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Why is Video Important for Your Business? (Let’s break it down.)

1/2

of all mobile traffic is Online Video.

YouTube is the 2nd largest search engine.

78%

2017

it’s expected to rise another 9%.

69%

2015

it’s expected to rise 12%.

57%

of all consumer traffic will be for video.

(4x more than browsing and email)

65% of video viewers watch at least 3/4 of the video.

sources: http://www.saproductionstudio.com/sources/

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B2B Magazine is published four times annually by Omaha Magazine, LTD, P.O. Box 461208, Omaha NE 68046-1208. Telephone: (402) 8842000; fax (402) 884-2001. Subscription rates: $12.95 for 4 issues (one year), $19.95 for 8 issues (two years). Multiple subscriptions at different rates are available. No whole or part of the contents herein may be reproduced without prior written permission of B2B Omaha Magazine, excepting individually copyrighted articles and photographs. Unsolicited manuscripts are accepted, however no responsibility will be assumed for such solicitations.

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TABLE OF CONTENTS

COVER FE ATURE

IN THE MIDDLE OF IT ALL

LEO A DALY TURNS 100 FEATURES

ASID PROJECT AWARDS 2015 The Best of the Best

CODING & COMMUNITY Shonna Dorsey’s Interface

DEPARTMENTS

10 12 16

ON THE RISE Nebraska Hop Yards IN THE OFFICE Grain & Mortar HOW I ROLL Mad Muscle

SPECIAL SECTIONS

28 OmAHA! 52 FACES 54 FACES

31 33 35

65 OFFICE FURNITURE 66 ETHICS

Entrap Games George Behringer David Brown

BUY OMAHA PROFILE A Better Exposure BEST OF B2B OFFICIAL BALLOT Vote Now! THE FIRM DEAL REVIEW American Dream Edition

COLUMNS

09 FROM THE EDITOR 26 THE BRAND BRIEF

How to Work With Your Agency

OMAHA CVB Omaha Residents Hit the Tourism Jackpot

56 PLAYING BIG

Retaining Your Rock Stars

The Internet of Things Morally Mute

COSENTRY

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FROM THE EDITOR

BY DAVID WILLIAMS

TWO DEGREES

One of the most rewarding parts of my job is having the opportunity to collaborate with some of the city’s most creative talents. We have, in my opinion, an amazing writing, design, and photography team here, but we also frequently seek partnerships with a wide array of accomplished creative types all across the city in putting together this publication and our five other titles. When it came time to look for the right match to create the cover image for our story on Leo A Daly’s 100th anniversary, our art director suggested Zachory Klebba. He was selected because we felt he had the right stuff to take our concept—a decidedly vague notion of how to capture the very essence of a story—and turn that into a cover that would resonate with you, the reader. Turns out that I later learned Zachory happens to work right there at Leo A Daly. Finding out about his day job became one of those “two degrees of separation” experiences for me. Omaha, I have always believed, is a city of not six, but two degrees of separation.

ABOUT THE COVER ARTIST Having lived in Alaska, Maryland, Virginia, and Colorado, Zachory Klebba is proud to take root in Omaha where he serves actively in the community and “architects” (he likes making up new verbs) as a pre-professional architect for Leo A Daly. Fun fact: At his twin brother’s wedding, Zach was congratulated three separate times on his new marriage.

And it’s not just a function of our being a medium-sized city where it’s relatively easy to feel that, over time, you will invariably come to know pretty much everybody in at least a casual way. No, the two-degree thing speaks to a broader issue, that of an inescapable, omnipresent sense of place, of how business gets done in Omaha, of what works here and what doesn’t when it comes to people and relationships. Being forever reminded of the connectedness of a city happens a lot in a job like this. Who are your “two-degree” partners? Who are those people who, oftentimes in the most serendipitous, “Zachory Klebba” of fashions, come to have an influence on your success? And how many two-degree faces will you recognize in this issue of B2B magazine? B2B David Williams is editor of B2B, a publication of Omaha Magazine, LTD. Williams can reached at david@omahamagazine.com.

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ON THE RISE | BY CAROL CRISSEY NIGRELLI | PHOTOGRAPHY BY BILL SITZMANN Annette and Bruce Wiles of Nebraska Hop Yards

CULTIVATING A BEER NECESSITY PLATTSMOUTH COUPLE PUTS THEIR HOPES IN HOPS

It takes more than faith to sink every dime you have into an enterprise that has no triedand-true template for success—at least not in Nebraska. It takes months of research, mounds of graphs, charts, spreadsheets, and “how to” manuals, plus constant encouragement. Just ask Bruce and Annette Wiles of Plattsmouth. At the urging of friends Paul and Kim Kavulak, owners of Nebraska Brewing Company, they recently bet the farm on a niche cash crop. “We grow, harvest, and process hops,” Annette says, holding some of the small, delicate, cone-shaped flowers that climb up trellises of string. “Then we dry, pelletize, and package them. Craft brewers use hops for bittering and aroma and can use combinations of hops to come up with their own special brew.” When rubbed vigorously between the hands, the cone breaks apart and releases oils with the distinctive scent of that particular hop variety. Flowers, citrus, spice, herbs, fruit, pine, and an earthy, musty scent are among the aromas on a brewer’s palette.

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While Americans’ appetite for hoppy beers grows, production of the plants remains concentrated in the Pacific Northwest and Idaho. Before investing $3.5 million of their own money to create Midwest Hop Producers and its two subsidiaries—Nebraska Hop Yards and Midwest Hop Yard Supplies—the couple, married 10 years, needed to know if a variety of hops could grow in Nebraska soil. And what about the risk-reward? How much production would it take to spur economic and community development, create jobs, and make money? “We contacted the University of NebraskaLincoln about working with us on some grants for specialty crops and we talked to the engineering school about harvesting equipment,” says Annette. “If the state (which gave $50,000 for a custom-built harvester) and the university hadn’t supported us the way they did, we couldn’t have done this.”

Annette, a former executive with First Data, and Bruce, a third-generation Plattsmouth farmer who once supervised 11,000 acres of beans and corn, also hit the road. They attended conferences, trade shows, and beer festivals. They talked with beer lovers, brewers, and backyard hop growers. Two constants stood out: unlike their parents or grandparents who swore allegiance to, say, Pabst or Bud, millennials have no national brand loyalty; they prefer locally made beers. Secondly, craft brewers, whose numbers keep growing, want locally sourced ingredients.

“It’s hard to control our scope of the future,” says a confident Bruce. Plans include putting a taproom inside the hop yards clubhouse, with food trucks supplying vittles to beer tasters. And a state-of-the-art processing facility, slated to open in 2017, brings the promise of about 20 full-time jobs and endless possibilities.

“At this year’s Nebraska Beer Festival, there were over 90 brewers,” says Bruce. “Last year, there were 42. I don’t feel we can raise enough hops to supply the brewers just in Nebraska.”

Visit midwesthopproducers.com to learn more.

The couple purchased the 60-acre former Plattsmouth Country Club along U.S. Highway 75 and, in May, hand-planted the initial three acres of hops, testing 22 varieties. As the acreage grows, the couple expects a harvest yield of between 75 and 100%.

“Our goal is to take hops in from all over the Midwest to process,” says Annette. “But most importantly, we want to use our knowledge to help local farmers develop another cash crop. There’s so much we can do.”

B2B

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Grain & Mortar co-owners Kristin and Mike DeKay with Eric Downs (left.)

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IN THE OFFICE | BY DAISY HUTZELL-RODMAN | PHOTOGRAPHY BY BILL SITZMANN

PRODUCTIVE UNPRODUCTIVITY GETTING CREATIVE AT GRAIN & MORTAR Walking into Omaha strategy, branding, and design company Grain & Mortar is akin to visiting a friend’s condo. “We wanted it to feel like home,” says Kristin DeKay, who co-owns Grain & Mortar with her husband, Mike. “We have TVs in here, and a lot of times I’ll come in on weekends and see people playing video games or watching TV. We encourage people to use it like their home.” The company certainly believes in their worklife combination. Their office is a place where one can lounge in an informal area with a laptop as well as sit at a conference desk. The furniture is all handcrafted or repurposed. Windows abound in this building, whether near the top of the wall or in the glass garage door on the side of the office. “Using natural light makes things look professionally lit,” Mike says. “It makes you almost feel like you’re outside. I love the clear story windows at the top.” “It’s just a better working environment.” Kristin adds. “Personally, I like being outdoors and in the sun, so a lot of times I’ll bring my laptop over here and work,” she says in motioning to a couch near the kitchen area. That garage door is also opened to roll out the grill for company barbecues and other events. CONT. PAGE 14

The staff kitchen includes bar-style stools and stainless steel appliances, while nearby is a lounge with up-cycled furniture. Kristin DeKay confers with colleagues during a casual collaboration session.

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B2B OMAHA MAGAZINE

A more formal conference room is also available for working with clients or co-workers.

FROM PAGE 13 Art director Miranda Bouck appreciates having a home away from home. “It’s great to work with people you consider friends and family, because you spend 40 hours a week here,” Bouck says. In keeping with the personal-professional merge, the company gives employees free range to determine their own time needs. “Everyone has a flexible schedule,” Kristin says. “If you need a break you take a break. We give unlimited vacation. We only ask that they get their work done.” Even when it is time to relax, the office staff often hang out as a group.

