B2B February/March 2022

FEBRUARY · MARCH 2022 | U.S. $3.25

1% PRODUCTIONS

ARCHITECTS OF BENSON’S COOL FACTOR

LEANNE PREWITT INFLUENCE & IMPACT

DIVERSITY IN BUSINESS BUILDING SUPPORT

SCOTT VOORHEES A FABULOUS DIRECTOR

Inspiring Possibilities

Discover what inspires you at allmakes.com and allsteeloffice.com Featured: Clairty Task Chair & Picnic™ Table ®

OMAHAMAGAZINE.COM

FEBRUARY

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MARCH | 01

TABLE OF CONTENTS COVER FEATURE

20 A FABULOUS DIRECTOR

SCOTT VOORHEES TALKS RADIO MANAGMENT FEATURES

16

24

ARCHITECTS OF COOL

1% PRODUCTIONS

28

ERVIN & SMITH PRESIDENT LEANNE PREWITT’S IMPACT

DIVERSITY IN BUSINESS BUILDING SUPPORT

DEPARTMENTS

04 AFTER HOURS

08 IN THE OFFICE

12 ON THE RISE

06 BIZ + GIVING

10 omAHA!

14 ROUNDTABLE

DAVE ZORKO

BRAD VON GILLERN

MARIPOSA

SOLDIER VALLEY SPIRITS

BRANDON PETERSON

MARKETING STRATEGIES

COLUMNS FEBRUARY · MARCH 2022 |

ABOUT THE COVER

U.S. $3.25

03 FROM THE EDITOR

On-air personality Scott Voorhees talks to B2B about being a program director and radio management. Story page 20.

MEDIA, MINORITIES, AND MUSIC PROMOTION

32 OMAHA CVB

ECONOMIC REBOUNDX

32 GREATER OMAHA CHAMBER DIVERSITY IN BUSINESS

1% PRODUCTIONS

ARCHITECTS OF BENSON’S COOL FACTOR

LEANNE PREWITT INFLUENCE & IMPACT

DIVERSITY IN BUSINESS BUILDING SUPPORT

SCOTT

VOORHEES

A FABULOUS DIRECTOR

02 | B2B MAGAZINE

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2022

VOLUME 22

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ISSUE 1

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EDITORIAL managing editor Daisy Hutzell-Rodman

photographers Katie Anderson Keith Binder Scott Drickey Sarah Lemke

associate editor Linda Persigehl

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contributors J.D. Avant David Brown Tamsen Butler Jeff Lacey Josefina Loza Niz Proskocil Kara Schweiss Wendy Townley Deborah Ward 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.

2021 Winner

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Omaha Magazine, by partnering with PrintReleaf, has reforested 28,825 standard trees since April 2015.

SALES executive vice president sales & marketing Gil Cohen branding specialists Dawn Dennis George Idelman assistant to the publisher Sandy Matson senior sales coordinator Alicia Hollins contributing branding specialists Jillian Dunn Mary Hiatt Tim McCormack OPERATIONS accounting/operations manager Kyle Fisher ad traffic manager David Trouba digital manager Megan Bartholomew digital specialist Julius Fredrick distribution manager Damian Ingersoll

OMAHAMAGAZINE.COM

FEBRUARY

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MARCH | 03

FROM THE EDITOR

MEDIA, MINORITIES, AND MUSIC PROMOTION

• 24 Hour Emergency Service • No Commisions Earned by Our Techs = Fair Treatment to Our Customers • 3rd Generation Family Owned Business

I

moved to Omaha in the late 1990s when I was in my 20s, and like many of that age, my husband and I enjoyed going to bars and attending concerts. Those are still favorite activities, but we tend to not stay until bars close these days. A favorite place to visit, as with many 20-somethings now, was the Benson area.

The late 1990s were a great time to find music in Omaha, thanks to a burgeoning company called 1% Productions. The owners’ journey from college kids to business moguls is one of our main features this round.

Another feature covers diversity in business.

One business positive over the past couple of years has been, that, according to several sources, approximately 380 out of every 100,000 Black adults became new entrepreneurs in 2020, up from 240 in 2019 and 2018. Omaha has some great resources for people of color who want to start a business.

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There are many good articles in this winter edition. I hope you enjoy them all.

B2B

Daisy Hutzell-Rodman is the managing editor of Omaha Publications. She can be reached at daisy@ omahapublications.com

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3RD GENERATION FAMILY OWNED BUSINESS

A NEW SYSTEM (based on qualifying system)

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Leanne Prewitt was named president of Ervin & Smith in August 2021. This subject of the third feature has impacted the company with her drive and work ethic. How she started, and where she is headed, can be found in this issue.

One other feature is about KFABs Scott Voorhees, who has been a voice at the station since the early 2000s. In recent years, has taken on more management duties. His predecessor, Gary Sadlemyer, said Voorhees has been an excellent choice. Listeners may not always recognize Voorhees’ changes, but he has taken great strides, and great pride, in his role.

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“I LOVE IT WHEN SOMEBODY ENJOYS A FOOD THAT WE RECOMMENDED AND TELLS ME ABOUT IT.” -DAVE ZORKO

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FEBRUARY

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MARCH | 05

AFTER HOURS | STORY BY NIZ PROSKOCIL | PHOTO BY BILL SITZMANN

A FEAST FOR THE EARS

HIGHLIGHTING THE LOCAL FOOD SCENE ONE PODCAST AT A TIME

W

hat’s better than Sunday Funday?

Saturday Faturday! Like many Omahans, Dave Zorko and two of his friends got together every Saturday for many years to catch up over lunch. It also was the day he’d take a break from the lighter, leaner meals he ate during the week.

“Saturday lunch became Faturday lunch because we are eating big, epic delicious things that we’re not going to typically have often,” Zorko said.

“We’d end up at these great local places. We would eat these wonderful foods, and then we’d end up talking about it for an hour.”

Those food-filled Saturdays led Zorko and longtime pals Sam Rocha and TJ to start a podcast in September 2018 about their local food adventures, fittingly called Faturday Omaha. Three-plus years, dozens of podcasts, and thousands of calories later, the Faturday crew has steadily built a following throughout the city and beyond.

The trio bring a passion for all things food and drink to the podcast, along with their own diverse perspectives. Weekly episodes feature their take on what’s good to eat and where to find it, presented in a way that’s entertaining and informative.

Zorko is passionate about food, especially local food. He loves connecting with others who appreciate it too.

It’s a far cry from his weekday life, in which Zorko works as an information services manager at National Indemnity Co., a downtown Omaha insurance firm. He manages teams of programmers and quality assurance analysts who build and maintain computer programs.

Faturday is a labor of love. The cost of meals, gear, and other expenses come out of their own pockets.

Zorko spends about 15 hours a week producing the podcast, managing its website, updating social media accounts, and planning future episodes.

He doesn’t have a broadcasting background, but knows his way around recording equipment.

Faturday doesn’t accept payment from businesses in return for reviews, but is willing to consider sponsorships or collaborate with organizations.

What sets Faturday apart from other food podcasts, Zorko said, is a focus on local eateries and consistent quality content. What also resonates with audiences is hearing from chefs and restaurant staff about what they like to eat.

“THEY HAVE MADE SOME GREAT RELATIONSHIPS WITH THE LOCAL CHEFS AND RESTAURANT OWNERS. FATURDAY HAS NEVER STEERED ME ASTRAY WHEN SEARCHING FOR GREAT NEW LOCAL EATS.” -DAMIEN WISE Damien Wise of Omaha thinks part of Faturday’s appeal is the hosts’ humorous banter and their knowledge of the metro area’s diverse dining options. “They have made some great relationships with the local chefs and restaurant owners,” Wise noted. “Faturday has never steered me astray when searching for great new local eats.”

Others have taken notice too. After the podcast caught the attention of KIOS 91.5 FM, the local NPR affiliate, it expanded into a radio show in August 2021. “It was such a wonderful thing. I was so humbled that they liked us enough to give us an hour’s worth of airtime every week,” Zorko said. The show airs Saturdays at 2 p.m.

