B2B Omaha - August/September 2020 by Omaha Magazine

AUGUST · SEPTEMBER 2020 | U.S. $3.25

FORGING A LEGACY INNOVATE, IMPROVE, INCREASE LEGACY COMPANIES FIND THE “I” IN BUSINESS

LIKE FATHER, LIKE SON PAUL AND RYAN STRAWHECKER

OMAHA BANKS ON INDEPENDENTS LOCALLY OWNED FINANCIAL INSTITUTIONS THRIVE

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OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 01

TABLE OF CONTENTS COVER

32 FORGING A LEGACY

DRAKE-WILLIAMS & OWEN INDUSTRIES FEATURES

OMAHA BANKS ON INDEPENDENTS

LOCALLY OWNED INSTITUTIONS THRIVE

INNOVATE, IMPROVE, INCREASE

LEGACY COMPANIES FIND THE “I” IN BUSINESS

LIKE FATHER, LIKE SON

PAUL AND RYAN STRAWHECKER

DEPARTMENTS

04 AFTER HOURS

08 IN THE OFFICE

12 omAHA!

06 HOW I ROLL

10 LEADERS

14 ON THE RISE

ERIC OBEREMBT

CHAD HARTMANN

COLUMNS

03 FROM THE EDITOR HERITAGE BUSINESSES

40 OMAHA CVB

HISTORY OF RECOVERY

40 GREATER OMAHA CHAMBER LEGACY OF BUSINESS

GALLUP

VAN DEEB

SPECIAL SECTIONS

16 LEGACY ISSUE

SPONSORED CONTENT

HERMAN’S NUT HOUSE

KEENAN PAGE

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02 | B2B MAGAZINE · 2020

VOLUME 20 · ISSUE 4

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vice president Greg Bruns

senior graphic designer Derek Joy

associate publisher Bill Sitzmann

graphic designer II Mady Besch

EDITORIAL managing editor Daisy Hutzell-Rodman

photographers Katie Anderson Keith Binder Scott Drickey Ariel Fried Sarah Lemke Jeremy Allen Wieczorek

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senior branding specialist Mary Hiatt branding specialists Dawn Dennis George Idelman digital sales manager Jillian Dunn assistant to the publisher Sandy Matson senior sales coordinator Alicia Hollins OPERATIONS operations officer & Local Stubs ticketing representative Joshua Peterson ad traffic manager David Trouba accounting associate Kendra Hill distribution manager Mike Brewer

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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.

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contributors Leo Adam Biga Chris Bowling David Brown Robert Fraass Tracie McPherson Kara Schweiss Wendy Townley Houston Wiltsey

SALES executive vice president sales & marketing Gil Cohen

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OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 03

FROM THE EDITOR

HERITAGE BUSINESSES B

usinesspeople often desire to leave a legacy of industry—a place of future employment for deserving employees, a respected brand preserved by board members and executives alike. Many articles in this edition of B2B deal with simply that—legacy. In one feature, Paul Strawhecker, president of Paul J. Strawhecker Inc., is preparing to hand over the reins of his 25-year-old business to his son, Ryan. Another feature article brings up the subject of innovation. Most companies recognize a need to innovate. Nintendo started as a playing card manufacturer, DuPont started in explosives, and Reikes Manufacturing in Omaha started as a glass recycler, a far cry from the automation company they are today. How Reikes got there is part of the feature on innovation. President Donald Trump has actively broadened his tariffs on foreign steel. B2B spoke to two steel companies in Omaha about their legacies, their businesses, and how they are doing in 2020. Our last feature involves banking. According to American Banker, the number of bank charters went from 14,000 in 1985 to 4,938 at the end of 2017. That’s about a 65% drop, but banks have remained local in Nebraska— specifically in Omaha—where many banks are still family-owned. B2B talked with a few to gain insight as to how they have remained independent, and why this is important.

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

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04 | B2B MAGAZINE · 2020

VOLUME 20 · ISSUE 4

AFTER HOURS | STORY BY HOUSTON WILTSEY | PHOTO BY BILL SITZMANN

THE MIDDLE-AGED MAN AND THE SEA

HOW OMAHA NATIVE ERIC OBEREMBT FELL IN LOVE WITH SCUBA DIVING

ric Oberembt, like many Nebraskans, loves being outdoors. While many in Nebraska enjoy hunting, hiking, or spending the day on a lake, Oberembt’s idea of a perfect day in nature takes place a few thousand feet underwater. “I’ve always been the guy that wants to go where he’s not supposed to,” said Oberembt over the phone. The 40-year-old owns D&M Roofing, a company started by his grandfather, Delton Mares. Oberembt was calling B2B from the Cayman Islands and preparing for a few dives later in the week. “I think it’s that sort of mentality that drew me to diving in the first place.” Oberembt said he first got interested in diving ahead of his wedding in 2013. “My wife and I were going to honeymoon in Hawaii so we decided to get scuba certified before the trip,” Oberembt said. The couple went to Diventures in Omaha to get the necessary training—taking the time to learn about the equipment, how to stay buoyant, how to control their descents, and important hand signals. A few months later they completed their first and only dive together. “I was immediately hooked and she hated it,” said Oberembt with a laugh. “Whenever I go on a dive now she just heads to the beach and says ‘I’ll see you at lunch.’”

“WE MET AN ENGLISH COUPLE IN THE CAYMANS WHO DROVE 800 MILES TO VISIT US IN OMAHA WHILE THEY WERE IN THE STATES.” -ERIC OBEREMBT Oberembt has since logged hundreds of dives and achieved Master Scuba Diver status which, according to the Professional Association of Diving Instructors, is a level reached by less than 2% of divers. Oberembt has built a formidable portfolio of locales that have led to some of the most memorable experiences of his life—from diving with Manta Rays in the Cayman Islands to sharks in the Bahamas, off the coast of Belize and in Riviera Maya in Mexico, from shipwrecks to underwater caves. “Being able to see these parts of the world that the general public doesn’t get to see is the coolest part of diving for me,” Oberembt said. “It opens you up to a different world.” One that’s not bereft of danger. “On one of the shark dives in the Bahamas, I was down about 50 feet and my computer malfunctioned so I didn’t know how much oxygen

I had left,” Oberembt said. “I figured I would head up and swap out tanks because I didn’t have a backup, but on the way up I realized that the tank was empty, I’d taken my last breath of oxygen.” A seasoned diver at that point, Oberembt was able to stay calm, remember his training, and safely make his way back to the surface. Along with the dives, Oberembt said what he enjoys most is the people he meets along the way. “I’ve made more friends across the world because of this hobby than I ever thought imaginable,” Oberembt said. “We met an English couple in the Caymans who drove 800 miles to visit us in Omaha while they were in the states on an entirely different trip. The amount of interesting, lasting friends we’ve made like that is wild.” Oberembt said the combination of the experience and the people have heavily impacted his worldview. “I love living in Omaha, but I think that Americans live in a little bit of a bubble,” he said. “I’ve learned more in the last 10 years of traveling than I did going to school. Visiting these places just opens you up to new ways of thinking.” B2B

“I’VE ALWAYS BEEN THE GUY THAT WANTS TO GO WHERE HE’S NOT SUPPOSED TO.” -ERIC OBEREMBT

THE SS DESIGNATION ITSELF IS RARE IN A CONVERTIBLE, AS 1963 IS THE ONLY YEAR IN WHICH THIS NOVA WAS BUILT WITH A DROP-TOP.

Caption

OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 07

HOW I ROLL | STORY BY DAISY HUTZELL-RODMAN | PHOTOS BY BILL SITZMANN

STARSTRUCK

CHAD HARTMANN’S 1963 NOVA SUPER SPORT CONVERTIBLE

igh speeds and a nearly 60-year-old car may not be synonymous, but Chad Hartmann has created his own bright new star. His love of Chevy’s answer to the bigselling, compact Ford Falcon started as a teenager in the 1980s. “I saw it on the movie Teen Wolf,” Hartmann said. “When I was 15, I was working as a busboy in Bakersfield, California, and I saw an ad for a 1963, two-door sedan, $500.” He retained the first Nova until he got married. He then sold that vehicle, but bought a second Nova in the late 1990s that paid for this latest vehicle, the convertible version he bought in 2005. The Super Sport designation itself is rare in a convertible, as 1963 is the only year in which this Nova was built with a drop-top. Also as rare is the engine that sits under the hood. The following year, 1964, Novas were sold with a V-8 engine, a popular upgrade for speed demons.

“I CALL IT ACTIVE RELAXATION. IT CHALLENGES MY MIND IN A DIFFERENT WAY.” -CHAD HARTMANN

That wasn’t the way Hartmann sought to upgrade his Nova. He stuck with a V-6, but it was a turbocharged V-6 from a 1986 Buick Grand National. People don’t expect to see the body of a Chevy sporting the engine of a Buick, but in the mid-1980s, this Buick engine was reportedly faster than the stock engine in Camaros, Mustangs, and even Corvettes.