“Sometimes we’ll play frisbee together outside. You’ll see people walk around together,” Kristin says. “There are occasions where we will stop working early, crack open a couple of beers, and hang out for a bit,” Bouck says. “I really enjoy that.” The company designed individual work spaces for efficiency and good health. “We have pods with standing desks,” Mike says. “The pods are two desks bumped up next to each other so the two desks make a square. Both people face each other, but the person across from you can’t be seen because the monitors are in the way. It’s an efficient way of using the space.” “We put a lot of thought into the desks because sitting all day is not good,” Kristin adds.

omahamagazine.com WINTER 2016 |

Work spaces were carefully designed to allow employees to stand or sit. Several pieces of furniture, including this conference table, were custom-designed for the company.

When people do sit, they often perch near others to let the creative juices flow. “We have a lot of spaces where you can just sit down and collaborate,” says Kristin. “There’s a lot of so-called unproductivity but we are actually being productive because we are creating as we collaborate.” “With having pods we can walk in-between each other and shave seconds off of your walk time to have easier collaboration,” Mike says. No matter where the staff lands to work, the low-key, homey atmosphere helps their employees to be their best. “This place breeds creativity,” Bouck says. Visit grainandmortar.com to learn more. B2B

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B2B OMAHA MAGAZINE

HOW I ROLL | BY DAISY HUTZELL-RODMAN | PHOTOGRAPHY BY BILL SITZMANN Peter Fink with his 1970 Firebird 400

Peter Fink and his 1970 Firebird 400

MAD MUSCLE THE PETER FINK COLLECTION

In the middle of Omaha, in the middle of a side street, sits a garage. It looks like many other garages, but inside lies the some of the crown jewels of muscle cars. “My first car was this 1970 Firebird 400,” says Peter Fink, owner of the cars. “I bought it in 1976 for $2,200. It’s the least expensive car here–it’s probably about $40,000. But it’s priceless in sentimental value.” The teenaged Fink blew up, and consequently repaired, the engine, which lead to a lifetime in the auto industry. “That got me into transmissions. If I didn’t have to replace the transmission,

engine on this car, there probably would be no Certified Transmission today.” That Firebird also got Fink into collecting, His current array includes 54 cars, and he plans to go to 100 vehicles. Other cars that Fink says are favorites: “The two Superbirds are the ones that turn the most heads,” he says, referring to his 1970 Plymouth Hemi Superbird and his 1970 440 Six-Pack Superbird. “As far as just a good all-around driving experience, The Ford GT 500. It’s still got a lot of head-turning, but for all around driving cars, those are most impressive.”

omahamagazine.com WINTER 2016 |

The Ford GT 500 he also claims to be his best investment, but others are certainly not stagnant. The collection includes an original “brochure car,” a Dodge XP Charger Hemi. It was never intended to be sold to the public. Another number one, as in first off the assembly line, is the 1969 Chevelle from Nickey Chevy in Chicago, an auto dealer that is still in business today. That piece was bought from a private collector who happened to call him. “I have private collectors that call me all the time,” Fink says. “If it’s a unique piece, I’m happy to come out and see them.” “He’s like the Warren Buffet of cars,” says his friend Tim Harrison, the 40-year-old owner of Harrison Financial Services. Harrison himself doesn’t collect cars, but knows Fink through a forum group and has traveled with him to that Shangri-La of car collecting, the Barrett-Jackson Auto Auction. While Fink collects often, he never sells his vehicles…make that almost never. “My best friend, Steve Farnsworth, saw this car when he was 16, and wanted it,” Fink says of a 1968 Camaro he sold in fall 2014. “Thirty years later, he still wanted it, so when he was 46, I allowed him to buy it from me. That’s the only one I’ve sold.” Most of these cars are not driven, with good reason. Vehicles such as his 1989 Indy Pace Car. It’s an anniversary Trans Am version, and documented to have the lowest miles of any around. Whether turning wrenches or turning heads, one thing is for certain. Fink’s collection is impressive. B2B

The interior of Fink’s 1970 Firebird 400

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B2B OMAHA MAGAZINE

FEATURE | CONTRIBUTED BY ASID PHOTOGRAPHY BY THOMAS GRADY, TOM KESSLER, AND MARK KRESL

ASID PROJECT AWARDS 2015 THE BEST OF THE BEST Environments, spaces, rooms...doesn't matter how you refer to them…the vibe of your business can have a profound impact on the bottom line. Professional designers are an integral partner when it comes to conceptualizing, coordinating, and executing a vision on how your brand will be perceived. The ASID (American Society of Interior Designers) Nebraska/Iowa Chapter Designers’ Project Awards 2015 showcase the very best in commercial property work. B2B

DESIGN IMPACT AWARD WINNER Kris Patton, ASID, and Jerome Bergmeier, Allied ASID Interiors Joan and Associates Legacy Eyecare Category: Healthcare Photography by Tom Kessler interiorsbyjoan.com This showroom and patient area was designed to enhance the customer experience, giving clients an open, comfortable, yet very functional healthcare space. Custom-designed shelving was incorporated to highlight the various lines of high-end frames carried here. This new office space was designed not only to accommodate the patients’ needs, but also those of the optician’s growing business. Areas for enhanced technology use, marketing activity, and staff comfort were all carefully considered and executed.

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omahamagazine.com WINTER 2016 |

GOLD

Lisa McCoid, ASID, and Alexis Trout, Allied ASID D3 Interiors Tuscany Apartments Clubhouse Category: Hospitality Photography by Tom Kessler d3interiors.net

Julie Odermatt, ASID D3 Interiors Smile Station Pediatric Dentistry Category: Healthcare Photography by Tom Kessler d3interiors.net

Ellen Turnage, Allied ASID Interiors Joan and Associates Strasburger Orthopaedics Category: Healthcare Photography by Tom Kessler interiorsbyjoan.com

To give this clubhouse the feeling of an upscale hotel lobby, clean, crisp lines were integrated into the space with the use of a herringbone, wood-look tile on the floor that draws you into the main gathering and entertaining space. Those clean lines are continued throughout the space with the use of solid fabrics applied to the furniture along with patterned accent pieces that bring character into the space.

The ultimate goal for this pediatric dental office was to keep the atmosphere fun and welcoming for all kids while achieving the most efficient flow between the various stations. To define various elements throughout the office space, brightly hued accents of lime green, blue, and red were used.

A modern, energized, yet soothing environment was created to appeal to both the patients’ desire for an upscale, professional healthcare facility and their need for a calming atmosphere that would aid in the overall healing process. Increased and improved lighting schematics, a new lunchroom retreat, and performance materials that hold up to the necessary code requirements of a commercial environment all enhance the workplace for clients and professional staff members alike. CONT. PAGE 57

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B2B OMAHA MAGAZINE

Shonna Dorsey of Interface

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omahamagazine.com WINTER 2016 |

FEATURE | BY LEO ADAM BIGA | PHOTOGRAPHY BY BILL SITZMANN

CODING & COMMUNITY SHONNA DORSEY KNOWS HOW TO INTERFACE

Shonna Dorsey has merged an aptitude for technology with a desire to help others via Interface Web School, Omaha’s latest cyber-ed iteration. It’s not the first time she’s combined her entrepreneurial, networking, and community interests. She’s done that as a Leadership Omaha participant and as co-founder of the monthly Coffee and Code meet-up she hosts with Autumn Pruitt of Aromas Coffee.

“A turning point for me as a master’s student came working on a project for an organization that serves child abuse survivors—Project Harmony. Our small student team developed an application to store and monitor videos. That was such a meaningful project. It really sparked something to see that people can really benefit from what techies like us know and do. It made me think, ‘How can I do this and make it my career?’”

Long tabbed a real comer, Dorsey’s been recognized with the 40 Under 40 Award from the Midlands Business Journal.

While working corporate jobs she mentored for Hasebroock’s startup accelerator Straight Shot. Before long, they formed Interface.

In 2013 she cofounded Interface with Dundee Venture Capital’s Mark Hasebroock and others. She serves as managing director of the school that houses in north downtown’s tech-haven, the Wareham Building.

“I’ve always had a knack for saying, ‘OK, this is risky but I can see the reward on the other side.’ That was how I felt about Interface,” Dorsey recalls. “Even though it was definitely a huge leap of faith at the time it made sense when I looked at the market and what the needs were.”

The North High graduate studied technology at the University of Nebraska at Omaha, where she earned bachelor’s and master’s degrees.

Many tech jobs go unfilled in Nebraska due to a shortage of qualified prospects. Interface strives to bridge that gap.

“We’ve all been affected by this need for more talent in technology, whether it be web developers or project managers or user interface designers,” she articulated in a Nebraska Entrepreneurship video. “We wanted to put together a pretty intensive program people could go through—200 hours over 10 weeks.” Dorsey concedes there are online services that teach coding, but she says many Interface students “have tried those tools and realized a more structured approach is necessary.” Among the benefits of a physical versus virtual class is having on-site mentors who personally “help you overcome hurdles and explain why your code isn’t working.” CONT. PAGE 62

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B2B OMAHA MAGAZINE

BY ANTHONY FLOTT | PHOTOGRAPHY BY BILL SITZMANN AND LEO A DALY COVER FE ATURE

IN THE MIDDLE OF IT ALL LEO A DALY TURNS 100

Chris Johnson Leo A Daly Vice President and Managing Principal

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Leo A Daly’s Original Rendering for Boys Town (1922)

Chris Johnson graduated from college and looked left. Then he looked right. With sheepskin in hand—a degree in architecture from Iowa State—he went chasing his first job in the field. But not at home. “I thought the best design only occurred on the West Coast or East Coast,” Johnson says. Turns out what he was looking for was right in front of him all along—Leo A Daly, one of the largest planning, architecture, engineering, interior design, and program management firms in the world. But Johnson, a native Omahan, didn’t know that Leo A Daly. “It was almost embedded in me that they’re an Omaha firm just doing Omaha work,” Johnson says. “I wasn’t sure of their national or international design presence.” He dug deeper.“Holy cow,” he recalls discovering, “there’s a great design firm right here doing things all over the world.”

