B2B August/September 2021 by Omaha Magazine

AUGUST · SEPTEMBER 2021 | U.S. $3.25

RISE ABOVE Legacy Issue ALEX WOLF

AIDING IN FIGHT TO CURE CYSTIC FIBROSIS

DON’T HAVE A COW

BOZELL CAMPAIGNS CREATE BIG BUZZ

THE CEREMONY OF DEATH FUNERAL HOME DIRECTORS CONTINUE LEGACIES

ENTREPRENEUR DISCOVERS HIGHPOINTING

OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 01

TABLE OF CONTENTS MAIN FEATURE

DON’T HAVE A COW

BOZELL CAMPAIGNS FEATURES

ADAPTATION IS SURVIVAL

LITTLE KING AND LAWLOR’S

CEREMONY OF DEATH

FUNERAL HOME DIRECTORS

OUT WITH THE OLD

BREATHING LIFE INTO DATED SPACES

DEPARTMENTS

04 AFTER HOURS

08 HOW I ROLL

12 ON THE RISE

06 BIZ+GIVING

10 IN THE OFFICE

14 ROUNDTABLE

ERIK LILLA

ALEX WOLF

COLUMNS

BILL BLACK

CENTRIS FEDERAL CREDIT UNION

COLBY JENSEN

GENERATIONAL BUSINESSES

SPECIAL SECTIONS AUGUST · SEPTEMBER 2021 |

03 FROM THE EDITOR CREATING A LEGACY

40 OMAHA CVB

BUILDING TOURISM THROUGH DEVELOPMENT

16 THE LEGACY ISSUE SPONSORED CONTENT

RISE ABOVE Legacy Issue ALEX WOLF

AIDING IN FIGHT TO CURE CYSTIC FIBROSIS

DON’T HAVE A COW

BOZELL CAMPAIGNS CREATE BIG BUZZ

THE CEREMONY OF DEATH FUNERAL HOME DIRECTORS CONTINUE LEGACIES

40 CHAMBER

THE FUTURE INFORMED BY THE PAST

ABOUT THE COVER

U.S. $3.25

ENTREPRENEUR DISCOVERS HIGHPOINTING

Erik Lilla hikes at Schramm State Park to prepare for his new hobby of highpointing. Story page 04.

02 | B2B MAGAZINE · 2021

VOLUME 21 · ISSUE 4

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OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 03

FROM THE EDITOR

CREATING A LEGACY F

amily-run companies are big business in the U.S., and the world. Ikea, Dr. Oetker, Ford Motor Co., and Wal-Mart are all family-owned. In fact, the news website business.com stated, “successful family businesses are a fairly common thing, with more than two-thirds of all the companies in the world being family-owned.” This issue of B2B is the Legacy issue, which highlights some of those great businesses in the area that are family-owned. The roundtable this issue was with the owners and operators of a variety of generational businesses. Bozell is one company that started in Omaha 100 years ago and has been through many changes—starting as a small firm out of the homes of two former newspapermen, going nationwide with offices from New York to Arizona, and coming back to its roots of being a small, local firm. Their story, and how some of their most well-known campaigns came about, is an article I was pleased to write for this issue. Funeral homes have traditionally been familyrun, but they have become increasingly corporate. The company Carriage Services Inc. has partnered with more than 40 funeral homes across the country, and said in their annual shareholder’s letter that their revenue in 2020 increased by 20.2% to $329.4 million, with an increased EBITDA of 29.3% of $141.9 million compared to $109.8 million in 2019. In Omaha, however, funeral homes and directors often stay in the family. Tom Belford and Brian Roeder, both third-generation funeral directors, stated that their businesses are about the people, not the shareholders.

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There are several great articles in this edition, and 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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“ON THE WAY BACK, WE VISITED THE BLUE BUNNY ICE CREAM FACTORY [IN LE MARS] AND HAD LUNCH IN SIOUX CITY BEFORE HEADING HOME. WE DID ALL THESE OTHER FUN THINGS WE WOULDN’T OTHERWISE HAVE DONE.” -ERIK LILLA

OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 05

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

RISE ABOVE

ENTREPRENEUR DISCOVERS HIGHPOINTING

ighpointing” sounds like a term Erik Lilla might use when training athletes at Metro Stars Gymnastics, the business he co-owns with his wife, Liz. But it’s actually a pursuit he began in summer 2020. “In all 50 states there is a natural high point somewhere, so the goal of highpointing is to visit all 50 of these high points,” said Lilla, who is also the owner of, and a licensed broker for, ERK Realty. “Some of these are where you think they’d be, like Colorado’s is on top of a mountain, but when you get to other states it can take you to very interesting places.” Nebraska’s Panorama Point, for instance, is a low rise on a plain in the midst of a buffalo ranch in the far western part of the state, but it “takes you off the beaten path,” Lilla said. “And that’s part of the charm of this kind of challenge.” His first highpointing conquest was a Father’s Day 2020 trek with his family to easily accessible Hawkeye Point in northeast Iowa, which is surrounded by farmland. “On the way back, we visited the Blue Bunny ice cream factory [in Le Mars] and had lunch in Sioux City before heading home,” he said. “We did all these other fun things we wouldn’t otherwise have done.” After that first family trip, Lilla has been to the high points of Iowa, Nebraska, Colorado, Kansas, and Minnesota on day or weekend trips with one or more of his four children, whose ages range from 8 to 14.

Lilla first heard about this pastime by fellow highpointer Brent Rising, an Omaha dentist who’s been pursuing the pastime for over a decade. “It’s so fun because everything is so diverse. If you’ve seen one—you’ve seen one,” Rising said with a laugh. “There’s always something to be learned and always something to be explored.” Rising has reached the peak of nearly half the states, including some challenging sites such as California’s Mount Whitney. Alaska’s Denali, also the highest mountain in North America, is considered by American highpointers to be the pinnacle of achievement. Because it’s best left to experienced climbers, many highpointers take it off their checklist or limit their adventures to the 48 contiguous states. “I’m absolutely doing all 50 states,” Rising said, explaining that when he saw Denali in the distance on a recent trip to Alaska, he said, “You and I, we’ve got a date someday.”

HIGHPOINTING HAS INFLUENCED WHERE RISING TRAVELS FOR PROFESSIONAL DEVELOPMENT OPPORTUNITIES, SUCH AS THE TIME HE CHOSE A CONFERENCE IN CONNECTICUT KNOWING HE COULD CONNECT TO SEVERAL NEW ENGLAND STATES AFTERWARD.

Highpointing has influenced where Rising travels for professional development opportunities, such as the time he chose a conference in Connecticut knowing he could connect to several New England states afterward. “We bagged four high points in just a couple of days.” Some of the high points are near other appealing destinations, too, he added. “When Erik and I went to climb Humphreys Peak [in northern Arizona], the next two days after that we hiked the Grand Canyon from the south rim to the north rim, and we camped overnight at the bottom,” he said. Highpointers gather good stories to tell. Rising has one about a rattlesnake wrapped around the metal box where the sign-in book was kept at White Butte, North Dakota. “I got a really cool picture, but I never did get to sign in,” Rising said. Lilla said one thing he loves most about highpointing is that it’s not a contest, but an adventure. In one adventure, Lilla planned a trip to three southern states—Arkansas, Mississippi, and Missouri—specifically to highpoint. “Maybe you don’t do all 50 states, but it takes you to places unknown,” he said. “It’s an illustration of life. Life’s not always about the destination; most of the time it’s about the journey.” Visit highpointers.org for more information. B2B

06 | B2B MAGAZINE · 2021

VOLUME 21 · ISSUE 4

BIZ+GIVING | STORY BY CHRIS BOWLING | PHOTO BY BILL SITZMANN

TEN, TWENTY-SEVEN, THIRTY-SEVEN

KOLEY JESSEN PRESIDENT AIDS IN THE FIGHT TO CURE CYSTIC FIBROSIS

hen Alex Wolf started searching for a way to give back, he had some stipulations.

