew by more than

20%

“Our 2021 results echo the Target Industry Analysis we released in January. Advanced Manufacturing, IT, Life Sciences and Supply Chain Management are the target industry sectors identified through the research so it makes sense that these sectors led the region’s growth in 2021,” said CEO Lee Crume. “Existing companies in Northern Kentucky in those sectors were 67 percent of the projects announced in 2021 and many were identified through the 165 meetings we held through our business retention outreach program.” With funding from a Duke Energy grant, Tri-ED undertook a Target Industry Analysis in 2021 with EY. The study revealed that Northern Kentucky led job creation in Kentucky from 2015 – 2020. The jobs and capital expenditures announced in 2021 complement the employment growth that the region experienced from 2015 – 2020. Employment gains in the four clusters – Advanced Manufacturing, Information Technology, Life Sciences, and Supply Chain Management & Support Services – outperformed the regional and national averages. Annual wages for jobs in these clusters and the 13 subclusters are $10,000 above the regional average. “With the data on the industries that are driving growth in the region, we will tailor our attraction and workforce development strategies to meet the needs of new and existing companies in these clusters,” said Crume. “The finding that our region produces IT talent at a faster pace than the growth of air cargo is great news. We know that we need to accelerate the pace even more to meet the needs of our corporate citizens across all four industry clusters.”

CAPITAL INVESTMENT BY SECTOR

To read Tri-ED’s 2021 Annual Report or the Target Industry Analysis, visit www.northernkentuckyusa.com.

TALENT ATTRACTION | VOLUME 41 NUMBER 4

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GROW NKY

Speaking

in Unison THEY SHARE THE SAME TITLES AS THE PRESIDENTS and CEOs of their respective companies/organizations. Now, the trio – Northern Kentucky Chamber of Commerce (NKY Chamber) President and CEO Brent Cooper, meetNKY President and CEO Julie Kirkpatrick and Northern Kentucky Tri-Economic Development (NKY Tri-ED) President and CEO Lee Crume – have united under the GROW NKY banner. In doing so, the trio hopes to do exactly what GROW NKY’s name implies to the benefit of the entire Northern Kentucky region.

THREE VOICES, ONE UNITED GOAL Since joining forces in the fall, Cooper, Crume and Kirkpatrick have addressed approximately one-third of the leaders of the 36 cities and three counties that compose Northern Kentucky. Why? To rally the region’s elected officials and business leaders to support GROW NKY’s five focus areas in the wake of the current and future nationwide workforce issues: (1) kindergarten readiness; (2) college and career readiness; (3) adult career readiness and lifelong learning; (4) talent attraction and retention and (5) employer policies and practices. The trio is making the effort in hopes of keeping the region competitive not only with cities like Columbus, Indianapolis and Nashville, but in the “global battle” all see for talented workers. Crume, Cooper and Kirkpatrick believe uniting

PAGE 18

By Tabari McCoy, Scooter Media

together will benefit economic development, tourism and the region’s workforce efforts to enhance its appeal to corporations, entrepreneurs and the like. “Aligning our advocacy with that mindset is the first step,” Cooper says, “nobody is going to tell our story for us.” “We want to align the region on major issues of the day, which right now are talent and workforce. When we talk about the Brent Spence Bridge and transportation, health and childcare, it’s about workforce because those are issues ultimately connecting people to jobs,” Cooper says. “All the overarching issues our region has, come back to talent and retention – that’s what drives everything the NKY Chamber, meetNKY and NKY Tri-ED are talking about. If we want to grow our region – and we all do – we’re going to need talent to do it; we’re in a national battle for talent right now and we cannot afford to lose.” Kirkpatrick agrees. “We've got to be an attractive destination that pulls people in from all over the country and raises our relevance … I really hate the phrase, but I really think we are a ‘hidden gem,’” says Kirkpatrick. “That's kind of the frustration, but it's also an opportunity (to see) how can we be louder, how can we get more stories in national media about this destination? … This is the right time to do that.”

NORTHERN KENTUCKY BUSINESS JOURNAL

PICTURED: (page 18) Covington skyline from Cincinnati, provided by meetNKY; (above, clockwise from upper left) Ignite Institute in Erlanger, photo by Ben Gastright; Goebel Park in Covington, provided by meetNKY; Burger Week at Butler's Pantry in Covington, photo by Ben Gastright; Bourbon tasting at Newberry Bros, provided by meetNKY; The Cincinnati Bengals at Super Bowl LVI in Los Angeles, provided by the Bengals; Cincinnati Reds Opening Day festivities at Rhinegeist Brewery in Cincinnati, photo by Ben Gastright; Artwork of CVG by James Billiter, photo provided by CVG; MyCareerE3, part of GROW NKY, exists to build a bridge between employers and tomorrow's workforce, photo provided by MyCareerE3