Johnson joined Leo A Daly in 1990 and today is a vice president and managing principal in Omaha. His years with the firm are but one chapter in its extensive history. It was begun in 1915 by Leo A. Daly Sr. and remains in family hands with his grandson, Chairman and CEO Leo A. Daly III. Early on, the firm indeed was Omaha-centric, its work featuring more than a handful of projects in and around the city for the Catholic church. “Look at some of the turn-of-the-century Catholic churches and, more often than not, you’ll see Leo Daly on the cornerstone,” Johnson says. But it was a much larger Catholic project that helped Leo A Daly become much larger— Boys Town. The firm’s first major planning assignment came in 1922, creating the Boys Town master plan for Father Flanagan’s 160-acre campus that then was 10 miles west of Omaha. The relationship continues today as Leo A Daly has designed 90% of Boys Town buildings. CONT. PAGE 24

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24 Original Drawings for Memorial Park (1948)

FROM PAGE 23 Others in Omaha and beyond began to take notice. “Boys Town really began to grow Leo Daly into a regional and national architecture and engineering firm,” Johnson says. That led to work for the healthcare market. Then came work for the federal government related to national defense. Leo A Daly Corporate Headquarters

Eventually, Leo A Daly went global. Today the privately held company’s portfolio includes projects in nearly 90 countries and all 50 U.S. states. Clients include public, private, and institutional organizations in sectors including aviation, commercial development,

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First National Tower

higher education, transit, and transportation. And while other firms in the industry increasingly become specialized, Leo A Daly has intentionally stayed multidisciplinary. “We want to think holistically about these facilities, both during design and when they are operational,” Johnson says. “We really learn a lot from each other as far as innovation.” That’s helped give the firm staying power. So, too, has a quality staff, Johnson says, and a marketplace that rewards “quality and innovation,” a statement backed by more than 500 design awards. The company has more than 800 design and engineering professionals in 32

Boys Town’s Dodd Chapel (1940)

offices worldwide—Abu Dhabi in the United Arab Emirates, Atlanta, Riyadh in Saudi Arabia, Washington, D.C., and elsewhere. Lockwood, Andrews & Newnam, an engineering, infrastructure consulting, and program management division of Leo A Daly, is in 18 cities. But corporate headquarters remain in Omaha at almost its geographic center on Indian Hills Drive. The office boasts one of Omaha’s finest art collections, which has been amassed by the Daly family over the years.

Thank goodness for that Omaha presence. The city would be unrecognizable without such icons as First National Tower, Mutual of Omaha, Memorial Park, and other landmarks. And Leo A Daly is building today the icons of tomorrow. Recent projects include the mixed-use development in downtown’s Capitol District, Nebraska Medical Center’s Nebraska Biocontainment Unit, and the relocation of Creighton University Medical Center to CHI’s Bergan Mercy Campus. CONT. PAGE 60

“You’re really working in an atmosphere that elevates your game,” Johnson says of his surroundings.

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THE BRAND BRIEF

HOW TO WORK WITH YOUR AD AGENCY Perhaps you’re a small business owner who works with an equally small design shop. Maybe you’re a marketing manager at a medium-sized enterprise who continually interacts with a quiver of ad agencies regarding media plans, content calendars, and integrated campaigns. But regardless of how often or infrequently you deal with your “agency-partner” (also, please stop calling us that), you have probably at some point left a meeting with them wondering just how you got involved with such an idiosyncratic lot of people. (And if you haven’t, you’re probably using the wrong agency.) So in this edition of The Brand Brief, I’m going to give you some unsolicited advice (always the best kind) from one of those idiosyncratic agency folks about how to work with us. To avoid turning this column into a Buzzfeedesque list of pilfered curated kitty GIFs that only, at best, tangentially relate to my chosen topic, I’ll refrain from going full listicle on you. ASSUME THE AGENCY KNOWS WHAT IT’S DOING AND THEY’LL RETURN THE FAVOR. I assume you hired your agency of choice because something about their previous work and their current chemistry impressed you. And while they should undoubtedly strive to deepen your trust in them over time, you also must give them the freedom to do what they do best—which is different from giving them the freedom to do whatever they wish—but that’s a longer topic than space permits tackling right now. If an agency abuses your trust, especially at the beginning, you need a different agency.

BY JASON FOX

BRING YOUR AGENCY A PROBLEM THAT NEEDS SOLVING, NOT A TACTIC THAT NEEDS EXECUTING. It’s true that sometimes you just need a banner ad or an invitation for an event the CEO forgot to tell you about. Agencies understand that. But good agencies also want to help solve your business problems, not just your marketing issues. They’d love to hear about the problem before a solution has been settled on. Maybe your first inclinations are correct, and the agency will—and should—concur. But maybe they’ll amaze you with all their fancy creative problem solving. You know, the stuff for which you hired them in the first place. LET THE AGENCY FIGHT FOR YOU. IT’S EASIER FOR THEM TO ACCEPT BEING TOSSED UNDER THE BUS THAT WAY. Maybe you’re the decision-maker when it comes to your company’s marketing. But if you’re not, let the agency help defend the work to those with the ultimate say. Telling the CMO “the agency said it would work” is just passing the buck. Letting the agency tell the CMO how and why it’ll work not only lets them voluntarily share in the responsibility, it makes you their ally and banks goodwill on your behalf.

THE ONLY DIRECTION YOU SHOULD PUSH THE AGENCY IN IS ONE THAT MAKES IT BETTER. You won’t like everything the agency shows you. That’s fine. But it’s not your job to solve whatever design, copy, or conceptual issues exist…and do you really have time for that anyway? Giving direction on what doesn’t work guides the agency without handcuffing them. And you’ll end up with better results because of it. SPEAK PLAINLY. Every industry has its own jargon. Work with an agency long enough, and they’ll eventually understand it all. But “eventually” could be a long way away, and conversational English keeps things as clear as possible. One could spend days in a LinkedIn discussion group trading tips about agency/ client relations, but that sounds like a fate worse than proofreading legalese on a pharmaceutical ad. So when in doubt, just do unto your agency as you would have them do unto you. And insist on reciprocity in this regard. You may be surprised at the lengths to which they’ll go to help you succeed. B2B

DON’T PRETEND YOU’RE THE AUDIENCE. Even if you are demographically and psychographically a part of the audience, by virtue of being so close to the action… you really are not. If you can learn to shut off your corporate side and judge the work purely as a consumer, go for it. If not, trust the agency. They should already have that skill set. Similarly, don’t share concepts with coworkers and base decisions off their opinions. The phrase “everyone’s a critic” comes from showing things to Ralph in accounting.

Jason Fox is the executive creative director at Webster, and the chin behind @leeclowsbeard.

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volume 15 | issue 4

B2B OMAHA MAGAZINE

omAHA! | BY DAISY HUTZELL-RODMAN | PHOTOGRAPHY BY BILL SITZMANN

ENTRAP GAMES BUILDING TEAMWORK, HAVING FUN

The games began the moment we walked in. As my friends and I waited for our adventure to begin, we played with old-fashioned brain-teaser games in the lobby, such as a pair of horseshoes chained together with a ring in the middle.

The concept of Entrap Games is not new, but the specific business is. Operations Manager Daniel Dittmeyer helped launch this business after opening similar sites in Des Moines and Milwaukee.

My friend Jill Cuff and I tried to solve a tangram. We stood at the counter and placed the triangles in every conceivable manner until suddenly the space for the trapezoid appeared.

“When I first started about 12 months ago, these games were not well known. Now, there are two to three in every major city.” Dittmeyer said.

Thus began our trial of teamwork, and a bit of magic, at Entrap Games. We, along with our spouses, Jeremy Rodman and John Wade, entered a tale of roguery and numbers.

Entrap Games offers multiple rooms into which teammates can be locked for an hour and try to escape. The story of “The Heist” is that you and your fellow thieves cheated at poker and won a large sum of money. Now you have to find the DVR security footage and remove the hard drive so you don’t get caught.

“Which one are you doing?” a lady standing next to me asked as the counter clerk checked my reservation. “We’re doing The Heist.” “Oh, geez!” the lady said. “Be prepared to do math!”

The Heist has a success rate of 21%. Nothing is as it seems in this game. It takes effective communication, collaboration, and time management to solve the puzzle, making Entrap Games an ideal corporate event for teams of two to six players. A game room for up to 12 players is in the works.

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The employee walked us into the room and explained the details. We needed to find a canister of CO2 and the DVR, remove the DVR’s hard drive, and find the code for the door…all in one hour. Good luck! The room contained a baby monitor and a television screen that we could use to communicate with the clerk. We received two clues automatically, and after that, we could ask for clues. We could not move anything labeled “do not move.” Everything else was fair game. The game relied on patterns—primarily numbers and colors. Coded padlocks abounded. We were given two minutes to plan, during which time we looked around the room to see what we had to use, but should have used those moments to define our roles in the game. When the clock began to count down, we ran. I looked at a deck of cards sitting on a table, Jeremy looked at the shelving unit, John began to look under the cushions of a couch, and Jill looked at the artwork on the wall. Jeremy found the CO2 canister. John found the hole where you use the CO2 canister within 15 minutes. With 45 minutes left, we continued to search for clues. The biggest lesson learned was trust nothing. Locked compartments opened on their own; sometimes black meant black, other times black meant white. In the end, we became one of the 79% who did not solve the puzzle in one hour, but with better teamwork and communication, we will crack the code next time.

Why NAI NP Dodge?