The attorney, who started at the Omaha firm Koley Jessen in 2008, wanted to know what he was doing would make a difference in people’s lives. He found that sense of purpose at the Cystic Fibrosis Foundation, a national research and advocacy organization that has played a large part in turning the genetic disorder from an obscure ailment to a well-known issue. “That was really impressive to me,” said Wolf, now the president and managing shareholder of Koley Jessen, as well as a board member of the Cystic Fibrosis Foundation’s Nebraska chapter. “Obviously there’s a ton of worthy causes out there. But to see you actually making progress against the disease? That was encouraging.” Wolf ’s journey helping to fight cystic fibrosis started with the same question many ask—what is it? According to the Cystic Fibrosis Foundation, it is a genetic disorder that affects the cells that create mucus, sweat, and digestive juices. The fluids become thick and sticky, then plug the tubes and passageways. Around the time he started his law career, one of Wolf ’s friends found out their child had this genetic disorder. Suddenly a persistent cough wasn’t a routine doctor’s visit for Wolf ’s friends.

“The things that you start to read are pretty scary, especially back at that time when their son would have been born,” Wolf said. “Life expectancies were not great. The realities of what living with that disease looks like was pretty scary.” In 1962, children with cystic fibrosis only lived until about age 10. By 2008, it was up to 27 years. Now, people with cystic fibrosis live, on average, about 37 years, with many living much longer. Extending people’s lives is exactly what drew in Wolf, and it stands at the center of the Cystic Fibrosis Foundation’s work, said Laurent Quenaud, the Cystic Fibrosis Foundation’s senior director, donor and volunteer engagement.

Wolf thinks that’s what makes his effort so worthwhile. For years he’s organized annual dinners and events that raise about $1 million locally, and $100 million nationwide. As a part of the committee for the Rimington Trophy, an award for the best center in college football, he helped raise money for cystic fibrosis with the help of the Boomer Esiason Foundation. For about a decade, he’s also brought Omaha’s philanthropic community together for Hope Brews, an event centered around craft beer. That raised about $200,000 alone in 2019, Wolf said.

The organization was founded in 1955 to try and find space in the race for new cures, medicines, and research. Because cystic fibrosis affects a small population, about 30,000 Americans today, they had to think through how they spend money.

Volunteers like Wolf are invaluable, said Quenaud, who was the executive director of the Nebraska chapter until June. For his staff of five, raising $1 million alone would have been insurmountable. When people like Wolf get involved, however, the names in their contact books multiply, the message starts to spread, and then the possibilities start expanding.

“The foundation started taking donations to companies and said, ‘What if we give you the seed money to start the research? What if we give you that and then you begin research on drugs to help more people,’” Quenaud said. “And that very smart strategy has paid off.”

“When Alex Wolf comes knocking on someone’s door and says, ‘I’d like you to consider making a donation to the CF foundation,’ people listen,” Quenaud said. “Because he’s so well-liked and humble and kind. They know he wouldn’t be asking if it weren’t important.”

The grassroots strategy has led to several new treatments that have expanded life expectancies and quality of life.

Visit cff.org/Nebraska for more information. B2B

“OBVIOUSLY THERE’S A TON OF WORTHY CAUSES OUT THERE. BUT TO SEE YOU ACTUALLY MAKING PROGRESS AGAINST THE DISEASE? THAT WAS ENCOURAGING.” -ALEX WOLF

OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 09

HOW I ROLL | STORY BY MIKE WHYE | PHOTOS BY BILL SITZMANN

BILL BLACK’S 1929 MODEL A

FIVE YEARS OF OWNERSHIP, FIVE SWITCHES TO START, 92 YEARS OF EXISTENCE

ost people simply use a key to start their vehicles. Bill Black has more to do when he settles behind the steering wheel of his shiny tan-and-black 1929 Model A Coupe. “You have about five different mechanisms to get this thing going,” said Bill, an agent with NP Dodge Real Estate. First, a valve in the passenger compartment has to be turned to open the fuel line. Then, a lever on the left side of the steering column has to be pushed up while another on the right must be nudged down. Only then is the key put in the ignition switch, but there’s still one more thing to do—push down the starter switch on the floor. Finally, the parking brake can be released and the clutch let out to engage the three-speed transmission to drive ahead or back up. “It takes a while to learn to do this,” Bill said. “Even though it has a somewhat simple motor, it’s complicated as well. There’s a real finesse to get it going properly.” Bill estimated that he and his wife, Coleen, have driven the car about 100 miles since they acquired it five years ago. “We drive it around the neighborhood. We visit some friends who live four to five miles away, and we’ll take it on a little Sunday afternoon jaunt.”

“SOME GUYS WILL TAKE THESE THINGS CROSS-COUNTY. I’M NOT THAT GUTSY YET.” -BILL BLACK

As members of the Meadowlark Model A Ford Club, which has 75 members in Omaha, the Blacks know Model A owners who drive their cars on long trips. “Some guys will take these things cross-county,” Bill said. “I’m not that gutsy yet.” Bill added that he’s taken the car to some weddings, graduation parties, and the like. The couple have driven it through parades in Gretna, Nebraska City, and Elkhorn. They have also paraded in Freeman, South Dakota, where Coleen’s father, Raymond Becker, spent five years restoring the Model A (and several other cars, including one he had found with a tree growing in the middle of it) on the family farm. He had paid $1,250 for it, said Coleen, who added, “It was in rough shape.” Becker restored most of the car, although he hired others to repair the engine, fenders, and upholstery. He owned six cars that he had restored when he died, and gave one to each of his four daughters. The other two were auctioned off among family members, with the proceeds going to charity. Bill and Coleen purchased a 1928 Chevy Coupe, which is now displayed at the Heritage Hall Museum and Archives in Freeman. Coleen said her father taught her how to drive the Model A on a gravel road. During one lesson, she went through the steps to start the car, but it failed to turn over. “I couldn’t figure out what was wrong, but Dad reached over and simply turned the key,” she recalls with a laugh.

“HAND CRANKS ARE BLAMED FOR BREAKING MORE ARMS THAN ANYTHING.” -BILL BLACK Ford Motor Co. made nearly 5 million Model As between 1927 and 1931, said Howard Denker Jr., president of the Meadowlark Club and owner of a deluxe two-door made in 1931. Each came with a tool kit that included a hand crank in case the electric starter failed. “Hand cranks are blamed for breaking more arms than anything,” said Bill, noting how the cranks could suddenly kick back. Some online sites estimate that nearly 85,000 Model As still roll on the roads. In particular, the Blacks’ Model A is one of only 138,828 sport coupes made by Ford and features a cloth top, dome light, a tilt-out windshield that opens at the bottom to bring a breeze into the passenger compartment, and a rumble seat that accommodates another two small to medium-sized adults. The four-cylinder, 24-horsepower car cost $530 when new in 1929, which would be nearly $8,300 in today’s economy. Considering the nine body types and condition, Model As now have a median price of nearly $20,000, according to hotcars.com. Bill said the Model A is not comfortable to drive because it lacks an adjustable seat but added, “Once you’re in there, you feel like you’re in a parade.” Visit meadowlarks.omahaneb.org for more information on other Model As in the area. B2B

10 | B2B MAGAZINE · 2021

VOLUME 21 · ISSUE 4

IN THE OFFICE | STORY BY LISA LUKECART | PHOTOS BY BILL SITZMANN

UNITING INTO INNOVATIVE HEADQUARTERS

CFCU WITHDRAWS FROM THE PAST, DEPOSITS FOR THE FUTURE

im Cox, enclosed in a Spacestor fully cushioned booth at Centris Federal Credit Union, munched on his salad.

“This building is like working in a spaceship,” Cox explained, taking a sip from his water bottle. “Everything is automated.” Cox, a business banking account specialist, remembered a time when he had to call other employees in different buildings with questions. It took time away from an already busy day. Now, he just walks up the steps to see someone, which allows him to finish his work in less time. The location merges two operational centers under one roof at 13120 Piece St. in Sterling Ridge. The new corporate headquarters spans 116,223 square feet with gleaming windows, heated sidewalks, and an underground, temperature-controlled garage. It includes 24 conference and training rooms, along with three outdoor patios. A globe-shaped metal sculpture welcomes guests outside. Cut-out characters cast shadowed silhouettes at night with the option to change the colors with a click of a button. It’s a reminder that Centris’ mission is community-oriented, even before guests step through the doors. Inside the building, the reception desk is functional and artistic. The body of the desk is all angles, showcasing its white quartz dotted with gray specks. Centris occupies three of the four floors of the building. The second floor is partially leased, with a portion of the floor up for lease. Each floor proclaims its individual color scheme. The first radiates purple, which is associated with the brand.

