B2B December2022/January2023

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EXECUTIVE

publisher

Todd Lemke

associate publisher

Bill Sitzmann

EDITORIAL associate editors

Kim Carpenter

Julius Fredrick

Linda Persigehl

editorial intern

Annie Carpenter

contributors

Dwain Hebda Jeff Lacey Sara Locke

Lisa Lukecart Kim Reiner Kara Schweiss Joel Stevens

INFORMATION advertising information 402.884.2000 subscribe online omahamagazine.com/ pages/subscribe

B2B Magazine is published six times annually by Omaha Magazine, LTD, P.O. Box 461208, Omaha NE 68046-1208. Telephone: 402.884.2000; 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.

CREATIVE creative director

Matt Wieczorek

sr. graphic designer Mady Bubb graphic designer 1 Renee Ludwick

photographers Katie Anderson Keith Binder Scott Drickey Sarah Lemke

SALES executive vice president sales & marketing Gil Cohen branding specialists Dawn Dennis George Idelman contributing branding specialists

Greg Bruns Tim McCormack assistant to the publisher Sandy Matson senior sales coordinator Alicia Hollins sales coordinator Sandi McCormack appointment setter Heidi Slaughter

OPERATIONS Business Manager

Kyle Fisher

ad traffic manager David Trouba

digital manager Luis De la Toba distribution manager

Damian Ingersoll

FROM THE EDITOR

REACHING NEW HEIGHTS

O ur annual Women in Business issue of B2B is always one of our top performers, both in advertising sales and online readership. This year’s issue is bound to get some extra looks with Omaha Mayor Jean Stothert gracing our cover. We first featured Mayor Stothert in our city pub, Omaha Magazine, in 2013 at the beginning of her first term in office. It was great catching up with the ‘CEO of Omaha,’ now a decade into her civic role, for B2B. In a rather candid interview, Stothert shared her biggest financial challenges as mayor, the accomplishments she’s most proud of, and her vision for growing Omaha.

The following pages share Stothert’s story, as well as those of other women leaders spearheading change and creating community at companies, professional services, and charitable groups in the metro. YMCA of Greater Omaha, Papio Fun Park, Budget to Success, VidaNyx, Dreamweaver, The Busy Vegan, Omaha CVB, among others. They’re being led by some of the most innovative, service-oriented, problem-solving personalities around. I encourage you to peruse the book, find several stories you connect with, and be inspired by their success.

Be sure to also check out our annual Best of B2B ballot on pages 37-38 and vote for your favorite busines-to-business vendors and services in the metro. Help recognize those companies that make Omaha a great place to live and work, and drive our strong, steady economy.

And cheers to the ladies who continue to reach new heights.

B2B

Linda Persigehl is an associate editor at Omaha Publications.

She can be reached at linda@omahapublications.com

“THE RIPPLE EFFECT THESE DREAMS CAN HAVE ON A FAMILY IS REALLY THE COOLEST THING ABOUT IT ALL. THESE FAMILIES ARE LEAVING WITH MEMORIES, AND THEN WE SEE THEM COMING BACK TO VOLUNTEER BECAUSE OF WHAT THE EXPERIENCE MEANT TO THEM.”

-LAKELYN EICHENBERGER, PH.D.

IT’S NEVER TOO LATE TO DREAM

DREAMWEAVER PROVIDES UNFORGETTABLE EXPERIENCES FOR FAMILIES

Western society so frequently airbrushes old age that it’s easy to overlook that everyone grandparents, parents, and eventually, oneself must face the decision of how to spend their twilight years. For those lucky enough to make it into advanced age, their children and grandchildren often take on the daily care of a loved one, or the elderly move into in a facility where 24/7 care is available.

Paul and Lori Hogan saw the need for another option for people who desire the independence and autonomy of home living. They founded Home Instead in 1994 to offer help for adults to age in place with the support of knowledgeable and compassionate care professionals. The Hogan’s daughter, Lakelyn Eichenberger, followed her parents’ lead, earned her doctorate, and became a gerontologist. Today, she’s a care advocate with Home Instead, the national team coordinator for the Alzheimer’s Association, and president of the board of directors of Dreamweaver Foundation.

“My grandmother had 12 kids rally around and keep her home,” Eichenberger recalled. “My parents thought, what do other families do? Deep down, people want to provide that hands-on care for their aging loved ones. But not everyone has the capacity to do so. Home Instead comes alongside families to provide where they cannot. So much of our work isn’t the transportation or the tasks on our list. It’s companionship. It’s reducing the isolation and loneliness that’s been described as an epidemic among the elderly.

“That’s why I’m so passionate about Dreamweaver,” Eichenberger continued. “It aligns so well with my personal passions and brings so much joy.”

Dreamweaver is a nonprofit organization founded by Carson Wealth’s Ron and Jeanie Carson. The foundation facilitates and documents unforgettable experiences for the elderly and their families, many of whom live on fixed incomes and may find hosting family get-togethers unaffordable.

The first dream that got me hooked,” Eichenberger recalled, “...her name was Poppy. She just wanted to see her family. There was some estrangement, some hard feelings, and heartbreak. But it was around Thanksgiving, and we knew we could put it all together.”

But it’s not just about showing up for a goodbye; it’s also about honoring and sharing an entire lifetime before those stories are gone.

“We got to learn Poppy’s story and put it together in a book for her family. They got to learn about her achievements, even a Presidential award she’d received for her volunteer work. She just wanted to see her family, but they got to see her in a new light before [the opportunity] was gone.”

“Dreamweaver is such a giving organization,” said Becky Young, whose mother Ruth recently received a Dreamweaver experience. Ruth was struggling to adjust to dependent living at Sumner Place, a skilled nursing facility, and the care home’s dietician nominated Ruth to boost her spirits. “With no expectations of anything in return, they

show up to serve the person receiving the dream, and they don’t miss a thing,” Young added.

Dreamweaver worked with Young to learn about a few of Ruth’s favorite things, and most of those things were family. “They brought us all together, even flying out family from Arizona.”

Ruth was picked up from Sumner Place in a luxury SUV, then brought to Venue Restaurant & Lounge in Lincoln for her favorite, a lasagna dinner. A professional photographer was on-site to capture the heartwarming moment, and a memory book was provided to both Ruth and her daughter, along with a thumb drive of every photo taken.

Dreamweaver Foundation has a unique knack for finding a way to bring each dream to fruition. A trip to Mall of America, a can’t-miss concert, or sourcing 100 letters for a 100th birthday. When dreamer Nancy wanted the stories she had always told her sister, Linda, to be preserved, the foundation spent over 100 hours transcribing notebooks, meticulously editing, and finally publishing and printing Short Stories for Linda, My Sister.

“The ripple effect these dreams can have on a family is really the coolest thing about it all,” Eichenberger concluded. “These families are leaving with memories, and then we see them coming back to volunteer because of what the experience meant to them.”

To nominate someone for a Dreamweaver experience or to donate and/or volunteer, visit Dreamweaver.org

BIZ + GIVING | STORY BY SARA LOCKE | PHOTO BY BILL SITZMANN

CREATURE COMFORTS

VETERINARIAN’S PASSION FOR ANIMALS DRIVES HER PERSONALLY AND PROFESSIONALLY

DDr. Amanda Jondle provides care for animals all day, every day at her busy veterinary practice, Florence Animal Hospital. Since purchasing the practice from its retiring owner in January 2022, it’s been a year of late work days and long weeks for Jondle and her staff; not only seeing patients but maintaining inventory, managing the books, and other operational duties. One might assume that Jondle would want to get away from it all during her precious free time. Instead, she takes care of more animals, from four cats and four dogs nearly all rescues to herds of goats and pigs, as well as a horse on the acreage north of the city she and husband Anthony recently acquired.

“Our animals are our babies, essentially. They’re part of the family,” she said, adding that several Jondle pets started as “foster failures” the couple couldn’t bear to let move on. “We probably get too attached…and then it’s hard to say goodbye.”

Jondle’s friend and veterinary school colleague Haley Roecker, DVM, characterized Jondle’s dedication during and beyond work hours as a passion for caring for animals.

“AMANDA LIKES TO STAY BUSY AND SURROUND HERSELF WITH A VARIETY OF ANIMALS. HAVING A SMALL FARM WITH A HORSE, PIGS, AND GOATS IS WHAT IS FULFILLING FOR HER.”

-HALEY ROECKER

“Amanda likes to stay busy and surround herself with a variety of animals,” she said. “Having a small farm with a horse, pigs, and goats is what is fulfilling for her.”

“I grew up on a farm,” Jondle said. “And that’s always kind of been where I wanted to end up, on a farm. So, we did everything we could to make it happen.”

Another thing Jondle wanted to make happen, and from a very early age, was to become a veterinarian. “When I knew what a vet was, that’s what I wanted to do,” she said. “There was really no ‘plan B.’”

On her family’s farm in eastern Iowa, Jondle helped attend to the family’s pets and livestock, which included llamas and horses. She also had a soft spot for wildlife caring for orphaned baby raccoons, bottle-feeding baby bats, and even sheltering an injured chicken in the bathroom of the house during its recovery. By the end of elementary school, she was volunteering at a nearby veterinary clinic, walking dogs and cleaning food and water bowls. At 14, she obtained a work permit. “I pretty much grew up in that clinic.”

Later, Jondle graduated from Iowa State University’s College of Veterinary Medicine. She also studied acupuncture for small animals and horses at the Chi Institute of Traditional Chinese Veterinary Medicine in Florida. Jondle practiced small-animal medicine and surgery at several clinics in Tennessee, as well as locally, before launching her own practice.