ACTING LOCALLY, THINKING GLOBALLY

FUTURE FORWARD

Also of concern is the changing nature of the workplace itself. While Baby Boomers and Generation X workers are retiring earlier in part due to the pandemic, younger workers are working remotely and choosing their destinations carefully based on things like childcare options and the cost of living. Crume identifies four areas where actionable steps must be taken to keep the region on par with its competition. First is the presence of “strong quality of life” factors such as parks and recreation, the second being sustainable housing suitable for the “worker making $40,000 to the one making $200,000” and accessibility in the form of transportation. Next is transportation, making resolving infrastructure items like the Brent Spence Bridge crucial given its function as an access point. What’s the last piece? Embracing the diversity of the future workforce to ensure they choose Northern Kentucky as a place to call home. “The future workforce is going to be more and more made up of millennials and Generation Z workers. They're diverse, so my workforce has to be diverse (and) I've got to find a way to make my company more welcoming,” Crume says. “The big companies that we work with already get that issue … If we want to grow our economy and stay a prosperous community with the next Fidelity, the next Citi, the next Mazak or Bosch here, we must understand diversity is key criteria for them.”

Asked what he’d tell a company struggling with how to make itself more appealing to workers on any of these fronts, Cooper’s advice was simple: Reach out to us, engage with GROW NKY, so we can help you get started. “We need more business owners to champion these workforce issues that will ultimately help our entire region,” Cooper says. “Thinking outside the borders of our individual neighborhoods will ensure we all thrive with more businesses, opportunities and positive attention on Northern Kentucky.” Despite her dislike of the term “hidden gem,” Kirkpatrick says it fits when describing the region’s potential. “People do not typically move to a new city, a new region, until they’ve gotten a feel for the vibe of the destination. We're going to need a lot of talent to keep this pipeline going. We've got to be an attractive destination that pulls people in from all over the country and raises our relevance, our standard of living, quality of life and our access to culture,” she says. “Our three organizations are in alliance to raise the visibility of this region and all three of our missions are in alignment … it's been a long time coming.” NKY

TALENT ATTRACTION | VOLUME 41 NUMBER 4

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Master the Basics of Employee Engagement & Retention Contributed By Susan Pittman, HR Advisory Leader, MCM HR Solutions FOR MANY SMALL AND MEDIUM-SIZED businesses, the past two years have brought enough changes and challenges to last a lifetime. How businesses reacted to these challenges has resulted in winners and losers in today's ever-competitive labor market, and we are just beginning to see the impact. Those business owners who have stayed laser-focused on "the basics" and focused on employee engagement remain the winners when it comes to retention and engagement. Employees know that they have choices in today's job market, and business owners can benefit by doing a few things well. If you haven't already, it's time to double down on retention and engagement efforts and here's how:

Pay people enough to take the issue of money off the table. Know what your competition is paying and update your organization's pay structure accordingly – and don't rely on a simple internet search for accurate numbers. To do this, owners need to know what their competition is paying and update base pay if necessary. In today's ever-competitive environment, the salaries being offered by the competition have changed dramatically, and small business owners are often surprised by new market rates. This is low cost "insurance" against people leaving only for a small pay increase.

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Be willing to talk about total compensation provided. Ensure employees know the value of all the benefits paid on their behalf - things like cell phone reimbursement, company cars, and other reimbursed expenses. Also, make sure the things like flexibility, 4-day work week and working from home options are celebrated if you have them. Businesses must consistently communicate what their unique value proposition is in today’s market – and it’s not money alone.

Culture is king – and culture is free! A toxic culture is by far the strongest predictor of industry-adjusted attrition and is ten times more important than compensation when predicting turnover. Time after time, we see that if people are provided with clear expectations, the right materials and equipment and the opportunity to do what they do best, employee engagement goes up, and so does retention. When people are engaged, and the culture is supportive, people are more likely to stay, even with an offer for more money from elsewhere. Successful small businesses use recognition strategies like the gift of gratitude - a simple “thank you” or “well done” - which go a long way. Other ideas include providing meet, greet and eat opportunities, developing a spot award program and creating a process for peer-to-peer recognition.

Finally, keep the door open. While it's hard not to take things personally when someone leaves, the truth is that many people who leave for greener grasses are often disappointed. Provide a way to keep relationships and connections as people leave because we are seeing more boomerang employees – people who leave and then return. Small business owners can reap benefits from re-engaging with talent that has left and already made an investment in.