We’re Backed by

160 Years of Trust & Loyalty NP Dodge is the longest running full-service real estate firm in the nation. At NAI NP Dodge, we have 160 years of hard work and an impeccable reputation behind our name.

What can we do for your business?

Visit entrapgames.com to learn more. B2B

12050 Pacific Street | Omaha, NE 68154 | +1 402 255 6060 | nainpdodge.com

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volume 15 | issue 4

B2B OMAHA MAGAZINE

FEATURE | BY ANNA HENSEL | PHOTOGRAPHY BY BILL SITZMANN

COSENTRY SAVING COMPANIES FROM DATA DISASTERS From Target to Lowe’s to mom-andpops, no company, large or small, is safe from a data breach. When a company’s website is hacked or its customers’ financial information is stolen, it doesn’t just leave companies with angry comments in online posts—it opens up companies to lawsuits, layoffs, loss of revenue, and often irreconcilable damage to the brand. When Target had personal information on 70 million of its customers stolen in 2013, the popular retailer experienced lawsuits from banks and lost over $200 million, which led to the resignation of CEO Gregg Steinhafel.

Cosentry CEO Brad Hokamp

But there’s a solution for smaller businesses in the form of Cosentry, an IT solutions company headquartered in Omaha. Cosentry takes on the complex task of addressing its customers’ every IT problem, from data recovery after a lightning strike to preventing security hacks. Rather than just selling a software solution, the company independently manages its customers’ IT systems, freeing them up to focus on other areas of their business. CONT. PAGE 58

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BUY OMAHA PROFILES

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A BETTER EXPOSURE STEVE KOWALSKI

Whether yours is the tiniest of small businesses or a Fortune 500 with thousands of employees, A Better Exposure is your comprehensive source for virtually any and all photography needs.

We believe that to tell your story in photographs we first have to know your story, so listening is key in any relationship we build. And we like to think we’re pretty good at it.

From the simplest LinkedIn portrait (remember, nobody considers their portrait to be “simple”) to all your marketing, public relations, editorial, and architectural needs, we have you covered. You’ll even see us on the scene of some of the area’s most buzz-worthy events and annual meetings.

The same goes for learning. I point to businesses like yours as a major factor in making A Better Exposure what it is today. Through you and by learning about your success both in and beyond the office, we become better people, better professionals, and better members of our great community.

Sure, you see us everywhere, but more important is how we and the public see you in images that capture the spirit of your brand and your people. Ours is a simple philosophy, one grounded in being committed to nothing short of excellence, honesty, and integrity in every assignment we accept. I believe in treating our clients the way that I would expect to be treated. Omaha is a very tight community, and, just like in your business, both our new and repeat clients are testimony to the power of word-of-mouth success.

My studio is conveniently located within 10 minutes of downtown and 20 minutes from west Omaha, which means we are always at the ready to meet fast-paced, get-it-done-now needs. We enjoy hustling to any setting, but we balance that with a studio that is relaxed and calming—the perfect place for more contemplative work. Perhaps most importantly, I thrive on your feedback. We are driven by a passion for presenting you and your people in a way that make both of us proud, which reminds me of how Peter Kiewit was known for the axiom “Pleased, but never satisfied.”

Ours is a mission of continuous improvement. We, too, are pleased, but never satisfied. Like many of our friends all across the city, ours is a story of focussing on what is most important in life. Through faith, family, and career, we strive we to be good people and good members of our community…oh, and darn good photographers, too. B2B A Better Exposure 9816 N. 52nd St. Omaha, NE 68152 402.453.6000 abetterexposure.com

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THANK YOU! B2B OMAHA MAGAZINE

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For givi ng us the opportunity to serve your Search, Staffin g, and Consul ti ng needs.

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Vote for those vendors you call time and time again. Businesses anxiously await the results of this popular-vote contest and celebrate them all year long. Results will be published in the Spring 2016 issue, in your hands on March 1. Only the ballot printed in this Winter 2016 issue will be accepted. We will not accept copies, faxes, or scans. A minimum of 15 categories must be filled out. Ballots must be postmarked by Dec. 31, 2015.

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Battlefield to Homefront HARVARD MBA MAPS HIMSELF BACK TO NEBRASKA PG. 8

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Strategic Ownership OWNING MULTIPLE COMPLEMENTARY BUSINESSES PG. 14 A Publication of The Firm Business Brokerage

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AMERICAN DREAM EDITION

Volume 1 Issue 6 Published by The Firm Business Brokerage

President/Editor • Cortney Sells Director/Assistant Editor • Cassandra Powers In-House Legal Counsel • Susanne Miller Accounting & Finance • Cassandra Waltrip Brokerage Principal • Rene Rademacher Market Development • Rachael Rand Paralegal • Julie O’Brien Mail Marketer • Adam Jaime Outreach Coordinator • Nycole Wandvik-Tolle Strategic Development Officer • Brittnie True Research Analyst • Daniel Hayes Community Relations • Mike Sells Intern • Jessica Thiem

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A Publication of The Firm Business Brokerage

The Bottom Line

Harvard Graduate Heieck’s life plan maps him to GIS Workshop.

pg.8

Special Section

7 Fresh Off The Firm

The Firm Business Brokerage has over $80 million dollars in Assets Under Management of current cash flowing businesses for sale—from medical practices to commercial services to large manufacturing companies.

Features

5 Software Evolution

Built by Developers

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4 Net Worth

for Developers

8 Battlefield to Homefront 12 Pouring Profits

Mapping Out a Growth Plan

Amanda Ransom profits from her passion.

Angeal Boone

CPA of Boone & Assoc. Cash vs. Accrual Accounting

Complementary 14 Owning Businesses

Dave Paladino discusses seasonality of businesses.

15 Executive Impact Ensuring Confidentiality

Sells Insights

In Pursuit of the American Dream

by Cortney Sells president/editor

aking the American Dream come true by owning one’s own business is something that people strive for daily. One of the biggest draws in purchasing or starting a business in the Midwest is a strong sense of community. Not only are owners invested in their employees, but also in all those around themselves, ensuring that relationships inside and outside the workplace are developed and maintained for the years to come. Real leaders are compelled to give back and create a cohesive loop of economic stability.

The mindset continually makes the Midwest an economic workhorse, encouraging growth through innovation and support. Countless small businesses are shining examples of Midwestern know-how by hiring local and keeping true to regional ethics. Understanding that strong communities and strong businesses are linked has made a successful economic model. It’s innovative entrepreneurs that keep this ball rolling, and in this edition we hope to shed some light on these local stars. The FIRM

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Net Worth

Cash vs. Accrual Basis Accounting written by Angeal Boone, CPA; Boone & Associates

very business must make a choice between accrual basis and cash basis accounting. This is an important decision and can be confusing for business owners. There are benefits and drawbacks to each.

Angeal Boone

With accrual basis accounting, you’ll recognize and pay tax on your income at the time you earn the income, even if you haven’t been paid yet. You’ll also deduct expenses at the time the expenses are incurred, regardless of whether you’ve paid them yet. With cash basis accounting, you won’t recognize or pay tax on your income until you

receive the money. You’ll deduct expenses when you actually pay them. Most small businesses and individuals use cash basis.

clearly show the cash flow of the business. This can make it hard to keep track of how much cash you have on hand.

In industries such as healthcare, where there can be a gap of two or three months between providing services and being paid, the accrual basis provides a clearer picture of your month-to-month operations.

The main benefit of using cash basis is that it is simple and easy to understand. The bookkeeping is very straightforward. However, the timing of cash receipts and disbursements can be somewhat random, so there may appear to be months with unusually high or low profits due to timing, when things are actually quite stable. Cash basis financial statements also give a clearer picture of the cash flow of the business.

This is because your financial statements will reflect what you actually earned, rather than what you collected. Using accrual basis may be required by the IRS if your business maintains inventory, or if your sales are over $5 million per year. In addition, if you need audited financial statements, you will be required to use accrual basis accounting. Accrual basis accounting generally provides a more accurate picture of your operations, but does not

When purchasing or starting up a new business, it’s always a good idea to consult your tax advisor for specific advice on your particular needs. THE FIRM

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Developing A Success

Making Their Clients More Efficient written by Maureen Tierney

Rod Smith & Don Stavneak

The Firm Deal Review VOLANO SOLUTIONS Years in Business: 8 Employees: 21 Annual Client Base: 40 Industry: Software & Programming Owners: Don Stavneak & Rod Smith

he Mastercraft is one of the city’s most vibrant hubs for creative types, so it’s no surprise that the space is also the home to some of Omaha’s most innovative software solutions.

Volano Solutions was founded in 2007 in a 220-square-foot cubbyhole of an office. Flash forward to today and owners Don Stavneak and Rod Smith now direct a team of 21 knowledge professionals who create and implement custom-tailored workflow software for local businesses.

VOLANO STRIVES TO NOT JUST MERELY “BUILD SOFTWARE.” THEIR AIM IS TO ESTABLISH DEEP AND BROAD RELATIONSHIPS TO ENSURE THAT THEIR SOLUTIONS WILL POSITION CLIENTS FOR SUSTAINED GROWTH AND SUCCESS. As co-founders with strong backgrounds in coding and software development, Stavneak and Smith have created a company “built by developers for developers.” Both have a keen understanding of what it takes to find bugs or create software solutions, but the business feels its strongest point may be in being able to understand and implement a client vision. The software evolution that has become Volano started when Smith and Stavneak began working together at different com-

panies 15 years ago. Smith’s experience in software sales during the early days of the PC showed him “the power of software” and compelled him to begin building it in his free time. And when most kids were being read The Cat in the Hat, Stavneak began tinkering with code as a 4-year-old. Together they offer a model for success that begins with building momentum in the very first encounter with a potential client. Indeed, the company name itself is from the Italian for “flywheel.” > Winter 2016

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< The owners believe it is vital to “see firsthand [client] business challenges and needs, to understand their vision, and then engage in a long-term relationship,” Stavneak says. The business now manages about 90 projects for 40 clients every year.