Faturday has branched out in additional ways, too, including recording live from festivals and eating challenges. Other doors that have opened include a partnership with KMTV Channel 3. In fall 2021, the station’s website started featuring a monthly Faturday Food Finds article written by Zorko.

He’s grateful for new opportunities and the continued support and feedback from fans. “I love it when somebody enjoys a food that we recommended and tells me about it,” Zorko said.

“That makes me happy.”

He also finds joy in giving back to the community.

Faturday has helped raise donations for Together Inc., a local nonprofit working to reduce food insecurity, and they’ve joined other food content creators on a charitable effort called Foodies of Omaha Donate.

Although Faturday has grown considerably, the trio’s desire to share good food and good conversation remains. “We definitely enjoy each other’s company,” Zorko said. “To experience food and conversation inside of a welcoming restaurant together is what we truly enjoy.”

Visit faturdayomaha.com for more information.

B2B

06 | B2B MAGAZINE

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2022

06

VOLUME 22

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ISSUE 1

BIZ + GIVING | STORY BY JEFF LACEY | PHOTO PROVIDED

LITTLE STICKS MAKE A BIG FIRE

BRAD VON GILLERN VOLUNTEERS HIS TIME AND TALENT TO THE MID-AMERICA COUNCIL

A

s a boy, when Brad von Gillern wasn’t outside, he was dreaming about it.

“I remember having a Scout manual, and I loved that thing,” von Gillern explained. “Especially on a crappy winter day, when you couldn’t really be outside, you could still read about all the skills that camping involved.” Learning survival skills, such as tying knots and the art of laying fires, were the kinds of activities that kept von Gillern endlessly occupied, particularly through his participation in the Boy Scouts. When he grew up, he knew exactly how he wanted to give back to his community: by continuing his involvement with the Scouts.

Recently von Gillern, CEO of Lueder Construction, finished a two-year stint as the chairman of the Mid-America Council. He was integral in developing several programs that helped lay a different kind of fire; the future of scouting.

Mid-America Council CEO Chris Mehaffey said that von Gillern’s involvement in the Mid-America Council has been a blessing. “Brad has been on the board several years,” Mehaffey said. “He has provided great leadership and oversight, and has helped me tremendously.” Specifically, von Gillern has volunteered more than his time and talents in strategic planning for the Mid-America Council. Leuder Construction has helped Scouts with volunteer manpower at events and helped individual Scouts complete community projects by sharing their expertise with building codes and construction knowledge.

Mehaffey can’t say enough about von Gillern’s character. “Brad’s a very genuine individual. What you see is what you get,” Mehaffey said. “You can tell Brad cares very deeply about the organizations and people he’s involved with. He cares about the people personally, and it’s clear he realizes that people are the most important thing.”

“LEUDER CONSTRUCTION HAS HELPED SCOUTS WITH VOLUNTEER MANPOWER AT EVENTS AND HELPED INDIVIDUAL SCOUTS COMPLETE COMMUNITY PROJECTS BY SHARING THEIR EXPERTISE WITH BUILDING CODES AND CONSTRUCTION KNOWLEDGE.” -BRAD VON GILLERN While von Gillern thinks learning how to navigate the wilderness is pretty cool, he thinks that the Scouts offer far more than opportunities to start fires. He thinks his work with the Mid-America Council is truly about giving boys and girls the opportunity to learn skills that can be applied to any situation. “The best thing that Scouts does for kids is give them the opportunity to learn leadership and life skills. We have a proven program where kids are given opportunities to practice leadership and put learning into practice.

Everyone thinks of camping when they think of the Scouts, and camping is great, but camping is a chance to learn how to prepare and execute well, to care for oneself and others.”

Aside from being active with the Mid-America Council, von Gillern also gives his time to organizations like the Salvation Army and Omaha Leaders, and is active on the board of his church.

“My faith is a big part of my life,” von Gillern said.

“Jesus taught that we are here to care for others, to invest in them and to give them every opportunity to become the best that they can be. If I can do that for others, then I’ve lived up to the mission that was set before me.”

The third point of the Scout Law is “A Scout is helpful; they volunteer to help others without expecting reward.” Those looking for someone who exemplifies this might want to have a chat with Brad von Gillern.

Visit mac-bsa.org for more information.

B2B

“THE BEST THING THAT SCOUTS DOES FOR KIDS IS GIVE THEM THE OPPORTUNITY TO LEARN LEADERSHIP AND LIFE SKILLS.” -BRAD VON GILLERN

“WHEN WE GOT THE BUILDING IN 2005, IT WAS IN REALLY BAD SHAPE. THERE WAS A GUNNYSACK MATERIAL ON THE WALLS. THERE WAS LINOLEUM ON TOP OF THE ORIGINAL FLOOR AND THEN CHEAP CARPET GLUED ON TOP OF THAT.” -VICKIE PETZ

OMAHAMAGAZINE.COM

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FEBRUARY

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MARCH | 09

IN THE OFFICE | STORY BY KARA SCHWEISS | PHOTO BY BILL SITZMANN

EMERGED

MARIPOSA REMODEL BRINGS HISTORIC CHARM TO PAPILLION

T

he origins of the Mariposa Home Gifts Design building are evident before patrons step through the front entrance of the eclectic shop in downtown Papillion. The word BANK is spelled out in tiles in the outer threshold. An upward glance reveals ghost signs, restored by the city in 2017, that flank the second story’s north- and south-facing walls and read “Banking House of A.W. Clarke/ established 1880.” The bank vault behind the front counter shows the same words and is impossible for those walking into the store to miss.

A.W. Clarke established the first banking operation in Sarpy County. This place, on North Washington Street in downtown Papillion, was Clarke’s first bank building. The structure housed successor banks and a host of small businesses over the years, and Mariposa owner Vickie Petz said by the time she set up shop, it was quite an undertaking to restore the building’s historic charm. Her first business in the century-old space was called Your Country Connections.

“When we got the building in 2005, it was in really bad shape. There was a gunny-sack material on the walls. There was linoleum on top of the original floor and then cheap carpet glued on top of that,” Petz recalled. “We had to update, and it was a lot of cleaning up. When we were pulling down the gunny sack material, it would just fly everywhere.

The bathroom was a total mess.”

INTERIOR WALLS WERE REMOVED TO CREATE ONE LARGE SPACE, WHICH MADE IT POSSIBLE TO ALSO RAISE THE 8-FOOT CEILING BY SEVERAL FEET. The original wood floors were revealed and painted (a faint indentation scar outlines the location of the former teller counters), the walls were improved cosmetically with drywall or painted beadboard, and the space underwent a thorough cleaning.

Petz set up Your Country Connections’ displays around an awkward layout of small spaces created in expansions that had been tacked on after the initial 1892 construction.

Petz said she had long considered rebranding, and the first months of the COVID-19 pandemic presented a good time to close for remodeling. A going-out-of-business sale provided a financial boost that helped the renovation. Petz turned to her daughter-in-law, Angela Larsen of Larsen Designs, to guide the renovation.

“She convinced me to update it,” Petz said. “And I’m so glad she did.”

The biggest task was creating open space.

“This used to be a hallway going to the back, with five rooms—they were small—three on one side and two on the other,” Petz said. Interior walls were removed to create one large space, which made it possible to also raise the 8-foot ceiling by several feet. New overhead support beams were left exposed and painted in a fashion true to the era of the building. The structural changes also facilitated wiring upgrades, retro-style metallic ceiling tiles, and the addition of some vintage light fixtures.

A wonderful surprise was revealed inside a wall: a well-preserved section of exterior brick and the building’s original back door surrounded by an intact grid of windows. With an awning added over the restored door, it’s now a charming interior focal point that provides a natural separation of spaces.

In September 2020, Petz’s business re-emerged as Mariposa, the Spanish term for butterfly. The shop now has space for larger items like furniture pieces and carries many small-batch, local, and unique items both new and repurposed. Mariposa is a fitting name for the transformed shop and honors Papillion itself, named as a version of the French word for butterfly. “It’s a great place to have a business,” Petz said.

And business is brisk, she added. “There are so many people who’ve said they love the shop the way it is now and they’re happy I did it all.”

Visit mariposahomegiftsdesign.com for more information.