What you can do now... Focus on the basics. Make sure your people know what is expected of them, communicate often and openly, make sure they have the right materials and equipment and that they have the ability to do what they do best. The truth is, the workplace and workforce have changed, and so has the world. Small businesses can often be more agile and quickly react to the ever-changing needs of their employees. The workforce of the future is driven to make an impact where they work and by a sense of belonging, and small business owners are uniquely suited to offer just that. NKY

NORTHERN KENTUCKY BUSINESS JOURNAL

Now hiring manufacturing associates. All skill levels. Day and night shifts. Sign on bonus, premium pay on Sunday and night shift differential. Apply online at: signode.jobs.net

A Talent For Talent Mazak Corporation leading region’s charge for talent attraction, retention By Tabari McCoy, Scooter Media Photos by Ben Gastright, NKY Chamber

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FROM 1979 TO DEC. 4, 2020, WILLIAM WEIER (Bill) worked for a historic machine tool manufacturing company that had its roots on the northern side of the Ohio River. Because of that experience, he had a pretty good idea of how to attract and retain talent when he joined Mazak Corporation in Florence, Ky., as Director of Human Resources three days later. So … What has Weier learned about Mazak since his arrival that has helped the company continue to attract and retain employees? Plenty – and given the attention the company gives to attraction and retention, he’s quite certain others will follow in his footsteps. “You have to actively network with those who can help you find people – you can’t just rely on finding them yourself,” Weier says. “Fortunately, Mazak is known as the number one machine tool manufacturer in the world. Anybody that knows manufacturing knows that Mazak puts out a top-notch program. We've got a great Careers Page (and) our recruiting strategy takes it everywhere.” NORTHERN KENTUCKY BUSINESS JOURNAL

CULTIVATING THE WORKFORCE CORE Based in Ôguchi, Japan, Mazak manufactures a variety of machine tools across several industries including automotive, medical, aerospace and consumer technology. Some 600 people are employed at the company’s Florence facility, which also serves as Mazak’s North American headquarters. The Florence facility oversees a network of eight technology and five technical centers spread out across North America. These 13 centers provide hands-on applications, service and sales support to customers. These facts make the company’s talent base is a core component of its success, which has led to the expansion of the company in recent years as part of its increased commitment to the region. For all of Mazak’s success, however, the company is not immune to the workforce struggles currently affecting employers nationwide. This makes the need to attract and more importantly, retain, its workforce an ongoing point of focus and concern.

Weier says Mazak has several internal measures in place designed to address both issues in a system the company heralds as “Mazak University.” These measures include: Using onboarding tools for needed regulatory trainings and company policies, several dozen courses centered on specific skills such as assembly line technicians and a major 12-week training program for all field service technicians. In addition, Weier says Mazak strives to create job descriptions that focus on skills and experience to encourage candidates without college degrees to apply. Open positions are likewise posted internally first, providing current employees advancement opportunities. Manufacturing is typically thought of as a male-dominated industry, but, Weier says women are a critical and essential part of Mazak’s workforce, which now includes its first female field service technician, who also a veteran. What’s another group factoring into Mazak’s success with finding talent? Former military personnel, many of whom Weier says “are coming in with such great training.”

PICTURED: (page 24) Bill Weier, Human Resources Director, Mazak Corporation; (below) Kedrick McGee, US Veteran who works in Mechanical Assembly at Mazak, and Bill Weier

"Anybody that knows manufacturing knows that Mazak puts out a top-notch program. We've got a great Careers Page (and) our recruiting strategy takes it everywhere.” Bill Weier

TALENT ATTRACTION | VOLUME 41 NUMBER 4

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(ATTRACTING GENERATIONS) X, Y & Z While obviously concerned with addressing talent today, Mazak is also actively working on its future – talent recruitment being a large part of it. Weier says Mazak has several methods of future recruiting in place, including looking at individuals coming out of trade schools and even workers from local farms. “They’ve got the mechanical and electrical aptitude to be successful,” he says. Likewise, Mazak is working with area colleges and high schools to host student days which include touring their production floor and more. They hope by showing teens that one can earn a competitive salary without going into student loan debt, they will consider Mazak when the time comes for them to enter the workforce. “I've been in the machine tool world over 42 years now and the setup of this structured machine build is the best I've ever seen … It's just an unbelievable facility,” says Weier. “When these individuals – these young people – leave, they're all saying, ‘I want to work here.’” A firm believer that “Northern Kentucky is an attractive place to live, in part because of its affordable cost of living and competitive wages,” Weier is confident Mazak will be able to attract future generations as well.

“I've been in the machine tool world over 42 years now and...It's just an unbelievable facility. When these visiting individuals - these young people - leave, they're all saying, 'I want to work here.'” -

Jason Russell, US Veteran, assembes one of the many machines manufactured in Kentucky.

Bill Weier

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Anna Gibson, US Veteran and Purchasing Agent

Anthony Sizemore, Purple Heart recipient and Expediator at Mazak NORTHERN KENTUCKY BUSINESS JOURNAL

“One of the challenges we must deal with is that younger generations are not locked in and tied to one company. We want to make sure that we have recognition programs - like our High Potentials and Destination Leadership programs - to recognize employees and retain them,” Weier says. “This approach has been beneficial when recruiting because people say, ‘I have the skills and talent needed for my position, but Mazak is going to recognize the work I am doing and help me grow as a person, and professional.”