Hushed gray carpeted floors lead customers into the banking area. Tellers work the drive-thru lanes that are glimpsed behind a purple-tinted window. The ATM nestles close to the building in contrast to banks, which typically have it on the outer lanes. While parents receive help from loan officers, children have the option to head to the gaming area to sit in brightly colored chairs and battle on a PlayStation 4. In another area, an innovative community room can be rented by the public with a security deposit. Sleek screens, high-tech lights, and powered shades create a hip, futuristic vibe. A wall, along with noise reduction clouds, easily divides the 2,065 squared space if a smaller venue is needed. Meeting rooms are controlled via a touchpad out front that lights up red when the room is reserved. One issue for Holland Basham Architects, who created the space, was how to connect employees for easier interaction. “It was like a Tetris puzzle to work out the departments,” associate partner Mike Eckmann explained. An open floor plan created another challenge. White noise filtered into the building reduced the disquiet. This was especially important for the third-floor collections department. Furniture choices, such as mobile pods, invite employees to work together. Soft seating sectionals, modern wingback chairs, and high-top tables contribute to a shared environment.

“This has been a change for our employees as some were sharing cubicles in our former environments,” Ann Helm, executive vice president, Retail and Administration, mentioned. Helm wanted to ensure employees had an invigorating workspace that provided a positive working experience. Employees still have secluded areas, such as wellness and phone rooms, if needed. Bathrooms, each with a bold theme color, provide floor-to-ceiling stall doors. The fourth floor, tinged in lime green, houses the executive area. The massive well-lit breakroom, though, is the defining feature. An illustration featuring Nebraska, including a drawing of the Centris president waving from a yard, adds a fun touch. Employees can buy prepackaged and fresh food with a touch of their fingertips in the company kitchen. Or someone can enjoy the living green roof on the patio while grilling. Radiant heaters keep it warm on cooler days. If stormy, a NanaWall folds glass doors in like an accordion, allowing fresh air to blow inside. For the employees, it means not only joining forces, but feeling energized to come to work after a pandemic. The day of the B2B interview, Cox planned to walk the 1.58-mile scenic trail once he finished with his lunch. “It’s good to have everyone around,” he added. Visit centrisfcu.org for more information. B2B

“AT SOME POINT YOU JUST REALIZE WHAT’S IMPORTANT IN YOUR LIFE. YOU CUT OUT THE NOISE. I WANT TO BE ME, I WANT TO BE HAPPY, AND I JUST WANT TO ENJOY MY LIFE.” -COLBY JENSEN

OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 13

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

SETTING GOALS, BUILDING CONNECTIONS

COLBY JENSEN RISES PERSONALLY AND PROFESSIONALLY

ong before the pandemic, before so many used a year of near-isolation to examine life choices and perhaps even set personal goals, Colby Jensen took a holistic look at her own life and the person she was striving to become. The 33-year-old said the past three years have been transformative in many aspects, due in large part to time spent on introspection: her career, her community work, even her husband and their son. “It happens for everyone at a different age,” Jensen said. “At some point you just realize what’s important in your life. You cut out the noise. I want to be me, I want to be happy, and I just want to enjoy my life.” The kind of happiness of which Jensen speaks— and for which so many other young professionals strive—can seem daunting. A promising career, a stable job, a supportive family and network of friends, enough income not to worry. Such facets of success rarely happen by accident. Jensen met her husband in middle school. The two remained friends as Millard West High School students, but didn’t discover that special spark until college.

After her junior year at Millard West, following treatment and surgery for a severe case of scoliosis, Jensen strongly considered physical therapy as a career. She began general education classes at Iowa Western Community College as a pre-med major. The physical therapists she saw at Children’s Hospital were nothing short of inspiring. But as more research into the coursework took place, Jensen made a decision: “I loved the work, but I knew my heart wasn’t in it.” She transferred to Metropolitan Community College in 2007 and began working toward a business degree. Graduation from Metro and a transfer to University of Nebraska at Omaha followed, where in 2012 she earned a bachelor’s degree in business administration. While at UNO, Jensen was active in Beta Alpha Psi, an international honor society for students studying finance. In 2009, Jensen joined Gottsch Enterprises as an accounting assistant. Three years later, with a degree and real-world work experience, she was hired as an audit senior manager at BKD. Shortly after, Jensen began the year-long process of studying for, and taking, the CPA exam. Earning a CPA license was a longtime goal not only for Jensen, but her family. “We wanted to make sure everything we did set us up for success later in life,” Jensen said. “And that would provide great opportunities for our son.”

Jensen credits her husband’s support for much of her success. Juggling school and work, studying for a career-making exam, and more while raising a child is no easy feat. “There was a lot of times I was missing out,” Jensen said of family gatherings and other social outings. “But for me, things became clearer. Here are my priorities, here is my focus.” Goal-setting is a trait BKD recognizes in Jensen. Director Amy Shreck admires Jensen’s ability to “focus on setting and achieving goals on both a personal and professional level. She balances that focus on results with a genuine desire to build connections with people around her.” Added Chris Lindner, a partner at BKD: “Colby is such a hardworking and driven individual. She sets lofty goals, but always finds a way to achieve them through her grit and determination. She is such a positive and charismatic individual; everyone wants to be around her.” One of the perks of Jensen’s job at BKD is mentoring college students. Many share her passion and drive; many more worry about their future. “We can see the end goal, but there are 500 different ways to get there. You might just have to slow down and change your path,” she said. “And that’s OK.” Visit bkd.com for more information. B2B

14 | B2B MAGAZINE · 2021

VOLUME 21 · ISSUE 4

ROUNDTABLE | STORY BY SARA LOCKE | PHOTOS CONTRIBUTED

SECOND, THIRD, FOURTH TIME’S A CHARM

GENERATIONAL BUSINESSES DIVULGE SECRETS TO SUCCESS

hen a business is built on a foundation of shared missions and values, it finds steady footing in an often-volatile market. For these three dynamic dynasties, success is a family business. This month, B2B connected with president of Signworks Gaby Ryan, president of United Insurance Agencies Heidi Vescio, and owner of Malashock’s Jewelry Bob Malashock to discuss their family secret to success. B2B: Tell us about your business and who you serve. GR: We are a fourth-generation, family-ownedand-operated sign manufacturing company, which I have been a part of for almost 30 years. My sister Mikaela and I are the fourth generation of female owner/operators. We fabricate and install signs for all types of businesses, including banks, the [Henry Doorly] zoo, health care, large developers, and small business owners striking out on their own. HV: United Insurance Agencies is an independent, family-owned, and woman-led property and casualty insurance agency serving Nebraska and Iowa for over 50 years. I am the second-generation owner and president, succeeding my father in 1997. BM: The Malashock family has been selling fine jewelry since 1894. I’ve been in the business since 1956. My son and daughter are in the process of taking it over right now. The beauty of it is that we all work together and get along.

B2B: What is a challenge you or your family has faced in maintaining your business?

B2B: How has your family weathered these kinds of challenges?

GR: All of us at Signworks work very hard to keep our good reputation intact with quality signage and good service; of course the recession was difficult, but we persevered without laying anyone off.

GR: Staying focused on the clients and the quality of our signs, as well as making sure our employees know we value them; and we wouldn’t be celebrating 86 years without their dedication to the craft of sign manufacturing.

HV: Like any small business, employees are the primary key to our success. When working closely with family, sometimes the lines between personal and professional relationships can get blurred. It’s important to keep the two separate while still recognizing each team member’s strengths, talents, and contributions. Probably the biggest challenge we’ve faced is the need to always be adapting to changes in both the industry and technology. Five decades ago, the insurance business was all about sitting down face-to-face with customers. Today, most people want to work with us via telephone and email. We work diligently to maintain a personal connection with our clients while also offering the speed and efficiency that our 24/7 society demands. BM: Our biggest challenge currently is online buying. It’s so easy to order anything online today. We definitely saw that even more during the pandemic, but people are finding their way back into the store now.