Hartmann also made sure the suspension could handle the type of drag racing he enjoys, yet still appear stock. To obtain this look, he put in a fourlink axle with coilovers that hold the axle in place and transfer the motion to the frame for better handling. The tires are drag radials with minimal tread, so they only last a couple of years, but grip well on dry strips.

“Because of that combo, it gets a lot of attention,” Hartmann said.

All the modifications, however, cannot compare to the memories made with this car. The Hartmanns enjoy cruising to Kearney, to the drag strip near Glenwood, Iowa, and even to local shows such as Cars and Coffee Omaha, which happens Saturday mornings throughout the summer at 156th Street and West Maple Road.

Hartmann and his wife, Dawnielle, often take the car to Kearney for Cruise Nite, a five-day automobile festival. One memorable night during Cruise Nite 2017, Hartmann raced a bit too hard and blew up the engine. He turned to his friends at The Shop Inc. in Lincoln and found an engine from a 1987 Buick Grand National, which he immediately set to modifying. The last time Hartmann put the car on a dynamometer, the engine got 547 horsepower and the torque was 595. The Nova runs on E85 fuel so Hartmann can get more bang for the buck. Racing fuel cost $9.49/ gallon in mid-June, whereas E85 cost $1.44/gallon that same day. Although some work is done by professionals, Hartmann enjoys doing much of the work himself, spending hours in the garage building what he considers a perfect car. It took about a year after the engine blew to race again. “I call it active relaxation,” said Hartmann, who by day is president of sales at Glenn Valley Foods. “It challenges my mind in a different way.”

Another favorite trip was Hot Rod Drag Week 2011, an event put on by Motor Trend Group LLC in which participants must drive their cars to the racing locales during the day (locations are 100-300 miles apart), race their cars at night, and be able to fix their cars if they break down, thus requiring a lot of parts come along for the ride. Hartmann not only gained entry to this known event, he performed well and was featured in Hot Rod Magazine for his vehicle and great timing (11 minutes 38 seconds at 114 mph) on the drag strip. “That trip was special because I got to challenge myself and my car,” Hartmann said, smiling as he thought of one of many incredible memories made with this special car. B2B

08 | B2B MAGAZINE · 2020

VOLUME 20 · ISSUE 4

IN THE OFFICE | STORY BY CHRIS BOWLING | PHOTOS PROVIDED

DESIGNED WITH PEOPLE IN MIND

GALLUP’S INNOVATIVE OFFICES IN THE AGE OF COVID-19

hari Theer misses the days when a meeting meant a chair swivel and quick conversation over a low desk divider.

Now, like many Americans, her team at Gallup’s Omaha office, where she’s the chief marketing officer, is hidden behind a dirge of instant messages, grainy video calls, and other challenges brought on by the coronavirus pandemic that’s limited Americans’ personal and professional lives. But as people search for a sense of normalcy, Theer can’t help but think of her office. “You miss the energy that comes from working with excited, talented, smart, collaborative people,” she said. “We’re all still the same people. But now it’s a click and a Zoom call to get to the person. It’s not a turn-around and say, ‘Hey, I have a question for you.’” Gallup remodeled the 34,000 square-foot area three years ago, shifting from a typical office space to one molded to growing needs for collaborative, impromptu, and nimble work styles. The result is a semi-open floor plan that features glass-walled conference rooms, lounge areas that mimic a coffee shop, and desks with low dividers that soak up natural light from the floor-to-ceiling windows behind them. Furniture colors range from muted cobalts and mustard yellows to black and white, all of which pop against a simple grey carpet. The windows that line the walls offer panoramic views down Abbot Drive toward downtown and TD Ameritrade Park. It’s a sharp contrast to what was there before: 6-foot tall cubicles covering 40% of the floor and private offices surrounding the perimeter, blocking most window light from reaching the interior.

EVEN BEFORE THE PANDEMIC ONLY ABOUT 60% TO 70% OF GALLUP EMPLOYEES ACTUALLY WORKED FROM THE OFFICE ON ANY GIVEN DAY. THOSE NUMBERS WILL LIKELY APPEAR NOT ONLY HERE, BUT FOR OTHER LARGE COMPANIES ACROSS AMERICA AS PEOPLE SLOWLY RETURN TO WORK. When Gallup Property Director Scott Moulton started to reimagine the space, originally built in 2003, he said it needed to be flipped on its head to accommodate new ways people communicated, worked, and pushed Gallup’s mission. “Nothing we design with space matters if those pieces aren’t in place,” Moulton said, “and I think what we’ve designed here is a good reflection of our culture.” Of course the space, conceptualized by Moulton and designed by Holland Basham Architects, isn’t seeing much use right now. On an early May Zoom call, Moulton sat in front of a glass wall looking toward the cavernous building, its desolate walkways empty save for a vacuum cleaner left plugged in by its last user. It’s a weird situation, Moulton said, being a property director in a time when properties, from office buildings to schools, have little direction. But one benefit of spending his time philosophizing about the future of work for Gallup offices he oversees in Chicago, London, Washington, D.C., and elsewhere, is fluidity is baked into the design of this workspace.

Even before the pandemic, only about 60% to 70% of Gallup employees actually worked from the office on any given day, Moulton said. Those numbers will likely appear not only here, but for other large companies across America as people slowly return to work. “We strongly believe that the future of work is what I think everyone else is figuring out,” Moulton said. “People will work remotely. People won’t be in the office all day every day. So doing a space built for flexibility just makes more sense.” Theer can’t wait for a time when her team can gather and work together again. Working from home hasn’t brought down the quality of her or her team’s work, but being away from the office has hampered how they’re able to get things done. Because while the office is just a space, its thoughtful design aligns perfectly with her team’s workflow and enhances the natural abilities of the people who inhabit it. “When you get those things clicked together,” Theer said, “you really do put together a beautiful puzzle versus having a set of pieces that you’re looking to have a way to connect together.” Visit gallup.com for more information about the company. B2B

GALLUP REMODELED THE 34,000 SQUARE-FOOT AREA THREE YEARS AGO, SHIFTING FROM A TYPICAL OFFICE SPACE TO ONE MOLDED TO GROWING NEEDS FOR COLLABORATIVE, IMPROMPTU, AND NIMBLE WORK STYLES.

“I AM AN AVERAGE PERSON THAT MADE THE DECISION TO BE ABOVE AVERAGE.” -VAN DEEB

OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 11

LEADERS | STORY BY KARA SCHWEISS | PHOTO BY BILL SITZMANN

RETIRABLE BEFORE 50, STILL NOT RETIRED AT 60

VAN DEEB KEEPS SPEAKING

an Deeb was in the enviable position to retire at age 49 in 2009. He’d built a nationally known, independent real estate firm from the ground up. He’d also authored two motivational books and created a second career as an inspirational speaker. Deeb sold his company and envisioned keeping a modest schedule of speaking engagements and dividing his newfound, ample free time between homes in Omaha and Arizona.

“I NEED TO HAVE PURPOSE EVERY DAY. I STILL GET EXCITED ABOUT GETTING UP IN THE MORNING AND GOING TO WORK. I STILL FEEL LIKE A PUNK KID.” -VAN DEEB “I felt at the time that golfing and traveling was what was supposed to make you happy. But it was the opposite for me,” he said. Deeb began working again, and over the past decade has ramped up his speaking engagements, launched a weekly podcast, written two more books, and even returned to selling real estate. He’s busy giving back to the community, too, including serving as a trustee for the Omaha Business Ethics Alliance and being involved in various activities with the University of Nebraska at Omaha College of Business. Now that he’s 60, Deeb said he’s further from retirement than ever.

“I need to have purpose every day. I still get excited about getting up in the morning and going to work. I still feel like a punk kid,” he said, adding with a chuckle, “until I look into the mirror.” Although Deeb has special expertise in real estate, the audience he speaks to is diverse, from college students to mom-and-pop proprietors to Fortune 500 leadership teams. It works, he said, because his fundamental theme is universal. “My number-one goal is to help those who want to be successful accomplish what their mission is,” Deeb explained. “Success may not have anything to do with business or wealth…It’s not ‘I want to be rich.’ I want to help people live a more quality life.” Deeb said to make his presentations “value added,” he reaches out to the booking company or organization well in advance to uncover challenges and concerns. “That way I get a chance to find out what people are thinking and how I can really help them. I customize my speech to benefit people I’m speaking to,” he said. “I become not just a speaker, but also a consultant/facilitator.” An important point that comes up repeatedly is the need for managers to change their mindset about employees’ wants and needs. “If they treat their employees like they do their customers, they’ll accomplish more of their goals,” Deeb explained. “People today, more than ever, need to feel like they matter.”