HELP WANTED Having made several adjustments during the COVID-19 pandemic to ensure the health and safety of workers, Weier says the company is hitting its goals with its training, diversity, equity and inclusion (DEI)/outreach, recognition and bonus programs. However, the need to recruit and upgrade talent remains, which is why Mazak continues to do things like participate in salary surveys to see where they stack up against the competition. As long as Mazak – and Northern Kentucky as a whole – looks for innovation and not intervention, Weier is confident they will continue to lead as opposed to follow others. “What you're talking about is strategic workforce planning. It's not only just filling for the demographics when people leave, but it's also trying to create an atmosphere where people want to stay,” he says. “We’ve got to revive that pipeline … We need people to participate in the Northern Kentucky industry community.” NKY Kedrick McGee, US Veteran, constructs coolant fittings for Mazak machines. Thomas Abbruzzese, US Veteran and Parts Logistics Representative

Shelley Staggs, US Veteran and Mechanical Engineer; Joseph Sanders, US Veteran and Sales Engineering Assistant Manager TALENT ATTRACTION | VOLUME 41 NUMBER 4

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Q&A

with the

Board of Advisors & Board of Directors

Share one example of how your company works to maintain a strong workplace culture. YMCA OF GREATER CINCINNATI

"At the Y we lean into two drivers of a healthy culture: JOY (fun) and INCLUSION (everyone belongs). We help people find their “why”—and it starts with our team!" Jorge Perez President & CEO

BARNES DENNIG "Outreach Day - every October, Barnes Dennig closes its doors and sends our entire team out into the community to work together in a day of giving back. It connects us in new ways - even more important as the last two years of pandemic life have changed how we connect. This day is an amazing coming together of our team, our community, and the non-profits who make our community so much stronger." Kat Jenkins Marketing Director

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NORTHERN KENTUCKY BUSINESS JOURNAL

THOMAS MORE UNIVERSITY "Saints Serve is a campus-wide, daylong event which builds on the long history of service to our communities dating back to our founding in 1921. TMU faculty, staff, and students put aside their usual duties and join forces to serve our local community. Instead of teaching and administrative work, faculty and staff lead and participate in projects both on and off campus." Laura Custer Director of Human Resources

FLORENCE Y'ALLS "The Florence Y’alls keep a strong with environment through highlighting sales and having fun. The best part of working in baseball is the opportunity to sell “fun” to our community. After a sale in the office the sales representative rings the victory bell letting the staff know a sale has been made. The Y’alls run power hours on Fridays with incentives when call goals are reached. Laughing and words of encouragement motivate the team to achieve individual and groups goals for the season." Max Johnson Assistant General Manager /Director of Business Operations

ST. ELIZABETH FOUNDATION "Our Foundation’s mission is to inspire and connect our generous donors with St. Elizabeth programs and projects dedicated to improving the health of our community. Our team views ourselves as servants in and to our community. As an extension of this professional mission, we also personally enjoy volunteering together for Habitat for Humanity, the American Heart Association and Master Provisions, among other organizations." Carri Chandler Vice President

TALENT ATTRACTION | VOLUME 41 NUMBER 4

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Thanks to our customers and dedicated employees for making Forcht Bank the #1 ranked bank in Kentucky by Forbes Magazine. Commercial Lending | Lines of Credit | Cash Management Kyle Newman Commercial Banking Officer

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forchtbank.com | Member FDIC

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Ultimate Workshop

TAX, Succession, and Estate Planning mistakes made by Business Owners and how to avoid them Presented By: NKY Chamber of Commerce

William E. Hesch, Esq., CPA, PFS • Amy E. Pennekamp, Esq.

Wednesday, May 25th, 2022, 8:00 am – 11:30 am Northern Kentucky Chamber of Commerce 300 Buttermilk Pike, Suite 330 Ft. Mitchell, KY 41017

Benefits of Attending the Workshop:

• Identify action steps for your business which become your 2022 road map for success! • Protect the value of your business and its long-term success. • Avoid major business problems that would arise if you died or became disabled. • Get answers to your CPA and legal questions. Forward your questions to Bill prior to the workshop! • All attendees receive a one-hour complimentary follow-up consultation with Bill. 9:15 am • Session 2: Top 10 Succession Planning Mistakes

8:00 am • Session 1: Top 10 Tax Planning Mistakes • Choice of Entity-Sole Proprietor, S or C Corporation • Maximize retirement plan deductions • Maximize your tax deductions • Avoid IRS audit problems

• How to Plan for: *Death, *Disability, *Retirement • Secrets For a Successful Business Succession Plan • Planning for disability of owner

10:30 am • Session 3: Top 10 Estate Planning Mistakes • How to use a Trust and buy-sell agreement in estate plan • How to protect family and value of business if owner dies or becomes disabled

William E.Hesch Law Firm, LLC

Personalized • Experienced • Service-oriented After you meet with your attorney, CPA and Financial Planner, contact Bill on his cell phone at (513) 509-7829 to get a second opinion and see what he can do for you. 3047 Madison Road, Suite 205, Cincinnati, OH 45209 | 513-731-6601 | www.heschlaw.com This is an advertisement | Legal work may be performed by others within the firm.