B2B

10 | B2B MAGAZINE

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2022

10

VOLUME 22

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ISSUE 1

omAHA! | STORY BY JULIUS FREDRICK | PHOTO BY SARAH LEMKE

SOLDIER VALLEY SPIRITS

SELLING ACROSS THE COUNTRY AND ATTRACTING COUNTRY MUSIC STARS

W

e got your six” is more than a slogan to former U.S. Army National Guardsmen and proprietor of Soldier Valley Spirits/Patriarch Distiller Jeff Hadden—it’s a promise.

In 2020, news coverage of Soldier Valley’s 3,000 gallon donation of hand sanitizer to the COVID-weary Navajo Nation caught the attention of Greenwood while he was at home in Franklin, Tennessee.

A proud lineage of military service and a burgeoning interest for the chemistry underlying his career in wholesale alcohol led to an “aha!” moment for Hadden in 2011: craft-made bourbon whiskey bottled in glass replica World War II-era canteens, each embossed with an allusive numeral six. One dollar from every bottle sold goes to local and national veterans’ nonprofits, sending a clear message to the veterans of the Omaha metro. In civilian terms, “we got your back.”

“I flew down [to Nashville] in late August and met with Greenwood’s team, and there was a lot of back and forth,” Hadden recalled. “On the last day I met with Lee at his home. He really liked what we had to offer and he liked our company motto of ‘faith, family, and freedom,’ the three F’s as I call them.”

“From day one it was part of our core values, giving back [to veterans],” Hadden said during a December fundraising telethon hosted at the Soldier Valley Spirits tasting room in La Vista.

“I LOVE PATRIARCH DISTILLERY. I THINK THEY’RE FABULOUS IN WHAT THEY DO, DEDICATING A LOT OF THE PROFITS TO FIVE DIFFERENT CHARITIES, ALL VETERAN-RAN.” -LEE GREENWOOD

Ron Hernandez, event organizer and founder of the Omaha nonprofit Moving Veterans Forward— an organization dedicated to helping homeless vets get off the streets and into furnished homes— agreed: “The partnership [with Soldier Valley] is going to be going on for years to come. It means a lot…it’s just a great venue to get the word spread to where people can say ‘yes, I want to help, what can I do?’”

“I love Patriarch Distillery,” Greenwood said, “I think they’re fabulous in what they do, dedicating a lot of the profits to five different charities, all veteran-ran.”

Few have responded to this question with greater zeal than country music icon Lee Greenwood.

The pen, strings, and crooning baritone behind America’s 20th-century anthem “God Bless the U.S.A.,” Greenwood’s love of country—and for those who serve it—is apparent on and off the stage.

“It’s time to get back to fun after 2020,” Greenwood mused. “We’re ready to embrace the fact that we’re Americans, [we have] the freedom to drink when we want to, and to drink responsibly…I think it’s a great place for me to be, and [a way] to enhance veterans’ lives.”

A letter of intent was signed that same day.

Greenwood’s endorsement was well rewarded.

“We took our Number Six Bourbon and rolled that into the Lee Greenwood Signature Bourbon, we won a double gold medal [at the San Francisco World Spirits Competition] back in 2014, so we rebranded that product,” Hadden said. “And then we revamped our Patriarch Whiskey and launched the Lee Greenwood True American Whiskey, and won a double gold medal for that just last year at the Proof Awards.”

The Lee Greenwood Signature Spirits Line also features the Lee Greenwood True American Vodka—six times distilled and a 2015 San Francisco World Spirits Competition gold medalist—and the Lee Greenwood True American Navy Rum slated for release in the second quarter of 2022.

The partnership has resulted in sales agreements with 11 states, with seven more in the works for the first quarter.

For veterans and first responders, the alliance between Hadden and Greenwood means that their sixes are covered—and well.

Their selection of spirits, meanwhile, is about as far from well as it gets.

Visit soldiervalleyspirits.com for more information.

B2B

“WE TOOK OUR NUMBER SIX BOURBON AND ROLLED THAT INTO THE LEE GREENWOOD SIGNATURE BOURBON, WE WON A DOUBLE GOLD MEDAL [AT THE SAN FRANCISCO WORLD SPIRITS COMPETITION] BACK IN 2014, SO WE REBRANDED THAT PRODUCT.” -JEFF HADDEN

“EVERYTHING IS A LITTLE DIFFERENT EACH DAY, BUT THERE IS STRUCTURE AND AN OVERALL GOAL.” -BRANDON PETERSON

OMAHAMAGAZINE.COM

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FEBRUARY

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MARCH | 13

ON THE RISE | STORY BY WENDY TOWNLEY | PHOTO BY BILL SITZMANN

MAN ON A MISSION

BRANDON PETERSON SERVES GUESTS AND OTHERS

W

hile spending six months in Guatemala on a mission trip, working with a group called Youth With a Mission, Brandon Peterson discovered the joy of serving others.

Peterson, who grew up near Indianapolis, traveled the streets of Guatemala with other volunteers daily, seeing children and teens playing soccer or performing break dance routines. He saw firsthand the impact of reaching out—offering a helping hand or just a conversation, being someone who could listen.

The half-year experience left its mark. Peterson sees strong similarities between his work in Guatemala and his career in hotel management: “Everything is a little different each day, but there is structure and an overall goal. In both instances, there is structure without the confines of a daily schedule.”

Before graduating from high school, Peterson entered the world of hospitality. At 17, he helped open a Comfort Suites in downtown Indianapolis.

Peterson was helping travelers and guests with a wide range of responsibilities—front desk duties, housekeeping, and other random jobs.

“IT’S LIKE THIS MINI COMPANY, WHERE YOU HAVE ALL DIFFERENT WALKS OF LIFE AND IN A SMALL SQUARE FOOTAGE OF SPACE.” -BRANDON PETERSON

“There’s not many organizations where you have such a melting pot among such a small team: housekeeping, front desk, restaurant, management, accounting,” Peterson said. “It’s like this mini company, where you have all different walks of life and in a small square footage of space.”

Peterson’s mother, a single parent raising Peterson and his two sisters, spent her career in hotels and hospitality. He recalls the experiences and memories his mother’s profession provided on a regular basis.

“Growing up, my mom was in hotels my entire life,” he said. “Looking at my single mom, raising three kids, I always admired everything that she did. She had to attend meetings, but there was fun stuff, too. To a kid, it was all very interesting.”

Following high school, Peterson moved to Minneapolis and attended North Central University. During the second semester of his freshman year, Peterson took a hotel job and worked overnights full-time until he graduated in 2014 with a bachelor’s degree in business administration.

Most often his work days began at 11 p.m., and ended around 7 a.m. He’d then travel to campus for class and complete homework during the day.

“I rarely slept,” Peterson recalled with a laugh.

“My professors understood I was getting real life, practical work experience. That was the best way I could learn.”

In early 2020, months before the country and the rest of the world began feeling the impacts of the COVID-19 pandemic, Peterson visited Omaha for three days. He was considering a permanent move and a new position with the Kimpton Cottonwood Hotel in Omaha’s bustling Blackstone district.

Omaha wasn’t initially atop his list of transfer destinations, but Peterson discovered Nebraska’s largest city would make a great home.

“I love to travel, but the Midwest is where I’m at,” he said. “I wanted something close to home, near Minneapolis. I fell in love with the Blackstone district.”

As far as the Kimpton, its century of history also proved intriguing for Peterson: “There’s not many moments where you get 100 years of history mixed with so much redesign. You walk into the building and just know that it’s original and historic.”

More than a year later, working at Kimpton as associate director of sales, Peterson has found a home and a solid team, said his manager, James Schelnick.

“Brandon has an inherent ability to lead and work collaborative with others,” said Schelnick, who serves as the hotel’s director of sales and marketing. “He has been an incredible source of support, creativity, and logic, while always offering commentary with grace and humor.”

Visit thecottonwoodhotel.com for more information.