As for individuals, Deeb emphasizes that success is not only a choice, it’s also attainable for anyone. “I am an average person that made the decision to be above average.” he said. “This is my message to others: with drive, determination, desire, and an incredible work ethic, anybody can accomplish anything they set out to do. My goal is to help those—who choose to—be the best that they can be.” Deeb now reaches an even broader audience through podcast content focusing on inspiration and motivation. “I only use content from my experiences and what is relevant today,” he said. “One of the reasons I’m still selling real estate is that I want to be relevant to my audiences.” Deeb emphasized that whatever the medium, he wants to speak with a finger on the pulse of the modern workforce. “I’d never listen to a motivational speaker who hasn’t ‘been there and done that’ like I have. I’ve been in the trenches. I’ve been broke. I did not grow up with a silver spoon; I had to earn everything,” he said. “And I am grateful.” Visit vandeeb.com for more information. B2B

12 | B2B MAGAZINE · 2020

VOLUME 20 · ISSUE 4

omAHA! | STORY BY TARA SPENCER | PHOTO BY BILL SITZMANN

THE LONG RUN

HOW HERMAN’S NUT HOUSE BECAME MARATHON (AD)VENTURES

egacies have been known to become bigger after succession—such as when Karl Lagerfeld headed Chanel or Disney took over Marvel. While they may not have quite the same name recognition, Herman’s Nut House is one such Omaha legacy. In 1915, Herman Mirowitz, a European immigrant, founded Herman’s Nut House in Omaha. Mirowitz started the business out of his home, roasting peanuts to sell. His nephew, Joe Fishel, took over in the 1940s. Not only did he expand the product line, he obtained placement for their products in grocery stores across Nebraska, later expanding around the central United States. Eventually, Herman’s Nut House was bought by Alan Baer & Associates—an umbrella company for wide-ranging business interests, including Pear’s Coffee—who added the acquisition to their holdings and consolidated its operations in Omaha. A few years later, the company changed hands again. In 2004, John Larsen went for a run with his friend Mike Sortino. Larsen said he was “blessed to be laid off” at the time. “The whole notion of working together came up,” Larsen said. He added that since they were running partners, the name Marathon Ventures Inc. seemed to fit. “That was the origins of the name of the company.”

IN 1915, HERMAN MIROWITZ, A EUROPEAN IMMIGRANT, FOUNDED HERMAN’S NUT HOUSE IN OMAHA.

“WE HAD CREDENTIALS IN THAT AREA THAT WE LEVERAGED TO GAIN SOME NATIONAL ACCOUNTS DOING PRIVATE BRAND BUSINESS FOR STORE BRANDS.” -JOHN LARSEN It might sound a little unconventional, but it fits with Larsen’s business background. He has a degree in electrical engineering from University of Nebraska-Lincoln. “After college, [I] went down a nontraditional path and worked for the public accounting firm of Arthur Andersen.” He spent 11 years doing business consulting work in Chicago before making the move to one of his clients, CSG Systems in Omaha. That’s where he met Marathon Ventures’ current director of marketing, Krista Daly, whose versatility proved advantageous. “She likes diversity in projects…so forever, I had her in charge of special projects, because she’s very talented and can do a lot of things,” Larsen said. It was only recently, “just the last three or four years,” Daly said, that she was able to focus her full attention on marketing. “Krista is kind of the architect of our new line,” Larsen added, which includes the popular Everything Bagel Cashews. When Marathon Ventures took over the company, it had lost a large client and was “heavily distressed.” “We knew they’d lost it,” Larsen said. “You go in with a lot of confidence, and you don’t know what you don’t know, but you’ll figure it out. And in the end that really is the formula—you figure it out.”

Larsen, like others, believes that luck is at the corner of hard work and planning, and he admits there was some luck involved. He said when they first took over, nuts weren’t exactly “in vogue,” from a health perspective. “They really weren’t viewed nearly as favorably, from a dietary standpoint, as they are today. So that certainly has worked to our favor.” Their customer service is also a hit with at least one heavy purchaser of their product. Susie Robison, owner of gift and candy shop Master’s Hand in Tekamah, has bought nuts from Marathon Ventures for at least 16 years. “We started working with them because we were trying to source nuts where we didn’t have to have it shipped,” said Robison. “We have built a relationship with them. They have been so kind to us…If I order from them and I make another order pretty quickly after that, they are like ‘way to go.’” They were also fortunate to be in a position to pivot when the financial crisis hit in the mid-2000s, when there was a big movement toward private or store brands. “We had credentials in that area that we leveraged to gain some national accounts doing private brand business for store brands,” Larsen said, adding that this is an area that continues to sell well. While they may not bear the name Herman’s Nuts, the products are still out there. Whether roasting the perfect healthy snack or a topping for a favorite treat, this 100-plus-year-old company is in it for the long run—in other words, a marathon. B2B

John Larsen

“I DOVE IN AND FOUND A PASSION FOR THE WORK. I LEARNED SO MUCH MORE FROM MY CLIENTS THAN I COULD HAVE EVER SHOWED THEM, AND CONTINUE TO ALWAYS.” -KEENAN PAGE

OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 15

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

BRANCHING INTO HIS PASSION

KEENAN PAGE ASSISTS YOUTH

entral High School and University of Nebraska at Omaha graduate Keenan Page has long held a passion for exploration and education. His favorite school subjects of geography, globalism, and the humanities prepared him well for a career in better understanding—and ultimately helping—those in his community. Page’s career with Omaha Home for Boys, which this year celebrates its 100th anniversary, began seven years ago as a recreation center assistant. His childhood activities of hockey and other team sports made the new opportunity a perfect fit. He later transitioned into a behavioral specialist at OHB’s day school. Page still worked with Omaha youth, but on a much deeper level. “This experience showed me that I wanted to help develop and work alongside young people my whole career,” Page said. His commitment to this calling was further fulfilled when, in 2014, Page became an independent living specialist with the organization’s Branching Out Independent Living Program. Designed for young men and women, age 14-26, who are current or former state wards, the 10-year-old program offers opportunities for personal development, selfsufficiency, and more. The strength of the Branching Out program is its participants: young adults join a community of individuals who support each other in lockstep with OHB staff. Nearly all are embarking on a new journey to find their footing on the unpredictable path to adulthood.

“I dove in and found a passion for the work,” Page explained about his role with Branching Out. “I learned so much more from my clients than I could have ever showed them, and continue to always.” Today Page manages the Branching Out program, focusing on teaching others how to expand the community of participants and the program as a whole. But Page’s contributions to the Greater Omaha community don’t stop at OHB’s campus near 52nd Street and Ames Avenue. He has served on the board of directors of Partnership 4 Hope, a mentoring program for former foster youth, a group of volunteers working to reduce the number of youth entering the criminal justice system. Jeff DeWispelare, OHB president and CEO, described Page as an eternal optimist: “He always believes that he can make a difference and that is a very strong character trait, especially in the work we do at OHB. Those we serve deserve our best self every day and I can without a doubt tell you that Keenan brings that attitude in all situations.”

IN THE UNITED STATES, AN AVERAGE OF 20,000 YOUTH AGE-OUT OF THE FOSTER CARE SYSTEM EACH YEAR. IN NEBRASKA, THAT NUMBER HOVERS AROUND 260. IN NEBRASKA, LESS THAN 35 PUBLIC HIGH SCHOOLS HAD GRADUATING CLASSES LARGER THAN THAT IN 2020.

Added OHB Transitional Services Manager Mary Marrero: “Keenan is an amazing person. He has impacted several individual lives, including my own. Keenan is someone that you would want on your team at all times, cheering from every corner.” In the United States, an average of 20,000 youth age-out of the foster care system each year. In Nebraska, that number hovers around 260. In Nebraska, less than 35 public high schools had graduating classes larger than that in 2020. “Now, imagine if that entire group [of graduating seniors] was on their own. A generation each year that had to figure it all out—and do so on their own,” Page explained. “Financially, emotionally, on and on. So many do not have a support system or even basic necessities, and are expected to make it on their own the day they turn 19.” Page added, with an ardent call to action: “Working alongside young people rising above it all through resilience and the journey of self growth [is] simply astounding. What young people formerly in foster care do not lack is strength, compassion, inspiration, and truth. Please help us…We do a lot of teaching, indeed, but the connective glue of it all is who these young people meet and the community they feel like they belong to. Which is so important for us all because at the end of the day, we are all the same community.” Visit omahahomeforboys.org for more information. B2B

16 | B2B MAGAZINE · 2020 · 2020

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Written by Advertisers & Kara Schweiss Intro by Daisy Hutzell-Rodman Photos by Katie Anderson & Contributed

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iamonds and gold are the traditional gifts for a 75th anniversary, and that means Borsheims' Fine Jewelry and Gifts owes themselves twice. The Omaha jewelry store known for its role in Berkshire Hathaway's annual weekend is turning 150 this year, five years younger than real estate agency NP Dodge and 20 years older than Cornhusker Beverage. Like the sands of time, these companies continue to work steadily through the years. Omaha Publications is thankful to have the support of these legacy businesses on the following pages. These long-running companies, ranging from 15 to 100 years and more, have many reasons to be proud of their contributions to Omaha industry. Note: This sponsored list reflects a portion of the companies in Omaha that are eligible to claim legacy status.