A Different Kind of Diversity Local companies find success with veteran, disabled and second chance employees. By Tabari McCoy, Scooter Media

DUE IN PART TO SOCIAL CAUSES LIKE the Black Lives Matter (BLM) movement and current labor shortage, diversity, equity and inclusion (DEI) have become familiar points of workplace conversation in recent years. While numerous studies have shown embracing DEI measures are good for a businesses’ bottom line, some (if not most) typically lump DEI as a catchall for hires involving minority, female and/or LGTBQIA+ hires. As several area businesses are proving, though, DEI extends to include workers that may be disabled, veterans and those seeking a second chance following a criminal offense. In doing so, employers are not only finding ways to fill their labor needs, but also providing people with opportunities to contribute to their local community and provide for their families. See how three local companies of different sizes are embracing a diverse workforce for the betterment of their employees and bottom line alike.

DORMAN PRODUCTS 25 Dorman Drive Warsaw, KY 41095 www.dormanproducts.com Jamie Johnson spent eight years of his life serving in America’s Armed Forces, splitting his time evenly between the Marines and Air Force. So, when he applied for a job at Dorman, he was quite realistic about his chance, or so he thought. “If I was looked at based only on my resume for my familiarity with distribution, I would have never been hired. I had no experience. I started as a second shift shipping supervisor and 17 years later here I am leading the entire distribution network for Dorman,” he says. “It is absolutely my military and leadership training that brought me to where I am today. I am grateful they didn’t overlook those skills, the training and the trainability you establish as a service member, they make a difference.”

Dorman offers the largest selection of direct replacements for failure-prone factory turbo accessories in the business, and continuously introduces new parts. They cover more than 80 million repair opportunities.

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NORTHERN KENTUCKY BUSINESS JOURNAL

"It is absolutely my military and leadership training that brought me to where I am today. I am grateful they didn't overlook those skills. The training and the trainability you establish as a service member, they make a difference" -

Now that he is Dorman Products’ Vice President of Distribution – Light Duty, Johnson credits his own experience as to why more people like him get the chance to do the same. In business since 1918, Dorman specializes in being the “automotive aftermarket’s pioneering problem solvers.” This includes releasing more than 80,000 parts and components designed to replace worn manufacturers’ original equipment (OE). The company employs approximately 1,800 warehouse workers across the company’s five light duty locations, 700 calling Kentucky their work home. DEI initiatives are a significant part of the company’s makeup according to Johnson, noting the several contributor resource groups (CRGs) that exist within Dorman’s makeup. These include networks for female employees and the veterans’ CRG Johnson himself leads, plus the two Dorman is planning to launch for black, indigenous and people of color (BIPOC) staffers and casual career workers this year. Johnson passionately believes stigmas unfairly associated with people who may have fallen victim to the opioid crisis have deterred many companies from hiring some second chance workers. “Seventy percent of people with an addiction problem have a job, which means they are in your workplace whether they admit it (or not),” he says. “We as a business community need to get our head out of the sand and recognize this is a problem in our workplaces, and not just for folks struggling with addiction, but also the families that are impacted.” A diverse workforce featuring veterans and people in need of a second chance has resulted in a positive impact for Dorman and its employees. “When we started this initiative versus now, our recordable incidence rates from a safety and OSHA perspective, are down 85 percent. You can't tell me that this introduces risk inherently or it makes you a less safe organization – you are in fact stronger by embracing diversity and it’s not just from the second chance perspective, but veterans, too,” he says. “There are strengths in differences, whether it's a cultural background or a different way of looking at something. Having those diverse points of view will present or bring forth a much better finished product, decision and outcome – we just believe that adamantly.”

Jamie Johnson

Dorman offers a vast array of turbocharger accessories.

"There are strengths in difference ... Having those diverse points of view will present or bring forth a much better finished product, decision and outcome we just believe that adamently." Jamie Johnson

TALENT ATTRACTION | VOLUME 41 NUMBER 4

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McD Concrete in action, provided by McD.