Jondle emphasizes educating her customer pet owners, from the first new puppy or kitten visit through every regular exam or illness/injury consultation. An experienced writer, Jondle is also building online resources and a social media presence for the practice. The staff enjoys the company of a clinic kitty a diabetic cat who was originally brought in to be euthanized; now she gets the care she needs and “loves on” everyone at the office.

As for the critters at home, Jondle said she appreciates having a spouse who also loves animals and works from home. This ensures that cats and dogs Bentley, Riley, Emmy, Darlene, Oliver, Ralphie, Addie and Katniss plus the goats and baby pigs get the care and attention they need.

It’s a busy life, but there always seems to be room for one more animal. Jondle is happy to be working with a horse again now that her 5-yearold palomino, Chevy, has been transferred from a boarding stable to her property. Now, she can ride more frequently an act she said is a great stress reliever at the end of a busy day. “We’ve got some training to do still. I wanted a horse that wasn’t super old. We can train and kind of learn things together.” Visit florenceanimalhospital.net for more information.

B2B

AFTER HOURS | STORY BY KARA SCHWEISS | PHOTO BY BILL SITZMANN

-AMANDA JONDLE

AMANDA JONDLE WITH HER 5-YEAR-OLD PALOMINO, CHEVY; ONE OF MANY ANIMALS ON HER ACREAGE NORTH OF OMAHA.

“I WANTED A HORSE THAT WASN’T SUPER OLD. WE CAN TRAIN AND KIND OF LEARN THINGS TOGETHER.”

THE VIDANYX NICHE

THE OMAHA TECHNOLOGY FIRM’S CUSTOMER BASE HAS GROWN TO 8,600+ AGENCIES ACROSS U.S.

“I nnovation is empathy turned into action.” The popular mantra of longtime Microsoft CEO Satya Nadella sums up a corporate ethos that meets customers where they are, answering needs, sometimes even before they realize them. The ability to understand and feel what others experience isn’t only critical to the work of multinational tech giants. It’s at play right here in Omaha, at tech start-up VidaNyx, a cloud-based video management solution for child advocacy centers and organizations that help victims of human trafficking and abuse. Founded in 2018, VidaNyx (pronounced Vee-DA-Nix) came about as the answer to a very particular problem: how to best archive and disseminate the recorded forensic interviews of sexual assault survivors. In short, a better way for the multidisciplinary teams dedicated to these survivors to preserve sensitive testimony, enable collaboration, and save valuable time and resources.

For years, the handling of forensic interviews has been largely analog. VHS tapes, then DVDs and flash drives, were copied and mailed, passing through countless hands. A survey conducted by the company in January showed two-thirds of forensic interviews are still processed and transferred as physical media. “Child advocacy centers record their forensic interviews so these children don’t have to recount that experience multiple times to all the different partners,” said Sara Boyd, CEO of VidaNyx. “However, the more copies you make, the more opportunities for mishandling or human error, or [for copies to be] intercepted for malicious intent.”

VidaNyx has made a name for itself digitizing these interviews. It put the sensitive files in the cloud behind military-grade encryption where access is strictly controlled and instantaneously available to parties that need them. The platform currently serves a network of more than 8,600

agencies across the country. To date, more than 115,000 forensic interviews have been protected. Customers report savings of up 90% of the total cost of forensic interview-sharing per case.

Just how VidaNyx happened has its roots in Omaha, in a series of roundtable meetings in 2017 arranged by Boyd, who was at the time director of the Omaha Community Foundation. Those gatherings matched area social services organizations and Seattle-based Giving Tech Labs. Founded by Shelly Kurtz and Luis Salazar in 2016, Giving Tech is an incubator aimed at bridging the innovation gap for public interest. “They wanted to interact with interesting thought leaders in the social sector who may have challenges technology may help address,” Boyd said of those meetings.

Housing, mentoring, and mental health access were big topics of discussion. Project Harmony, a leader in child protection and advocacy in Omaha for over two decades, had a strong presence in those meetings. They were already working on how to better streamline the forensic interview process when they crossed paths with Giving Tech. A year after those initial meetings, Giving Tech returned to market with its VidaNyx platform. Its very first client was Project Harmony. Shortly after, VidaNyx shifted its base of operations from Seattle to Omaha, and Boyd was tapped as the company’s first CEO.

Boyd downplayed her role in those early discussions. “If anything, I was like match.com,” she joked about connecting agencies with the new technology. She wasn’t looking for a new job but felt she couldn’t turn down the chance to see what impact the start-up could have in a sector she long felt was starved for innovation. “It was a serendipitous thing,” she said. “And I loved the

idea of bringing it back to Omaha and Nebraska and honoring Project Harmony, where it was born.”

The company staffed up in January 2020. They currently have 11 employees in a “virtual headquarters,” as Boyd called it, working remotely. Boyd doesn’t rule out a physical headquarters down the road.

Since setting up in Omaha, the VidaNyx platform has only seen its market share grow. The architecture built for the videos has broadened in utility and scope, from exclusively serving child advocacy centers to partnering with law enforcement. In the last year, the company has seen spikes in subscriptions in county attorney’s offices and across the legal spectrum that also deals with an inordinate amount of sensitive video evidence. Digital evidence that could be anything from recorded testimony and depositions to crime scene video.

That the name VidaNyx is leading that charge with the same mission-based innovations thrown around in those 2017 roundtable meetings is somewhat ironic. “It’s mispronounced wrong all the time,” said Boyd of the company’s moniker. “They say Veeda-Nix or Vita-Mix, are you a blender company? But it’s a great conversation starter to talk about our mission orientation.”

The name is largely credited to Kurtz, Giving Tech’s chief marketing officer, and derived from the Spanish word for life (vida) and the Greek protector goddess (Nyx). “It’s a nod to that early goal of the software,” Boyd said. “To be able to support and protect the important stories that are a part of those children’s’ humanity and the trauma they’ve endured. It’s a good name.” Visit Vidanyx.com for more information.

omAHA! | STORY BY JOEL STEVENS | PHOTO BY BILL SITZMANN

-NICKA JOHNSON

“I DON’T LIVE LIFE IN FEAR. I NOW SIGN THE PAYCHECKS, I DON’T FOCUS ON WHAT COULD GO WRONG, BUT WHAT COULD GO RIGHT.”

BUDGETING BENJAMINS

NICKA JOHNSON’S JOURNEY FROM FOOD STAMPS TO PASSPORTS

For Nicka Johnson, it’s all about the Benjamins, baby. Well, that, and how to budget them wisely.

The 31-year-old eyed this writer’s hot chocolate sitting on the table. She tapped the Starbucks cup with her light blue manicured nail,

then cocked her head and focused her brown eyes.

“How much did this cost?” she asked. “And yes (she answered, preemtively), the nails are in the budget.”

The financial coach doesn’t hold any punches, bristling with inspirational intensity. No coffee. No tea. No soda. A fatter wallet equals a leaner body.

“You don’t ever see a fat billionaire, right?” she declared.

After all, the survival of the financially fit merges with a healthy lifestyle. Johnson, the CEO of Budget to Success, holds her own life up as an asset. The North Omaha native switched food stamps for passports on her path to financial freedom. Her mother, Danitalynn Almonte, showed her children the value of making do with less. If the middleschooler didn’t make smart decisions at the grocery store, the family would be chowing on noodles all week. Johnson learned to crunch the numbers in her head, discovering early that positive balance sheets equaled freedom.

Johnson graduated with a degree in business administration and a minor in communications from the University of Nebraska-Lincoln on a full-ride scholarship. Discovering a solution to financial problems blossomed into a wealth of

financial jobs and expertise. Johnson “fired her boss” after working as a loan officer for Centris Federal Credit Union during the pandemic, a gutsy move she made with no regrets. Budget to Success, her side hustle since 2015, flipped to full time. Johnson continued pursuing her other income streams, such as real estate, and Snomaha, a seasonal shaved ice shop.

“I don’t live life in fear. I now sign the paychecks,” she said. “I don’t focus on what could go wrong, but what could go right.”

Johnson believes she can accomplish anything she sets her mind to.

“Her transparency makes her stand out…she doesn’t act better than us. She will share hardships and good times. It showed me successful people are also human,” said Teaon Thortvedt, owner of lifestyle brand Krēt Collection.

Thortvedt reached out wanting to know how to increase traffic for her street clothing website. Johnson provided valuable feedback.

Budget to Success counsels clients primarily about credit analysis, savings strategies, and budgeting the three essentials to financial fitness. Fees for consultations range from $5 to $1,000. One-onone sessions on budgeting start at $199. Online classes give people like Thortvedt, who lives in Arizona, a resource from a distance.

Tierra Washington, a Goodwill Industries compliance manager for mission programs, believes the knowledge she’s gained outweighs the price tag. After discovering the difficulties of obtaining a home loan, Washington realized she

needed to boost her credit score and save a down payment. Her score jumped over 100 points in about 10 months under Johnson’s guidance. But cutting out wants over needs proved challenging at first. Washington had to work at holding herself accountable, asking what she heard her financial coach ask repeatedly: “Is it in your budget?”

“[Johnson] is what I needed…someone hardcore who doesn’t sugarcoat it. She’s straight to the point…like a boot camp sergeant,” Washington said. “I needed someone like that, cutthroat.”

Washington, 38, closed on her first house almost a year later.

Stories like these keep the hope for financial freedom alive for others. More money means spending more time with her daughter, Amira, and husband, Aaron. More money means trips with her friends to New Orleans (Johnson can show anyone how to travel for practically nothing.) More money means more room after closing on a half-milliondollar house. “Just know you have first-class seats to watching me become a multi-millionaire,” her Instagram stated of the purchase.

“No one is going to make me feel bad for wanting more,” Johnson added before driving away in her 2021 BMW X 6 SUV. And others who want more? Johnson is here to help them pave their own golden road, so long as they commit to the journey. For more information, visit budgettosuccess. net or Instagram @budgettosuccess.