Design4 design4inc.com

Lovelyskin lovelyskin.com

A+ Rating

Ideal Images ideal-images.com

Skin Specialists lovelyskin.com/dermatology planitomaha planitomaha.com

Cushman & Wakefield Lund Company lundco.com Scott Conference Center scottcenter.com

B2B Koca Chiropractic kocachiropractic.com

OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 17

• 70 YEARS •

National Concrete Cutting nationalconcretecutting.com

Lockton Companies lockton.com

The Harry A. Koch. Co. hakco.com MD West One mdwestone.com

One Source onesourcebackground.com

McCarthy's One Hour Heating & Cooling yourontimeservicecompany.com

Lueder Construction lueder.com SOS soshvac.com

Since 1963

Sleight Advertising sleightadvertising.com

• 75 YEARS •

Norm's Door Service normsdoor.com

Red Diamond Coffee & Tea reddiamondbevservice.com

• 40 YEARS •

• 150 YEARS •

Neff Towing nefftowing.com S&W Fence sw-fence.com Futuramic's Clean Water Center omahawater.com

• 80 YEARS •

Nebraska Medicine nebraskamed.com

• 60 YEARS •

• 45 YEARS •

• 160 YEARS •

Veridian veridiancu.org Abe's Trash abestrash.com

• 90 YEARS •

Scantron scantron.com

First National Bank firstnational.com

Bronco’s broncoburgers.com

Rotella's Italian Bakery rotellasbakery.com • 1O0 YEARS •

Vetter Health Services Inc vetterseniorliving.com • 50 YEARS •

Heartland Area Federal Credit Union heartlandfcu.org All Makes Office Equipment allmakes.com Frankel Zacharia fzacpa.com OFWF ofwfcpa.com

Greater Omaha Packing greateromaha.com

The Weitz Company weitz.com

18 | B2B MAGAZINE · 2020

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100 YEARS

GREATER OMAHA PACKING GREATER OMAHA PACKING IS CELEBRATING A CENTENNIAL OF SUCCESS! Greater Omaha Packing was founded in 1920 by Herman Cohen who returned from the war with just $100 in his pocket and a dream to build his own business. Since Cohen first searched out the best cattle at the Omaha Stockyards, Greater Omaha has consistently provided the highest quality beef to its customers in the United States and in over 75 countries world-wide.

Greater Omaha is unique in the beef business – all of our processing is done under one roof, designed with an emphasis on food safety, humane handling, employee safety and production efficiencies. Greater Omaha processes up to 2400 head of cattle daily, sourced from right here in the region, the finest natural environment for raising cattle. Under the leadership of Cohen’s grandson, current President and CEO Mr. Henry Davis, Greater Omaha is one of the most sustainable cattle processors in the country with a handling system designed by Temple Grandin, a world-renowned expert on the humane treatment of livestock. Because of the high quality of beef processed every day, we deliver a consistent supply of fresh USDA Prime grade beef to our customers that other processors can’t match.

Greater Omaha’s success would not be possible without our dedicated employees and loyal customers. We thank them as we celebrate a centennial of success! 3001 L ST., OMAHA, NE 68107 402.731.1700 GREATEROMAHA.COM

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AUGUST · SEPTEMBER

| 19

YEARS

LOCKTON KIRT MCALPINE & JACK STRUYK Nimble. Creative. Adaptable. These might not be words you typically associate with an insurance broker. But Lockton is challenging the norms of what people think when they consider an insurance broker. Nine years ago, Lockton’s Omaha office was established by Jack Struyk, President. Since then, the original team of 12 Associates has grown to more than 50, and it’s still growing. In the earliest days of the Omaha office, the Lockton brand was unknown in the area. “In the beginning, the team and I had a bit of an uphill battle getting prospects in the region to trust us,” shared Struyk. “I spent as much time selling business leaders on Lockton’s global expertise as I did our services. But we had a great story to tell about our local expertise, backed by national resources. Once we got a foothold, business took off, and we’ve never looked back.” Today, the Lockton team in Omaha provides a full range of consulting services related to risk management, employee benefits and retirement.

Turning challenges into opportunities

Planning for a smooth leadership transition

Despite the global pandemic, Lockton’s Omaha office has continued to flourish in recent months. Instead of furloughing employees or cutting salaries, it has maintained a focus on attracting and retaining top talent, adding five new positions.

Struyk has begun considering the next phase of growth for the Omaha office. Though he has no plans to retire, he’s already been hard at work developing his eventual succession plan, which included the recruitment of Kirt McAlpine, Vice President and Producer.

Lockton Omaha also has added new clients, increasing revenue by $500,000 in the past few months. It attributes this recent success to the pandemic. The team took the opportunity to proactively share data and guidance with prospects, showcasing its consulting capabilities and expertise. When it comes to clients, Lockton has focused on helping them fight their way through the COVID19 challenge. Lockton’s status as trusted advisor has led clients to seek its advice on situations they’ve never faced before, such as figuring out how to secure COVID-19 tests and antibody tests, along with personal protective equipment. Clients know Lockton will find the answers they need, even for issues far outside the usual claims and other risk concerns, such as how to safely reopen. Despite the steep learning curve, Lockton rapidly adapted its expertise and has delivered, such as with its return-to-work toolkit.

“I see the addition of Kirt to the leadership team as a demonstration of my commitment to the Omaha business community,” shared Struyk. “Kirt had built a solid reputation for himself in the industry, and I saw similarities between his style and mine. He’s the right person to help me take this business into the future. We’ll be working closely together over the next several years to ensure a natural leadership transition when it’s time.” According to McAlpine, “When Jack approached me, the most significant appeal was the ability to focus 100% of my energy on satisfying clients, not shareholders. Lockton’s independent nature sets it apart, which is good for the business community and for me as a professional.” 13710 FNB PKWY SUITE 400 SUITE 400, OMAHA, NE 68154 402.970.6100 LOCKTON.COM

20 | B2B MAGAZINE · 2020

SPONSORED CONTENT

YEARS

McCARTHY’S ONE HOUR HEATING & AIR CONDTIONING JOHN MCCARTHY SR. A little more than 50 years ago, John McCarthy Sr. was asked to put a used part on a system and charge as if that part was new. He quit the job on the spot. “When I got home, I realized what I had done... quit my job that supported my wife, daughter, and newborn son,” McCarthy said. “My mother-in-law looked at me and said, ‘You’re a smart man, why don’t you start your own business?’” So in 1970, he started McCarthy Heating & Air Conditioning as a one man, one truck operation. With hard work, precise workmanship, and quality repairs, the company quickly grew into a family business with his wife, Mary Kay, joining the

business in 1973. With its humble beginnings, the company relied on on-time service and getting the job done right the first time to build their reputation. McCarthy states “Our company started on INTEGRITY and through all the year, it remains the same just as in the future we will not move away from INTEGRITY in all we do.” Through the years, the McCarthy name became trusted throughout Omaha. The business was so successful that, in March 2003, it became one of the first One Hour Heating & Air Conditioning franchises, introducing their signature yellow trucks. The slogan “Always On Time…Or You Don’t Pay a Dime” is a guarantee of their level of customer service. U-Win is a guarantee that no other Omaha company can offer, it guarantees dealing with McCarthy’s One Hour Heating and Air Conditioning means “You, the customer, cannot lose.” Its solid reputation has helped more than 370 franchises grow all over the country.

When you pick McCathy’s One Hour Heating & Air Conditioning for your HVAC design, install or service you can be assured the company adhere’s to a strict code of ethics, offering a high level of service, treating customers with honesty and respect, and offering fair prices upfront. And if you need duct cleaning, thermostat work or are having air quality issues, they can extend their same professional knowledge to help those issues too. Their HVAC pros are trusted nationwide. All work is backed by their UWIN guarantee. Following the same values since day one, McCarthy One Hour Heating & Air Conditioning remains a trusted local company into its 50th year, and for years to come. 14302 C CIRCLE OMAHA, NE 68144 402.333.5000 YOURONTIMESERVICECOMPANY.COM

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AUGUST · SEPTEMBER

| 21

YEARS

OMAHA MAGAZINE

YEARS

VETTER SENIOR LIVING JACK AND ELDORA VETTER Jack and Eldora Vetter began what is now known as Vetter Senior Living in 1975 with the belief that elderly people deserve dignity in life. Forty-five years later, what began as the couple’s personal mission has grown to include more than 30 award-winning senior-care facilities that are home to 2,500 seniors who are cared for by 3,800 compassionate team members. Based in Elkhorn, VSL is recognized as a national leader in providing outstanding Quality of Life and Quality of Care for seniors. Vetter facilities in the Omaha area include Brookestone Meadows, Brookestone Village, and Papillion Manor. The Brookestone and Papillion Manor names became synonymous with industryleading rehabilitation services, allowing people to successfully transition from the hospital back to their home. In addition, their long-term care services are rated by CMS as five-star. Vetter Senior Living is passionate about becoming a world class organization that is transforming the view of senior living. “Other organizations do what we do,” VSL President Glenn Van Ekeren said, “so we are irrepressibly passionate about doing what we do like no one else does it.”