B2B

14 | B2B MAGAZINE

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2022

14

VOLUME 22

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ISSUE 1

ROUNDTABLE | STORY BY LINDA PERSIGEHL | PHOTOS PROVIDED

CHOOSING YOUR MARKETING STRATEGY

EARNED MEDIA VS. PAID MEDIA

W

hat’s the best way to get a company’s message out to the public? This month, B2B asked two marketing professionals—Kelly Bast, an account manager at Emspace + Lovgren; and Cheri Dickmeyer, owner of CR Marketing Solutions—to share their perspectives. Leslie Andersen, CEO at i3 Bank, was asked to relate how her organization used different media for their recent rebranding campaign.

B2B: Who is the decision-maker that should determine a company’s marketing strategy?

Should that person be in-house or with an outside marketing firm?

KB: Emspace + Lovgren determines the direction and weight of earned and paid media as part of the strategy around each particular audience and outcome. The account executive and the brand strategist have the most in-depth knowledge of the client, their goals, and resources. Maximizing the impact is more often a decision of how to use a combination of communications channels that are most effective, rather than simply paid versus earned.

CD: If you’re starting a small or medium-sized business, you should focus on what you do best, and in many cases, marketing is not a business owner’s expertise. It’s better to utilize the services of an outside firm to decide your marketing strategy…

Once a company has established a strong brand with effective and measurable campaigns, and it’s bringing in enough capital, I suggest developing an in-house marketing team that can duplicate the agency model. An in-house team will be more connected to the company’s philosophy and will have a deeper understanding of brand, culture, product, and internal processes.

LA: Last summer we rebranded our companies. After 93 years we changed our name from Bank of Bennington and Prime Insurance to i3 Bank and i3 Insurance to position ourselves for growth and focus on our core values of impact, integrity, and innovation [the three Is]. We had an internal team managing everything behind the scenes with our name change, and we worked with an external agency, Smith Kroger, to create our new brand and market our new name. Our biggest challenge was how to get the new name in front of potential new customers in each of our markets.

B2B: What criteria go into deciding to pursue earned media, paid media, or a mix of both? What are the advantages of each?

KB: Our first criteria centers on the client’s goals.

Then, utilizing research on the intended audience, we determine which media will best reach that audience, which media will be able to convey the message the most effectively, and what works with their budget…Paid media allows the client to control the content, tone, and timing, with programming selected to reach a targeted audience through the most cost effective medium for the client. Earned media has the ability to build a story with independent credibility, communicate more in-depth aspects of an issue, event, idea, or circumstance. It has a higher value because it is part of a larger community conversation. Social media has the advantage of building deeper connections with an organization’s existing target audiences and fostering new ones, which has the potential to result in significant impact for a relatively small budget.

CD: A successful media strategy involves three kinds of media: paid, owned, and earned. A small business with a limited budget and small staff should start with owned media. Owned media gives small businesses an affordable platform to showcase products and services. You can open a Facebook or Instagram page for free, or buy and host a website for a relatively low cost. Once a business builds a brand online, they can start working on earned media. Earned media is your likes and shares and based on word of mouth.

Consumers see earned media as more authentic, but it requires responses to reviews and comments, as well as fresh content posted consistently.

LA: We love opportunities for free publicity because it allows us to tell our story in a variety of ways depending on the platform and the topic. We like to share pictures from events that we participate in to provide a personal connection with the communities we serve. Using our agency, we’re able to maximize their research, marketing data, and technology to better target our customers. Combining our approaches has given us more flexibility and helped us diversify the message we use to reach our customers.

B2B

OMAHAMAGAZINE.COM

FEBRUARY

Kelly Bast

Cheri Dickmeyer

Leslie Andersen

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MARCH | 15

THEY ESTABLISHED A REAL ESTATE COMPANY, REVAMP LLC, IN 2006 AND PURCHASED THE BUILDING AT 6212 MAPLE ST. HOUSING THE WAITING ROOM AND THEIR SECOND VENUE, REVERB LOUNGE. From left: Marc Leibowitz and Jim Johnson

OMAHAMAGAZINE.COM

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MARCH | 17

FEATURE | STORY BY J.D. AVANT | PHOTO BY BILL SITZMANN

ARCHITECTS OF THE BENSON AREA’S COOL-FACTOR

1% PRODUCTIONS

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maha’s music and entertainment scene owe a debt of gratitude to Marc Leibowitz and Jim Johnson. Their entrepreneurial mindset and independent spirit have brought a sense of cool to the city that didn’t exist before. Any lover of indie rock or underground hip-hop should acknowledge them for bringing Omaha a vibrant music scene, starting in 1997.

Co-owners of the live music and entertainment company 1% Productions, their relationship goes back more than 30 years to Beveridge Middle School. Their friendship evolved while attending Burke High School, as they shared a mutual love of live-music performances stretching across multiple genres.

At that time, in the 1980s and early 1990s, Omaha was a performance desert when it came to acts that weren’t Billboard chart toppers like Garth Brooks or New Kids on the Block. The teenagers disliked the fact they had to travel out of state to attend concerts featuring indie rock and burgeoning hip-hop acts.

“Even before we started doing shows we would drive to Lawrence, Kansas, or Des Moines, Iowa, to see shows,” Leibowitz recalled. “We always thought there was a void that was there until we started. The goal was to have them come to Nebraska so we wouldn’t have to travel as far.”

After graduating high school in 1992, Leibowitz moved to Austin to attend the University of Texas and study business while Johnson remained in Omaha to pursue a career in auto-body work.

“By that point, I’d already started booking a few concerts. Some of the local indie-rock guys,” Johnson said. “I’d been doing that for about a year and a half at Sokol.”

While Leibowitz was in college, Johnson traveled to Austin to visit him. The reunion gave the future business partners a chance to talk about their shared passion. Johnson used the opportunity to present his old friend an offer he knew Leibowitz couldn’t refuse.

He wanted Leibowitz to join him in his up-andcoming side-hustle: booking concerts and living their childhood dream after he graduated college.

Bringing acts they wanted to hear to Omaha would give them an exclusive path into the world of live music, and the fact they were in Austin, then billed as “The Live Music Capital of the World” by their chamber of commerce, provided some encouragement.

“Every band we wanted to see was playing in Austin,” Leibowitz recalled.

What made the proposition sweeter was Johnson’s arrangement with the owners of Sokol Auditorium.

The historic Omaha landmark—built in 1926— originally hosted gymnastics and Bohemian fraternal meetings. In the 1990s and early 2000s, the auditorium required a promoter to pay a rental fee, but the basement was used for storage.

Johnson was one of the initial promoters to jump on the opportunity of a free space, and he helped create a different venue beneath the auditorium christened The Sokol Underground.

In 1997, Johnson and Leibowitz officially formed 1% Productions. The first act they promoted was Ani DiFranco, whose studio album Dilate had peaked at 87 on the Billboard 200 the year before.

They promoted live concerts in the basement of Sokol for minimal expenses, allowing the pair to garner more money from the shows. Their main expense was hiring a sound engineer.

Without the expenses the venue upstairs required, such as professional security, this new space allowed the budding promoters to invest in essential upgrades. Those included a louder PA system to satisfy attendees coming to see acts they couldn’t see anywhere else in Omaha—such as Murs, Sage Francis, and Atmosphere—who have gone on to play national and worldwide tours.

“We did the underground hip-hop stuff for a long time,” Johnson said. “If you were there to see [Wu-Tang Clan member] Ghostface Killah back in the day you would notice there was no security.”

1% Productions found many people in Omaha who appreciated the music they loved and were willing to support their favorite artists. The hard part was getting into different venues, such as the former Ranch Bowl or the Music Box on Cass Street.

While those spots might let them do a couple of initial shows they would eventually push back, citing grievances like low profits and unwelcome crowds.

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FROM PAGE 17 “We had to rely on our insight. We were younger and more into music. Every band we booked we liked. We went on gut feelings that this band can do 100 or 200 people,” Leibowitz said.

A lot of those indie bands would go on to be huge acts.

“It’s weird to watch a lot of people that were booking those tiny bands back then are huge agents now,” Johnson said. “Agents representing Mumford & Sons, and Vampire Weekend, who are now huge bands. They were little guys like us, had a good year, and their careers took off.”

“Cool part about the underground scene is they’re booked by different people so they can be approached in a different way,” Leibowitz added.

“Bigger companies booking Radiohead weren’t taking our calls in the beginning. We were booking bands represented by independent people and it was a different mindset.”