HV: It’s definitely not the easiest balance to keep when you work with family. The way to manage it has been to set expectations and follow through with them. And after working side by side for many years, we have come to know and acclimate to each other’s working styles. Due to the ever-changing nature of insurance, we do a lot of brainstorming and collaboration as a team. Being a small agency, we are able to pivot quickly and adapt to changes in the marketplace. Communication is the key component in withstanding any number of challenges we’ve faced over the years. BM: Naturally we all suffered a little due to closing down during the pandemic. We are slowly getting into the online space; we realize that in the future this will be necessary. It’s what the customer wants now. B2B

Gaby Ryan

Heidi Vescio

Bob Malashock

16 | B2B MAGAZINE · 2021

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YEARS

“90 PERCENT OF ALL THE DATA OUT THERE TODAY WAS CREATED IN THE PAST TWO YEARS. THAT’S A BIG NUMBER IN A SHORT AMOUNT OF TIME.” -CHIEF TECHNOLOGY OFFICER ROY KRINGS

From Left: human resources/office manager Marian Respeliers and CATCH Intelligence founder and CEO Mark Floersch.

AUGUST · SEPTEMBER | 19

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PROFILE | STORY BY KARA SCHWEISS | PHOTO BY KATY ANDERSON

HELPING LEAD BY KNOWING

CATCH Intelligence TURNS INFORMATION INTO KNOWLEDGE & SUCCESS

oday’s businesses and organizations are awash in data, CATCH Intelligence founder and CEO Mark Floersch said.

“Our prospective customers have lots of data, but they don’t have information,” Floersch said. “They’re not using it the way [data] should be used to help inform and make intelligent decisions, and turn that information into knowledge and wisdom to run organizations more efficiently and effectively.” “90 percent of all the data out there today was created in the past two years,” Chief Technology Officer Roy Krings said. “That’s a big number in a short amount of time.” CATCH Intelligence works with organizations to address complex data and technology challenges. The team focuses on people, processes, practice, technology, data architecture, and data governance to implement successful systems to use data effectively, Floersch said. He continued, “Our tagline is ‘Lead by knowing,’ which means use your data, become data-driven, and build a culture of using data to help you make informed decisions.” “Data science allows companies to use intelligence and mathematical formulas to not only evaluate where they’re at, but to predict where they’re going to be in the future,” Krings said. CATCH Intelligence started 20 years ago after Floersch’s previous employer, Norstan Consulting, went out of business after Sept. 11, 2001. “I was in a pretty marketable position before 9/11,” Floersch said. But in the fourth quarter of 2001 tech companies were not hiring. “I come from a lineage of entrepreneurs,” he said. “I have it riveted in my brain how painful it was for my dad and my mom and my family during

those tough times. I remember saying, ‘I’m never going to be an owner or a president of a company.’”

This year, CATCH will reach a goal set 10 years ago: employing a team of 100.

Stacey Floersch’s confidence in her husband’s abilities was the deciding factor in launching People Services Center, which was up and running by January 2002.

The company, rebranded in 2014 as CATCH Intelligence, has evolved over time.

Floersch said, “We had to come up with something that would allow us to expand into other markets regionally and nationally…Probably 15 years ago we came up with some innovative ideas and concepts that we spent five years working on. I would say 10 years ago we knew we had something really special from an innovation, technology, and—I would call it—differentiator perspective that would allow us to go to any market and deliver a value proposition that nobody else could deliver. That’s a combination of innovation; software; and repeatable, reusable processes that allow us to deliver higher quality in half the time.”

“Everything has changed in 20 years. I never thought we’d be able to build a company that focused on business intelligence, reporting, dashboarding, data management, and analytics,” Floersch said. “It was always kind of a side project that we would do to support some sort of a modernization project or initiative.”

Krings said the company is adapting to customers’ needs faster than ever, stating, “We are seeing data science and business intelligence being merged with cloud technologies and integration services, which means that companies are able to make more intelligent business decisions with an exploding amount of data even faster than before.”

He added, “We’ve made a commitment to continuous innovation. That’s led by the leadership team, but I’d say every employee thinks of new ideas and new differentiators that they can bring to the table.”

The team continues to flourish. CATCH University, the company’s world-class training center, is dedicated to Floersch’s late father, Paul Floersch, Jr. “He taught me so much over the years. He was a very patient trainer, coach, and mentor to me and my family,” he said. “We leverage CATCH University for internal training, customer training and education, and training sessions for The Entrepreneurs’ Organization in Nebraska.”

“My wife had a lot of faith in me and encouraged me to take this chance,” Floersch said. “I think anybody who is successful in running a business has somebody behind them who enables them to be successful.”

Sales Director Jeff Ruble said, “CATCH has proven successful differentiators…Focusing on key verticals while adapting industry changes is one of the keys to our success.” Floersch also gives credit to the team he’s built, beginning with Marian Respeliers, who began doing bookkeeping for the budding company when it ran out of the basement of the Floersch home. She now serves as human resources/office manager and led the effort to acquire and renovate the company’s 18,000-square-foot headquarters building near 129th and Dodge.

Floersch stays positive about the future, saying, “I think what’s next is continued growth.” Visit catchintelligence.com for more information. B2B

20 | B2B MAGAZINE · 2021

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YEARS

HERTZ FARM MANAGEMENT KURT VAN NORMAN, MIKE KRAUSE SCOTT HENRICHSEN & STAN LIERZ Hertz Farm Management knows that land and legacy mean everything to farm families. That is why this born-and-bred Midwest company stakes its reputation on preserving clients’ hard-earned heritage. As a family-owned business celebrating 75 years in the region, Hertz appreciates what it means to build and maintain something. Now in the hands of secondand third-generation owners, Hertz is committed to increasing the net return on clients’ assets while ensuring stewardship of the land. Because Hertz understands that land represents memories to the people who work it or inherit it, the company’s professionals provide personal service to clients that respect these ties. Hertz experts get to know client needs and wishes, thereby assisting with decisions that are right for them and their families, whether keeping or selling the farm, understanding the value of an inheritance or settling the family estate. “The most important value is listening and really being client-focused,” said second-generation owner Randy Hertz. With 15 offices in the Midwest, including its western regional office in Omaha, Hertz manages 2,800-plus farms totaling more than 625,000 acres. Hertz appreciates that farming is about more than numbers—it’s about the blood, sweat, tears, and dreams bound up in the land. Hertz brings decades of experience to be that trusted guide through change. In delivering its specialized farm management, sales, auction, acquisition, and appraisal services, Hertz remains rooted in its mission. As third-generation owner Chad Hertz said, the company is still following through on founder Carl Hertz’s promise of “standing out to do what’s right and take care of people.” 11717 M CIRCLE OMAHA, NE 68137 402.697.7500 HERTZ.AG

RTG MEDICAL CHARLIE JANSSEN & JEREMY GUENTHNER Healthcare staffing provider RTG Medical is constructing a new $18 million headquarters in Fremont, Nebraska, to accommodate sharp company growth. The 54,000 square foot building will make RTG the anchor commercial tenant of the Gallery 23 East mixed-use development at the southeast intersection of U.S. Highways 275 and 30. The building is slated to open in spring 2022. RTG has nearly tripled its employee roster since moving from Omaha to Fremont in 2004. “Fremont has really embraced us, and we’ve grown up in Fremont, and we’re proud to continue that growth here.” said company CEO and Co-founder Charlie Janssen. Driving RTG’s growth is its successful track record of matching traveling medical professionals with staff-strapped facilities across the nation. The pandemic brought into sharp relief the shortage of healthcare professionals. To help address the shortage, RTG identifies and places qualified candidates to temporary nursing and allied health positions at medical facilities nationwide. Janssen said the new headquarters will provide more operations space to meet its growing needs. Along with COO and co-founder Jeremy Guenthner, he believes the building will appeal to new hires with its wellness center, food court, lake access, and comprehensive training program, in addition to the company’s culture and emphasis on community engagement. RTG’s location is yet another draw for employees, many of whom make the short commute to Fremont from Omaha and surrounding towns. Janssen said RTG considers itself an Omaha metro company that has aided in its growth, drawing from the area’s rich talent pool. 1005 E. 23RD ST., NO. 200 FREMONT, NE 68025 866.784.2329 RTGMEDICAL.COM

AUGUST · SEPTEMBER | 21

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YEARS

102 YEARS

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Julie Crotty-Guile believes music should open doors, both for her students, and inside them. Her dynamic and engaging approach has fostered a lifelong appreciation for learning in her students for over 43 years, and has left a legacy of profoundly enthusiastic musicians in her wake.