TODD LEMKE VSL’s mission of “Dignity in Life” is the cornerstone for everything they do and is grounded in this simple practice: Treat Everyone As The Most Important Person in Your Life. It is also the foundation for making VSL a place team members love to be. Since 2008, Vetter Health Services has been recognized locally as a Best Place to Work in Omaha. Nationally, VSL has been ranked in the top 20 Best Workplaces for Aging Services. Vetter Senior Living facilities were also recently recognized nationally for creating an outstanding experience for customers and team members. National Research Corporation, based on customer and team member satisfaction surveys, ranked Vetter Senior Living No. 1 for Team Member satisfaction and No. 4 for Customer Satisfaction among senior care centers nationwide. Beyond Omaha, Vetter facilities can be found in communities in Nebraska, Iowa, Kansas, Wyoming, and Missouri. Support for all facilities comes from the home office, Vetter Health Services, also located in Elkhorn. The skilled team members provide management and clinical support with a passion for excellence.

Omaha Magazine is the first and only Nebraska magazine to be accepted into the City and Regional Magazine Association. This prestigious association has deemed Omaha Magazine to be in the same league as publications in larger cities, such as Washingtonian Magazine and 5280 out of Denver. "It is a great honor to be selected for this group," said Omaha Magazine publisher Todd Lemke. "To be eligible for membership, a magazine must be audited on their content, and the publication must be primarily distributed through paid or requested subscriptions." Omaha Magazine gained acceptance to CRMA by demonstrating a commitment to editorial content that focuses on the larger community and is independent of advertiser interests. The philosophy of CRMA wholly aligns with Omaha Magazine's mission. The magazine has an award-winning staff of editors, writers, and photographers, and recently won several awards—including Magazine of the Year from Great Plains Journalism Awards, Best Regional Magazine from Nichee Magazine Awards, and several Gold awards from AIGA Nebraska. Subscribe at omahamagazine.com

20220 HARNEY ST. ELKHORN, NE 68022 402.895.3932 VETTERSENIORLIVING.COM

5921 S. 118TH CIRCLE OMAHA, NE 68106 402.884.2000 OMAHAMAGAZINE.COM

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SPONSORED CONTENT

Thank you for 69 wonderful years.

YEARS

YEARS O’Donnell, Ficnec, Wills & Ferdig, LLP

OFWF

NATIONAL CONCRETE CUTTING, INC.

O’DONNELL, FICENEC, WILLS & FERDIG

WENDELL BRANDT

When Joe Ficenec and Cecil O’Donnell founded what would grow into O’Donnell, Ficenec, Wills & Ferdig, the Korean War was in its second year. The Midwest experienced then-unprecedented floods, of a magnitude that wouldn’t be seen again until 1993. World War II lingered in the not-too-distant past, and consumers remained wary about the Great Depression, Redux. We are no stranger to volatile times. And you, our clients, have been right there with us – through the bull runs and the bear markets, society-altering tragedies and sustained prosperity.

Wendell Brandt learned his trade after high school in the mid-1960s, eventually partnering with his brother to run a concrete-cutting business in California. But in the 1980s, the Iowa native was drawn back home to farm.

We thank you. Thank you for trusting the viability of your businesses and your personal legacies to us. Thank you for working tirelessly, never resting on your laurels during the good times; never giving up during challenging phases. As your CPA firm, we hope we help you sleep better at night knowing we provide services to help your operations run smoothly. Our experienced team can help minimize your taxes with timely tax planning, monitor and improve your business with bookkeeping and consulting services and—when you’re ready—we can assist you with the fair valuation and sale of your business. We are more than accounting. And we know you are more than a widget that is produced. You are more than construction, food service, health care, and transportation. You are livelihoods. You are the vehicle that propels Omaha and the metro region forward. Together, we support Omaha businesses. We contribute to Omaha’s status as a thriving community, an attractive place to live, work and play. To our partners, please accept our heartfelt gratitude for 69 wonderful years. Cheers to another 69 years (and beyond), through whatever surprises the future may hold. 4815 S. 107TH AVE. OMAHA, NE 68127 402.592.3800 OFWF.COM

“It was more of a normal life than in California,” his son Chris said. “He always wanted to be back in the Midwest.” In 1990, Wendell started cutting concrete again, founding National Concrete Cutting as something to do before phasing into retirement. “It wasn’t his plan to build a big company, but shortly into it he was calling me and telling me he needed help,” Chris said. Then 21, Chris already had experience, working for his father and uncle in the summers. “I was basically born in the business,” he said. Chris has run the company with his father since the first year. Thirty years after founding the company, Wendell is past retirement age. Although he isn’t as involved in the day-to-day operations, he remains a big part of things and “still wants to know what’s going on,” his son said. The experienced team can handle jobs as big as building demolitions, Chris said. We strive to provide the best equipment available, and earlier this year, the company moved to a new building that accommodates a great family team of 75 employees and provides indoor storage for the equipment and vehicles. “It’s year-round,” Chris said. “It’s a supply-and-demand business and we do all we can to meet demand. We try to be that ‘yes company,’ and I think that’s what’s really made us grow.” 4875 E. MANAWA DRIVE COUNCIL BLUFFS, IA 51501 712.325.1125 NATIONALCONCRETECUTTING.COM

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AUGUST · SEPTEMBER

| 23

DESIGN 4 30 YEARS

YEARS

SCANTRON TECHNOLOGY SOLUTIONS HARDWARE REFRESH OFFERS OPERATIONAL AND FINANCIAL BENEFITS TO ANY TYPE OF BUSINESS While change is a constant, a rapid speed of change in our business and personal lives is being driven by current events. It is a very important time to review and update your current IT roadmap to ensure you have the correct technology, capacity, security, and hardware infrastructure. Brian Janning, Vice President of Field Service and Support Operations at Scantron Technology Solutions, states, “Hardware solutions have rapidly evolved becoming more powerful, reliable, secure, and definitely more mobile. While a three to four-year lifecycle for hardware is a good rule of thumb, you should be reviewing your current needs considering the current business climate.” Here is some information to consider. End user computing needs to be mobile and secure, which was proven by the mass shift to work from home. Whether these new WFH workers return to the office or not remains to be seen. But for the ones that return, they need mobile solutions that accommodate changes in their work location to meet business continuity requirements. Device as a Service (DaaS) is an efficient option providing automatic refresh in a three-year hardware lifecycle program. DaaS offers hardware procurement, deployment, support, and lifecycle management – the latest technology without a heavy investment, which may fit well in today’s business climate. Scantron provides the best hardware solutions, technology products and services locally, regionally, and nationally from its base in Omaha. Scantron has more than 150 field service technicians supporting more than 300,000 customer devices in large and small business, schools, banks, retail, utilities, and government institutions. SCANTRON.COM

Nic and Mindy Chesnut’s printing company, Design 4, Inc., can handle high-volume jobs for major corporations, but the team still retains the accommodating manner of a small local business and enjoys a loyal clientele. “Most of our business comes from wordof-mouth,” Nic Chesnut said, adding that the company has tremendous versatility and can print everything from traditional paper media to acrylic and vinyl, producing items from small lapel stickers to huge field signs and everything in between. 3232 H ST. OMAHA, NE 68107 402.339.6856 DESIGN4INC.COM

Celebrating 40 years in business! Old Fashion Goodness in Popcorn Since 1980 ‘5 Vic’s Omaha Locations to serve you’

WE ARE OPEN & We ship Nationwide vicspopcornomaha.com Popcorn

24 | B2B MAGAZINE · 2020

“IT WAS AN ALL-HANDS-ON-DECK EFFORT, BUT WE WERE ABLE TO GUARANTEE OUR CUSTOMERS THAT THEY WOULD GET THEIR FUNDS THROUGH A BOLD BANK EFFORT.” -JIM LANDEN