McD CONCRETE ENTERPRISES, LLC 670 Dolwick Drive Erlanger, KY 41018 www.mcdconcrete.com Chris McDaniel is as proud to represent District 23 in Kenton County as a Kentucky State Senator today as he was to represent his country as a captain in the Army. But away from his life of service to his community and country, he is also the owner of McD Concrete, the full-service concrete contractor business started by Mike and Dan McDaniel in 1980. to prove he was ready for the task. His military training came in handy when the time came for him to take a leadership role with the family business. “The biggest thing about business is figuring out how to sometimes solve interpersonal problems, sometimes technical problems. Having a framework from having done that and then being decisive, you can move forward,” he says. “The military is good for forcing its leaders into learning how to be decisive.” Decisively embracing a diverse workforce has been paying off for the company. McD Concrete has had a hand in building many notable facilities throughout the Greater Cincinnati/ Northern Kentucky region over its nearly 40-year history. Among these are the Kenton County Detention Center and the Harold C. Schott Education Center at the Cincinnati Zoo and Botanical Garden, the latter producing an Award of Merit from the Associated Builders and Contractors trade association. Managing up to 50 employees at any given time, McDaniel says he always seeks the best person for the job when it comes to his company’s workforce as “the only unifying thing we insist on (when hiring) is you’ve got to be willing to work hard.” Says McDaniel, “Veterans come with training, not necessarily specific to placing concrete but regarding being on time, following directions, work ethic and waking up early, all of which are important to us in the line of work that we pursue.” Asked what he would tell his fellow business owners on why diversity is good for business; McDaniel’s answer was simple: “Society is not a monolith and your employment structure can’t be either.” “Diversity truly brings a richness of human experience to an organization,” he says. “If you're willing to show up and work, you ought to be able to find a job and frankly in Northern Kentucky right now especially, I don't know a single employer who is not struggling mightily to find help – diversity can help resolve that.”

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NORTHERN KENTUCKY BUSINESS JOURNAL

Marilyn Baker, Zel Queen and founder of Yankee Doodle Deli

YANKEE DOODLE DELI 1526 Scott Street Covington, KY 41014 www.yankeedoodledeli.com

Kyle Lawson, photo by Marilyn Baker

TALENT ATTRACTION | VOLUME 41 NUMBER 4

Marilyn Baker runs a small business named after a former beloved pet. Her business, Yankee Doodle Deli, was born out of a hobby of cooking for friends. Those are not, however, the reasons she has given dozens of disabled and second chance workers an opportunity to get back on their collective feet over the years. “I am a speech language pathologist, so I have a passion for helping people. It just made perfect sense to mentor people who are getting back on their feet again,” says Baker. “I know I’m probably not the end all, be all job for some. I may just be a starting ground and may be what they need in the moment. I can help them build their resume, be a reference for them, a place to learn some of the soft skills they may not have and then go on to a job that could be fulfilling for many years.” Selling Zels – gourmet flavored pretzels available online and in a number of stores – became Baker’s primary career a little over a decade ago. Only employing a handful of workers at any given time, however, made the impact of the COVID-19 pandemic on Baker’s business significant. “I found myself up against big businesses paying $20-plus per hour and that’s fine if that’s what’s best for them,” she says. Baker credits organizations such as Life Learning Center and The Point Arc of Northern Kentucky for helping her find good job candidates. She recommends other businesses that may not know how to get started finding second chance or disabled workers to utilize similar services as they also provide coaching and intervention services when needed. While every hire may not work out, the ones that do are rewarding enough to keep Baker going. “I’ve met people from all walks of life and that has made owning a business interesting and fun,” she says. “It’s certainly broadened my perspective and I love being a role model. I’m more than willing to help anyone who is willing to help themself.” Covington resident Kyle Lawson is one person who is glad Baker was willing to help by taking a chance on him. Starting with Yankee Doodle Deli last November, Lawson had been on probation for a first time, non-violent drug offense. Accepting diversion to avoid the potential of significant jail time, he had been working at local restaurants. Lawson – whose probation period ended last October – walked past the shop one day and eventually decided to see if Baker might be hiring. After being invited to tour the facility, Baker hired Lawson shortly thereafter. Saying “everyone deserves a second chance,” he has one thing to say to anyone who is considering following in Baker’s footsteps: Do it. “It’s great when other people give second chances because sometimes, they can change for the better,” he says. “If just one person happens to see what I said and reads this and it sways them, that’s worth it.” NKY PAGE 35

AROUND THE CHAMBER EGGS 'N ISSUES - GENERAL ASSEMBLY PREVIEW | RECEPTIONS, ERLANGER

EGGS 'N ISSUES - ADVANCEMENTS IN HEALTHCARE | RECEPTIONS, ERLANGER

PAGE 36

NORTHERN KENTUCKY BUSINESS JOURNAL

AROUND THE CHAMBER WOMEN'S INITIATIVE CONNECT HOUR BIRCUS BREWING CO, LUDLOW

NKYP COCKTAILS &CONVERSATION | CREATIVE HOUSE OF ART & DESIGN, COVINGTON

PAGE 38

NORTHERN KENTUCKY BUSINESS JOURNAL

Surviving

THE GREAT RESIGNATION How can organizations realign their employee value proposition to retain top talent? Discover the insights to help you embrace a better people strategy. Foster a "Great Reset" to counter The Great Resignation. The Whitepaper is now available. Reach out for your copy! Danny Fabinski, Employee Benefits Consultant Daniel_Fabinski@ajg.com 630.726.4610

ajg.com

SAFRAN LANDING SYSTEMS

World Leader in Aircraft Landing & Braking Systems

Now Hiring in Walton Minimum starting rate $17.75 Benefits include 2 weeks vacation & 2 weeks sick time Apply at our Welcome Center open 24/7 1 Carbon Way, Walton KY or online www.safran-group.com/jobs