B2B

ON THE RISE | STORY BY LISA LUKECART | PHOTO BY BILL SITZMANN

WHAT DOES IT TAKE TO SUCCEED?

We reached out to women business owners to share their biggest hurdles, wisdom for their younger selves, and tips for those following in their footsteps. Our contributors: Nikki Wulff, owner of Assisted Living Locators of Greater Omaha; Alecia Steed, owner of The Busy Vegan; and Angelia Thomas, co-owner of an Ameriprise Financial Services branch in southwest Omaha. (Edited for length and clarity).

B2B: Tell us a bit about your position and your company. Years in business? Number of employees?

NW: Assisted Living Locators is an eldercare advi sor business, helping families navigate the maze of healthcare with their senior loved ones. It can be a very stressful time and it’s important to have an advocate to help you through the process. I’ve been in business for almost five years and have two employees.

AS: I am owner and chef for Busy Vegan, a meal prep service for those desiring a plant-based diet. I launched Busy Vegan from my home September 2021, but am now preparing meals out of No More Empty Pots’ commercial kitchen. I have a few people that assist me, but I’m trying to grow to where I’m able to hire employees.

AT: I’m a franchise owner with Ameriprise Financial Services LLC. I’ve been a financial advisor for 22

years, helping clients achieve their goals and pro moting financial literacy. We address retirement planning, education funding, home purchases, asset management, wealth transfer, etc. Many clients are professional women balancing work, families, and finances while navigating additional challenges women face, including longer life spans, less pay, and breaks in employment.

B2B: What are the biggest challenges you experi enced in launching and growing your business?

NW: Getting funding to support my start-up. It was a very defeating process, but I encourage other women out there NOT to give up! I ended up working with the Nebraska Enterprise Fund to help me. It was a true blessing finding them because they believed in me when nobody else did.

AS: The biggest challenges are knowing what fund ing is out there for my business, balancing life as a mother of three young children, and just trying to learn what it takes to be an entrepreneur. It’s important to have mentors and an understanding of my business finances, so I can focus on produc ing more in the kitchen, which is my happy place.

AT: Developing relationships and acquiring clients. Figuring out what your niche is and letting people know what services you provide is difficult. Social marketing is a must for businesses today, but I believe word of mouth and referrals are still the best avenues for marketing.

B2B: What words of wisdom would you give your younger self beginning your professional life?

NW: To not wait so long to chase after your dreams, and don’t let your inner negative self-talk get the best of you. I always told myself I could never do it, I didn’t have enough money saved up, or I wasn’t good enough. Starting my business was the most rewarding thing I’ve ever done, but also the hardest. It’s not for the faint of heart.

AS: That life is a marathon, not a race. You can conquer whatever you put your mind to, and don’t be apprehensive when asking for help with your challenges.

AT: Just believe in yourself. You can accomplish anything you set out to do.

B2B: What advice would you give aspiring women entrepreneurs today?

NW:  To always take the high road. You will have competition and you will have people that discour age you or talk down to you. Don’t forget that competition is a good thing and it keeps you on your “A” game. Also, don’t try to have a back-up plan or work another job while starting something new. In my case, knowing that failure wasn’t an option was my motivator.

AS: Know that a business takes time to flourish. Also, know your passion in life. You might be able to create a business out of it. I once heard a quote by Dr. T.D. Jakes that helped me: “Everything that was created was based off an idea.” Just knowing that your one idea can impact to your community is inspiring to me.

AT: Don’t sell yourself short. There are so many opportunities out there for those willing to take a chance on themselves. Business ownership is the most challenging yet rewarding endeavor. You’ll discover it takes all your gifts and talents to achieve the goals and plans you set for yourself. Find what you love doing and get after it!

ROUNDTABLE | STORY BY LINDA PERSIGEHL | PHOTOS CONTRIBUTED

Nikki Wulff

Angelia Thomas

Alecia Steed

WOMEN IN BUSINESS

PHOTOS BY KATIE ANDERSON & PROVIDED STORIES BY KARA SCHWEISS, JULIUS FREDRICK & PROVIDED

According to a 2010 study by the U.S. Department of Labor, women comprised 47% of the total U.S. labor force. That same study found that women comprise 91.1% of registered nurses, but also 66.1 percent of tax examiners, collectors, and revenue agents, and 59.3% of all insurance writers.

The 2012 census reported that in Nebraska, 51,936 firms are owned by women.

The women on these sponsored pages own or represent a variety of businesses, from those that have been traditionally male-dominated, to those run by all-female teams, to those that encourage diversity in the workplace. They are advertising professionals, transportation company owners, medical company CEOs, and more.

We’re honored to partner with those designing a future Omaha can be proud of. We believe their vision will open doors for future generations of women in business.

Their wins this year worth celebrating:

Kate Noble Weitz directed a one-of-akind festival, Common Senses, creating conversations, acceptance, and change for neurodiverse communities.

Along with Early Bird, Codie Burrow launched Delivering Hope, The Cash and Cooper Foundation, providing financial support for those experiencing infertility.

This fall, KAMP in Blackstone will showcase the latest from Kristina Lee of Nice Rollz.

Katie Hoke-Harrower of Hank & Ax opened an inspiring new salon experience.

Mandy Mellott and Emily Haubenschild of Dundee Bank tirelessly work to support local businesses and make banking more personable.

Emilie Wells of Triage is ensuring healthcare roles are filled when we need them most.

Aubrae Lutz and Sue Brisbois are empowering Nike employees’ growth.

Sally Nellson is fighting to end the teacher shortage by celebrating the profession that makes all others possible.

We value our clients’ unique perspectives and passion and support them as they blaze trails!

EDIT

SCOTT CONFERENCE CENTER

JERRICA BABB, AMANDA HOOPER, (BABY) BLAKE HOOPER, ROBYN MCGRATH, & CAROL POTTER

Four dynamic women team up to make certain everyone who arranges or attends an event at the Scott Conference Center is extremely pleased with every detail.

Amanda Hooper has served as Sales Director since 2018. Carol Potter is the Events Manager, while Robyn McGrath is the Assistant Banquet Manager and Jerrica Babb is Event Coordinator.

“We have from 700 guests down to meetings with two or three people,” Hooper says. “We have people come here from all over the world and we go above and beyond to satisfy everyone’s needs.”

Though their duties are varied, their objective is shared. “We all have the same goal,” Potter says. “To make everyone the happiest we can.”

Situated beside Aksarben Village on UNO’s Scott Campus, the Scott Conference Center opened in 2000. It has more than 12,000 square feet of space that can be customized. The center welcomes a variety of events including corporate meetings, workshops, social gatherings, fundraisers and weddings. It offers premier catering menus, and has an audio-visual team that utilizes state-of-theart technologies.

The four women bring unique experiences and strong skills to the team. Although Hooper grew up “never traveling farther than to grandma’s house,” she has gone from an executive position at a downtown Omaha hotel, to opening a conference center in Bellevue, and now to the Scott Conference Center. A mother of four, she recently returned from maternity leave – and brought her 2-month-old daughter to the office.

Potter practically grew up in the Aksarben area, working in food service at Ak-Sar-Ben back when thoroughbred racing was the main attraction. She came to the Scott Conference Center in 2003.

Many of the clients Potter works with arrange annual events. She enjoys the relationships she has maintained over the years, even knowing details of

some of her clients’ families. “I think being able to provide personalized service, and make their jobs easier, keeps them coming back,” she says.

McGrath earned a bachelor’s degree in biology and worked as a laboratory technician and as a stay-athome mom before coming to the Scott Conference Center in 2019. Babb earned a degree in hotel, restaurant and tourism management from UNL and brought 13 years of event planning experience to the team earlier this year. The two share duties for the center’s wedding receptions.

All four women say it’s the people – the guests they serve, the vendors, and their coworkers – that make the Scott Conference Center a very special place. They receive many glowing compliments, and some of the feedback doesn’t come on a form.

“When you get a hug out of the mom at the end of a wedding reception,” Babb says, “then you know we’ve done everything right.”

SCOTT CONFERENCE CENTER

6450 PINE ST, OMAHA, NE 68106 402.778.6313

SCOTTCENTER.COM

CHILDREN’S HOSPITAL & MEDICAL CENTER

JANEL ALLEN

Janel Allen, Executive Vice President & Chief People Officer at Children’s Hospital & Medical Center, believes the key to organizational success is fostering a culture that puts people first.

“People power our mission to improve the lives of children, so they are at the beginning of every equation,” says Allen. “They are the heart and soul of who we are and how we serve. When we take care of our people, they can provide the very best care, outcomes and experiences for our patients and families.”

Allen served as the Chief Human Resources Officer for Creighton University for nearly a decade before bringing her expertise to Children’s. Prior to Creighton, she worked as director of HR for Sanford Health in Sioux Falls after beginning her career at Avera Health. Skilled in both health care and academic administration, Allen is an HR executive with deep experience in recruiting, talent

and performance management and a passion for collaboration and development. She celebrates three years at Children’s this December.

Allen leads Human Resources and Marketing & Communications at Children’s, bringing these teams together to effectively shape and strengthen culture. One of Allen’s key people priorities is improving team members’ wellbeing including their emotional, social, financial, physical and community wellbeing. In 2022, the organization rolled out a robust wellness program and welcomed its first-ever facility dog dedicated to supporting the team. Howie, Children’s “Chief Morale Officer,” is available to all team members and works alongside THRIVE program Manager David Huskey to provide therapeutic interventions that help regulate stress and promote emotional wellbeing.

“Our people need to feel supported, and it’s no secret that the pandemic has significantly increased health care workers’ feelings of stress and overall burnout. From a leadership standpoint, there’s never been a more important time to prioritize wellbeing and resiliency,” she says. “At Children’s, we want team members to find purpose and joy in their work, knowing they are in an environment where they can learn, grow and thrive long-term.”