VOLUME 20 · ISSUE 4

OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 25

FEATURE | STORY BY ROBERT FRAASS PHOTO CONTRIBUTED

OMAHA BANKS ON INDEPENDENTS

LOCALLY OWNED FINANCIAL INSTITUTIONS HAVE THRIVED ACROSS DECADES

he federal government rolled out the Paycheck Protection Program on April 3 to help businesses stay afloat as the COVID-19 pandemic took hold. That same day, workers at Omaha’s independently owned regional banks rolled up their sleeves and burned the midnight oil. Bank staffers and top executives alike worked 18 hours on evenings and weekends to ensure their loyal business customers received timely funding to keep businesses open and employees on the payroll. Omaha bank executives say this personal pride in helping customers they often know by first name is the latest example of how locally owned banks have helped build Omaha for more than 160 years. At Security National Bank, the result meant loans to all Omaha-area businesses that qualified. The story is similar across the state: On April 17, the Small Business Administration announced that Nebraska distributed nearly $3 billion in loans through the Payment Protection Program. “It was an all-hands-on-deck effort, but we were able to guarantee our customers that they would get their funds through a bold bank effort,” said Jim Landen, the chairman and CEO of the bank started by his father, Clarence “Mickey” Landen Jr., in 1964. From left: James Landen Jr., Clarence “C.L.” Landen III, Jim Landen, and Jim Huerter

Landen’s comments are echoed by executives at American National Bank, the oldest Omaha independent bank that shares an anniversary year (1854) with the city itself. “When you’re a community bank, you have a different connection to the recipients who are receiving those funds. Our staff took ownership of the program in a way that wouldn’t necessarily be universal,” said David Ridder, chief credit officer. “We had multiple lines of business not involved with daily lending operations pitching in to make sure there were as many applications processed as we could so they could take advantage of the program.” The Local Touch The banking industry has obviously changed dramatically over the decades, from new types of investment and borrowing tools and strategies to the explosion of online banking and new technologies. Omaha banks have strived to offer full-service banking with the selling proposition of personal relationships with bankers and executives. CONT. PAGE 26

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VOLUME 20 · ISSUE 4

“WHEN YOU’RE A COMMUNITY BANK, YOU HAVE A DIFFERENT CONNECTION TO THE RECIPIENTS WHO ARE RECEIVING THOSE FUNDS. OUR STAFF TOOK OWNERSHIP OF THE PROGRAM IN A WAY THAT WOULDN’T NECESSARILY BE UNIVERSAL.” -DAVID RIDDER

FROM PAGE 25 “Our ownership and executives live in the communities we serve,” said Jason Hansen, American National Bank president. “We are well positioned to understand the challenges within our business community and provide greater access and flexibility in offering our resources and solutions.” Competitive Edge

Thanks Omaha for over 30 Years!

Landen said his family’s success in running Security National lies in superior customer service, involvement in the community, and timely acquisitions that meet their longtime clients’ needs. Acquisition decisions are often made based upon feedback from customers about the types of services they would like to see. In 1995, this meant buying a mortgage company. In 2014, this meant buying Kirkpatrick Pettis from Mutual of Omaha so the bank could offer trust and wealth-management services. “We just don’t see the value in building a business to sell it. It never crossed our minds that it would be an appropriate thing to sell,” Landen said. But keeping the bank in the Landen family means keeping up with the times. Landen credits heavy investments in mobile banking and internet-based solutions and delivery channels for help keeping the bank alive.

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“It’s all about the client’s preference,” said Jim Heurter, senior vice president of business banking and a third-generation Landen family member. “Many love to come in to the branches, and just as many others want to do everything on the mobile app. It’s important to have the options and not a one-size-fits-all approach.”

OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 27

A Nebraska Success Story Nebraska, and specifically Omaha, has a higher level of independent banks serving towns and cities. There are 161 such banks in Nebraska. Compare that, Landen says, with much more populous Arizona, which only has 40 independent banks.

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The top four U.S. banks (Citigroup, JP Morgan, Bank of America, and Wells Fargo) control about 60% of the U.S. banking industry. Only one (Wells Fargo) has a significant office presence in Omaha. “Omaha is very unique,” Landen said. “You have a lot of independent banks that tend to be familyowned. We are fortunate the market has been like this in the place we call home.” Life After COVID-19 Like any other industry, the pandemic poses unprecedented challenges to independent banks. Perseverance and confidence in business plans and customers are the keys to moving forward when life returns closer to normal.

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“We have confidence in the communities we are engaged in,” Ridder said. “They are going to make it through the COVID crisis, and there will be winners and losers. But in the Midwest, they have weathered every storm that has come their way.” Landen said online banking, phone calls, and videoconferencing are great tools for dealing with the pandemic, but admits to longing for the return of more in-person, one-on-one service. “It’s a lot more fun to have the human interaction,” he said. “Our systems are great, but it isn’t the same as shaking somebody’s hand and the opportunity to sit with them in person.” Visit snbconnect.com and american.bank for more information. B2B

Moving business forward for 100 years, and counting

2558 Farnam Street | Omaha, NE 68131| 402.341.2413 | allmakes.com

“THE NEED FOR TECHNOLOGY HAS DEFINITELY EVOLVED AND CHANGED. ONE EXAMPLE IS THAT FARMERS WANT MORE DIGITAL TOOLS TO HELP THEM RUN THEIR BUSINESS.” -TIM HASSINGER

OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 29

FEATURE | STORY BY KARA SCHWEISS | PHOTO BY BILL SITZMANN

INNOVATE, IMPROVE, INCREASE

LEGACY COMPANIES FIND THE “I” IN BUSINESS

aul Zimmerer, who founded Lindsay Corp. in 1955 around irrigation systems, would probably marvel at the company’s FieldNET Pivot Watch product that was launched last year and allows farmers to remotely monitor their pivot irrigation systems. Surely Zimmerer, who died in 2008, was amazed seeing the company’s flagship product, the Road Zipper System, moving barriers to accommodate traffic flow on busy streets all over the world. Similarly, it’s easy to imagine the Riekes family, whose glass container business expanded into material handling products in the 1930s, demonstrating a spectrum of warehouse solutions. They might be especially pleased to see Riekes’ new partnership with Tennessee-based Pallet Shuttle Automation providing automated warehouse systems for manufacturers and distributors throughout the Midwest. Longstanding businesses often look significantly different decades after their onset. Telecommunications company Nokia began as a pulp mill, Avon began selling books rather than cosmetics, American Express started out as a parcel delivery service, and Hasbro’s first sales were textile remnants instead of toys and games. Adaptation to a changing marketplace is key to success in the long term, said Riekes Vice President Dave Hartnett.

“It’s about innovating. You either improve or you go out of business these days, that’s all there is to it. Or in some cases you get bigger or go out of business,” he said. “We’re a data-driven company, more so every day. The companies that are going to lead in the future are ones who are going to be able to deliver actionable data to customers in a way that allows them to improve their operation.” Integrating robots and automation into materials handling was a natural evolution embraced by company leadership early on, Riekes President Duncan Murphy said. And they also recognized that expanding to provide support through the life cycle of equipment was good business. “We are always looking for something innovative that we can do for our customer base,” he said. “Robotics have been part of the industry for decades. But it’s become more sophisticated, and more recently it’s really begun to gain momentum.” Some of that growth is driven by necessity, Murphy explained, with automation replacing jobs hard to fill because of tedious work, or maximizing existing facilities by using vertical space. Another factor in the surge of automation is a faster return on equipment that’s “become better and less expensive as it’s evolved.”

Lindsay President and CEO Tim Hassinger said the company’s timeline is divided into four different eras, staring with its entrepreneurial roots in the small town of Lindsay, Nebraska (the headquarters moved to Omaha in 2001), and transitioning into national, and then international, growth. “The fourth era, the one we’re in right now, is what we refer to as ‘technology,’” he said, adding, “Our products are really aligned to three key societal needs: we’re producing more food with less water, we’re making roadways safer, and we’re ensuring energy pipelines are reliable and safe.” Riekes’ partnership with Pallet Shuttle gives clients the means to retrieve loads from storage locations with precision, accuracy, and speed. The system’s benefits include improved inventory tracking, a decreased need for redundant manual labor, and more efficient use of valuable warehouse space. The partnership also represents a growing trend of collaboration, Hartnett said, where everyone benefits. Murphy said Reikes’ motto is, “‘Innovative Solutions. Unrivaled Service.’ This [goes] back to our 80-plus years of tradition and values… we maintain and build on what has been our foundation for years, taking care of customers. The first half of it, ‘Innovative Solutions,’ is also just as important; the Pallet Shuttle program and partnership is about new ways to do things that break through the barrier.” CONT. PAGE 30

30 | B2B MAGAZINE · 2020

VOLUME 20 · ISSUE 4

Sales Should Be Fun, Not Frustrating! “Since we started with Sandler in 2016, we have tripled our sales closure rate to an average of 60% of our quotes. In March 2019, our win percentage was 85%! The Sandler method has educated our sales team and given them techniques to keep laser focused on qualified, budget ready prospects. We no longer waste time and expense chasing low grade leads.”

-Doug Palmer

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JOIN US for an executive briefing to learn more about how Sandler Training can grow your business. Register at www.karlschaphorst.sandler.com Or call us at 402.403-4334.