AROUND THE CHAMBER BUSINESS AFTER HOURS | HOFBRAUHAUS, NEWPORT

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NORTHERN KENTUCKY BUSINESS JOURNAL

FINALLY, A SOLUTION FOR WORKING PARENTS. Reserve Squad preserves what matters.

Reserve Squad partners with organizations to restructure their talent strategy in a way that offers employees flexible, on-demand work options.

www.ReserveSquad.com @myreservesquad

2022 Kentucky General Assembly

NKY CHAMBER WHERE WE STAND Legislative Priority Highlights: Talent, Attraction & Retention The NKY Chamber’s Advocacy Council created the 2022 Legislative Priority Agenda which addresses key issues across a variety of categories that will accelerate business, create jobs, and continue to position the NKY Metro as an economic driver that will benefit the entire Commonwealth.

• • • • • • • • • •

Modernize Unemployment Insurance Invest in Early Childhood Education Strengthening the Workforce Addressing the Digital Divide Talent Attraction and Retention Attainable Workforce Housing COVID-19 Liability Protections for Employers Oppose Discriminatory Language Encourage Pension Reform Remove Smokers as a Protected Class

A complete roster of policy positions can be found online at nkychamber.com/wws2022.

MEMBER

INTERACT FOR HEALTH

MILESTONES

SHARE YOUR GOOD NEWS! All NKY Chamber members are invited to share announcements & personal achievements in the Milestones column. Send Milestones to bgastright@nkychamber.com

As Interact for Health continues its efforts to improve the health of all people in Greater Cincinnati, it announces the promotion of Colleen Desmond to Research and Evaluation Officer and Emily Gresham Wherle to Senior Director of Public Relations and Community Engagement. Desmond will work with the Research and Evaluation team to design and implement strategies to collect and disseminate data about the region’s health as well as evaluate the impact of Interact for Health’s focus areas, grantmaking portfolios and organizational functions. She will continue to serve as the lead evaluator for the school-based health center focus area. Wherle will continue to oversee all of Interact for Health's internal and external communications activities, working closely with staff members and key stakeholders to implement communications strategies, including media relations, social media, brand management and sponsorships. Emily also will continue to manage Interact for Health's COVID-19 community outreach and grantmaking, an investment of more than $1.2 million since 2021. “Emily and Colleen help tell both Interact for Health’s story and the story of health in our region,” said Kate Schroder, President and CEO. “Colleen does so by analyzing and presenting key health data, including community surveys and other research, and by evaluating the work we do in school-based health. Emily and team help deliver information to the right audience at the right time and via the right medium, using both traditional and digital means. This expertise has also been useful as we assist community partners in the COVID-19 response, working to increase vaccination rates and spread accurate information throughout the region.”

ADAMS LAW

HERITAGE BANK

Adams Law, PLLC is pleased to announce that Corey T. Gamm has been named a Member of the firm effective January 1, 2022. Admitted to the bar in 2010, Corey practices in the areas of commercial real estate development, commercial lending, business and corporate transactions, and commercial litigation. His passion is helping entrepreneurs start, grow, manage, and protect their businesses. Over the course of his career, Corey has worked for entrepreneurs and has been one himself. He understands the complexities and stress associated with starting a business and strives to be more than just an attorney for his clients. Prior to joining Adams Law, PLLC, Corey worked for six years as a solo-practitioner throughout Northern Kentucky. As a business owner and attorney, Corey learned the skills necessary to become an effective advocate and advisor. During his career, Corey also served for over four years as an Assistant Commonwealth’s Attorney and Assistant County Attorney.

Tim Washburn has been promoted to Senior Vice President, Human Resources Administrator at Heritage Bank. He has led the Human Resources department for six years. “Tim’s work ethic, adaptability and strong management ensures our employees are equipped to succeed at work,” said Lee Scheben, Heritage Bank President. “He’s also a vital voice on the management committee.” Washburn has spent his entire 18-year career in banking. He started at Farmers National Bank in the operations department before moving to loan operations and accounting when the bank merged with Heritage Bank. He then transitioned into his leadership role in human resources. Washburn earned a bachelor’s degree in accounting and minor in business administration from Northern Kentucky University.