The guys at 1% Productions were finding success with an approach that took them back to their days in high school when they wanted the main venues in town to treat the bands and people in their demographic with respect.

“We were thinking we could do a better job and bring the bands they weren’t bringing,” Johnson said.

“Once we started doing it we started seeing why the shows we liked weren’t getting booked by mainstream venues,” Leibowitz added. “They were riskier and not always as profitable.”

Johnson and Leibowitz booked shows for the next 10 years as a side hustle while Johnson continued laboring in the auto-body world and Leibowitz did IT jobs for Homer’s Records and IBM. They still used Sokol Underground as their main venue but had enough business to put on shows at places like Saddle Creek Bar, Knickerbockers, and the old Cog Factory on Leavenworth.

Their dream was to open their spot where they’d be free to put on the shows they wanted, as they wanted them seen. Whether they wanted to fill the house with hundreds of people or have an intimate performance for a few guests, the owners of 1% Productions wanted to appease like-minded music fans throughout the city. That goal came to fruition when they opened The Waiting Room in 2007.

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Situated at the western entrance to the main Benson Area strip on Maple between North 59th and North 63rd streets, The Waiting Room predates the majority of businesses that give life to the district.

Inserting a high-profile venue catering to indie acts would give the Benson area a much-needed 21st century facelift and identity, and residents around the classic neighborhood welcomed the new establishment.

“Jakes was there but they didn’t have the big bar,” Leibowitz recalled.

“Replacing a biker bar, we were looked upon favorably,” Leibowitz said.

Nowadays, the marquee at the Waiting Room lights up the street as people experience the nightlife along the strip and take advantage of what the area has to offer.

While Johnson and Leibowitz admit having trouble remembering all of the early shows at The Waiting Room, the list they can provide includes an impressive roster of musicians that graced their stage before becoming household names.

Before The Waiting Room arrived, the Benson area was occupied by a community center, one or two tattoo shops, and questionable biker bars. When asked if the construction of their seminal lounge was responsible for the area’s current diversity and success, the duo recount different views.

“Well, I’d like to think so,” Johnson started.

“We weren’t the first, but we definitely helped the growth,” Leibowitz said. “My only exposure to Benson before us was The Mix bar where we did a few shows.”

For years, the pair had searched for an inexpensive property to host the myriad performances that were coming their way. They liked the Benson area, and after the owner of the former establishment fell behind on rent, Johnson and Leibowitz saw their opportunity to create the venue they always wanted, but it would take some work.

That included acquiring finances. Johnson and Leibowitz had to provide 50% of the total amount to purchase the building. Since they had no prior history in the world of commercial leasing, banks refused to lend them the full $750,000.

They also had to come up with funds to renovate the building, which included a handicap entrance and ramp. Johnson and Leibowitz even had to petition the city to remove the “Motorcycle Only” parking in front of the building.

They owe a lot to their late landlord for taking a chance on them. He gave them breaks, such as not making them sign personal guarantees and other formalities a commercial lease requires without rental history. They expressed monumental gratitude and credit him for a lot of their initial success.

“Imagine Dragons played here…Wiz Khalifa played here…21 Pilots played here,” Leibowitz said, highlighting the independent spirit they brought to the locale.

“There’s a place for everyone,” he continued. “Those shows that do 100 people can be some of the most amazing shows we’ve ever done. Nathaniel Rateliff is now huge but played here for five people for 50 bucks. Everyone has got to start somewhere. It doesn’t mean they’re less talented, just less popular.”

With the success of The Waiting Room, Johnson and Leibowitz realized they were filling the area with people who needed a trendy spot other than the Old Market to enjoy a night on the town.

Their investments in the property lining Maple Street and beyond have displayed their keen business sense along with a heartfelt desire to shape the Benson area into something promising.

“Everything is all sort of related in a sense,” Leibowitz said when describing their various ventures after forming 1% Productions.

They established a real estate company, Revamp LLC, in 2006 and purchased the building at 6212 Maple St. housing The Waiting Room and their second venue, Reverb Lounge.

The additional spot came about when a tenant on the other side of their building moved out.

Revamp would also purchase the building across the street to recondition into three apartments and two businesses, including Krug Park.

“We own part of Krug Park business, but not the restaurant side,” Leibowitz clarified.

Johnson poured his efforts into renovating the old Bank of Benson where the current Taco Co. resides, and the entrepreneurs also purchased the old Sydney building.

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“I wish we owned the building so there wasn’t a weird sex shop down the street,” Leibowitz said jokingly. “But, you buy properties so you can make sure the next sex shop doesn’t open up.

When we opened up Krug Park there were five bars on the strip, now there’s a dozen.”

Leibowitz would also like more retail spaces and restaurants to move into the area. While those businesses come with more risk, he sees them as worthy investments.

“Now there are a couple of different teams that own the vast majority of the strip and it is worlds different than [in] 2007,” he said. “Buildings are selling for more money. That kind of stuff wouldn’t have happened before. Benson was sort of isolated and abandoned before.”

Now specializing in bringing old things new life, the owners of 1% Productions have come full circle, purchasing the old Sokol Auditorium in summer 2021. They are excited to put in the effort needed to turn the building where they started their careers into a spectacular venue.

The normally quiet Johnson lights up when talking about their new project and how they came upon the building’s new moniker. They wanted to give it a definitive name that already existed in Omaha’s theater lexicon, so they decided to pay homage to another classic venue, The Admiral Theater, formerly located on the northwest corner of 40th and Farnam streets.

“I love Omaha theater history,” Johnson said.

“When it came to Sokol we thought let’s stick with a theme. It was a cool name with Omaha history. It’s a big deal for both of us to finally own Sokol. It’s going to be a world-class venue.”

With the renovation of the new Admiral Theater, along with celebrating The Waiting Room’s 15th birthday in 2022, the owners of 1% Productions show no sign of slowing down in bringing topnotch entertainment to the Big O. Visit onepercentproductions.com for more information.

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MARCH | 19

“IT’S NOT WORK WHEN THE PASSION OF THIS STAFF MAKES IT ALL WORTHWHILE.” -SCOTT VOORHEES

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FEATURE | STORY BY DAISY HUTZELL-RODMAN | PHOTOS BY BILL SITZMANN

A FABULOUS DIRECTOR

SCOTT VOORHEES TALKS RADIO MANAGEMENT

S

cott Voorhees has managed a station during a two-year period that has brought COVID-19; the worst season for Nebraska football since 1957; local, state, and national politics; and everyday news events such as vehicular homicides and city council meeting information.

It’s all in a day’s work for Voorhees at KFAB. “It’s not work when the passion of this staff makes it all worthwhile,” Voorhees said. “When I walk in the door and the first person I hear is someone who has been working here for 40 years.”

That someone is Gary Sadlemyer, the previous program director and KFAB’s most notable voice on-air. “He’s the best hire I’ve ever made,” Sadleymyer said of Voorhees. “He’s amazingly talented, he’s smart, he’s efficient, he’s capable.

Beyond that, he’s got a great demeanor for this job.”

Being program manager is a big job, all the same, and requires more than deciding what is going to air on any given day and managing the on-air staff.

Like many media companies, KFAB has reduced its staff over the years, and as part of iHeart Radio, there are corporate duties to be performed alongside the Omaha-centric management. It’s often a job that requires much more than eight hours a day.

“The little things,” Voorhees said of what keeps him up at night. “Like, why did both these commercials come on at the same time? It’s a little thing, but what if a friend or the business owner is listening and thinks, ‘wow, what happened?’”

Through the 25 years he has been on air, however, he has learned a few tricks to keep him sane. “It took me a long time to learn patience,” Voorhees said. “Becoming a father was a great lesson in that.

I’m also a big believer that life is golf and golf is life.”

Voorhees came to the station in 2006 with eight years of experience from a station in Kansas City.

“We [Voorhees and his wife] had just finished the basement of our house, and I said ‘I am never moving again,’” Voorhees said. “I’m not kidding—the next day Gary called and said he had a job open.”

“We’d kind of talked a bit back and forth, and he had been a fill-in host for a couple of days,” Sadlemyer said. “I was really happy with what I heard. A couple of years after that, we had an opening…we were able to bring him up here.”