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Not only does this allow for diversification and growth, but it also promotes the kind of creativity that leads to continued customer satisfaction, proving that engaged employees make for an engaged clientele. THE FIRM

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Both Smith and Stavneak agree that keeping success local benefits the business as much as does cash flow. Meeting with clients in person develops bonds and removes the pressure of “leading with a product.”

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It’s a philosophy that relies on a commitment to continuous, lifelong learning and improvement. Employees are allotted four hours a week to focus on improving both themselves and Volano, whether that be keeping up with new technology or serving in the community. It’s this cornerstone of the right people working together that leads to the building of professional relationships “beyond sitting next to each other” at work, Smith says.

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The driving force behind this model is differentiation, which Stavneak defines simply as “doing things a bit differently than the next guy.” Volano creates this backbone philosophy by focusing first on hiring for “attitude and aptitude [and] allowing the rest to fall naturally.”

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Smith adds that they seek “good, healthy businesses” that can “paint a virtual canvas and have Volano build it.” But Volano strives to not just merely “build software.” Their aim is to establish deep and broad relationships to ensure that their solutions will position clients for sustained growth and success.

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Fresh Off The Firm:

Featured Listings for Sale Cozy Rustic Midtown Bistro OWNER’S PROFIT $46,308 PRICE $136,000 Open kitchen concept, European-style bistro offering a fresh selection of lunch and dinner items using many locally sourced ingredients and handcrafted meats.

Sales, Install, and Service of Security Equipment OWNER’S PROFIT $107,224 PRICE $240,000 Banks, jeweler, hospitals, and several other business types utilize the services of this 15-year-old business! Focused on financial and security equipment sales and service, this business serves a client base throughout the Midwest.

Hauling & Brokerage Services for Livestock & Agriculture OWNER’S PROFIT $746,236 PRICE $5,250,000 Livestock and grain hauling is the main focus of this business. Experienced employed and subcontracted drivers offer the company the ability to haul to all 48 contiguous states. Business has over $5MM in assets included in price.

**Remotely Operated Supplement & Nutrition Stores OWNER’S PROFIT $996,214 PRICE $5,100,000 This business and brand is a leading provider of nutrition and supplements with units in Wisconsin, North Dakota, and Minnesota. The current owner operates the units remotely from Nebraska.

Dog Daycare & Boarding with 3,200 Clients OWNER’S PROFIT $118,306 PRICE $390,000 Owner oversees 10 hours per week of this upscale pet boarding and spa with more than 3,200 clients and a reliable, full operational staff. The passionate and well-trained staff offer personalized care and exceptional service in high-end dog daycare, boarding, and grooming.

Rentable Inflatable Business OWNER’S PROFIT $24,362 PRICE $62,000 Working only two days a week currently, this inflatables-renting business owner is producing a 91% profit margin while being one of the best full-service bounce house rental companies in town. This company is one of the few bounce rental businesses in Omaha, Nebraska, that is certified by SIOTO.

High-End Gutters Distribution; Owner Only Responsible for Sales & Scheduling

Franchised Restoration With Carpet Cleaning

OWNER’S PROFIT $145,200 PRICE $315,000

OWNER’S PROFIT $150,351 PRICE $430,000

This business is a dealer for high-end rain gutter covers. These products are constructed of high-quality aluminum and surgical-grade stainless steel, and are strong enough to hold up to four feet of snow or 20 pounds of debris! Installations occur from March to October.

This successful franchise has been around for over 60 years! They offer a variety of cleaning services including carpet, air duct, wood floor, and drapery that appeals to the homeowners seeking top-notch maintenance for fixtures and furnishings in their homes.

** Broker’s Choice | 90+ Available Business Opportunities For Sale please visit TheFirmBusinessBrokerage.com for Details Winter 2016

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Joe Heieck

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Using GIS Mapping: Battlefield to Homefront Mapping Out A Growth Plan

written by Maureen Tierney | photography by Bill Sitzmann

GIS ALLOWS PEOPLE TO USE MAPS TO GET SOMEPLACE BETTER, WHATEVER THAT PLACE MAY BE. THE SOFTWARE INVOLVED ROLLS CARTOGRAPHY AND TECHNOLOGY TOGETHER AND TAKES THEM TO A WHOLE NEW LEVEL. HEIECK REFERS TO THIS AS A “DIGITAL ENVIRONMENT.” The Firm Deal Review GIS WORKSHOP Industry: Geographic Information System (GIS) Established: 1999 Reason for Sale: Retirement Servicing States: Six and expanding Employees: 20 Year Purchased: 2015

n a day that changed so many lives, Joe Heieck made a decision that would forever change his. As a college student on 9/11, Heieck was compelled by that day’s events to answer a grieving nation’s need by joining the United States Armed Forces.

After careful consideration, Heieck settled on the Navy, not realizing that this move would shape not only his life but his career as well. He was taking his first steps into the world of geographic information systems (or GIS) and laying down the path to the future acquisition of Lincoln’s GIS Workshop. A graduate of Notre Dame and Harvard Business School, Heieck was drawn to the power of GIS as it allowed for “good thinking skills [and] to connect with people and gather information through intelligence” with the system that is a foundation of the Navy’s analytical platform. As a lieutenant

in the Office of Naval Intelligence, Heieck worked closely with the Navy SEALs. But when he left after eight years of active duty and embarked on his Harvard MBA, he was not yet thinking of transferring his knowledge of GIS into the civilian arena. Rather, he was learning leadership skills and the perspective of an entrepreneurial CEO. Heieck didn’t consider himself “a start-up guy.” Upon graduation he would look instead to “take an existing business and improve it over time.” It would take a year of looking at 200 businesses in every industry across the Midwest and Rockies before “the stars aligned with the right fit and characteristics” to suit his abilities. It just happened to be that the right fit was up the native Nebraskan’s alley and called for his Naval training in GIS. So in January 2015, Heieck settled on GIS Workshop, a company started in 1999 that became available when the owner decided to retire. “Everyone’s seeking information and to get to a better place,” Heieck says. “The heart of information is maps, whether it’s to map a career or New Year’s Resolutions.” GIS seeks to streamline technology to place information and data on a map so that patterns and solutions can be determined. GIS allows people to “use maps to get someplace better, whatever that place may be.” The software involved rolls cartography > Winter 2016

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< and technology together and takes them to a whole new level. Heieck refers to this as a “digital environment.”

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GIS systems require highly intelligent software that integrates, among other things, GPS, aerial and multispectral imaging (a technique that captures data at specific frequencies across the electromagnetic spectrum) to best capture and utilize information, whether it be locating every light pole in an area or doing groundwater studies. GIS Workshop’s biggest client base is local government or, as Heieck puts it, “the bread and butter throughout the Midwest.” He highlights the challenge of gathering information in rural environments by stating that “small counties and towns face the challenge of finding talented people to gather needed data and end up outsourcing” this task. GIS Workshop fills this need with “cost-effective software and all the GIS support” possible. Heieck and his team “offer 100% support and the technicians to perform all edits.” Distance is not a major factor in doing business. The strength of the software and the talent of GIS Workshop’s developers leave clients feeling as if they are in the next room from the help they need. In fact, Heieck has clients in six surrounding states and looks to expand further across the Midwest and Rockies. He plans to utilize both organic and inorganic growth, stating that a good business model doesn’t “push into a territory with its own sales force” but looks into an established arena and takes advantage of the relationships in place. This also applies to GIS Workshop’s development and implementation of software. Those working directly with the software on a local level are highly involved in the construction of databases. Now almost a year into his tenure as CEO of a small GIS company, Heieck makes a point to use the software every day. While he leaves coding and development to his experienced team, he strives to continue to learn the business inside and out. He has a natural ability for communicating and works to “get to know customers and understand

their needs and how to fit [GIS Workshop] into their success.” Beyond helping his team of 20 to do their best work, Heieck continually works to reach out and talk to clients. It is because of this that GIS Workshop can mainly rely on word of mouth to gain new clients and reach into new areas. The added personal touch of open communication with customers certainly appeals to the demeanor of GIS Workshop’s rural base. For Heieck, the act of gathering information isn’t enough to answer the need for data. “People sit on a lot of information and that information is telling a story,” he says. While the data might not produce a story visible to the eye, it can be “manipulated to show the story and let you know where to go.” Heieck also applies this philosophy to the running of GIS Workshop. His immediate focus after the purchase was to professionalize the existing business. While he is present for his team on a daily basis as a leader, he enjoys the challenge of the balancing act of working on the business and working in the business. Like any good CEO, Heieck makes sure to surround himself with the right talent to make this a possibility. What is perhaps unique about GIS Workshop is not just the scale of technology and software used, but the enthusiasm that Heieck has for his company and the industry it serves. “I believe wholeheartedly that [GIS Workshop] is the best in the Midwest,” he says. Not only is he continually impressed by the power of information, but also by the technology that brings it to focus is also a source of excitement. The continued improvement and use of software ensures that “the power of maps is the sky’s the limit.” It seems the same is true for Heieck and GIS Workshop. THE FIRM The Firm Business Brokerage successfully sold this business in 85 days.