Children’s also created another unique position to accelerate its People First focus: Employee Experience manager. This is a leader solely dedicated to improving team engagement, recognition and wellbeing. Allen has also overseen the launch of Children’s Be Involved program, a new paid community volunteering program designed to mobilize and empower team members to make a difference in the community.

To support financial wellbeing, Children’s introduced Grow, a Greater Omaha Chamber program that helps team members address personal hardships that might follow them to work. This program can assist with managing debt and budgeting, accessing reliable transportation, finding affordable childcare, exploring the housing market and more. A partnership with Habitat for Humanity helps Children’s employees get mortgage-ready and on a path to home ownership.

Allen champions Children’s diversity, equity and inclusion efforts (DEI) as well. An intentional focus on retention, engagement and recruitment and outreach has resulted in an increasingly diverse workforce and management team in recent years. In 2020 and 2021, Children’s received the Human Resources Association of the Midlands IDEAL Award in recognition of its meaningful DEI efforts. The organization fosters a culture of belonging through actions and words, policies, education and engagement. Children’s has six employee resource groups, each recognizing and celebrating a different culture or community. Allen, alongside other leadership, works to ensure this theme of inclusion is embraced throughout the organization so that team members, patients, families, students, partners and community members alike feel safe and supported at Children’s.

“Children’s is committed to continuous improvement, and we will always be pushing the envelope to make sure that we are not only providing the safest, highest-quality pediatric care, but striving for excellence and inclusion in our relationships, too,” she says. “I’m eager to continue learning, innovating and leading to ensure Children’s is the very best for kids and for our people.”

CHILDREN’S HOSPITAL & MEDICAL CENTER 8200 DODGE ST. OMAHA, NE 68114 402.955.5400

CHILDRENSOMAHA.ORG

OMAHA PERFORMING ARTS

JOAN SQUIRES

In 2022, Joan Squires marked twenty years as President of Omaha Performing Arts (O-pa). Her 2002 decision to move to Nebraska and accept a challenging job offer has proven transformational – for the city, the region, and the state.

Under Joan’s leadership, O-pa developed from a start-up organization into Nebraska’s largest arts organization. Over 500,000 people now visit the Holland Performing Arts Center and Orpheum Theater each year - attending performances ranging from touring Broadway, jazz, dance, comedians and more - performances that weren’t available in Omaha before her arrival.

Omaha Performing Arts provides an annual economic impact of $48M, and when on the live music venue Steelhouse Omaha opens May 12, 2023, that impact will grow to $61M. Joan was involved in the renovation of the Orpheum Theater and the construction of the Holland Performing Arts Center and leads the current Steelhouse Omaha construction project.

Though Joan has been the driving force behind these signature venues that pour millions of dollars into the local economy, her impact is even more profound in her vision of making the arts accessible to everyone. Hundreds of thousands of people have benefited from her commitment to bringing the highest level of performing artists to Nebraska, while breaking down barriers to see them.

Joan’s passion for performing arts education and community engagement has opened doors for hundreds of thousands of Nebraska students statewide. For example, the O-pa based “Nebraska High School Theater Academy” is now one of the largest such programs in the country, extending from Omaha to Ogallala and beyond, building a bridge to Broadway for over 9,000 students every year. Joan’s vision of creating a realistic pathway for Nebraska students who want to pursue theatre has led to professional careers for many, and Joan positions herself as a “forever” resource for these

young professionals and supports them with connections and advice.

Her commitment to diversity and inclusion has established O-pa as a national model for the organization’s work both internally and externally. The organization developed collaborative relationships with community partners such as Salem Baptist Church and delivers free neighborhood events beyond its venues like Music at Miller Park, Summer Sounds at Highlander and Jazz on the Green at Turner Park. The Voices AMPLIFIED! series focused on the arts and social justice continues to grow – celebrating artists from diverse cultures and connecting the Omaha community with opportunities for discussion, reflection, and new experiences. These events are free and open to all.

Joan’s influence goes far beyond Nebraska. As an Executive Committee and Board of Governors member of the Broadway League as well as a voter for the Tony Awards™, Joan is a well-respected and well-known ambassador for Omaha on the national stage. Her efforts have established our city as a regular touring stop for Broadway’s most exciting and in-demand productions. She has been active in other national organizations, and both Omaha and O-pa are recognized for the quality of performances, venues, and programs. Throughout her tenure, Joan has transformed Omaha and enhanced the quality of life in the community.

We congratulate Joan on 20 incredible years in Omaha and look forward to the next 20!

OMAHA PERFORMING ARTS

1200 DOUGLAS ST, OMAHA, NE 68102 402.345.0202 O-PA.ORG

“I cannot imagine living in Omaha, Nebraska without a Joan Squires…”

- Markey Montague/Salem Baptist Church

Prime Choice Insurance is an independent agency with a niche in the individual health insurance market, including Medicare and Affordable Care Act plans. They serve members of our community who do not have coverage through a big group plan, including self-employed individuals, small-business owners & employees, college students, early retirees, and people on Medicare.

The company’s agents all women work with all major carriers to find plans that fit their clients’ individual budget and health needs. Founder and CEO Courtney Callaway, who started Prime Choice as a solo agent nearly 10 years ago, said her agents not only emphasize ongoing customer care, they also have the expertise to provide other in-depth services such as conducting a complete Medicare review if clients have questions about Part C or Medicare Advantage.

“The number of enrollments and the feedback that we hear from our customers tells us that the Medicare Advantage product is well-received and utilized by Medicare recipients,” she said, adding that it’s just one example that illustrates how “it’s important to seek out advice from experts who are experienced in the health insurance market.”

PRIME CHOICE INSURANCE, LLC

402.219.3024 PRIMECHOICEINS.COM

Chadwell Family Dentistry opened in 2005 as a female-owned and operated dental office dedicated to providing compassionate dental care to the entire family. Since the beginning, even as a small office, they have not only kept pace with the latest technology and procedures but continued to provide award-winning dentistry.

As the dynamic dental duo, Dr. Amy Chadwell and Burgandi run the office splitting the many roles and responsibilities between the two of them. Knowing each other’s next move, they have perfected the art of providing dental care that’s both quick and painless. Their patients consistently comment on how smoothly everything seems to flow during each visit.

Even as a kid, Dr. Chadwell’s superpower was making people smile. At age 13, when working for her orthodontist she realized she could take that superpower and turn it into a career. Fast forward to today, she still loves helping patients find their prefect smile.

Since starting her dental assisting career at Chadwell Family Dentistry, Burgandi has quickly advanced to taking on many additional roles within the office. She is now the office manager, insurance coordinator, and of course, the same amazing dental assistant she started out as. Her superpower is knowing who’s calling and why they’re calling even before they have the chance to tell her.

If you haven’t taken advantage of this dynamic dental duo yet, it’s time to give them a call. You won’t regret making Chadwell Family Dentistry your new dental home.

Revela has been around for more than 30 years, and most of its team has been on board for 10 or more years helping people in companies develop personal and professional leadership and confidence, owner Andrea Fredrickson said.

“Having a life passion to help people become their best self confident, comfortable in their own skin, curious and willing to try makes every day beautiful… The people at Revela appreciate and respect where people are in their lives and journey,” she said. “We’re all a work in progress, so we push people to become better while offering grace in the process.”

Revela is a not only a great place to work, it fosters a positive environment for its clients seeking leadership development, strategic planning, executive coaching and other services, Fredrickson added.

“Men and women like working with us because they feel comfortable to be themselves, whether it is being vulnerable or tough; we respect their views,” she said. “We’ll meet them where they are and help them take the next step on their influence- and decision-making path.”

REVELA

1508 LEAVENWORTH ST. OMAHA, NE 68102 712.322.1112

REVELAGROUP.COM

VALO WELLNESS SPA

KELLY DAVIS

Kelly Davis is a native Nebraskan, she says her love of natural healing stems from her upbringing. “Growing up on a 150-acre farm taught me the importance of the cycles of life and the healing powers of the natural world.” Davis’ spa Valo, which means “light” in Finnish, focuses on connecting clients with a variety of therapies that have a positive impact on both bodies and minds. The spa features naturallysourced botanical products combined with modern touches including LED light therapies and stressrelieving options, and operates with a sustainable wellness model. “Our connection to our planet is stronger than so many people realize, like us, the Earth is a living and breathing organism, and we desire to work in harmony with the planet by utilizing the resources we are provided with respect” Davis shares. “From the cups used at the Tea Bar, to the uniforms we wear, to the business cards and toilet paper we supply, each product is either recyclable, reusable, or biodegradable all in pursuit of reducing the environmental impact caused by waste.”

While growing up immersed in the music world through her father Chip, Davis has decided to pursue success through combining her passion for the natural world with a desire to bring modern wellness options to the increasingly sophisticated Omaha marketplace.

Valo Wellness Spa provides a broad array of treatments and experiences; a day spa with topquality facials, massages and body treatments performed with organic and plant-based products, full locker rooms and a fireside tranquility lounge are complemented with an innovative Wellness Playground. The first of its kind, the Wellness Playground provides a comfortable and easy-toaccess space for guests to sample 15-30 minute wellness modalities including guided meditations, sound healing, infrared and halotherapy, compression therapy and energy medicine, among others. A full schedule of weekly workshops addressing many aspects of wellness, both physical and spiritual, will be open to the public winter 2022/2023, and a donation-based organic tea bar is housed in the retail area brimming with effective

plant-based wellness products and remedies. The Scandinavian-influenced design and palette have been intentionally curated to create a soothing, stress-free environment.