In many ways, Voorhees loves what he does because he loves his hometown. “Gary was not born and raised here, but has been here a long time. Jim Rose bleeds scarlet and cream. I’ve been here 15 years. When you turn on KFAB, you hear Omaha, and that’s what the city needs.”

That includes making sure advertising dollars are coming in. Voorhees and company, like most media stations over the past couple of years, have dealt with the fallout from advertisers who no longer had, or have, money to spend with the station.

“There were a lot of longtime partners that said ‘I just don’t have the money right now,’” Voorhees said of the downturn in 2020. “That hurt, but more than hurting the station, I felt bad for them.

That’s why we came up with the ‘Spend Local Omaha’ campaign. It was important to us to let the listeners know ‘here’s a list of businesses that are open’ even though everyone was locked down. We gave away a lot of freebies. A lot of longtime advertisers just didn’t have the money, but relationships are so big. It was important that they continue to be a part of us. We were able to ride it out a bit.”

Part of how Voorhees and the staff were able to weather the last couple of years was because Voorhees, as program director, intentionally shaved down the lengths of the segments and reduced the clutter on air. It’s not something the average listener will notice, but things sound more professional, and that helps keep listeners engaged.

Add to this the fact the Voorhees is still on-air.

Sadlemyer said Voorhees’ management duties have not diminshed the quality of his show.

“He’s always identified a couple of topics and done enough researching to bring relevant information to the table,” Sadlemyer said. “It can be easy to get overwhelmed with other work. He doesn’t do that. It surprised me a bit in the beginning when he took over as program director.”

Sadlemyer then admitted it should not have been a surprise, as the on-air part of the job is in the blood of all the personalities at KFAB. CONT. TO PAGE 22

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2022

VOLUME 22

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ISSUE 1

FROM PAGE 21

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The political nature of talk radio has only become heightened with social media. “OK, address this—let’s talk,” Voorhees said. “Social media isn’t going to go away…when people think of media these days, they think of social media. The best companies realize you can’t just post and forget it. A Yelp review isn’t going to go away.

The best companies have someone who will reply immediately and say ‘can we get back to you?’”

He’s learned about leading from other businesspeople as well as his KFAB colleagues.

“Sometimes the perception is that those people who are in power are there because they knew the right people. The reality is that those leaders who are in family-run businesses, a lot of them grew up in the business and still love it. So many of them have a passion for what they are doing.

It’s in the way they talk to their employees. The best ones know all the components to retain good employees, have a passion for their business, and have a passion to help others.”

“Sid Dillon…I had never met him until a couple of years ago,” Voorhees said. “I was getting my car serviced, and he was walking around picking up magazines in the lobby. He looked at me and said, ‘How are you? Are you being helped?’

I said I was and asked who he was. He said ‘I’m Sid Dillon, I’m the owner.’”

That’s the kind of connection to customers and employees that Voorhees respects. “It’s my hope that people still need connection,” he said. “It’s purposeful when we say, ‘thank you for listening.’”

The hardest part about the media business in this day and age, however, is that everyone is now a broadcaster. “We’re competing against all online news, against the two dozen streaming services, and everyone’s phone,” Voorhees said. “People want to learn new information. They only have a few minutes, and they have a lot of ways to decide what am I going to listen to?”

Voorhees is making sure as many people as possible decide to listen to KFAB.

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“I’m continually impressed by his ability to run really fast in multiple directions,” Sadlemyer said. “He just handles it all. He’s much better at it than I was.”

Visit kfab.iheartradio.com for more information.

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“THE FOUR CORE VALUES ATTRACT GROWTH-MINDED FOLKS. I’VE GROWN SO MUCH IN THE YEARS I’VE BEEN THERE.” -LEANNE PREWITT

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FEATURE | STORY BY TAMSEN BUTLER | PHOTO BY BILL SITZMANN

ERVIN & SMITH PRESIDENT LEANNE PREWITT

INFLUENCE AND IMPACT

L

eanne Prewitt was born in Omaha, and graduated from Mercy High School and the University of Nebraska-Lincoln; but her journey to taking on the role as president of the local marketing and design firm Ervin & Smith took some detours through other cities.

Prewitt spent time in New York as a copywriter after graduating with a degree in journalism.

She and her husband then decided to take a sabbatical for around five months to visit Sicily, Ireland, Tokyo and Paris, among other places. Her whirlwind tour of the globe with her husband couldn’t dissuade her from returning to the town in which she was born and raised.

“We were always likely to come back to Omaha,” Prewitt admitted. “We were open to the possibility.

It’s generally a nice place to live.”

Prewitt was seven weeks into maternity leave with her first baby when she received the offer to take on the role of president at Ervin & Smith on Aug. 23, 2021. Her career with the company started around seven years prior when she joined the team as a creative director.

Doug Smith, the founder of Ervin & Smith, was originally a writer, so Prewitt said her start as a copywriter in New York after graduating college “feels like a full-circle moment” now that she’s taken on the role of president.

“BECOMING PRESIDENT WASN’T NECESSARILY A GOAL ON MY RADAR. I WAS MORE LOOKING TO GROW INTO MORE INFLUENCE AND IMPACT AT WORK.” -LEANNE PREWITT “Becoming president wasn’t necessarily a goal on my radar,” Prewitt said. “I was more looking to grow into more influence and impact at work.”

That is exactly what she did. Prewitt has made an impact at Ervin & Smith and as an avid volunteer.

She serves on the board of Mercy High School and co-founded the political action committee Women Who Run Nebraska.

Though she didn’t necessarily set out to climb the ladder at Ervin & Smith the way she did, Prewitt admitted that working in an encouraging environment allowed her to thrive. The company operates under four core values: candor, happiness, innovation, and accountability. “The four core values attract growth-minded folks,” explained Prewitt. “I’ve grown so much in the years I’ve been there.”

“Ervin & Smith has such a passion for leadership and development,” said Prewitt, further explaining that the culture of the company attracts people who are passionate about volunteerism and serving on boards. “We create things that matter, and we never settle.”

Her fellow executives look up to her and admire her drive and work ethic. Ashley Bails, chief marketing officer at Ervin & Smith, said, “I’ve always admired Leanne’s leadership and people-first approach to everything she does. She understands that when people have the support and resources they need to grow as individuals, they can achieve both personal and professional success. At the end of the day, that is how we will continue to serve our clients and stay ahead in the fast-changing marketing world we work in.”

Her career trajectory is inspirational to other women who hope to climb the corporate ladder and smash the glass ceiling. Prewitt’s advice for these women—or to anyone else looking to ascend in the ranks of their career—is to “surround yourself with people whose work you admire.” She added that it is easier to thrive in a work environment that’s filled with joy and fun. “Otherwise,” she says, “it’s awful.”

“Find the people and places that truly support you as a person. Find men and women who will advocate for you and support you.”

CONT. PAGE 26

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FROM PAGE 25 Prewitt made it her personal mission to support women and girls. She has been a board member at Mercy High for around five years and was involved in leading the re-brand of the school.

She’s passionate about Mercy High not only as an alumnus, but also because “the school was formed by women, run by women, and it’s for women,” she said.

Women Who Run Nebraska is Prewitt’s other passion. It started initially with letter writing, then hosting forums, attending political rallies and becoming more involved in community groups, but then eventually evolved into a state PAC with a focus on supporting progressive women candidates.

Prewitt’s co-founder, Denise Blaya Powell, said, “Leanne is the creative force behind the Women Who Run Nebraska brand and all of the fun merchandise we’ve produced. That work has helped our organization raise thousands of dollars to support women across the state. Her energy, passion and love for the work were such critical components to getting our organization off the ground and building the momentum that sustains us today. I’m so grateful to know her and get to work with her in this shared cause.”

Prewitt’s contributions to Ervin & Smith, along with her contributions to the political and educational landscape of Omaha, demonstrate a woman who is indeed of influence and impact.

Visit ervinandsmith.com for more information.