He’s welcomed the evolution of the new- and usedcar dealership, said Ward, who has been in sales at Beardmore since 1998. “There’s always something going on. It’s a fun business to be in.” Ward emphasized that some things haven’t changed since 1971—or since the dealership began a little over a century ago in 1919—namely the need for personal transportation, or “freedom machines,” as he likes to call cars. And exceptional customer service, a commitment to community, and the personal touch and integrity of a family-owned business endure. “They care about every customer,” Ward said. 418 FORT CROOK ROAD BELLEVUE NE 68005 402.734.2525 BEARDMORECHEVY.COM BEARDMORESUBARU.COM BEARDMOREHYUNDAI.COM

“We encourage feeding the artist’s spirit through affirmation and inspiration, enabling students to starve their inner-sabotage of competition & comparison, grounding themselves in a higher purpose of loving gratitude,” Crotty-Guile said. “Everyone has that sense of competition within them already, and they learn to deal with parts of themselves that say ‘you’re not good enough’. We emphasize the positive, transforming the negatives. I offer students space to find their own ‘joyful energy’ in each musical piece along the way.” Since founding Noteworthy Music in 1991, Crotty-Guile and her husband, Peter Guile, have employed an inclusive and individualized goal-setting curriculum to incentivize and build confidence and a sense of accomplishment in each student. “Rather than competitive placements like first or second, we give trophies which reflect musical goals: Counting, Expression, Rhythm, Most Improved, Sight Reading, Dynamic Duets,” she explained. “And ribbons for pieces mastered.” Immersing students in music tailored to their tastes and talents allows them deeper appreciation of the art of writing, singing, playing, and understanding music theory, technique, and practice. In this way, Noteworthy Music develops competent and confident lifelong learners, rather than anxious or obsessive musicians. The love of music and composition began early for Crotty-Guile, who directed, choreographed, and performed in a musical with her best friend at age 8, before studying at The Juilliard and NYU. Over more than 40 years, she’s been an active member of MNTA, NMTA, OMTA, and NATS, and credits her teaching career with developing her love of people, as much as her love of music, saying, “Each student arrives with unique and diverse talents. I’m here to assist in their discovery and help develop whole musicians. Teaching is such an honor, and teaching music to people who will love and appreciate it for life is a privilege.” Noteworthy Music offers voice, piano, arranging, and theory to students of all ages. 4187 CASS ST. OMAHA, NE 68131 402.556.5103 NOTEWORTHYMUSIC-MUSICINSTRUCTOR.BUSINESS.SITE

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Our Ourexecutive executivecoaching coachingand andconsulting consultingservices servicesfocus focuson onaligning aligning leaders leadersand andorganizations organizationsaround aroundaaclear, clear,central centralvision. vision.When When leaders leaderswithin withinyour yourcompany companybecome becomealigned alignedaround aroundvision visionand and goals, goals,they’re they’reable abletotoguide guidetheir theirteams teamsatatevery everystep stepofofthe thestrategic strategic planning planningand andperformance performancemanagement managementprocess. process. Sometimes, Sometimes,strategic strategiccoaching coachingprograms programscan canbe betoo toorigid rigidand andlock lockaa company companyinto intoaaparticular particularset setofofrhythms, rhythms,tools, tools,and andmethodologies methodologies---even evenififthey theyaren’t aren’tright rightfor foraacompany’s company’sneeds. needs.Accelerate AccelerateOS OSisis different. different.ItItdraws drawsfrom fromthe thebest bestofofthe thebest bestand andisiscustomized customizedfor for each eachcompany’s company’sgrowth growthpath pathand andgoals. goals. AtAtLeadership LeadershipResources, Resources,our ourstrategies strategieshave havehelped helpedthe thegrowth growthand and development developmentininleadership leadershipofofcountless countlesscompanies companiesby: by: • •Clarifying Clarifyingaashared sharedvision vision • •Defining Definingclear cleardirection directionand andpriorities priorities • •Establishing EstablishingSMART, SMART,FAST FASTgoals goals • •Identifying Identifyingkey keyperformance performanceindicators indicators(KPIs) (KPIs) • •Crafting Craftingsuccess-bound success-boundstrategic strategicaction actionplans plans • •...and ...andmore more Additionally, Additionally,Leadership LeadershipResources Resourceshas haspartnered partneredwith withPinnacle Pinnacle Business BusinessGuides Guides(PBG). (PBG).This Thispartnership partnershipprovides providesexpanded expanded opportunities opportunitiesfor forour ourclients clientsthrough throughincreased increasedoptions optionsofoftools toolsand andaa unique uniqueapproach approachtotoprocesses, processes,while whileproviding providingour ourteam teamwith with expanded expandedresources, resources,experience, experience,and andknowledge. knowledge.This Thisrelationship relationship only onlybolsters bolstersLeadership LeadershipResources' Resources'custom customclient clientapproach. approach.

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Strategy Strategyisn’t isn’tone-size-fits-all. one-size-fits-all.We’ll We’llhelp helpyou youtailor tailoryour yourstrategic strategicplan plan totoyour yourcompany companyfor forlong-term long-termsuccess. success.By Bytaking takingadvantage advantageofofour our strategic strategicplanning planningservices, services,you youcan canexpect expectgreater greaterclarity clarityofofyour your company’s company’svision visionand andpurpose, purpose,as aswell wellas asaadetailed detailedfocus focuson on realistic realisticgoals goalsand andplans plansofofaction. action.All Allofofthis thisshould shouldresult resultinin measurable measurablegrowth growthininprofit, profit,productivity, productivity,and andmore. more. AtAtLeadership LeadershipResources, Resources,our ourpurpose purposeisistotomake makethe theimpossible impossible possible possiblethrough throughpeople. people.As Asour ourstrategic strategicgrowth growthadvisors advisorscontinue continue totoserve servesuccessful successfulbusinesses businessesininaamanner mannerthat thatmakes makesthem themeven even more moresuccessful, successful,we wealso alsocontinue continuetotogrow growand andevolve evolveour ourcustom custom approach approachfor forthe thebetterment bettermentofofour ourclients. clients.Here’s Here’stotodelivering deliveringthe the next nextthousand thousandproductive, productive,“needle-moving” “needle-moving”sessions sessionswith withour our clients. clients. Contact Contactus ustotolearn learnmore moreabout aboutAccelerate AccelerateOS, OS,what whatwe wedo, do,and andhow how ititcan canhelp helpyour yourbusiness businesssucceed succeedand andgrow growatattimes timeslike likethese thesewhen when you youneed needititmost. most.

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TED & WALLY’S JOE & JEANNE PITTACK Ice cream is better the old-fashioned way. Ted & Wally’s ultra-premium ice cream with 20% butterfat is still made from scratch and slow-churned with rock salt and ice in century-old ice-cream freezers. “The classic ice cream has kept people coming back for years and some families for generations,” Joe Pittack said. “This year we’re celebrating the 35th anniversary of our Old Market location.” OLD MARKET: 1120 JACKSON ST., OMAHA, NE 68102 402.341.5827 BENSON: 6023 MAPLE ST., OMAHA, NE 68104 402.551.4420 TEDANDWALLYS.COM

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YEARS

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FEATURE | STORY BY DAISY HUTZELL-RODMAN | AD DESIGNS BY BERNIE HOGYA WITH PHOTOS BY ANNIE LEIBOVITZ