Winter 2016

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Bartender to Business Owner Amanda Ransom profits from her passion.

written by Kathy Rygg

Amanda Ransom of Stoli’s Lounge

The Firm Deal Review STOLI’S LOUNGE Reason for Sale: Moved to Colorado Days on Market: Under 120 Days Business Established: 2005 Location: 120th and Dodge Street

manda Ransom loves being behind a bar. She started bartending at age 19, and even after exploring different fields in college, she found herself returning to bartending. Over the years she realized she finally wanted to go into the business for herself. Ransom spent several months looking for the right opportunity, and when it finally presented itself, she set things in motion.

The Firm Deal Review

Winter 2016

Ransom approached two colleagues who had invested in other businesses within the industry, and the three agreed to form a partnership. In February 2015, they completed the purchase of Stoli’s Lounge off 120th & Dodge Street. “The location was perfect,” Ransom says. “It’s right in the middle of the city with a good mix of business and residential, and it’s easy access off of the interstate and off of Dodge. When you market right, you can pull in all that clientele.” The bar quickly underwent a renovation. Ransom says she liked the bones of the space, but it needed to be cleaned up. “The color scheme is much better now, it’s clean, classy, has better drinks, and is a place where women can feel comfortable, which is what I wanted,” she explains. “It’s a good melting pot for people, and even

if you come in by yourself, it’s hard not to have a conversation within five minutes of sitting down.” The process of purchasing the business went smoothly, which Ransom attributes to having a business brokerage like The Firm serve as the mediator between parties. She also says knowing what you want and having a business plan is key to buying any business. “You’re going to succeed if you’re passionate about it, but you also need to know the business,” she says. “Do your research ahead of time.” The partnership turned out to be the right move. The experience of Ransom’s partners is valuable when she needs to make big decisions, but she is in charge of daily operations. “They didn’t just invest in a business, they invested in me, and they trust me,” she

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says. “It’s a great working relationship, and I think we have a good thing going.” Because she’s been in the business so long, Ransom knows what works and what doesn’t. She likes the fact there isn’t a kitchen, which adds a lot of costs to any bar, but food trucks often park right outside. Stoli’s has a heavy emphasis on NFL Sundays and also has theme parties every few months. Next year they plan to put in an outdoor patio as well. “Once we get people in the door,” she says, “they love it, they stay, and come back again.” Even though the first year is going well and Ransom is pleased with the result, she recognizes the need to keep improving and the importance of working hard. “Owning a bar is a lot of fun, but it’s still a business,” she says. “This is where I belong and what I’m good at. I’m on cloud nine and look forward to doing this for the next 30 years.” THE FIRM The Firm Business Brokerage completed this successful deal in 29 days, offer to close.

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Strategic Ownership

Owning Multiple Complimentary Businesses written by Dave Paladino

The Firm Deal Review DAVE PALADINO Number of Employees: 41 Current Businesses Owned: Three— Dino’s Storage, Landmark Group, and Paladino Development Group Best Advice: Diversify, diversify, diversify!

of construction equipment find December to be a busy month because they sell big-ticket items that may have tax implications. • Do your products have anything to do with kids being in school? Partially to protect the tourism industry, the state of Iowa recently made it illegal for schools to start before a certain date. • Is your product a luxury? Owners of affordable housing will see lower amounts of seasonality than sellers of wakeboard boats. • What does the weather itself have to do with your business? Lawn irrigation companies basically shut down from December to March.

Dave Paladino

have evaluated hundreds of opportunities and have owned dozens of businesses. One rule that I have found is that nearly all businesses are seasonal to some degree. Some obvious examples are lawn-mowing firms and companies that sell team gear to high schools and colleges. The first is seasonal due to weather, and the latter is due to the ebb and flow of a different type of season—sports. Especially with summer vacation and other breaks, the window of opportunity for making it in the school market is abbreviated. Whether you are a banker or a potential buyer of a business, it is critical to understand the relative seasonality of any company.

The Firm Deal Review

Winter 2016

The primary question to ask is “Who is the customer?” Many business owners that are deep in the weeds—or are trying to sell—can be tempted to say that there is little seasonality to their success. I advocate a deeper analysis, and here are some questions that I have found to be invaluable: • Is your customer a business or a consumer? • What is the sales cycle? A software package that runs a real estate company that has a long sales cycle will be less seasonal. • What are the tax ramifications of purchasing your product? Sellers

What can you do to combat seasonality? Many owners actually enjoy that aspect of their business. I know several that simply do not work during non-peak months. They cherish time with family. They hunt or fish. They travel. It’s all part of their plan and what works for them. Others like to diversify in a way that counterbalances seasonality. That’s why a lot of lawn and landscaping businesses also do snow removal. Whenever you are evaluating a business, it’s important to understand that most of them are seasonal in some way. And it’s imperative for you to understand the reasons for that seasonality and plan accordingly. THE FIRM

A Publication of The Firm Business Brokerage

Executive Impact

Confidentiality is at the core of business. written by Kathy Rygg

The Firm Deal Review • • •

•

Cash Flowing Businesses For Sale: 105 Current Assets Under Management: Over $80MM Professionals: In-House Counsel, Internal Accountant, Paralegal, Research Analyst, along with nine other full-time Industry Experts Competitive Advantage: Our People—we boast the largest full-time staff of deal specialists and Our Proprietary Process— confidentially pairing Buyers & Sellers

Susanne Miller, In-House Legal Counsel for The Firm Business Brokerage

uying or selling a business is all about relationships, and at the heart of every good relationship is trust. It starts with establishing trust between the business brokerage and the client. That trust comes through both parties agreeing to protect sensitive information about the business and its inner workings. A legal agreement in the form of a Mutual Confidential Disclosure is necessary to help ensure those expectations are clearly outlined and understood by both parties. Business owners have often spent years working hard to build their company, so it’s only natural they are hesitant to share information. They don’t want their intellectual property to get in the hands of competitors, other clients, or even friends. It’s no different than not wanting to share personal or financial information with your neighbor down the street. “Once the client understands that we are providing a service to

them and trying to learn more information so we understand the business, then they feel more comfortable,” says Susanne Miller, In-House Legal Counsel for The Firm Business Brokerage. But that trust and understanding must extend both ways. Not only does the client need to feel comfortable that the brokerage representing them will protect their information, the brokerage company needs to feel comfortable that the client won’t share information about their process as well. “The Mutual Disclosure Agreement puts legal obligations upon both parties when dealing with confidential information,” Miller says. “Just like a client doesn’t want us to share their information, we ask that they do not share our process.” Just what type of information does the Mutual Disclosure Agreement cover? It applies to all business and technical infor-

mation, including specifications, drawings, software, current and future business plans, product samples, and written, electronic, and verbal descriptions of products. However, it does not apply to information that is generally available to the public. And any information shared is specifically for the purpose of evaluating a possible business relationship. Having a formal agreement in place gives both parties one less thing to worry about. “Clients feel more secure when there is a contract that obligates us to do what we say we are going to do,” Miller adds. “We sign this document with every seller and with every buyer to set the relationship expectations right away.” And having that trust from the beginning is what helps set the tone for a successful working relationship for everyone involved. THE FIRM Winter 2016

The Firm Deal Review

omahamagazine.com WINTER 2016 |

OMAHA CVB

BY KEITH BACKSEN

OMAHA RESIDENTS HIT THE TOURISM JACKPOT Imagine winning a lottery jackpot worth $1.1 billion dollars and someone else paid for your winning ticket. That’s exactly how tourism works here in Omaha—visitors pay for the ticket and you get to claim the prize. And that prize just hit a record high. New economic impact research shows more people are visiting Omaha and spending more in the city than ever before. Close to 12 million visitors spent more than $1.1 billion in Omaha during 2014. That’s the equivalent of someone spending $130,000 every hour of every day for an entire year. With that much money, there are a lot of winners. Most of that $1 billion jackpot goes to restaurants and retail shops—50% of every dollar a visitor spends in Omaha is for food and shopping. Hotels, rental car companies, airlines, gas stations, and attractions also win big.

But so does the state, county, and City of Omaha. Visitors paid more than $140 million in state and local taxes in 2014. And that’s where you win. According to research conducted by Tourism Economics, an Oxford Economics Company, visitor spending saves each Douglas County taxpayer $682 every year. If tourism didn’t exist, your taxes would go up or government services would go down. With five straight years of tourism growth, Omaha is on a roll. In fact, the amount of money visitors are spending in Omaha is outpacing the national average. According to the U.S. Travel Association, visitor spending nationwide increased 8.4% from 2012 to 2014, while in Omaha visitor spending increased 11% during that same time frame.

In 2016, Omaha hosts the U.S. Olympic Swim Trials, and Omaha’s Henry Doorly Zoo and Aquarium plans to open its new African Grasslands exhibit. As the city continues to add experiences worthy of the valuable travel dollar, visitors will continue to gamble on an Omaha getaway. And when that happens, the house wins! B2B

Keith Backsen is executive director of the Omaha Convention & Visitors Bureau

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B2B OMAHA MAGAZINE

volume 15 | issue 4

FACES | BY DANIELLE HERZOG | PHOTOGRAPHY BY BILL SITZMANN When George Behringer retired as a certified public accountant from PricewaterhouseCoopers 13 years ago, he had no idea that he’d end up busier than when he was working full-time. As Honorary Consul General of Japan at Omaha, Behringer is working daily to help bridge a greater understanding and respect for Omaha’s sister city of Shizouka, Japan. It’s a relationship that started years before Behringer took over the position in 2010 from Dr. Ron Roskens, who served as president of the University of Nebraska system from 1977 to 1989. The partnership originated 50 years ago when the downtown Rotary Club of Omaha recognized that the city needed to become more global and move towards developing new international economic opportunities. Motivated not only by the desire to understand other cultures, these forwardthinkers wanted to look at ways to expand their businesses and encourage new ventures that offered the chance for Nebraska to be an option for overseas companies. And Shizouka seemed like the perfect match. With their main industry being that of agricultural development, Shizouka was a city with businesses and practices that aligned well with Omaha. But that relationship didn’t come easy.