T: 402.403.4334 10711 O Street • Omaha, NE 68127 kschaphorst@sandler.com

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“WE HAVE RELATIVELY LOW TURNOVER AND WE TRY TO PROMOTE FROM WITHIN.” -DUNCAN MURPHY

Owner

FROM PAGE 29 Hartnett said, “We’re constantly evolving, but at the end of the day it’s always about solving problems. Whether it’s a very complicated storage problem or an ergonomic problem or an overhead problem, we have a solution for it. We’re always looking for what’s the next thing that’s going to help our customers and make them stronger. Because if we make them stronger, they’ll reward us with more business. That’s how we secure our future.” Lindsay also grew by recognizing and responding to unmet or insufficiently met needs in the marketplace. For instance, the company’s Road Zipper barrier transfer vehicles—a well-known one is used on the Golden Gate Bridge over the San Francisco Bay—addresses traffic safety and efficiency by making it possible for a two-person crew to change a line of traffic barriers multiple times a day. The company has adapted to consumer demand in its original and continuing sector, irrigation systems, as well. “The need for technology has definitely evolved and changed. One example is that farmers want more digital tools to help them run their business,” Hassinger said. “The real breakthrough is the simplicity of it…We want our technology to address needs for the end user, whether it’s a farmer or someone on the infrastructure side, and also want it to be simple to use.” FieldNET products exemplify that ease of use by providing irrigation tools that can be managed via a smartphone or tablet.

OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 31

“This was a tremendous labor-saving technology that was brought to the market,” Hassinger said. “Based on agronomic factors such as soil type, type of genetics that the farmer is planting, and what the weather forecast is, we’re now able to give the farmer a daily recommendation on when to irrigate, how much to irrigate, and where.” Innovation can sometimes present risk, Murphy said. “This is technology-driven, and technology changes fast. I’ve got a couple of ‘boat anchors’ in my warehouse that were wonderful robots or automated vehicles at one time,” he said. “There are investments you end up with that you have to write off.” However, Murphy emphasized, rapid obsolescence “is the exception.” As important as technological advancements have been to the growth and longevity of both companies, innovative workforce development has also been instrumental. “Interestingly enough, we’ve seen a real benefit of this during COVID-19. We’re better at change management, we’re more agile at making decisions and we have better teamwork; collaboration across the company has become a strength as a result of our foundation for growth,” Hassigner said. “We have relatively low turnover and we try to promote from within,” Murphy said, explaining that creating opportunities for professional growth and building a strong leadership team positioned the company to not only respond well to recent events, but also for the future. Because evolution is the one constant in business. Visit lindsaycorp.com and riekesequipment.com for more information. B2B

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OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 33

FEATURE | STORY BY LEO ADAM BIGA | PHOTO BY BILL SITZMANN

FORGING A LEGACY

DRAKE-WILLIAMS & OWEN INDUSTRIES

maha isn’t typically associated with the steel industry, but in Drake-Williams Steel and Owen Industries Inc. it claims longtime competitors with century-plus lifespans. Drake-Williams has been in continuous operation since 1882—most of that time as a family-owned company—and employs 260 people at its four locations. Owen got its start in 1885 and it’s been family-owned for about 100 years. They employ a workforce of 450 at five locations. As fabricators, each has contributed to the structural spines of signature Omaha skyline fixtures and streetscape features. Each has survived market upheavals and pressures. Besides savvy leadership in uncertain times, they’ve stayed relevant by adopting state-of-the-art technologies to provide custom products for wide-ranging projects. Each recognizes in the other a legacy business forged from steel. “Good competitors make you a better business, regardless of the industry,” Owen Industries CEO Tyler Owen said. “I would say we have mutual respect for one another,” said Derrick Fitton, director of operations for the Drake-Williams Structural Division.

Drake-Williams began as Wilson Steam Boiler south of downtown. The company became DrakeWilliams Steel in 1958. In the 1990s, it invested in a plant at 11th and Jones streets that covers 12 acres. The area’s gained new traction with the North Downtown redevelopment, including the New North Makerhood district. Across town, the South Omaha location today is company headquarters and home to the rebar division. Acquisitions have expanded Drake’s footprint to Iowa and Colorado. Owen traces its start to Paxton & Vierling Iron Works in Chicago and Omaha. In the 1920s, Fred Owen came from the Windy City to grow the structural fabrication business in Omaha. The enterprising Owen bought the company in 1937. His son Ed opened shops in Carter Lake and Sioux City, Iowa. Ed’s sons, Robert and Richard, entered the fold and new facilities followed in Fargo, North Dakota, and Wichita, Kansas. All divisions came under the Owen Industries banner in 1986. Today, Robert and his son Tyler Owen lead a company that supplies products to customers nationally and internationally. Though Drake transitioned from family ownership to an employee stock ownership program in 2014, it retains the core values of its family roots. Many employees go back to when fifth generation ownerbrothers John and Dave Williams still ran things. “‘If you look across our organization today,” said Drake support services director Jon Eden, “you’ll see many if not all our managers have come up through the ranks.”

Jay Stewart started as an estimator before becoming executive vice president, and is now CEO. Core values and promoting from within also animate Owen Industries, where Tyler takes pride in what his family built before him. “I’m honored and fortunate to have the opportunity to navigate the business into its second century and possibly its fifth generation,” Tyler said. “It’s humbling to think of the hard work that went into it. My grandfather Ed made critical investments in new equipment, including our first coil line in the 1960s, which led to our now sizable operations. My father, Robert, made sizable investments in laser cutting equipment in the 1990s.” Products fabricated by Drake-Williams undergird such local landmarks as Baxter Arena, TD Ameritrade Park, TD Ameritrade headquarters, Children’s Hospital & Medical Center, and Buffett Cancer Center. It provides railroads with everything from handrails to steel bridge spans. Owen Industries sells steel parts to original equipment manufactures such as John Deere and Bobcat. Its structural steel fabrication products get used in everything from nuclear power plants and uranium processing facilities to commercial high rises to bridge girders. CONT. PAGE 34

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“WE ARE ABLE TO TRADE FUTURES CONTRACTS ON STEEL THAT ALLOW US TO OFFSET UPTURNS IN DOWNTURNS THAT MAY OCCUR IN THE NEXT SIX TO 12 MONTHS. VERY FEW OTHER COMPANIES EMPLOY THIS METHOD TO FLATTEN THE AVERAGE MOVING COST OF STEEL IN THEIR INVENTORY.” -TYLER OWEN

FROM PAGE 33 As both companies source steel domestically, they experience few supply issues. A challenge, Tyler said, is “the wild swings in base steel pricing.” He added, “Tariffs have driven the price of steel up, which ultimately leads to a price crash. We’ve recently developed a futures trading mechanism which helps us flatten out the ups and downs. We are able to trade futures contracts on steel that allow us to offset upturns in downturns that may occur in the next six to 12 months. Very few other companies employ this method to flatten the average moving cost of steel in their inventory.” “Because we’re so closely tied to it, the construction market has a very significant impact on us,” Eden said. “Since our raw materials account for a significant portion of end product’s cost, our prices change relative to the raw material costs. Some tariffs and trade deals issued over the last 12 months have fairly affected the raw material market, making it more volatile. Luckily here in the Midwest we’re sheltered from some of that. We are now back to about an historical average.” ©2019 Meredith Corporation. Used under license.

The impact of COVID-19 has been felt. “The virus has slowed projects consistently throughout all commercial markets, especially in larger markets. There’s a lot of uncertainty out there and uncertainty slows decisions related to capital expenditures,” Tyler said.

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“Having the well of knowledge of having managed things for decades upon decades really gives us the foundation to weather these types of storms,” Eden said. “We want to continue to build on that foundation so that when the next crisis comes, and it will come because that’s just the nature of the economic cycle, we’ll be ready to make sure we can keep everyone working and we can have success afterwards.”