DON’T HAVE A COW

BOZELL CAMPAIGNS HARD, CREATES BIG BUZZ

ina Keenan, former director of marketing at Elizabeth Arden Red Door Salons and SVP/global chief marketing officer for Claire’s, thinks fondly of her start in marketing through one storied Omaha company. “My time at Bozell was such a great experience and an exciting time in my career,” Keenan wrote in an email to B2B. “That ultimately prepared me to be a stronger leader and helped me successfully continue to grow in my career. So many lessons learned— from understanding the nuances of developing a solid, integrated brand strategy to managing a high-performing, happy team, and finally, to the importance of executing with excellence. I believe all of what I learned definitely helped make me into the CMO I am today.” Bozell has worked with top photographers and launched the careers of many executives throughout their 100-year history; but in 1921, the company was simply two newspapermen working out of their homes in Omaha. The company started that year when Morris Jacobs and Leo Bozell began an agency. Jacobs was a night reporter for the Omaha Daily News, while Bozell was a former city editor of the Omaha Bee. Their careers in writing showed in the campaigns they created. Bozell & Jacobs’ first client was Nebraska Power Co. In 1922, the duo created their first powerful campaign by asking housewives “Are you working for your husband’s second wife?” The idea was to sell electricity to people by enticing women with time-saving electrical appliances. Three devices that became popular in the 1920s were washing machines, vacuums, and refrigerators. The success of campaigns with Nebraska Power Co. led to other contracts with utility companies such

as Midland United Co. in Indiana, United Gas Co. of Houston, Electric Bond & Share Co. in New York City, and Public Information Program of the Electric Industry in Washington, D.C. Bozell still works with energy companies, having announced in March 2021 that they secured a three-year contract with OPPD. By 1968, the company had 10 offices, from New York to Phoenix. The number of high-profile clients grew through the 1970s, including Godfather’s Pizza, American Airlines, Lee Jeans, Greyhound Bus, and the National Ad Council. The company merged with Lorimar’s Kenyon & Eckhardt to become Bozell, Kenyon & Eckhardt in 1986 in a sale of $40 million. At that point, Bozell & Jacobs had 21 offices, including ones in Dallas, Minneapolis, and Chicago. During the company’s years as part of Lorimar, they gained an account with the National Pork Producers Council, with whom they worked on the advertising slogan, and campaign, “Pork—the Other White Meat.” The Midwest-bred agency, however, was not happy with some of the executive decisions by Lorimar, which then began losing money, and Bozell bought itself back from Lorimar for $133 million in cash in 1988; they reorganized as Bozell Worldwide in 1992; and were acquired by True North Communications in 1997. As Bozell Worldwide, the company continued to acquire high-profile accounts. This is also when at least one of the current owners came into the fold. According to current CEO Kim Mickelsen, “[One campaign] that probably got a lot of media coverage was the milk mustache campaign that started in the early 1990s.”

This campaign came off the heels of one of the most iconic campaigns for the dairy industry in history, created by San Francisco company Goodby Silverstein & Partners for California’s dairy processors in 1993. That agency started by realizing that milk is usually served with cookies, or an evening meal, or on cereal. Co-chairman and partner Jeff Goodby created the statement “Got milk?” and Michael Bay (who directed the Transformers movies) directed the first TV spot, a commercial about a history fan who loses a trivia question regarding Aaron Burr due to a mouthful of peanut butter sandwich and no milk with which to wash it down. With milk back in the spotlight, the Milk Processor Education Program hired Bozell in 1995 to create a national campaign. The initial ads featured heavy milk mustaches and the tagline, “Milk, What a Surprise!” MilkPEP later acquired the rights to the slogan “Got Milk?” “The first target of the milk mustache campaign was women,” said Bernie Hogya, who at the time worked for Bozell’s New York office. “So, our idea to feature celebrities meant that we’d be photographing some of the most beautiful, glamorous, and successful women in the world wearing milk mustaches. Easy to envision now, of course, but back before the campaign was launched the thought of having milk splashed on your upper lip after several hours of hair and makeup was not an easy sell.” CONT. PAGE 26

26 | B2B MAGAZINE · 2021

VOLUME 21 · ISSUE 4

FROM PAGE 25

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Leibovitz initially shot five ads—Naomi Campbell, Joan Rivers, Iman, Vanna White, and Christie Brinkley. Subsequent celebrities followed, from Lauren Bacall to Backstreet Boys, through the campaign’s successful run.

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Despite the success of this campaign, on which Hogya continued to work until it ended in 2014, Bozell became part of the conglomerate True North in 1997, and in 1999, all of Bozell’s offices outside the U.S. were taken over. In 2001, Bozell was inherited by Interpublic. Mickelsen could not let that happen to the agency she loved. She, along with now-president Robin Donovan, John Bauer, and Scott Moore bought back the company from Interpublic with a determination that it would remain the biggest, and best, ad agency in the area, if not the U.S. After 80 years, the company returned to its roots—a single-office shop in Omaha owned by employees.

2021 Winner

“When I heard that [Mickelsen] helped lead the effort to buy the agency back I was envious,” said Hogya, who never met the Omaha partner. “With her talent and expertise, I can think of no one more dedicated and prepared to lead Bozell into its next 100 years.”

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The answer, Hogya realized, was to hire someone associated with glamour and success. He told B2B via email, “We were hoping the celebrities would think, ‘If Annie Leibovitz was behind the lens, it has to look good, right?’”

2021 Winner

Karl Schaphorst Owner

The agency has continued to thrive, and acquire large accounts. In 2019, Bozell launched a new campaign for the 529 College Savings Plan, The campaign was a collaboration between Bozell and Fred Rogers Productions to increase awareness of the importance of parents saving for college and included 15-second spots before and after the popular kids show Daniel Tiger’s Neighborhood, an aggressive website campaign that included the microsite 529forCollege.com, and a social media campaign on popular sites. That campaign resulted in the total amount of money saved in 529 plans increasing at a record amount of 19% in 2019 alone. “The 529 college savings plan was one of my favorites because it was such a challenge,” said Jackie Miller, now the third owner with Mickelsen and Robin Donovan. “It involved the states and state treasurers, and we didn’t have a budget. The mission is to solve the debt crisis.”

OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 27

Paul Siefken, president and CEO of Fred Rogers Productions, said via email: “Bozell recognized that saving for college was as much a personal commitment as it was financial. For multiple generations of Americans, Fred Rogers Productions’ content has emphasized children’s social and emotional well-being to prepare them for life’s challenges. By connecting Daniel Tiger’s Neighborhood to the 529 College Savings Plan, Bozell acknowledged that parents and grandparents are looking for a full set of tools to meet their children’s needs holistically as they learn and grow. We were proud to combine our efforts to help children and families.” The company worked with 27 states on this campaign, which garnered a 40% awareness increase by the end of the 18 months. Through the years, the company has remained focused on its local community and companies/ organizations the partners believe in. They partnered with Omaha’s Henry Doorly Zoo for their 2018 Zoo More Good Campaign. This campaign was a switch from the zoo’s usual idea, which focused on new exhibits or their reputation as a family-friendly activity. The Zoo More Good campaign focused on Henry Doorly’s conservation efforts. The campaign enabled the zoo to meet their monetary goal while amping the organization’s social media presence with more than 500 new page likes and nearly 3,500 reactions, comments, or shares. At the end of the day, the Bozell of 2021 believes in the causes, and companies, with which they align themselves. “We have now evolved into having a vision about doing good for the world,” said Donovan. “There’s so much more meat to that, and it really makes you want to come to work…We have been grounded in passion more than anything else. We try to be pragmatic in what we do. We are going to work with companies that do good in the world.” Visit bozell.com for more information. B2B

“WE HAVE PERSEVERED. WHAT WE HAVE ARE PROBLEM SOLVERS, NOT PROBLEM SEEKERS.” -BOB WERTHEIM

OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 29

FEATURE | STORY BY CHRIS HATCH | PHOTO BY BILL SITZMANN

ADAPTATION IS SURVIVAL

LITTLE KING AND LAWLOR’S: SURVIVING, AND THRIVING, THROUGH THE YEARS

oyalty is something for which many businesses strive. It happens when a business is wrapped around the DNA of a city, and that city is tied right back, entwined all the way into those dioxy ribonucleics so many businessowners chase but don’t catch. That’s when a business acquires customers they know by name—if not the one on their birth certificates, then at least the one from their sandwich orders— and clients who pull a company’s moniker from memory as easily as that of a family friend. At least one local company has created this type of loyalty. It has been operating in locales between the state lines since the capitol building was a gilded glimmer in architect Bertram Grosvenor Goodhue’s eye. That company is Lawlor’s Custom Sportswear shop, operating in Nebraska since 1896 and still cranking out licensed local apparel after innumerable shifts in their plans and changes to the sports world. Lawlor’s story mirrors that of the previously alluded-to Little King Deli and Subs, the sandwich shops that have endured since around the time the Nixon administration took office. To follow these two local staples is to climb aboard the inevitable roller coaster of small business ownership with all the carnival-ride loops and banked turns that follow. Pat Lawlor and his family can unfurl his business’ history in front of a customer like a particularly long receipt from the store.