The design and most of the design elements along with 90% of the products liens come from female owned businesses. “ I wanted to help support other small female owned business when it came to the development of VALO” Davis shares. The overarching goal of Valo Wellness Spa is to elevate the well-being of mind, body and soul for residents of the Omaha area through this unique collection of individual treatments and services, as well as the Wellness Playground, workshops, and membership options.

VALO WELLNESS SPA 120 REGENCY PKWY SUITE 104, OMAHA, NE 68114 402.885.8256 VALOWELLNESSSPA.COM

CUSHMAN & WAKEFIELD/ THE LUND COMPANY

TANYA SHAPIRO

Early this year, Tanya Shapiro became the first woman to be named president of The Lund Company since it was founded more than 40 years ago. It’s certainly a significant career accomplishment for Shapiro and it’s also a reflection of the company’s culture of opportunity; 83 percent of management roles and 68 percent of the corporate leadership roles in the company are filled by women.

“Women play an extremely important role at The Lund Company and hold leadership positions at all levels of the organization,” Shapiro said. “There is a quote that hits home with me: ‘And when you get to where you’re going, turn around and help her, too. For there was a time, not long ago, when she was you.’ I continually strive to empower women and push this mentality down to the other female leaders within our organization.”

Shapiro joined the company in 2012, the same year The Lund Company became an affiliate of Cushman & Wakefield, a global international real estate firm. She came to Lund with a wealth of

sector experience and a master’s degree in business administration. It proved to be a good fit for the full-service commercial real estate firm that manages over 20 million square feet of properties including more than 100 commercial buildings and more than 18,000 apartment units.

“Our services include property management, brokerage, project management and development, real estate consulting, investor services and asset management,” she said. “I oversee the physical, operational, and financial aspects of the company’s portfolio of multi-family communities and commercial properties.”

Shapiro’s primary responsibilities include expanding and securing new business and managing client accounts. She oversees the internal management of the company and is active in the growth and development of staff.

The Lund Company supports career development, and not just for women, Shapiro said. “Our investment in the training and development of our team helps cultivate an environment of passion and motivation to succeed. Team members hold numerous certifications and designations reflecting a wide range of expertise. Placing an emphasis on ‘open doors,’ we can harbor new ideas and inspire out-of-the-box thinking,” she said. “Specific to

women, we encourage participation in national and local women’s networking and professional groups. We also host women-only events that explore topics more commonly experienced by women such as ‘Imposter Syndrome’ and ‘Fear of Failure.’”

“It’s all part of what makes The Lund Company a great place to work”, Shapiro added.

“We provide excellent growth opportunities for all levels of the company. At Lund, we hire for attitude and train for skill. This approach has allowed us to promote heavily from within and across departments, making for a well-versed employee base,” she explained. “We put a strong focus on building quality relationships. No one is a ‘number’ at The Lund Company. Everyone knows each other and is supportive of our mission and what we do.”

CUSHMAN & WAKEFIELD/THE LUND COMPANY

450 REGENCY PKWY #200

OMAHA, NE 68114 402.393.8811 LUNDCO.COM

TANYA SHAPIRO, JENNIFER SKOUMAL, PAMELA FLYNN AND HOLLY JONES

JJT TRANSPORTATION & LOGISTICS

BECKI CLOYED

Becki Cloyed, one of the owners of JJT Transportation & Logistics since 2012 (her partners are Joel Euler and James Quimby), recently read in an industry publication that only 30% of executives in transportation today are female. It’s a greater percentage than in the past, Cloyed said, but she’d nevertheless like to see that number increase further.

“We are still behind 50%,” she said. “But there are getting to be more and more women in our field. We not only have women in management here, but we also have women drivers. And we’d welcome even more of them.”

JJT originated in 2008 as a three-truck operation in Wathena, Kansas. Its primary operations are now located in Omaha on J Street, fittingly and today’s JJT serves as a total transportation solutions company. The company has grown more than 10-fold since Cloyed arrived, and the industry is growing, too. Transportation and logistics are both key component to the supply chain, and it’s a sector the Bureau of Labor Statistics shows having a steady demand for workers now and projected into at least the next decade.

“We’re excited to be supporting that,” Cloyed said.

The company has long been known for its willingness and ability to find solutions to special circumstances and nonstandard freight. However, the last year and a half has presented new and unique challenges, Cloyed said. When transportation was deemed an essential industry at the height of the COVID-19 pandemic, JJT operations never wavered.

“The pandemic has affected the supply chain. JJT has taken a very creative approach to help our customers solve those issues in the supply chain. We’ve increased staff, we’ve increased availability,” she explained. “We have taken our commitment to our customers and our carriers seriously. “

That’s required some sacrifices, including a certain amount of employee turnover. “As a lot of people have found ways to work from home, we didn’t have that option,” Cloyed said, adding that her team found ways to get the job done with respect to the company’s mission of “keeping the stores supplied and the vendors supplied with what they need to keep them in business.”

That resourcefulness has kept JJT going strong, too.

“We have experienced growth and we have gained market share, and I think that’s because of the diversity in our business,” Cloyed said. “We not only can provide assets to our clients, we also do a great job of networking and finding other carriers to partner with to move our customers’ freight.”

The company’s devotion to providing the best service possible to its customers also involves an ongoing investment in quality vehicles, equipment and technology. JJT also continues to uphold a reputation for innovation, Cloyed said, like providing real-time tracking that allows JJT to stand behind its commit to delivery with shipment guarantees. “Not everybody has that.”

“We look at all aspects of the business,” Cloyed said. “We’re on the cutting edge. We’re always looking for process improvement.”

JJT TRANSPORTATION & LOGISTICS

7006 J ST. OMAHA, NE 68117 402.614.4777 JJTTRANS.COM

KEY HOME CARE

SANDRA MILLER AND JOYCE GRAY

Key Home Care is woman-owned, by sisters Sandra Miller and Joyce Gray, with female managers and a mostly female caregiving team. That’s especially fitting since women usually oversee care for family members and more than half of elderly or disabled clients are female, Miller said.

“My management staff keeps things running and flowing, and they are accessible to both our families and our caregivers,” Miller said. “And we have great caregivers.”

The non-medical home care agency works primarily but not exclusively with seniors, providing companion care for household tasks, respite care for hours or days, round-the-clock care, personal care such as dressing and mobility assistance, and many other services.

“The goal with the company is to provide services that will allow seniors or the disabled to continue living in their home as independently as possible,” Miller said, adding that she encourages families to research options and ask questions.

“When someone decides that it’s time to have a caregiver come into the home, it’s a huge decision,” she said. “It has to be right fit.”

LAMBRECHT GLASS STUDIO INC.

JENNA LAMBRECHT

For over a thousand years, stained glass windows have combined grace and function to stunning effect captivating onlookers with vibrant scenes, patterns, and compositions steeped in sunlight.

It’s a tradition Jenna Lambrecht of Omaha’s Lambrecht Glass Studio carries on today, one she learned under the careful tutelage of her father, Mark Lambrecht.

“My parents started the business in ‘78, in the house that I grew up in,” Jenna recalled. “Kind of a strange place for a kid to grow up in, but it was a safe and fun place to be, constantly surrounded by creative energy.”

While Jenna picked up design cues from her mother, Kristi, it was time spent with her father evenings passed patterning and cutting glass in the Old Market studio or instructive noontime meetings with prospective clients that solidified her decision to helm the studio in 2020. “I have worked with my parents really closely for the last 20 years, so I have a solid foundation,” Jenna said. “Big shoes to fill, but I think our work speaks for itself.”

Lambrecht Glass continues to delight and astound clients with custom windows under Jenna’s leadership infusing modern sensibility with timeless artistry to elevate domestic, liturgical and commercial spaces. “Sometimes people know exactly what they want, a Frank Lloyd Wright style, for example,” Jenna noted, “other people don’t know until they see it. So, then I’ll come up with design options and we’ll continue to meet until we get it right.” Like the shards of glass Jenna and her team cut, paint, assemble and install, Lambrecht Glass Studio takes stock of their client’s individual tastes to form a complete picture.

“You can really elevate your space and create something beautiful that makes you happy every time you look at it,” she concluded.

Visit lambrechtglass.com for contact info, portfolios of completed works, and more.

LAMBRECHT GLASS STUDIO, INC.

715 S. 12TH STREET

OMAHA, NE 68102

LAMBRECHTGLASS.COM 402.342.3330

LIMELIGHT EXPRESSIONS

KIMMYLEA KONSEL-TAYLOR

Kimmylea Konsel-Taylor established LimeLight Expressions in 2007 for one reason….to help people! With over 20 years of experience in the event planning industry, she has created a business model that is more unique than most because she prioritizes building relationships with her clients and establishing trust through consistent communication. From multimillion-dollar international events to local events, LimeLight Expressions’ approach to serving the needs of their clients is to intentionally build a relationship that feels more like family. LimeLight staff takes pride in guiding their clients through the entire process so they can be confident the event will exceed their own expectations.

LimeLight Expressions is family owned and operated with over 22 awards in the industry. “We love helping people! We truly enjoy the process of taking our client’s vision and creating an atmosphere that not only wow’s our client but impresses all those in attendance. To us it is about making the entire event an incredible experience that places our client in the LimeLight.”

LimeLight Expressions not only has staff with unique backgrounds but also has built strong relationships with vendors throughout the industry. Kimmylea empowers her people to be proactive, creative, and to take ownership of their part of the event. She has a forward-thinking management style and financially rewards her staff for excellence and for taking initiative. “Being family owned and operated, we take pride in our exceptional customer service. Our staff, as well as vendors, have become part of our family. We absolutely love what we do and the incredible people we work with.”