GEORGE BEHRINGER CELEBRATING 50 YEARS OF THE SHIZOUKA SISTER CITY PARTNERSHIP

Omaha had to go through what Behringer calls a “beauty contest.” Other cities were interested in establishing that union, but Shizouka saw the great potential in Omaha and ultimately selected the city for a partnership. It’s been a partnership that has served both cities extremely well. “Overall, Omaha’s projected a better global image as a result of the sister city relationship to welcome foreign direct investments into the Omaha area,” Behringer explains. That includes attracting companies like Gavilon, a global graintrading business purchased by Marubeni in 2013, and Solutionary, a security services

omahamagazine.com WINTER 2016 |

We are

provider purchased by Nippon Telephone & Telegraph (NTT) in 2013. Both businesses were operating in Omaha prior to being acquired by Japanese companies. Behringer’s role is that of a diplomat. After originally being recommended by Dr. Roskens, the Japanese Ministry of Foreign Affairs interviewed Behringer, then submitted his name to the U.S. Department of State for approval. He’s just been reappointed for a second term of building bridges between Nebraska and Japan.

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Perhaps Behringer’s most ambitious undertaking to date is the 50th anniversary celebration occurring this year. Shizuoka has sent more than 100 emissaries to participate in the celebration, and Omaha has sent more than 60 counterparts to Japan to participate in cross-anniversary events. Following the anniversary, Behringer’s goals are to expand such initiatives as educational exchanges, cultural activities like Ikebana flower arranging, Japanese culinary arts and language programs in area high schools, and the American Japanese School in Omaha—all built on a foundation of promoting trade between Nebraska and Japan.

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“People are respectful,” he says, “and they are curious about Americans. It’s through them that the sister city relationships have been sustained. The leaders and mayor of Shizuoka have been so supportive and we are grateful for that relationship.”

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The program has also expanded to six other cities around the world. Omaha now also has sister city relationships in Germany (Braunschweig), Lithuania (Šiauliai), Ireland (Naas), Mexico (Xalapa), and, most recently, China (Yantai). Behringer believes the key to a successful sister city relationship isn’t in economics or businesses, but rather the people.

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volume 15 | issue 4

B2B OMAHA MAGAZINE

FACES | BY MIKE WATKINS | PHOTOGRAPHY BY BILL SITZMANN

DAVID BROWN AWARD/REWARD AT THE GREATER OMAHA CHAMBER David Brown and the Greater Omaha Chamber are batting .1000 this year in the awards department and couldn’t be more excited.

Omaha talent and workforce initiative, and the array of growth-focused services it offers, including its THRIVE business assistance program and YourBizAssist.com.

And maybe a little superstitious. “We’re one-for-one,” says Brown, the organization’s president and CEO. “Maybe it’s time to retire,” he adds with a laugh. In reality, however, retirement is the farthest thing from his mind after the Omaha Chamber was chosen as the 2015 Chamber of the Year by the Association of Chamber of Commerce Executives (ACCE). Brown accepted the award—as well as the 2015 Chairman’s Award—last summer at the ACCE’s Annual Convention in Montreal. Judging for the award considered organizational excellence, member services and connections, and programs/initiatives. Among other elements, the chamber’s application highlighted its “We Don’t Coast” branding initiative, its Greater

This marks the first time the Omaha Chamber has taken the steps to apply for the prestigious award—and according to Brown, who celebrated 12 years as the president and CEO this year, this recognition is a reflection of the membership and business community as well as the dedication of chamber staff. “We’ve never applied for the award before,” Brown adds, “but we knew we had done some amazing things this year and decided to apply.” Brown was the executive director of the chamber in Greenville, S.C., before coming to Omaha. “Awards like this not only give the chamber and its membership national credibility, but they also give the city more credibility. It’s another positive step toward continuing to brand the city and change national perceptions.”

The ACCE Chamber of the Year honor is the nation’s only award recognizing the dual role chambers have in leading businesses and communities. Those honored with this designation have demonstrated organizational strength and made an impact on such vital community priorities as education, transportation, business development, and quality of life. This year’s competition drew 33 entries from chambers throughout the U.S. To ensure the fairest competition, applicants are grouped into five categories based on annual revenue, membership, area population, and several other factors. In accepting the award, Brown was quick to acknowledge the collaborative role that the business members play in allowing the chamber to focus on the big picture of growth, business engagement for the membership, and community.

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“My name may be associated with these awards, but these are honors and recognition that everyone involved with the Omaha Chamber should be proud of because we accomplished them together,” he says. “These are both team awards shared by everyone.”

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In Brown’s view, he couldn’t have focused his time and energy toward the Horizon Initiative without the ongoing support and stability of the Omaha Chamber membership and dedicated staff alongside him.

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“Without David’s help, wisdom, and encouragement in interpreting information and exchanging ideas, the report and the launch of the multi-year 2025 project would never have happened,” Baldrige said at the awards event.

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In his presentation, ACCE’s immediate past chairman Tom Baldrige detailed Brown’s commitment to the association, highlighting his role as chairman of ACCE’s Horizon Initiative Task Force. That group created the architecture of the Chambers 2025 Report, which outlines eight influences that will impact all chambers in the next decade.

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Brown’s individual Chairman’s Award is given annually to an individual or group that has made a significant contribution to the betterment of the chamber profession.

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“This award recognizes chambers that can move forward and do impressive things in the community because they don’t have to spend time putting out fires or struggling to assist members,” Brown says. “Because of this, we were able to focus on the ‘We Don’t Coast’ branding initiative, business retention and development, and successful overall execution.”

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B2B OMAHA MAGAZINE

PLAYING BIG

by Scott Anderson

RETAINING YOUR ROCK STARS The fastest way for companies to drive away rock star talent is well documented: micromanage them.

To train underperforming coaches, Google hired coaches from my alma mater, CTI, in San Francisco.

To retain them forever? Also well documented: coach them.

“We were able to have a statistically significant improvement in manager quality for 75% of our worst-performing managers,” Bock said in the same article. The remaining 25% of the managers who couldn’t—or wouldn’t— learn to coach don’t manage anymore.

Well documented by whom, you ask? None other than two of the world’s top trendsetters in management and corporate culture: Google and ADM. Archer Daniels Midland? Yeah. So, let’s start with Google. In 2009, Google launched Project Oxygen, a research initiative to understand how its most successful managers manage. For a full year Google’s statisticians datamined more than 10,000 quantitative observations of ideal manager behaviors. As Laszlo Bock, then Google vice president of people operations, said in a Wall Street Journal interview, “The starting point was that our best managers have teams that perform better, are retained better, are happier, and do everything better. The biggest controllable factor that we could see was the quality of the manager. So what if every manager was that good?” One year later, Google came to some telling conclusions. Managers that naturally practiced an empowering style of trusting rock stars to perform like rock stars were considerably more successful than those who hovered over their direct reports as if they were incompetent children.

Their 33,000-plus rock stars now perform at a much higher level than before and are much more likely to be retained by Google. And Google is among the 10 most profitable companies in the Fortune 500. But what about ADM and their likesized team of 30,000 rock stars? While the notion of “coaching” may conjure up images of Silicon Valley startups with meditation rooms and beer on tap, ADM, the 112-year-old agri-business colossus based in Decatur, Illinois, is one of the leading proponents of “coachingbased performance improvement.” While Google launched Project Oxygen in 2009, ADM initiated Coaching to Win (CTW), a program to train managers to coach direct reports that inverted the traditional, top-down management technique. Since then, CTW has reaped breakthrough ideas to cut costs, improve efficiency, and increase the bottom line. If lower costs and higher profits don’t sell you on this style of coaching, maybe eliminating the annual torture of performance reviews will.

According to CTW creator, Jane Pierce, ADM’s former vice president of talent development, “A far better use of management time than reviewing past performance is coaching rock stars to high performance in real time throughout the day.” A meta-analysis by Bersin & Associates found that corporations which employ a coaching management style have 21% better overall business results than peer companies. In markets like Omaha, which enjoys virtually full employment even after ConAgra’s cuts, it’s very much a rock star’s market. So hire rock stars and treat them as such to enjoy the highest retention rates. Handle them like incompetent children, especially in Omaha, and you won’t be handling them for long. B2B

Scott Anderson is CEO of Doubledare, a coaching, consulting, and search firm.

omahamagazine.com WINTER 2016 |

FROM PAGE 19

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omahamagazine.com WINTER 2016 |

Being in charge of other companies’ digital livelihoods means that Cosentry constantly has to stay up-to-date on possible security threats and performance issues with a customer’s IT system, according to Vice President of Product Management Craig Hurley. By keeping up with the increasingly frequent stream of operating system updates, for example, Cosentry delivers value in an area that could otherwise be vexing and time-consuming in a smaller company’s IT department, which is often defined as “Joe, the guy who handles IT, accounting, payroll, and ordering office supplies.” Cosentry assumes end-to-end patch-management so the process is transparent to their client. “We’re able to mitigate customer risk,” Hurley says, “and do it in a way that most organizations can’t do. They’re just not able to keep up with all of the potential breaches out there or employ and train individuals that are capable of really staying on top of this.” “There’s a lot of companies that are focused on security-only issues,” Hokamp says, “but we aren’t seeing a lot of them that can provide the set of comprehensive capabilities that we offer.” Visit cosentry.com to learn more. B2B

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B2B OMAHA MAGAZINE

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Also notable is the company’s transformation of the 1898 Burlington Passenger Station into a state-of-the-art television station for KETV. Among the project’s chief designers was Leo A Daly architect Sheila Ireland. Objectives included an initiative to keep the past visible where possible, allowing the building to tell its own story. Throughout the building are signs of the original 1898 Greek Revival design, its dramatic 1930s renovation, and updates from the 1950s. In one space, plaster from a bygone era has been cleverly framed as wall art. Even signs of the station’s 40-year vacancy remain visible. Perhaps only a firm that’s been around nearly as long the station is wise enough, bold enough, to take such an approach.