“Lawlor’s in 1896 was run by my great-grandfather Nicholas, and focused on bicycles, and then added motorcycles as they became more popular,” he said.

“AFTER WORLD WAR I AND WORLD WAR II, LAWLOR’S BECAME A FULL-LINE DEPARTMENT STORE IN ADDITION TO SPORTING-GOODS [STORE] AS PEOPLE WANTED ABOUT ANYTHING YOU COULD SELL.” -PAT LAWLOR “In the 1920s, more and more people were driving cars and motorcycle use dropped,” Lawlor continued. “After World War I and World War II, Lawlor’s became a full-line department store in addition to sporting-goods [store] as people wanted about anything you could sell. We sold hardware, tools, guns, record players, toys, appliances, yard equipment, bikes, and even paint.” Throughout its history, Lawlor’s continued to shift to meet the ebbing and flowing of the local tide, showing a Darwinian knack for evolution. “As larger national department stores emerged in the 1970s we went back to our roots and sold just sporting goods,” Lawlor said. This idea, this malleability in purpose and in keeping one eye on the macro view, has helped Little King thrive, according to one-time owner and current Little King franchisee Bob Wertheim. Wertheim’s father opened the first Little King around 80th and Dodge streets in 1969.

Embracing modern changes such as an increased social media presence are things that Wertheim couldn’t have known would be. “We’re big into Facebook, it’s a great way to connect to our customers. To make sure they knew we were open during the past year, in particular.” During the four decades of meats, cheeses, and freshly baked bread, Wertheim has seen the store go national—ballooning at one point to a company with stores on both coasts—but he has always felt the local connection to be what’s made them so successful. There are certain things that are tried and true; foundational tenets that are etched into the bones of the company that both Lawlor’s and Little King embraced. “Relationships matter for us,” Wertheim said. “Caring about people hasn’t changed (since 1969). That’s still the same.” “The sole reason for my success is that I had the examples of customer service and being nice to my employees from my grandfather and dad,” Lawlor said. “They never made a big deal of it, they just fleshed it out every day. Literally the only reason I have been successful is because of their example and influence.” Lawlor and Wertheim have both been around their respective companies for decades and, as such, have seen any manner of changes, fluctuations, and trends come and go. CONT. PAGE 30

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FROM PAGE 29 “There have absolutely been some periods of rebirth. Some ups and downs,” said Wertheim, who recently oversaw the sale of the franchise system to Chip James of Lockwood Development. “Like any small business, we have had our fair share of ‘gain two stores, lose one.’” Lawlor and Wertheim spent large portions of their youth tagging along with their business-minded parents, but they took different paths to get where they are today. After Lawlors’ short stint as a youth minister, a job that he credits for a lot of his managerial success, he found himself in charge of the one-time black sheep of the company: the screen printing division. This section of Lawlor’s was regarded at the time as an unwinnable, costly failure. Lawlor’s recollects this as “The company loser.” But, the man who had been heat-pressing Nebraska logos on shirts since fourth grade was determined to see what he could make of it. Eventually, he was able to turn that division around and also help keep all of Lawlor’s afloat, after the sporting-goods stores tied to the family business closed in August 2000. Wertheim shares a similar philosophy, priding the people of Little King with their resiliency and consistency in keeping the key pieces of the company front and center. “We have persevered. What we have are problem solvers, not problem seekers.” Lawlor’s, forever connected to the local sports scene, plan to continue cranking out merchandise for the Huskers, Jays, Lancers, and more by scaling up their operations this year.

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Wortheim and Little King will be following the new direction of Chip James while still maintaining the elements that enabled them to grow from that small little deli store to a company synonymous with quality in the Omaha area and beyond. Visit Lawlor’s and Little King for more information. B2B

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“FIRST THING I DO IS SAY, ‘DON’T COME IN TODAY. TAKE SOME TIME, RELAX, COME IN TOMORROW.’ AND THEN THEY COME IN THE NEXT DAY. I SIT DOWN AND I PROBABLY DON’T TOUCH MY PEN FOR 20 MINUTES.” -TOM BELFORD

OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 33

FEATURE | STORY BY CHRIS BOWLING | PHOTO BY BILL SITZMANN

THE CEREMONY OF DEATH

THIRD-GENERATION FUNERAL HOME DIRECTORS CONTINUE LEGACIES

ore than a century ago, Brian Roeder’s great-grandfather started working in a funeral home caring for Omaha’s dead. Then, Brian’s grandfather took over. Brian’s father assumed ownership after that. Now, with three locations, countless employees, and generations of Omahans served, a Roeder is still manning the family’s titular mortuary. “I’ve got some big shoes to fill,” Roeder said. “Greatgrandfather, Grandfather, Dad—they got the legacy going and I’m only two years into owning it. I think about what can I do to not only put my stamp on it, but to keep this going and continue the legacy. That’s a little bit of a stress point.” Navigating grief while unpacking the logistics of a funeral takes a special skill set learned over years in the business and passed down through generations. That was the case for Tom Belford, who runs John A. Gentleman Mortuaries and Crematory. His grandfather, Tom Belford, started a funeral business in Council Bluffs in 1906. The son who succeeded him took over that business as well as John A. Gentleman’s funeral home in Omaha in 1956, and was also named Tom Belford. Then in the ’60s, the company built their 72nd and Western streets location. That’s where the third funeral director bearing the name Tom Belford started working, and eventually took over. “It’s easy to remember one name,” Belford said. Belford sold insurance for a couple of years before he joined the family business, but discovered that he enjoys running a small business and helping others.

He said at a corporate funeral home, price points and efficiency get top marks. Belford, however, takes the slower approach. “First thing I do is say, ‘Don’t come in today. Take some time, relax, come in tomorrow,’” Belford told B2B. “And then they come in the next day. I sit down and I probably don’t touch my pen for 20 minutes.” Those conversations last about 90 minutes. When it comes to costs, they put people first, providing a quality service that won’t cost a fortune. If Belford’s staff does that well, people come back. Belford talked about one woman who wanted her father’s urn painted kelly green. To the undiscerning eye, it looks the same as the green that comes in a 12-pack of Crayola crayons. But the specific color was special to her, and so Belford searched his catalogue cover to cover. “We couldn’t find one, and then it hit me. I said, ‘Your brother runs an auto body shop,’” Belford remembered. “And she goes, ‘Yeah.’ I said, ‘How about taking this white one, and we’ll give it to him and have it painted kelly green?” Staying flexible and prioritizing people also helps set Roeder Mortuaries apart. When Eric Sauser died at the age of 43 in 2020, the family chose to have their service at Roeder Mortuaries. Instead of a somber funeral, they took a different route. “We are not positive, but we think the cause of death was either leukemia or more likely being ‘dead sexy,’ his wife, Crystal, wrote in the obituary that went viral.

At the funeral, friends and family danced, laughed, and celebrated the life of Eric, AKA Super Dad. While Roeder said that service had more to do with the family than his staff, that kind of trust is common. “‘You know, Roeder’s has had literally everyone in my family,’” Roeder remembered one woman telling him during a visit. “‘You’ve had so, and so, and so, and so,’ and just went through the generations, ‘and we’ve never been anywhere else.’ And I said, ‘Wow, well, thank you very much.’ That speaks volumes.” Those are the moments that remind Roeder he is in the right business. He went to mortuary school in the mid-1990s, but left after his freshman year to join the Navy. After six years there, and exploring other career options, he decided on being a funeral director, earning a mortuary science degree in 2010. That trust as a neighborhood mortuary has come over years of operation. Roeder’s great-grandfather started as an apprentice in 1912. Eventually he took over the company and a Roeder family member has been in charge ever since. Over the years their operations expanded to locations at 50th and Ames streets, near 108th and Blondo streets, and in Gretna. With time and expansion comes change for any legacy business. CONT. PAGE 34

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Belford didn’t have any TVs in John A. Gentleman Mortuaries and Crematory funeral homes when he started. Now the main location on 72nd and Western streets has 12 60-to-80-inch screens for broadcasting photos and tribute slideshows. Cremation, nontraditional services, and meeting the needs of a community with expanding cultural and religious ties have also become big focuses. There was also COVID-19. While death and sickness were top of mind for our society, funeral home directors had to figure out how to fulfill their duties as community’s caretakers.