Independently Owned and Operated / A Member of the Cushman & Wakefield Alliance

2022 Winner

REBECCA DETERDING MAKES HISTORY

FIRST WOMAN CEO LEADS YMCA OF GREATER OMAHA WITH A FOCUS ON PEOPLE

The YMCA is sewn so tightly into the fabric of American culture that one would be hard-pressed to find someone who didn’t recognize the name. Its impact is profound: it is the largest provider of youth sports programs in the U.S.; 80% of American households live within 10 miles of a Y; and Forbes magazine regularly lists the YMCA as one of the top 10 charities in the country, ranking it 8th in 2021. So, when Rebecca Deterding was chosen to be the CEO of the YMCA of Greater Omaha, she not only made history as the first woman to head the local nonprofit she made history in one of the best-known organizations in America.

Deterding, named CEO in March 2022, is credited with playing a large part in steering the Y through the COVID crisis. Previously, she was the interim CEO in 2021, and before that she served as the organization’s CFO for seven years. While Deterding has an extensive background in finance and strategic planning (she has an MBA as well as experience in the private sector), her assets as a leader don’t stop at knowing the numbers.

Trent Bottolfsen, vice president of finance for the Y, said Deterding leads by example and does a fantastic job creating strong comaraderie throughout the organization. “Rebecca leads her teams with a people-first mentality and she genuinely cares and respects her staff as human beings above all else,” Bottolfsen said.

Deterding’s overarching strategy for her new charge could best be described as team-centered. “First and foremost, we need to ensure we have a really strong culture within the organization,” Deterding explained. “Our people need to feel good and well

served.” Deterding has already set a foundation of caring when it comes to her team. In 2021, the Y raised the starting wage from $9 to $11 an hour. It also initiated end-of-year appreciation bonuses in December 2021.

The next step Deterding sees as crucial is reassessing the organization’s strategic plan now that COVID is largely in the rear-view mirror. “It’s time for us to step back, reassess what has shifted, and then begin putting a plan together to see how we can best impact the community. We’ve got consultants doing market studies until the end of the year (2022), and then we begin our strategic planning phase in quarters one and two.”

While Deterding has taken the helm of this wellrecognized community staple, some might wonder why she made the move to begin with. Why shift from the private sector (Deterding has extensive experience with software development companies) to a nonprofit? The answer lies in the organization’s mission. She liked the idea of an organization that could impact the community in not just one, but a variety of meaningful ways. “What initially drew me to the Y was the health and wellness aspect of it. It was more than a gym. When I first came to the Y, I learned about the impact that we make and the broad range of people we serve. We serve the community from birth. That’s probably one of the things I love about us most.” It is this multifaceted footprint that Deterding sees as one of the Y’s strengths. “This broad array of things is what makes us special,” she said.

While Deterding’s personal achievements have involved hard work and talent, she also attributes her successes to the relationships she’s fostered

along the way. “I try to surround myself with really great people,” she explained. “I’ve had really supportive mentors, the kind of people that push me to be a better version of myself and who accept me for myself and the values I bring.” One of the mentors Deterding gives credit to is Bruce Lowry, former president of Sega of America. She worked with him during her time at InfoUSA. “I started in accounting, and Bruce was so encouraging. He saw greatness in people and made you feel really good to put yourself out there and take risks. That was a good lesson. I try to do that now.”

Finally, any story about YMCA leadership would be remiss in not including The Question to someone of Deterding’s position: what does Rebecca Deterding (who, in her free time, enjoys being out in nature, taking walks, and reading mysteries) think of that song?

You know, that song:  “Y.M.C.A.” The 1978 disco hit from the band The Village People, a song so embedded in the culture that, in 2020, the Library of Congress added it to the National Recording Registry of songs that have permanently influenced American culture.

She loves it. “I personally love that song, and what I love even more is that everyone knows it and knows the dance that goes with it.”

Then, in true CEO fashion, she added, “Talk about awesome brand awareness!”

Visit metroymca.org for more information.

B2B

FEATURE | STORY BY JEFF LACEY | PHOTO BY BILL SITZMANN

“WHEN I FIRST CAME TO THE Y, I LEARNED ABOUT THE IMPACT THAT WE MAKE AND THE BROAD RANGE OF PEOPLE WE SERVE. WE SERVE THE COMMUNITY FROM BIRTH. THAT’S PROBABLY ONE OF THE THINGS I LOVE ABOUT US MOST.”

-REBECCA DETERDING, CEO

“I BELIEVE IN A VERY, VERY AGGRESSIVE ANNEXATION PLAN,” STOTHERT DECLARED. “WE DO IT VERY, VERY STRATEGICALLY. WE CONTINUE TO GROW BECAUSE WE CONTINUE TO ANNEX.”

-MAYOR JEAN STOTHERT

MAYOR JEAN STOTHERT IS ALL BUSINESS

CITY OF OMAHA’S CEO REFLECTS ON HER DECADE IN OFFICE

When Jean Stothert was the only woman serving on Omaha’s city council, a man once addressed the chamber with “Councilmen.” After a pause, he looked at her and added a derisive “oh, you too, honey.”

No one calls Stothert “honey” anymore. Now just shy of a decade leading the city, she commands the much-more-respectful moniker “Madam Mayor.”

Love her or hate her and Stothert does have her detractors, or “agitators” as she likes to dismiss them the Republican incumbent is passionate about how best to run Omaha.

The majority of voters in Omaha a politically purple city agree with how she’s handling business. In 2021 she won her third term in office with a crushing two-thirds of the vote. She’s not only the first woman in the city to win the coveted top executive job; she’s also the first candidate, male or female, to win three consecutive terms.

As Stothert enters her 10th year at Omaha’s helm, she sat down with B2B in October to reflect on the challenges she faces as the city’s 51st mayor and how she views her job running one of the top 50 most populous cities in the country.

She knew, of course, that being mayor wouldn’t be easy. She also knew that her success would ultimately hinge on how robust Omaha’s economy is under her watch.

“I expected there would be a lot of challenges with the job of mayor,” she confessed, “and I will say that we have had a lot of them, but one of my main goals as mayor is to create an environment for job and business growth. I think that when

we have created such good partnerships with the business and philanthropic community, that is what together has made Omaha so strong.”

Bond agencies like Moody’s and S&P Global think she’s been up to the task.The same year that Stothert won reelection and for the seventh year in a row Omaha received high bond ratings with an Aa2 from Moody’s and a AA+ from S&P. Taken into consideration were revenue growth, fiscal stability, and increasing reserves.

The last includes a $20.7 million Cash Reserve Fund, which is $4 million more than when Stothert first took office in 2013. (Some credit that growth to her predecessor, Jim Suttle, who instituted a restaurant tax Stothert vowed to repeal if elected but let stand.) In 2022, the projection for the General Fund revenue growth was 3.52%.

Not bad for a city that lost a Fortune 500 company and struggled economically through a global pandemic.

When Conagra announced in 2015 that it was relocating its headquarters from Omaha to Chicago, the city lost roughly 1,500 jobs.

But Stothert bristles when the move is brought up and quickly points out that the company didn’t vacate Omaha entirely. “They still maintain 1,200 employees in Omaha.” (The current number employed here is closer to 1,300.)

The important thing to her, she explained, was that “those Conagra employees still had jobs and that they remained in Omaha.”

Charles Schwab’s acquisition of TD Ameritrade in 2020 resulted in more Omaha employees

being hired. Stothert said, “When talking about companies that have moved out, it’s really important that people understand what the facts are.”

Corporate relocations and acquisitions seem minor, however, when compared to a global pandemic.

“I had to make some of the most difficult decisions that I’ve ever made during COVID, but we knew that we were facing something that we had never faced before,” Stothert admitted. “You have to play the hand you’re dealt.”

That hand included a potentially devastating revenue loss to the city when large events like the College World Series, the USA Swimming Olympic Trials, and the annual Berkshire Hathaway Shareholders Meeting cancelled. Hotels, bars, restaurants, and other serviceoriented businesses, felt the sting. Initially, the city projected an $80 million revenue shortfall.

Stothert and her team made what she calls “really, really, very hard decisions” to shut down community centers, pools, and summer camps and also instituted hiring and spending freezes and budget cuts across city departments. In the end, the City of Omaha Finance Department estimated 2020’s revenue loss to be closer to $23 million almost $60 million less than originally calculated. And Omaha finished the year with a modest budget surplus totaling $5-$7 million. Full-time city employees kept their jobs a trade-off for laying off some 700 part-time seasonal workers.

“People ask me a lot of times what keeps me awake at night. Up until the pandemic, I’d say not a darn thing,” Stothert shared. “I’d come home and fall

FEATURE | STORY BY KIM CARPENTER | PHOTO BY BILL SITZMANN

asleep at the dinner table. But the pandemic kept me awake at night.” Still, she reflected, “We all buckled down and did what we thought was best for the survival at the time of the city, and we did very, very well.”

That was thanks in large part to the strategic deployment of COVID relief funds. Omaha received Coronavirus Aid, Relief, and Economic Security (CARES Act) funds from Douglas County and American Recovery Plan Act (ARPA) funds from the State of Nebraska. Douglas County partnered with the Omaha Community Foundation to distribute $20 million of CARES Act funding to nonprofit organizations. Omaha received ARPA funds directly.

“The whole goal was to get [the funding] out to the community as soon as we could,” explained the mayor. “The needs out there were great, from rental assistance to utility assistance, to food insecurity and mental health. There were so many different areas in the community where people were suffering. $100 million has gone out so far.”

Stothert created an advisory group that included philanthropists and people representing homeless, small businesses, food banks “everything we could think of” who met on Zoom meetings for feedback so her office could plan how to distribute the funds. The city hired Deloitte to review ARPA funding to ensure expenses met eligibility and also partnered with the United Way of the Midlands and the Omaha Community Foundation to distribute funds to the community.

Aside from Omaha’s financial success during the pandemic, bond raters have been pleased with Omaha’s population growth. “I believe in a very, very aggressive annexation plan,” Stothert declared. “We do it very, very strategically. We continue to grow because we continue to annex.”