TALENT ATTRACTION | VOLUME 41 NUMBER 4

PEDIATRIC & ADOLESCENT MEDICINE OF NORTHERN KENTUCKY

Pediatric and Adolescent Medicine of Northern Kentucky is pleased to announce Sharon E. Means has been named Office Manager. Sharon began her career with Pediatric and Adolescent Medicine of Northern Kentucky more than 20 years ago. She most recently held the position of Financial Practice Administrator and is looking forward to her new role within the practice. Sharon earned her Bachelor of Science in Management from Northern Kentucky University, graduated from Leadership Northern Kentucky (The Best Last Class ‘99), and possessed over 15 years of progressive corporate experience in financial management/banking prior to joining Pediatric and Adolescent Medicine of Northern Kentucky. Sharon is a longtime resident of Northern Kentucky where she has raised two sons in the Walton-Verona Independent School District. Sharon is actively involved with Northern Kentucky Chamber of Commerce and resides with her husband in Walton.

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RIBBON CUTTINGS HEAD START PROGRAM AT LIFE LEARNING CENTER 20 West 18th Street | Covington, KY 41011 | 859-431-0100 | lifelearningcenter.us PICTURED: Manny Hernandez, First National Bank-NKY Chamber Ambassador; Mori Fails, Life Learning Center; Laurie Wolsing, Life Learning Center; Commissioner Washington, City of Covington; Jacqueline Henley,, Life Learning Center; Brad Adams, Life Learning Center; Catrena Bowman-Thomas, Northern Kentucky Community Action Commission; Alecia Webb-Edgington, Life Learning Center; Laurie Hoppenjans, Life Learning Center; Denise Govan, Life Learning Center; Tami Wilson, NKY Chamber; Robert Venable, Life Learning Center; Jane Young, RE/MAX Victory + Affiliates, Inc.-NKY Chamber Ambassador; Charley Wayman, Building Industry Association of Northern Kentucky-NKY Chamber Ambassador

Ribbon Cuttings Sponsored by:

We want to help you promote and celebrate your ribbon cutting ceremony for your new facility, expansion, anniversary celebration or open house! We’ll bring our trademark giant blue scissors, a group of Chamber ambassadors, and a camera to capture the excitement of your special day. LET US HELP YOU PROMOTE!

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Call Lynn Abeln at (859) 578-6390 to schedule your FREE ribbon cutting today!

NORTHERN KENTUCKY BUSINESS JOURNAL

Relocating to the Northern Kentucky/Cincinnati Region?

Our high-touch service ensures a successful move! Services include:

• • • • •

Area overview Mortgage pre-approval Home-finding tours Home sale assistance Community information

Get your Free Relocation Toolbox: Judy Pogue jpogue@comey.com

513-527-3225.

EVENT CALENDAR MARCH 3/8 3/9 3/9 3/10 3/10 3/15 3/22 3/25 3/25 3/28

APRIL 4/6 4/12 4/13 4/14 4/25 4/27 4/29

MAY 5/3 5/10 5/11 5/11 5/12 5/17 5/19 5/20 5/23

Northern Kentucky Business Journal is published bi-monthly by:

Periodicals Postage Paid USPS-548630 at Covington, KY.

CEO/Publisher Brent Cooper | bcooper@nkychamber.com

Northern Kentucky Chamber of Commerce, Inc. 300 Buttermilk Pike Suite 330 P.O. Box 17416 Ft. Mitchell, KY 41017 859-578-8800 NKYChamber.com

Postmaster: Please send address changes to the Northern Kentucky Chamber of Commerce, 300 Buttermilk Pike, Suite 330, P.O. Box 17416 , Ft. Mitchell, KY 41017-0416.

Marketing & Communications Shannan Boyer | shannan@scootermediaco.com

The Business Journal is a benefit of membership and included in membership fees. Annual subscription rate for nonmembers is $30.

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Design & Photography Ben Gastright | bgastright@nkychamber.com Vice President, Membership–Sponsorship Sales Lynn Abeln | labeln@nkychamber.com Director, Sponsor Investments Diana McGlade | dmcglade@nkychamber.com Staff Writer Tabari McCoy | tabari@scootermediaco.com

NORTHERN KENTUCKY BUSINESS JOURNAL

TA L E N T G E N E R AT I O N What would it look like to have a full team? Stand out from the competition with: • • •

Defined Employer Brand Optimized Candidate Experience Tailored Plan to build the team of your dreams

Your neighbors are feeding the nation. Tyson Foods is a modern, multi-national, protein-focused food company. Our business continues to grow as do the opportunities within the company. We are proud to be in a position to give back to our community and our team members. Tyson Foods offers a unique program called Upward Academy. The focus of this program is to reduce the impact of social challenges for frontline team members by providing free and accessible classes in English as a Second Language (ESL), High School Equivalency (HSE), U.S. Citizenship, and other essential life and work-place skills. The Claryville Tyson Foods plant is located 20 minutes from downtown Cincinnati. Take a look at all we have to offer to move you and your career forward!

tysonfoods.com/careers