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Equipment had to be purchased for livestreaming, and Roeder started broadcasting the news from his office 24/7 to stay on top of ever-changing CDC recommendations. Roeder wonders what his ancestors would think if they could see the business today. Imagining the audio and video equipment that goes into a modern funeral would be hard for those who started their business before cars traveled down Dodge Street. A lot of other things have not changed. Roeder has a box of pencils from the first Roeder Mortuary. Belford retains the front doors from the first John A. Gentleman Mortuaries and Crematory funeral home at 34th and Farnam streets. Because history and tradition are important, and people’s stories are bigger than their family names. Neither Roeder nor Belford felt pressured to take these jobs, and they’re also not trying to force other family members into it. Roeder has a 12-year-old daughter who’s smart and kind, but also worries she’d cry too much to be a good funeral director. There’s some other nieces, nephews, and kids who could come in to keep the name alive, but honestly, it doesn’t matter. The culture he and his ancestors have built isn’t going away no matter who’s in charge. It’s baked into the brick and mortar of these businesses; it’s as pervasive as the air they breathe. Visit roedermortuary.com and johnagentleman.com for more information.

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“AN OFFICE SPACE CAN SPEAK VOLUMES FOR POTENTIAL EMPLOYEES AND CLIENTS.” -MELINDA STANTON

FEATURE | STORY BY SEAN ROBINSON PHOTO BY BILL SITZMANN

OUT WITH THE OLD, IN WITH THE NEW

HOW TO BREATHE MODERN LIFE INTO DATED OFFICE SPACES

urky green fish tanks in the lobby. Dying plants wilting behind conference room tables. Office decor that looks like it belongs on the set of The Bob Newhart Show. The appearance of where the day-to-day work gets done sometimes takes a backseat. Before many companies know it, their once trendy and cuttingedge offices are showing their age. Wrinkles in the form of wallpaper or bad yellowish lighting hang overhead like graying hair. Older firms may have the experience clients want, but if their office space is dated, it can send the message they’re stuck in the past. In today’s competitive world of work, that’s the last thing any business wants. Innovation is important to potential clients and potential employees. To attract the best, a company must look their best too. “An office space can speak volumes for potential employees and clients,” said Melinda Stanton, director of business development at Office Interiors & Design. “If it’s dark and drab versus if it’s full of light and energy, and the overall look and feel of the space [is] welcoming.” After spending 40 or more hours every week year after year in the same space, it’s only natural to become desensitized to the reality of that environment. In cases like this, it’s good to ask those who know the office best. That’s right, it’s time for yet another employee survey. Caption

“To assess whether a remodel is necessary, I would start, number one, with those who work for you,” said Breanna Cortinas, a commercial designer with jh Interior Design Studio. “You want it to be somewhere they feel comfortable and don’t dread coming to every day. Ask what they like, what they don’t like, what they want to see. At the end of the day, they are just as invested in seeing your business succeed.” Success can start with ensuring a company’s office space gives a strong first impression. However, that doesn’t mean businesses need to constantly chase décor trends to keep up with the latest and greatest. According to Stanton, a company should consider freshening up every 10 to 12 years. This allows enough time to stay relevant amidst changing styles and maintain a modern look without blowing the budget. Or, instead of a set number of years, a business may call for a facelift well before another decade passes. As a company grows, it’s inevitable that the office space it occupies should evolve as well. Whether a rebrand has taken place or the company has ballooned and needs to make room for new hires, it might be the right time to remodel. No matter the timeline, when it comes to hiring outside design help, sooner is always better once the decision to redesign has been made. CONT. PAGE 38

38 | B2B MAGAZINE · 2021

VOLUME 21 · ISSUE 4

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When there aren’t thousands of dollars at play, little changes can make a big impact, too. “The number one cheap fix is paint,” Cortinas said. “It can 1,000 percent transform a space. Plus, you can have it turned around in a week. It’s cheap and it’s fast.” Another solution that doesn’t break the bank is to adjust lighting. That can mean changing bulb temperature, adding overheads or lamps to dim corners, and making better use of windows with blinds that don’t block sunlight from filtering inside.

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In fact, one of the biggest trends right now is biophilic design, or finding creative solutions to bring the outdoors in. This includes incorporating more natural light into an office as well as adding outdoor areas, refurbishing with stone finishes, and adding plant life wherever possible.

OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 39

“Paint color plays a part. We are seeing lots of natural tones. More blues or greens with a mix of grays and browns. Offices are getting away from warm tones,” Cortinas said. Whether inspired by nature or things technologic, many workplaces are saying goodbye to the stuffy cube mazes of the 1980s. Just like the services and products produced inside the space, today’s office aesthetics are next level. That goes for coworking places, too, such as Stories Coffee Co. A former client favorite for Cortinas, this local Omaha eatery strives to be more than just a place to grab a cup a joe. They wanted to attract people to come in to work, collaborate, relax and even stick around for live music at night.

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This isn’t a typical coffee shop—and they don’t look it either. What was once a Little King deli and dance studio was renovated top to bottom into a contemporary yet cozy chic coffee shop. “It has a welcoming feel to it that makes you want to come back,” said Brooke Loutzenhiser, co-owner with husband, Dan. “This also attracts new guests. Our clients are younger and trendier—the type of clients we might not have had otherwise.” It’s true what they say: Looks aren’t everything. But if Stories serves as proof, they certainly are something when it comes to running a successful business. Visit jhdesignomaha.com and oidinc.com for more information.

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40 | B2B MAGAZINE · 2021

VOLUME 21 · ISSUE 4

OMAHA CVB BY DEBORAH WARD

BUILDING TOURISM THROUGH DEVELOPMENT s more of us have ventured out, you have no doubt seen several new development projects throughout Omaha. These projects will improve our quality of life here and help increase visitor demand by making Omaha a more desirable vacation and convention destination.

Downtown Convention District The metro’s convention area will see more than $1.7 billion in development, including a $900 million riverfront revitalization project. Construction is well underway on the 90-acre greenspace project that developers say will change the core of downtown Omaha for future generations and make this district more attractive to convention planners and event organizers. The 83,000-square-foot Kiewit Luminarium science center adds another layer of excitement to this district and provides another reason for visitors to choose Omaha for a family getaway. The Row Development Those driving along Dodge Street have likely seen the surge of growth in West Omaha. The Row, a $500 million town square inside the Heartland Preserve development, is beginning to take shape. This major development is transforming 40 acres into a unique entertainment district that will provide visitors and residents with a unique mix of restaurants, hotel rooms, and retail stores.

Construction at Crossroads Located near one of Omaha’s busiest intersections, this $553 million redevelopment project will place an entertainment district at the site of the former Crossroads shopping mall. Coming to life in late 2024, the new Crossroads will include a hotel, 200,000 square feet of retail space, and 150,000 square feet of entertainment options. New developments and legacy establishments will attract more visitors to Omaha and their impact will be widespread, benefiting the whole community. Increased visitor spending provides new jobs, increases revenue for local businesses, brings families together, helps neighborhoods grow, and enhances our image as a standout destination in the Midwest. B2B

GREATER OMAHA CHAMBER BY DAVID BROWN

THE FUTURE INFORMED BY THE PAST E

very time I see a Union Pacific train going down the tracks, I think of Abraham Lincoln. And, every time I see an NP Dodge real estate sign, I think of the off-the-charts challenges Greenville Dodge must have encountered mapping the future course of the track for UP. Kiewit’s humble beginnings, and growth to national prominence, comes to mind the same way. As does First National Bank. Omaha is truly blessed with legacy companies. It is hard to imagine what these companies have had to do to become the corporations they are today. These organizations are legacies in the truest sense of the word. Yet, as important as the history of these companies is to Omaha, Nebraska (and the country as a whole), their future is even more important. These companies are looking ahead every day. You can see it in the investments they have made that will last well into the next century. You can see it in the cultures these companies have created—cultures that will attract and retain the best and the brightest talent, assuring a dynamic future. Further, you can see it in how these companies, and their employees, engage in the community.

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Even more impressive is that Omaha is home to countless more legacy companies of virtually every type, size, and ownership. The owners are people of all kinds—men and women; Black, brown, Asian, and white. The companies are startups and small, medium, and large businesses. These legacy companies are all around us. They all have a story to tell about how they got to where they are; and, they are all positioning themselves for the future. Omaha will benefit from their legacy and the future they will create. B2B

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