Her strategy centers on making sure annexation results in a net positive revenue for the city over a 10-year period. Before annexing an area, the mayor’s office knows everything about it, ranging from the total number of parkland acres and road lane miles (and their condition) to assets and debt.

This allows Omaha to broaden the tax base by bringing in more residential and retail tax payers while simultaneously keeping taxes low. Stothert’s May 2022 annexation proposal included Methodist Women’s Hospital (192nd and West Dodge Road); the OPPD Elkhart Service Center (180th and Lincoln Highway); and Pacific Renaissance Addition (a townhome development west of 192nd and Pacific Street). In mid-July that resulted in 177 acres being added to Omaha, along with roughly 180 new residents. Over 10 years, this annexation could result in over $1 million in city revenue.

Aggressive annexation has also meant that since Stothert took office, Omaha’s population has grown from 468,000 in 2013 to 487,300 in 2021 slightly more than 19,000 residents.

“We’re right under 500,000 people in Omaha,” Stothert said. “St. Louis [where she’ss from] has dropped under 300,000. I remember them being over 600,000. We’re the 39th largest city in the country, so we are not a little city anymore.”

And Omaha residents have jobs. Cities like Dallas, Cincinnati, and Baltimore experienced significant rises in unemployment during the pandemic. The needle in Omaha, meanwhile, barely moved. In fact, it slid backwards. Unemployment pre-pandemic was 2.9%. In August 2022, the number was 2.4%.

Stothert laments that at times, seeing it as a minus rather than a plus. “It’s a double-edged sword. It’s great that people have jobs. but when you’re trying to attract businesses, they want to know what the labor pool is like.”

The pool, particularly when it comes to attracting young professionals, is a prime concern for Stothert. “We started looking at what do young professionals want? Why would they want live here? What are they looking for in a city and with a job? We then tried to address that.”

She cites an urban setting, walkability, public transportation, affordable housing, reasonable cost of living, and entertainment as attracting this demographic. This is why redeveloping downtown has been such a high priority.

Most recently, that’s involved the renovation of the Gene Leahy Mall, a project, Stothert proudly points out, that didn’t stop during the pandemic because so much private funding paid for the roughly $300 million riverfront revitalization project, which includes the mall, the Lewis and Clark Landing, and Heartland of America Park. The city estimates that during the first 60 days after reopening, roughly 200,000 people visited the mall. “It’s a good thing,” Stothert said.

Even better, perhaps, are signs of new development throughout the city, which she evaluates based on numbers.

“I estimate growth by looking at the Planning Department and what they’re doing, the number of building permits that we have done, and the value of those building permits,” she explained. “Since I have been mayor, we’ve had over $8 billion in value of building permits and over 150,000 building permits, so there’s a lot of activity, whether it’s small business, big business, or residential.”

Some of those permits feature anticipated new public additions to downtown, such as Steelhouse Omaha, a new live music venue, and the Kiewit Luminarium science center. Both open in 2023. Mutual of Omaha’s new soaring headquarters, on the site of the former Dale W. Clark Library, is slated for completion in 2026 and will change Omaha’s cityscape by becoming its tallest building.

A call for proposals will also soon be made to develop the vacant lot across from Union Pacific into something that will bring revenue, Stothert insists. There is also the site of the former Civic Auditorium, which occupies four city blocks. “That’s shovel-ready,” the mayor shared, offering that the development will include housing, retail, and some civic use.

Downtown isn’t the only part of town changing. Plans are being made for Mutual of Omaha’s Midtown buildings to be refurbished, and the new main public library is set to be built at the southwest corner of 72nd and Dodge streets. The

latter isn’t without controversy. While Stothert said that “it’s great” that the $100 million new building run by Omaha city staff will be “100% privately funded,” others in the community raise valid concerns over the potential privatization of public services and an unelected authority having a hand in them.

Stothert, however, remains committed to getting private entities involved with funding city projects. This is in large part because the City of Omaha doesn’t have a lot of incentives it can offer new businesses or big businesses considering relocating here. And it’s also why she sees public-private partnerships as a vehicle for getting projects completed that might otherwise languish, like the Luminarium and main library.

In addition to using tools like annexation and private funding of public projects, the mayor is also in favor of Tax Increment Financing, or TIF. This will finance the long discussed streetcar, which will run in a downtown loop. Estimated to cost $356 million and be ready for the first passengers in 2026, the new public transportation will be completed without increases in property or sales taxes.

While critics are leery that the city could take a financial hit if the project is unsuccessful, Stothert said that’s due to not understanding how TIF functions in Nebraska.

“TIF has a bad rap because other states like California do it differently than we do. For example, if people cannot pay off their TIF note, then it’s on the city,” she explained. “We are not at risk in Omaha. The developer goes to the bank themselves and takes the loan. It’s not the city.”

In other words, it’s another collaboration that the mayor envisions benefitting her constituents in the long run.

“I always say great partnerships is how we get things done in Omaha,” Stothert reflected. “I think we have great momentum right now.”

For a civic leader once dismissed as “honey,” maintaining that momentum is what being Omaha’s CEO is all about.

“It’s a big job to manage this city and to take care of all aspects of it. The one thing I do do as mayor is take responsibility for Omaha.”

Visit mayors-office.cityofomaha.org for more information.

MEETINGS CHANGE THE WORLD. WE’RE READY WHEN YOU ARE.

MEET THE MEGAPHONE

KIDGLOV FOCUSES ON PURPOSE-DRIVEN CLIENTS

Whether it’s social, scientific, economic, or political, businesses and nonprofits today are more often taking a position on issues. Publicly aware companies have become the norm, touting their policies to stand out from a crowd when trying to bring in new clients or employees and build audiences.

In fact, many brands proudly share their values publicly on social media, in advertisements, and on their homepages. Yet very few businesses–at least in Nebraska–take the extra step to go beyond talking the talk and proving their commitment through a B Corp Certification. The private certification of for-profit companies means a business meets high standards of verified performance, accountability, and transparency ranging from employee benefits and charitable giving to supply chain practices and input materials.

In December 2021, the marketing firm KidGlov a full-service boutique marketing, branding, and advertising agency became only the fifth business in Nebraska to earn the designation. That astonished Lyn Wineman, KidGlove president and chief strategist, who also marveled at being the state’s first certified female-owned business. Certification seemed like an obvious next step to prove KidGlov meets standards of social and environmental performance. Every three years, a B Corp Certified business must demonstrate it continues to achieve those standards.

When Wineman founded KidGlov in Lincoln in 2010, she knew she wanted to build a business that combined the best qualities of boutique agencies and large firms to create an entity that focused on helping change-making organizations. As her business rapidly expanded into the Omaha market and, now, Denver and Las Vegas, she noticed B Corp Certification was expected. Clients inquired about it enough that KidGlov decided to take the certification process seriously.

To Wineman, having the certification helps her company refine policies and “confirms that we’re doing what we said we’re doing.”

Lisa Bowen was the first member of the Omaha branch of KidGlov, and it was the company’s mission that convinced her to accept the job offer.

“I met the team, and I thought ‘OK, this organization is different, and I believe they’re going to make a difference,’” she said. Five years later, Bowen is vice president and managing director. While KidGlov employees are split between Lincoln and Omaha, Bowen feels like it’s one team that works well together, even if remotely at times.

Wineman and Bowen are part of the KidGlov leadership that’s prominently composed of women. Nearly 80 percent of the 30-member team is female. Wineman believes the intentionally crafted work culture appeals to women. A healthy worklife balance exists, and employees are encouraged to go home to their families rather than work longer hours.

But the bigger draw, Wineman believes, is KidGlov’s clients. They are caretakers, she explained, and that attracts a certain kind of employee who wants to help with their mission.

“We defined our purpose as putting a megaphone in front of the ones who are making the world a better place,” said Wineman, whose clients include nonprofits, purpose-driven businesses, credit unions, and banks. “A family-owned community bank in a rural community really props up that community. Same as credit unions. They serve people with a common bond.”

Among their clients is Dreamweaver Foundation, an Omaha-based nonprofit working to realize senior bucket list wishes. Executive director Cheri Mastny has been working with KidGlov for 10 years four years longer than she has been leading

Dreamweaver Foundation. It was a no-brainer to continue working with them when she stepped into her new role. Each year, Mastny marvels at the fresh ideas KidGlov presents to her.

“They’re educating themselves, keeping up with market trends. And they think outside the box,” Mastny said, “and I’m a crazy, outside-of-the-box thinker, too.”

Dreamweaver Foundation’s successful annual Boots and Buckets Gala resulted from KidGlov’s ingenuity. Five years ago, the nonprofit decided to begin hosting the event, but they wanted it to be casual without the fuss of gowns and tuxedos. Wineman and her team presented the idea of a fundraiser where guests could come in their boots, while raising funds to fulfill dreams.

This September, Dreamweaver Foundation raised more than $500,000 at the event. Since their first big gala, the foundation has raised more than $2.5 million.

Mastny readily credits KidGlov for the foundation’s success. She believes KidGlov designers create invitations that attract the right people to the event, and “they keep refreshing it and making it new and exciting each year.”

“Sometimes people forget that brand matters,” Mastny said. “KidGlov and team not only works with large businesses, they have the knack and talent to work with nonprofit organizations as well.”

Dreamweaver Foundation is proof of it, Mastny said.“If you want to elevate your mission, KidGlov is the right agency for you.”

For more information, visit kidglov.com.

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FEATURE | STORY BY KIM REINER | PHOTO BY BILL SITZMANN

“WE DEFINED OUR PURPOSE AS PUTTING A MEGAPHONE IN FRONT OF THE ONES WHO ARE MAKING THE WORLD A BETTER PLACE.”