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FROM PAGE 21 Interface serves largely nontraditional students. “Currently 80% are full-time employees,” and 10%, she says, are minorities. “Most are mid-career, late 20s-early 30s, just looking for a way to transition into a new career in web development or tech or to add more skills in order to add more value to their organization. We usually have a stay-at-home mom or two in every class.” Interface requires that prospects complete an on-line application, in-person interview, and assessment.

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“That’s an important part of what we do. Students really get excited about creating something that is their own by applying what we’re teaching to something very specific. It’s pretty impactful knowing you’re helping organizations who otherwise couldn’t afford development work. It’s a great way for students to get experience working with a client and building a real-world product. It’s good for clients to understand what it’s like to work with developers.”

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“Students complete weekly evaluations of their performance and how they feel about the class. It allows us to make tweaks and changes as they’re going through it. Students constantly apply what they learn, build on what they know. It’s all pretty hands-on. We’re able to get you to a level of proficiency where you’re marketable at the end.”

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“There’s so much to web development that cannot be taught in a class. Even if you’re a great technologist, if you can’t work well with people it makes it difficult to stay employed or get promoted. Skills like collaboration, project management, and communication are important no matter what our students decide to do outside Interface.”

omahamagazine.com WINTER 2016 |

Thanks for Voting S&W Fence the Best Again in 2015! aha Maga z Om

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“We’re happily surprised with how much traction we’ve gained in terms of employer support. We have several companies, including Hudl and Agape Red, that offer tuition reimbursement for our students.”

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Dorsey says employers are hiring and promoting Interface grads. Some employers partner more directly with Interface.

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Dorsey and her partners have cultivated “close relationships” with the AIM Institute and the Greater Omaha Chamber. Additionally, Heartland Workforce Solutions provides financial assistance and Lendlayer offers tuition financing.

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From the school’s inception Dorsey’s been its most public face through the networking and training she does.

70 Years of Business in Omaha!

“I started offering free workshops through the Omaha Public Library. It proved a great way to get Interface’s name out there and help people get exposed to web development and all the opportunities available. Since then I’ve transitioned to teaching at small startups almost every weekend. We’re starting to offer workshops outside Omaha.”

402.733.5500 | 4315 South 50th Street

She says when Interface announced its bootcamp approach, some skeptics questioned its effectiveness.

Steve Kowalski

“Our average reported starting salary is $51,000 after training with us.

Call or Text Message (402 ) 453-6000 abetterexposure.com steve@abetterexposure.com

“We’ve had students make $20,000 a year more in a new position. That’s a pretty incredible return on investment. So, the outcomes are real and what students are able to do is real and their jobs are real.”

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Visit interfaceschool.com to learn more.

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“I really do enjoy it so much and I love what we’re able to do in terms of the life changes we help facilitate and get to witness. I could not ask for a better job.”

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For Dorsey, having a hand in making people tech-savvy and empowered is a heady thing.

Passion. Creativity. Experience.

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volume 15 | issue 4

B2B OMAHA MAGAZINE

Discover what thousands of CEOs already know. Vistage works. If you are a CEO, key executive or business owner, call 402.401.7560.

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Get answers. Take action. Like you, the members of a Vistage Advisory Board are proven business leaders and critical thinkers. They have smart ideas and insightful opinions and this is the forum to express them. At our monthly meetings, you’ll encounter lively discussions where business leaders tell it like it is. If you find that refreshing, then be our guest at our next monthly group meeting.

omahamagazine.com WINTER 2016 |

OFFICE FURNITURE

THE INTERNET OF THINGS

WHAT IS THE INTERNET OF THINGS? Kevin Ashton is believed to have introduced the term at MIT in 1999. Simply put, the IoT is the rapidly expanding concept of connecting people and things. It relies on Wi-Fi and/or Bluetooth-enabled objects, sensors pulling information from the object, a wireless internet connection, and resources compiling, analyzing, and visualizing the collected data. Several factors are contributing to the explosion of the IoT. Broadband Internet is more widely available and the cost to connect continues to drop. More devices are Wi-Fi enabled with smaller, less costly, and more powerful sensors. The costs to analyze data are coming down, and smartphone penetration is skyrocketing. All of these contribute to the IoT.

BUILDING-CENTRIC APPLICATIONS •

Enhance sustainability by applying actual use and occupancy data to manage building infrastructure.

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Improve flexibility using real-time data to drive workplace change and reconfiguration.

IoT applications fall into two broad categories: Intelligent Building

Can you turn down the thermostat from your smartphone? Are you wearing a Fit Bit®? Does your smartphone help you locate an available conference room at work? “Yes” to any of these means you’re experiencing the Internet of Things (IoT). Although the term has been used in technology circles for years, it’s only now becoming the focus of more mainstream discussions.

BY DOUG SCHURING

WHAT DOES IT MEAN FOR THE WORKPLACE?

Basically, a “system of systems,” already used in buildings today. Sensors adjust window shades and temperature based on sunlight entering the building. Embedded sensors monitor mechanical systems to improve efficiencies and sense failures before they occur. Presence Awareness Today, security badges are linked to a central database. Swiped at a card reader, the user is recorded entering and/or leaving the building. Compiled data may measure use and occupancy of the building. For some, a user’s smartphone provides presence awareness—who the user is, where the user is in the building, available workspaces relative to the user, where colleagues are located, and a path to reach them.

ORGANIZATION-CENTRIC APPLICATIONS •

Monitor wellness programs based on individual biometric data pulled from wearables, smart phones, or sensors embedded in seating or height-adjustable tables.

Imagine a range of workplace applications for the IoT as devices continue to shrink, technologies become more powerful, and costs continue to fall:

PEOPLE-CENTRIC APPLICATIONS •

“Push” workplace information (temperature, light, noise levels) to users based on personal preferences and work to be completed.

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Support wellness by alerting users it is time to move/stand based on real-time biometrics.

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Improve meeting effectiveness by alerting leaders when participants’ biometric data indicates they’re not alert, connected, or paying attention.

Doug Schuring is the director of sales administration at All Makes Office Equipment Co.

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volume 15 | issue 4

B2B OMAHA MAGAZINE

ETHICS

BY BEVERLY KRACHER

MORALLY MUTE “While at work a few months ago,” a local businessperson once related to me, “I was with a couple of employees talking not about anything in particular, just chatting about random things. One of the people brought up another co-worker’s sexuality (they were not present). This person was very vocal about their beliefs and disgust of homosexuality. I was uncomfortable with the comments being made. I picked up my coffee mug and said, ‘I have to get to work’ and left. But afterwards I felt guilty. Should I have done something differently?” The uncomfortable situation concerned sexuality, but it could just as easily have been about a coworker’s race, religion, or economic status. Someone talks negatively about a co-worker and the words cut deep. We don’t agree, but remain silent. Then we chastise ourselves for our weakness. We hit ourselves. We are bad, bad, bad for not being stronger. But then again, are we weak and bad? Or are we just smart? The workplace is about getting the job done. When is it our role to engage a person in what could easily become a shouting match about ethics?

When we believe in our gut that something is wrong but don’t speak out about it, we are “morally mute.” Notice that muteness itself can sometimes be a good thing. Biologists tell us that it is a survival mechanism. It is a technique mankind learned in order to protect ourselves from the prowling lions and tigers. The species that knows how to remain silent in the face of danger is the species that outlives others. On the other hand, muteness can also be a downfall. If we don’t scream when we see a car is about to run into us, a distracted driver may miss a potentially lifesaving alert. Making our presence known and not being mute can also be a very good thing. So when is moral muteness right or wrong? When should we remain silent, and when should we speak up at work? An answer to these questions comes from reflecting on our motivations. Moral muteness is wrong when it is a result of rationalization. If we are silent about our moral beliefs just because we want don’t want to rock the boat, we want to fit in, or we don’t want to mess up the team, then we are rationalizing. These rationalizations tend to arise because of fear, but it is always our role to protect each other from the oncoming car, so to speak. And we might be scared because we don’t have the tools to express our beliefs in a way that doesn’t end in a shouting match, or analogously, that doesn’t run both the driver and the pedestrian off the road.

Like most things in life, moral muteness is overcome with practice. Some of the best firms in Omaha have initiatives for employees to practice their communication skills in role-playing ethical scenarios with colleagues they trust. I know of at least 16 organizations that do this, both for-profit and non-profit: Access Bank, Arbor Bank, Avenue Scholars, Centris Federal Credit Union, the Douglas County Treasurer’s office, General Service Bureau/ Early Out, Heartland Family Service, Hayes & Associates, Kiewit, Mutual of Omaha, NECA, NEI Global Relocation, OPPD, Seldin Company, and SilverStone Group. These firms deserve a shout-out because they recognize that employees who know how to overcome moral muteness become stronger as individuals. Their teams are made hardier, more resilient. And those are assets that go straight to the bottom line. B2B

Beverly Kracher, Ph.D. is the executive director of Business Ethics Alliance, and the Daugherty Chair in Business Ethics & Society at Creighton University.

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