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“This is a difficult business,” Tyler said, “but we’ve surrounded ourselves with an incredible team to help us weather the good and bad years.” Diversification is a strategy to leverage risk and tap opportunity across several industries. “Our business volume follows more of the general construction industry, which is greatly impacted by the overall economic climate. While a significant portion of our business is correlated to the construction industry, we have made progress in diversifying into other industries that have steel requirements,” Eden noted. “Railroads, agriculture, and industrial work continues to be a very important part of our success.” Investments in new facilities have helped each company grow. Investing in their people through training, professional development, and tuition reimbursement programs has also paid dividends. Opportunities abound for high salaried skilled labor jobs. Being able to find a ready supply of skilled workers is key in an industry where labor supply shortages have been common since training in the trades took a hit in schools decades ago. These two companies are both encouraged by a resurgence in trade programs at high schools and colleges and actively support them, as this resurgence means the ability for the companies to forge greater relationships, and a bigger legacy. Visit dwsteel.com more information. B2B

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FEATURE | STORY BY HOUSTON WILTSEY | PHOTO BY BILL SITZMANN

LIKE FATHER, LIKE SON

PAUL AND RYAN STRAWHECKER ON NONPROFIT WORK, FUNDRAISING DURING COVID-19, AND WORKING WITH FAMILY AFTER 25 YEARS AT HIS ORGANIZATION AND HALF A BILLION DOLLARS RAISED — $200 MILLION OF WHICH HAS GONE TO OMAHA AND COUNCIL BLUFFS-BASED NONPROFITS — PAUL PLANS TO STEP DOWN AS PRESIDENT WHILE RYAN MOVES INTO THIS ROLE FROM HIS CURRENT POSITION AS DIRECTOR OF CONSULTING.

aul Strawhecker and his son Ryan are veterans of Omaha’s nonprofit fundraising scene and have been working on and off with one another at the eldest Strawhecker’s namesake consulting firm—Paul J. Strawhecker Inc.—for the last 14 years. They now find themselves in a period of transition. After 25 years at his organization and half a billion dollars raised—$200 million of which has gone to Omaha and Council Bluffs-based nonprofits — Paul plans to step down as president while Ryan moves into this role from his current position as director of consulting. “The numeric milestone is great, but I think more important than that are the relationships that the organization has built over the years,” Paul said. “The decision has been in the works for a few years and now it just feels right.” It’s the logical last stop on a 50-year career centered around giving and empowering others. The eldest Strawhecker started in Catholic seminary before pivoting to city planning, enrolling at Creighton University and majoring in political science and sociology. During his senior year, he worked as an intern at the mayor’s office under Gene Leahy. It was here he was first exposed to professional nonprofit work. Upon graduating, Paul was hired as a special assistant to Leahy and began writing grants for various nonprofits. After

four years of working for the city he immersed himself in the world of fundraising, accepting a position at Boys Town where he initiated their planned giving program. His firm currently represents hundreds of nonprofits across North America and handles everything from gathering information on prospective donors to developing media relations materials. “I’ve always thought that you either have a nonprofit heart or you don’t,” Paul said. “You really have to want to get wrapped up in this kind of work to be successful at it. You have to believe in what you’re doing and be willing to put the well-being of other people or a cause over most everything else, including personal gain.” Ryan was not immediately sold on the idea of following in his father’s footsteps. However, after graduating from Creighton with a master’s degree in English, he decided to join his father’s organization as a project coordinator. “Certainly hearing about the work from my father was influential,” he said. “But being exposed to the clients and the work they were doing lit a fire under me. Once you see how many people it takes to accomplish a project, it’s easy to find yourself inspired.” To learn everything he could about the fundraising world, Ryan left his father’s organization and went to work for several Metro-area nonprofits including

the Omaha Home for Boys and United Way of the Midlands. It was his experience at the former that solidified his passion for the work. “Seeing people donate who live hundreds of miles away that have never set foot on campus was a real ‘aha’ moment for me,” said Ryan. “We hear so much about the need, but I think that taking the time to think about all the people that donate their time and energy to helping people is important.” Those experiences made Ryan the natural choice when Paul decided to relinquish some of his duties. As with any passing of the torch from father to son, there were a few cries of nepotism within the organization. A pair of long-term employees moved on when they were informed of Ryan’s appointment, but Paul believes that everything “worked out for the best.” He also believes Ryan is the most qualified candidate, and he’s not the only one. “Ryan was a great guy to work with,” said Jeff DeWispelare, president and CEO of Omaha Home for Boys, who was COO during Ryan’s time at the organization. “He cared deeply about the mission of the home and each of the donors in his portfolio,” he continued, joking that while Ryan’s thoroughness at the organization is missed, his trash-talking during the staff volleyball games is not. Paul echoed those sentiments. “Ryan has a natural likability that’s great for the client-facing side of the business and he’s got the organizational skills and follow-through that gets stuff done.” CONT. PAGE 38

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“SEEING PEOPLE DONATE WHO LIVE HUNDREDS OF MILES AWAY THAT HAVE NEVER SET FOOT ON CAMPUS WAS A REAL ‘AHA’ MOMENT FOR ME.” -RYAN STRAWHECKER

FROM PAGE 37 Those skills are especially necessary as the duo looks into the future to focus on how to help their clients fundraise in a world ravaged by the COVID-19 pandemic. “It’s a challenge for everyone involved,” Paul said. “A lot of the organizations we work for are in need of major assistance right now, but due to the pandemic and its effect on the stock market, it’s been harder to convince people to donate.” With Ryan stepping into the lead role, the organization is undergoing a rebrand that will help the organization and their clients adapt to the times.

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Though the agency doesn’t plan on doing an overhaul in terms of clients, they will shift their focus to the digital world by having the organizations they work for host more online fundraising events and auctions to help their clients diversify their revenue streams. Paul also said that they plan on assisting more companies that are temporarily low on staff due to the pandemic. The rebrand also includes a name change. “We’ve discussed a few but have yet to decide on anything,” said Paul, unsure of when that change will come to fruition. Despite the transition and difficult circumstances, both Strawheckers feel confident that the organization is in good hands. “This was my first job and I feel like I’ve done every type of task in the nonprofit world, so I feel very qualified to take on the responsibility,” Ryan said, before adding, with a laugh, “The best part of it is now being able to funnel the calls that I don’t want to take to Paul.” Visit pjstraw.com for more information about the organization. B2B

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40 | B2B MAGAZINE · 2020

VOLUME 20 · ISSUE 4

OMAHA CVB BY TRACIE McPHERSON

OMAHA’S HISTORY OF RECOVERY maha has a long history of being an economic hub. The city’s early success as a railroad town drew a variety of industries to the downtown area. With steady growth and business ingenuity, Omaha’s reputation continued to grow.

In September 2007, Omaha ranked eighth among the 50 largest cities in the United States in both percapita billionaires and Fortune 500 companies. According to USA Today, no other city in the country could claim a ranking as high as Omaha on both lists. Omaha continues to earn top honors and rankings as a resilient city when it comes to its economy. After the 2009 recession, Forbes magazine put Omaha at the top of its list of the nation’s fastest-recovering major metropolitan areas. Magazine editors said the area’s diverse economy, stable housing prices, and low unemployment helped it rate the best (No. 1) in their study of the 100 largest metro areas. As the country and our city work toward some semblance of normalcy post-pandemic, Omaha again appears well positioned for recovery. Moody’s Analytics analyzed the top 100 U.S. metro areas and determined cities with “low population densities and high levels of educational attainment” are in the best position for recovery. The analysis concluded with Omaha’s “strong financial services sector” and “fairly well-educated population,” the city is among those better prepared to bounce back from the coronavirusinduced recession.

GREATER OMAHA CHAMBER BY DAVID BROWN

THE LEGACY OF BUSINESS I

This year’s Berkshire Hathaway shareholders meeting was held virtually due to the threat of COVID-19. Warren Buffett, Berkshire Hathaway chairman and CEO, addressed shareholders online from an empty arena that is typically standing room only. During the meeting, the Omaha native provided hope for the country’s economy, “We have faced tougher problems, and the American miracle, the American magic, has always prevailed,” said Buffett. “And it will do so again.”

n my position leading the Greater Omaha Chamber, I talk frequently with businesspeople who own or lead businesses that have been operating in Omaha for a long time. So much so, that every year as part of our Business Excellence Awards celebration, we recognize companies that have significant anniversaries representing decades (and, in some cases, more than a century) of operation. Imagine having the longevity to be able to recount 100 years of continuous business.

Like Buffett, Omaha has a solid track record of being able to navigate a financial crisis. Here’s to adding 2020 to the list.

But, also imagine what all of these companies have had to do to not only survive, but to thrive. One could probably make the case that right now, this moment in time, may be among the most challenging eras businesses have ever faced. Dual pandemics of virus and racism are front-of-mind every day. Incessant political bickering, international trade disagreements, financial market meltdowns, talent shortages, and higher-than-ever unemployment are issues legacy business leaders solve for their companies daily. This is all in an effort to keep their colleagues employed, their customers happy; and, in some cases, their investors willing to stick with them through the tougher times, as well as the good times.

B2B

Tracie McPherson is director of communications

David Brown is president and

at Omaha Convention and Visitors Bureau.

CEO of the Greater Omaha Chamber.

These companies that stand the test of time, are no doubt “Omaha Legacy Companies.” A recent count indicated more than 19 of these firms who started operations here are now organizations with more than $1 billion in annual revenue. What an impact those companies have had on this community over the years. The men and women who have led these companies deserve our recognition as well. It is from this inspired leadership that companies last. It is from the commitment of the employees of these companies that they remain at the top of their respective industries. And, it is to the benefit of our community that so many firms have set up shop here in Omaha and have stayed here to grow and prosper—right along with the community. B2B

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