-LYN WINEMAN

Lisa Bowen, Lyn Wineman, Jill Rizzo, VP/Creative Director

Margaret White

LET THE GOOD TIMES ROLL

MARGARET WHITE SHOWS MULTIPLE GENERATIONS FUN

I

t’s hard to summarize Margaret White and her landmark business, Papio Fun Park, in just one word, but “family” comes pretty close. After all, three decades of local families have patronized the amusement center, founded in 1990 by White and her late husband, Paul. One can hardly describe the park a delicious throwback to a simpler time without using the word, as in “offering fun in a family-friendly environment.”

It’s a word the White family cherishes. Every one of the couple’s five kids has worked the center’s front counter, loaded pitching machines, or wrangled the park’s go-karts getting their first taste of employment alongside legions of nonkin employees over the years. Even today, one of White’s grandsons is on the payroll, ushering in the third generation of the family line to work the park.

And at the head of this decades-long endeavor is White herself, who’s guided the business with a steady hand and business savvy, capitalizing on new entertainment trends and varying audiences in a manner that defies changing times and tastes. And she’s done it all according to a remarkably simple set of operating principles.

“I don’t think [the business is] that much different. We still pretty much cater to families with young kids, or groups,” she said. “When I say young kids, I mean elementary, junior-high types. That’s pretty much still our target, and that’s our birthday demographic, too. I would say 90% of our birthdays are kids who are turning somewhere between 6 to 10.

“After all this time, we have a pretty good feel for things. Last night, for instance, we had a group of Girl Scouts here. It was about 150 kids, and I knew

from past years they’re going to need this many pizzas, they’re going to need this, they’re going to need that, they’re going to need this many go-karts.”

White’s simplistic assessment of the company’s success belies the expertise it’s taken to thrive for three decades. The past decade is littered with the remains of closed businesses which catered to kids and young families as the world has become more crowded with new sport teams, technology, and entertainment options. Yet White’s connection to, and hard-won experience with, her customer base have woven a very different narrative for Papio Fun Park.

“We have a lot of requests for parties for, maybe a 12- or 13-year-old, and I’ll say, ‘Just go on our website and buy the wristband at a discount,’” she said. “Kids that age don’t care about the helium balloon bouquet, they just want to play.

“Back in the ’80s everything was somewhat a la carte. You came in and bought a game of golf or you bought this or you bought that. Now you can buy different packages from us that’ll give you different options, pricing, that kind of thing. The audience hasn’t really changed, the packaging has.”

While Papio Fun Park has evolved its offerings over the years–adding laser tag and arcade and trampoline games to augment batting cages, go-karts, and mini golf–it’s also benefited from White’s readiness to fine-tune ideas until they work optimally.

“The first time we went to an unlimited, stay-aslong-as-you-want pass, my staff freaked out. They said, ‘We’re going to become babysitters for junior high-schoolers,’” she said. “And I thought well, that might be, but let’s try it. We experimented with

it just for Friday and Saturday nights, and it only took us three weekends before we changed the concept to be used anytime.

“I think that’s one of the nice things about being a small business. You’re able to change the rules when you need to. Large corporations have to jump through so many hoops in order to get anything approved. I just make up my mind and say, ‘Today we’re going to do this,’ and the staff looks at me like, ‘OK, we’re going to do that.’”

“I THINK THAT’S ONE OF THE NICE THINGS ABOUT BEING A SMALL BUSINESS. YOU’RE ABLE TO CHANGE THE RULES WHEN YOU NEED TO. LARGE CORPORATIONS HAVE TO JUMP THROUGH SO MANY HOOPS IN ORDER TO GET ANYTHING APPROVED. I JUST MAKE UP MY MIND AND SAY, ‘TODAY WE’RE GOING TO DO THIS.’”

-MARGARET WHITE

Despite business demands, White has also taken the lead in investing in her community. She’s a longtime advocate for Papillion and its merchants and is a familiar figure within the local chamber of commerce.

“[Margaret is] a golden ambassador at the chamber, which means that she has spent years supporting the businesses coming in,” said Karen Gibler, Sarpy Chamber president. “She leads our executive dialogue group, which is a small business owners group. She shares her experiences, helps advise businesses, and really volunteers her knowledge. She’s a pillar of the community.”

FEATURE | STORY BY DWAIN HEBDA | PHOTO BY BILL SITZMANN

OFFICIAL BALLOT BEST OF B2B

CELEBRATING BUSINESSES THAT HELP OTHER BUSINESSES KEEP THE BIG O’S ECONOMY ROLLING.

Who in Omaha has the best business lunch? What photographer puts business events in the right light? December offers your chance to vote in Best of B2B, a contest voted on by business leaders, for business leaders. Only this ballot, printed in this December 2022/January 2023 issue, will be accepted. We will not accept copies, faxes, or scans. A minimum of 10 categories must be filled out. Ballots must be postmarked by Dec. 31, 2022. Readers will find the results in B2B’s annual Best of B2B issue, delivered by April 1.

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Best of B2B P.O. Box 461208 Papillion, NE 68046

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FROM PAGE 35

Gibler’s comments were echoed by Joe Hunter, who’s worked closely with White on various foundation projects as executive director of the Papillion Community Foundation.

“There’s not a person around with a bigger heart than hers,” he said. “She’s a phenomenal mentor to anyone who has the good fortune to work with her. She serves on my board, and she’s one of those confidants I have in my life where if I ever need something, or if I’m just having a tough day at the office, I can go to her and normally she can check my perspective and kind of straighten me out.

“She really has that guiding hand, and I think that’s how the community really engages with her because she’s been around so long. She knows everybody and there’s really not much she hasn’t encountered throughout her life and her career.”

White’s stature in the business community was solidified with induction into the Sarpy County Business Hall of Fame in 2020, the same year she successfully guided Papio Fun Park through the pandemic. The latter experience held a sort of acclamation of its own, given how clients returned in droves after the lockdown and have done so ever since.

“WHAT I HAVE LEARNED ABOUT THE MIDWEST OVER THE YEARS IS PEOPLE DO BUSINESS WITH PEOPLE THEY KNOW. I THINK THAT’S JUST PART OF THE MIDWESTERN CULTURE.”

-MARGARET WHITE

“I really like this town,” said White, a Washington, D.C., native. “What I have learned about the Midwest over the years is people do business with people they know. I think that’s just part of the Midwestern culture. My kids used to laugh and say if you need to know about somebody, ask Mom. She knows everybody.”  Visit papiofunpark.com for more information.

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OMAHA CVB BY DEBORAH WARD

WHAT OMAHA TOURISM LOOKS LIKE

W hen visitors come to town for a holiday getaway, to attend a convention, or to conduct business, they spend money in our community.

The money visitors spend at our restaurants, attractions, hotels, retail shops, and on transportation contributes to our local economy, providing jobs and income, tax revenue, community development, and other important benefits we all enjoy.

While the pandemic devastated the tourism industry, 2021 travel statistics show promising signs of rebounding. Even as COVID variants impacted travel plans, Omaha visitation numbers hovered just under pre-pandemic numbers.

In 2021, Douglas County saw visitor numbers climb to 95% of prepandemic levels with 12.7 million travelers coming into town. Those visitors spent $1.256 billion in our community, reaching 93% of prepandemic spending. With these out-of-towners comes a demand for jobs that provide quality services to ensure each visitor has a memorable experience. Visitor spending sustains more than 14,500 jobs in our county–that means one in 30 positions is supported by money brought into town by tourism. Local and state taxes generated by visitors totaled more than $154 million last year. Those funds help save each Douglas County household $700. Without

tourism, local taxes would need to go up or government services would need to be reduced.

The team at Visit Omaha continues its efforts to stimulate the local economy by attracting out-of-town visitors and bringing in conventions, meetings, and sporting events. These visitors translate into a win for everyone in Omaha because tourism brings local families together and helps neighborhoods grow. It is truly the gift that keeps on giving.

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WOMEN IN BUSINESS

BY VETA T. JEFFERY

NEVER SHRINK BACK

T hroughout my business career, I’ve worked in a variety of posi tions in both the public and private sphere, including a focus on financial services, banking, and workforce development efforts. I served as an elected official and was a successful business owner. But despite these many different experiences, there has always been one constant: wherever I have been, there was a male-major ity environment. Sometimes, as a woman in a male-dominated space, one may feel like they have to assimi late. But I am here to say, we must confidently be who we are.

When I talk with young women in my role as the Greater Omaha Chamber CEO, I often think back to when I first started my business career. I sought advice on how to approach being a successful woman in each role. Now, when I’m asked for advice, I’m able to draw from my own journey and the lessons I learned: Perspective matters Find commonality Never shrink back

We strive for balance. In addition to this role, I have another two others equally as important–my job as a mother and as a wife. I know what it’s like to have the tug from a mother’s perspective, pulling at you to come back home and drive your kids to practice or help with homework, yet there’s an important work meeting to attend. I also know what it’s like

to have the tug from an executive’s perspective, pulling at you when a blue-chip client is in the building but your family is at home. To balance this, I’ve learned to give my every thing wherever I am.

As women, we have to bring perspec tive for those we serve and for those who should join us at the table to balance out the conversation. I now recognize that being a female execu tive offers me several benefits. I know firsthand the necessity for women’s voices at the table and I am now able to see to it that we have these impor tant voices at important meetings.

When we are the minority in the workplace, we must be strong advo cates. We have to stop apologizing! It’s true, new doors have opened for us, making many new things possible. But I don’t know a single woman in the business world who is satisfied with “good enough.” So, together, let’s keep the doors open behind us and bust open the ones that remain in front of us.

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Veta Jeffery is president and CEO of the Greater Omaha Chamber.

Deborah Ward is the executive director of Omaha Convention and Visitors Bureau.

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