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Yesenia Peck

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VOLUME 22

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FEATURE | STORY BY JOSEFINA LOZA PHOTO BY BILL SITZMANN

DIVERSITY IN BUSINESS

BUILDING SUPPORTIVE ECOSYSTEMS FOR BLACK- AND BROWN-OWNED BUSINESSES IN OMAHA JBP CONCRETE AND CONSTRUCTION’S SALES DOUBLED TO $500,000 IN 2018, AS PUENTES HAD JOINED THE REACH PROGRAM. IN 2019, THE COMPANY HIT MORE THAN $750,000 IN SALES, AND LAST YEAR 1.5 MILLION WAS ACCOUNTED FOR IN 2020.

J

ose “Sammy” Puentes has worked in concrete for 28 years. His job involves repairing roads, sidewalks, and driveways; mixing concrete; injection work; and drilling.

These days the concrete industry is in a time of flux, an opportune point for starting a business.

Puentes, a 46-year-old Mexican immigrant, had already started picking up side jobs here and there but he couldn’t keep up with all of the work. So becoming a small business owner seemed like a natural fit. In 2017, he established JBP Concrete and Construction, LLC and had $250,000 in sales.

At one time or another, nearly everyone who is passionate about their work dreams of launching their own business, just like Puentes. Taking his fate into his own hands to create a concrete business the way he wanted was a calculated plan.

“I just kept thinking about it,” Puentes said, “…that I should start investing in my future, and my family’s future, and start thinking about retirement.”

So he turned to the Greater Omaha Chamber’s REACH program, which empowers entrepreneurs to scale their businesses by offering a 12-month mentoring program designed to move topperforming small and emerging construction businesses to higher levels of success.

“When I first started the business there were times when I thought I finally made it,” Puentes said.

“And then there are days when you think, ‘Am I going to be OK?’ You get a little frustrated.”

In Puentes’ case, he had a business concept but needed assistance with his strategic goals in the areas of accounting and financing, logistics, operations, strategy, human resources, and legal issues—all areas in which many emerging minority business owners like Puentes have said they need support.

Building supportive ecosystems for Black- and Brown-owned businesses has been at the forefront of Nebraska’s efforts in developing community wealth, for the business owners and the people they employ.

Prior to 2020, the share of new Black entrepreneurs was increasing, despite the fact that for the past 20 years the rate of new entrepreneurs overall has essentially been flat, the report noted.

The COVID-19 crisis, however, stressed minorityowned businesses.

The pandemic has made for a difficult landscape for most every small business owner, but the challenges and impact on minority-owned businesses have been even greater.

Black entrepreneurs are three times less likely to have their loan request approved than their white counterparts, according to The Kauffman Foundation’s Capital Access Report. The pandemic exacerbated the inequalities and became even more clear after the first round of PPE federal funding.

In response, some nonprofits, local government entities, and private companies started identifying how they could help even the playing field when it comes to policies and funding for minority-owned small businesses and entrepreneurs.

CONT. PAGE 30

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FROM PAGE 29 More than 150 entrepreneurship advocacy groups and organizations across the country have joined the Ewing Marion Kauffman Foundation in a coalition called Start Us Up, which urges policymakers to address the immediate and longterm needs of entrepreneurs. Several Omaha and state organizations—such as the Nebraska Enterprise Fund, Nebraska Business Development Center, and the Nebraska Department of Economic Development—are working to assist in the viability of minority-owned businesses.

In October, the Greater Omaha Chamber of Commerce launched a bilingual extension of its REACH program for small and emerging businesses serving the Omaha community. This expansion builds on the seven years of success the REACH program has had empowering entrepreneurs to scale their businesses, said Christian Espinosa Torres, program administrator of the Small and Emerging Small Business Program for the City of Omaha.

In 2020, the REACH program served more than 200 businesses with more than 2,800 hours of technical assistance and consulting. The result of that time was $7.45 million in direct contracts for REACH participants, including Puentes’ business. The bulk of that assistance was focused on minority business owners, with 51% of the assistance provided to Black entrepreneurs, and 29% to Latino-owned businesses.

Providing growth capital is the cornerstone of the Nebraska Hispanic Chamber of Commerce. In 2020, the Nebraska Hispanic Chamber conducted a statewide study surveying 800 Latino small businesses in which it found that financial support and personnel were the two main needs in its business community.

“What’s different in the Latino community is immigration status,” said Yesenia Peck, president of the Nebraska Hispanic Chamber of Commerce.

“Many of our business owners don’t qualify for federal grant funding, so we had to advocate for them. [We met] with Govenor Ricketts to see what could be done so Latino businesses could qualify for federal support.”

VOLUME 22

As a result, the State of Nebraska issued a business ID number filing process for applicants in need of supplemental funding.

“Not every business in every community is built in the same way,” Peck said. “Not every business in every community has the same opportunities.”

Peck sees this work as essential to closing the racial wealth gap and creating equity of opportunity.

“Advocacy is key,” she said.

IN 2020, THE REACH PROGRAM SERVED MORE THAN 200 BUSINESSES WITH MORE THAN 2,800 HOURS OF TECHNICAL ASSISTANCE AND CONSULTING. THE RESULT OF THAT TIME WAS $7.45 MILLION IN DIRECT CONTRACTS FOR REACH PARTICIPANTS, INCLUDING PUENTES’ BUSINESS. THE BULK OF THAT ASSISTANCE WAS FOCUSED ON MINORITY BUSINESS OWNERS, WITH 51% OF THE ASSISTANCE PROVIDED TO BLACK ENTREPRENEURS, AND 29% TO LATINO-OWNED BUSINESSES. FINANCIAL WEALTH AT A GLANCE According to Survey of Consumer Finances data, the median Black family has $24,100 in wealth.

This is 12.7% of the $189,100 in wealth by the average white family.

In 2019, Fortune 500 CEOS, who earned approximately $14.8 million on average, included five Black people and 17 Latino people—less than 5% of the total. By contrast, these groups made up 44.1% of the U.S. workers who would benefit from a raise in the federal minimum wage to $15 per hour by 2025, according to the Economic Policy Institute. Blacks and Latinos comprise 31.9% of the U.S. population.

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One indicator of racial disparities at the top of the U.S. earnings scale is the threshold for entry into the top 10 percent. According to the Pew Research Center, for white families to make it into this tier of earners in their racial group, they need to have annual income of at least $117,986—nearly twice as much as the threshold for Black families.

Midlands African Chamber Inc. was founded in 2020 out of a desire to help the new and growing businesses within its African and African American communities prosper. Nothing like the Midlands African Chamber dedicated to those in such communities existed for a five-state radius prior to its creation.

To carry this mission, the Midlands African Chamber serves as the voice of business and involves the public and private sectors in community leadership. It hopes to address three key issues.

UNEMPLOYMENT While unemployment is low in the Omaha community, it’s almost two times higher for people of color. Midland African Chamber’s goal is to reduce the following unemployment gaps: 8.3% in Blacks; 5.7% in Latinos; and 3.1% in white, non-Hispanics.

POVERTY One in 10 Iowa and Nebraska residents work multiple jobs, in comparison to the 1 in 20 nationally. The Omaha Community Foundation released research data in 2021 noting the large number of people who are working multiple jobs or underemployed, meaning they are working full-time but still living under the poverty line.

In 2018, the U.S. Census reported that of the percentage of individuals in poverty 26.1% were Black; 20.6% were Latino; and 7.3% were white, non-Hispanic.

PAY EQUALITY People of color have a median income that is $13,000 less than their white counterparts. This difference has grown by 18% since 2015. A 2018 Regional Equity Profile completed by Heartland 2050 found that even when education levels are equal, people of color earn less than white residents.

So what does that all mean?

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“We understand that in order for our communities to cultivate a competitive and successful economic environment, we must create opportunities for mentorship, access to capital, education, and leadership training,” said Karine Sokpoh, president and founder of the Midlands African Chamber.

“We share in the responsibility of helping one another achieve the American dream. We firmly believe that economic success is an integral part of the pursuit of happiness.”

Racial equality is economic equity and the Midlands African Chamber is committed to promoting the same through entrepreneurship in diverse communities. Midlands African Chamber serves as a host of diverse business owners with varied racial backgrounds, such as African and African Americans, Latinos, Caucasians, and Asians—be that American-born or foreign.

In the past year or so, the Midlands African Chamber evolved out of the landscape shaped by the pandemic; it assembled a working board of a dozen professionals in varied background— from business, finance, legal, marketing, communications, philanthropy, and community activism—who volunteer their time.

The Midlands African Chamber wants to attract and retain diverse talent in Nebraska by advancing racial and economic equity. Therefore, it offers in-person and online events, covering education, leadership development, business growth, and networking. It offers a business lecture series held virtually for members to connect directly with working professionals in small businesses at various capacities from business owners, physicians, and educators to financial and legal representatives.

To achieve its vision, the Midlands African Chamber created Pitch Black, which is designed to promote entrepreneurship in diverse communities in the Midwest. In August 2021, the business pitch competition had its first cohort of 20 applicants participate for an opportunity to win $10,000 in business funding.

Tony Cannon Jr., owner of One Security Solutions, a private security and surveillance company, was attracted to Midlands African Chamber because it was “filled with people that look like, and are doing business with, people like me.”

FEBRUARY

“The chamber was necessary for our business to grow and to develop different ways of doing business across the community,” Cannon said.

“In my opinion, the chamber is doing a lot for the community and for local business owners as well.”

In the same breath, businesses owners of color are important to local communities as they drive innovation and social change, said Willie Barney of the Empowerment Network. He serves as the founder, president, and facilitator of this collaborative of residents, leaders, and organizations working to facilitate positive change in Omaha.

The goal of the Empowerment Network is to help Black-owned and North Omaha businesses employ more people, build more wealth, and thrive. In its 15 years, the Empowerment Network has evolved into a nationally recognized approach for community engagement, collaboration, capacitybuilding, and leadership development. It is focused on transforming the city by ways of “education, violence prevention, employment, arts and culture, housing, and health,” Barney said.

“I WANT TO BUILD SOMETHING FOR MY CHILDREN. I WANT THEM TO WORK ALONGSIDE ME. IF I COULD GET THAT ACCOMPLISHED, THEN I WOULD BE REALLY HAPPY.” -JOSE “SAMMY” PUENTES Barney worked more than 27 years in strategic planning, marketing, communications, community building, and facilitation. He said it occurred to him shortly after moving to Omaha in the early 2000s that the city needed to unify to advance North Omaha.

He met with more than 70 pastors, residents, and community leaders to bring about a vision at the first official Empowerment Network leadership meeting in September 2006. Since then the network has hosted youth summits, small group meetings with more than 400 teens, successful students, gang members, single mothers, parents, grandparents, and stakeholders.

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It has created business opportunities to emerging startups and job training through the REVIVE Center. It has hosted several initiatives, such as Christmas in the Village; Monthly Village Community Meetings; Omaha 360 (violence prevention); the African American Leadership Conference; Step-Up Omaha! (the state’s largest youth employment initiative); Entrepreneurship Collaborative; and the North Omaha Cradle to Career Education Strategy.

It is helping facilitate a 30-year, five-phased project called the North Omaha Village Revitalization Plan, which aims to rejuvenate the struggling historic area with affordable housing, tourist destinations, and economic development. Today, the collaborative involves more than 3,000 participants with more than 7,000 providing input into the community-based plan.

Barney realized that there was a dearth of funding and capital opportunities for minorities in Nebraska. As a result, the Empowerment Network aims to fill that gap by bringing together great minds, capital, and expertise in order to promote economic advancement in the community.

All of these programs are so necessary—especially in minority communities who may not know the resources available to them or how to access capital to grow their business, said Puentes.

JBP Concrete and Construction’s sales doubled to $500,000 in 2018, as Puentes had joined the REACH program. In 2019, the company hit more than $750,000 in sales, and 1.5 million was accounted for in 2020.

“I just want to keep growing my company. I want to keep growing my business for the guys who are working for me,” Puentes said. “I want to be able to have my own building. I want to be able to have an office in a building I’m not renting but instead one of my own. I want to build something for my children. I want them to work alongside me. If I could get that accomplished, then I would be really happy.”

Visit empoweromaha.com, midlandsafricanchamber. com, nebraskahispanicchamber.org, or omahachamber. org for information about these associations.

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2022

VOLUME 22

OMAHA CVB BY DEBORAH WARD

ECONOMIC REBOUND FOR OMAHA TOURISM S

ince pandemic travel restrictions were eased, tourism has been on the rebound across the United States. Omaha has seen multiple tourist sectors trend upwards, including business meetings, sporting events, and leisure travel.

There’s more good news for the tourism and travel sector as the overall economy continues to recover.

STR and Tourism Economics, groups that analyze global tourism data, report that hotel demand in the U.S. is expected to be near a full recovery in 2022.

During the International Hospitality Investment Conference, hotel business leaders reported demand would continue to increase.

Executives from around the industry, including Hilton, Marriott International, and IHG Hotels & Resorts, reported advance bookings surpassing 2019 numbers and even predict record-breaking revenue in the United States during the second and third quarters of 2022.

With industry experts calling for further gains next year, Omaha has every reason to expect continued improvements. STR data for Douglas County projects that 2022 hotel revenue will total $245 million, exceeding 2019 revenues by $26 million. While the number of hotel rooms occupied during 2022 will still fall short of 2019 numbers, STR projects that Omaha hotels will be able to charge more for their rooms, which will make up for the lower occupancy.

Visitors to Omaha make a strong economic impact on the metro, benefitting our whole community.

During a typical year, Omaha tourism generates $1.3 billion for the metro area and employs almost 18,000 of our friends, families and neighbors. So, when your company or professional organization asks where they should hold their next meeting or conference, make sure to suggest Omaha and let the Visit Omaha team do the heavy lifting.

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GREATER OMAHA CHAMBER BY DAVID BROWN

DIVERSITY IN BUSINESS O

ne of the greatest opportunities that has presented itself over the past several years is the low number of minority-and womenowned businesses that exist in the Omaha region compared to the nation as a whole. Nationally, people of color make up about 40% of the population, but only 20% of the nation’s 5.6 million business owners with employees. If ownership shares matched population shares, people of color would own 50% more businesses than they currently do now.

Similarly, women are 51% of the U.S. population, but only 33% of business owners with employees, according to the Brookings Institute. Some numbers can help drive this point home.

Nationally: • There were 9.2 million minority-owned businesses in 2017. 1 million of these businesses had paid employees.

• Minority-owned businesses with paid employees created 8.9 million jobs and generated $1.4 trillion in revenue in 2017.

• 38.3% of U.S. businesses were owned by women in 2017. Of these women-owned businesses, nearly 10% had paid employees.

• In 2018, 16% of African American women, 14% of Asian women, and 12% of Hispanic women said they were interested in starting a business, which was more than 10% of women in the general population. (Northwestern Mutual) You may be wondering about the situation in Nebraska. According to a recent study from business.org, the number of minority-owned businesses in the state is quite low.

The study ranked all 50 states and Washington, D.C., to see who had the highest number of minority

Deborah Ward is the executive director

David Brown is president and

of Omaha Convention and Visitors Bureau.

CEO of the Greater Omaha Chamber.

business owners. The list was released in January, and Nebraska ranked 39th. The rankings were based on the percentage of minority-owned small businesses in the state against the number of all small businesses.

Nebraska has 179,509 small businesses and of that number, 10,611 are owned by minorities. That shows Nebraska’s minorities own 5.9% of the small businesses in the state compared to a 2020 nonwhite population base of 21.6%.

The gap in minority- and womenowned businesses in this market represents a significant opportunity to grow our economy more rapidly and to take advantage of demographic changes that are predicted over the next two decades. And, while modest, the number of both minority- and women-owned businesses in the region and the state is growing. (Between 2017 and 2019 the percentage of all firms owned by women in Nebraska grew from 15.9% to 17.3%, while the percentage of all firms owned by people of color in the state grew from 5.3% to 5.8%, according to the U.S. Census, 2017-19 Annual Business Surveys. If we continue and enhance our efforts to grow entrepreneurship across all demographics with a goal that diverse business ownership reflects our diverse population, we will be more stable, grow faster, and increase wealth dramatically across the region.

These outcomes can only be good for Greater Omaha and the state of Nebraska.

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