B2B Omaha - December 2020 / January 2021

DECEMBER 2020 · JANUARY 2021 | U.S. $3.25

RENOVATING THE INDUSTRY

TWO OMAHA CONSTRUCTION BUSINESSES HEADED BY WOMEN

COMPASSION AND COMMUNICATION HOW FEMALE BUSINESS LEADERS HANDLED COVID-19

FOR THE GIRLS ESTHER MEJIA

WOMEN IN BUSINESS

Moving business forward since 1918

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OMAHAMAGAZINE.COM DECEMBER · JANUARY | 01

TABLE OF CONTENTS COVER

42

RENOVATING THE INDUSTRY

TWO OMAHA CONSTRUCTION BUSINESSES HEADED BY WOMEN FEATURES

30

WOMEN’S LEADERSHIP ON THE RISE

PUTTING WOMEN IN TOP POSITIONS

34

38

COMPASSION AND COMMUNICATION

HANDLING COVID-19

BUILDING PAY EQUITY

PANDEMIC SETS BACK AND OFFERS OPPORTUNITY

DEPARTMENTS

04 AFTER HOURS

08 IN THE OFFICE

12 OMAHA!

06 BIZ + GIVING

10 LEADERS

14 ON THE RISE

TERI OCHOA

JAMIE GUTIERREZ

COLUMNS

03 FROM THE EDITOR

DOCTORS, LAWYERS, AND MORE

REVELA

ESTHER MEJIA

WANDER PUZZLE CO.

FERNANDA REUTZEL

SPECIAL SECTIONS

16 WOMEN IN BUSINESS SPONSORED CONTENT

RENOVATING THE INDUSTRY TWO OMAHA CONSTRUCTION BUSINESSES HEADED BY WOMEN

45 OMAHA CVB

47 BEST OF B2B BALLOT

45 GREATER OMAHA CHAMBER

49 THE FIRM

HOLIDAY TOURISM

WOMEN IN LEADERSHIP

CELEBRATE BUSINESSES

SPONSORED CONTENT

ABOUT THE COVER

DECEMBER 2020 · JANUARY 2021 | U.S. $3.25

COMPASSION AND COMMUNICATION HOW FEMALE BUSINESS LEADERS HANDLED COVID-19

FOR THE GIRLS ESTHER MEJIA

WOMEN IN BUSINESS

Ashley Kuhn is president of Blair Freeman Group, a woman and minority-owned construction company in Omaha. Story on page 42.

02 | B2B MAGAZINE · 2020/2021

VOLUME 20 · ISSUE 6

EXECUTIVE publisher Todd Lemke

CREATIVE creative director Matt Wieczorek

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

senior editor Tara Spencer associate editor Linda Persigehl

Amy Chadwell DDS 16909 Lakeside Hills Plz #111 Omaha NE, 68130

contributors JD Avant Jenna Gabrial Gallagher David Brown Brody Hilgenkamp Megan Keyser Jeff Lacey Katrina Markel Kim Reiner Kara Schweiss Scott Stewart Janet Tilden Wendy Townley Deborah Ward INFORMATION advertising information 402.884.2000 subscribe online omahamagazine.com/ pages/subscribe

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OMAHAMAGAZINE.COM DECEMBER · JANUARY | 03

FROM THE EDITOR

Member FDIC

DOCTORS, LAWYERS, AND MORE S

everal years ago, my maternal grandparents filled out a journal of memories. It’s one of my favorite belongings. I remember the first time I looked at my grandmother’s response to “What did you want to be when you grew up?” Grandma’s answer was “a wife and mother.”

The answer seemed a bit of a letdown. Having grown up post-1968, I have always believed women can be anything. I count among my women friends lawyers, doctors, accountants, engineers, graphic designers, and more.

It can be easy to forget that women could not get a credit card, or sit on a jury in some states, until 1975.

This past May, it was reported that a record number of women are running Fortune 500 companies. That “record number” is 37. In Nebraska, the 2012 Census reported that 51,936 firms are owned by women—62% of the number of firms owned by men in this state (83,696).

These are reasons why we at Omaha Publications celebrate women business leaders with this special edition of B2B. One feature speaks to an issue women face daily—pay inequity. While there are jobs in which women make as much as men, many of those jobs have been traditionally held by women, such as teaching.

Happy Holidays from your friends at

Another feature speaks to how business women have faced a unique situation this year— COVID-19 and shutting down/rearranging their business models. That article focuses on how two women-owned businesses handled the crisis in their own ways.

All our stories this round talk about women in leadership. Their success is why I enjoy producing this publication year-round, and why I especially enjoy this annual Women in Business edition.

B2B

Daisy Hutzell-Rodman is the managing editor of Omaha Publications.

She can be reached at daisy@omahapublications.com

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“SHE RUNS THE WHOLE THING. I’VE TOLD PEOPLE THE SMARTEST THING I CAN DO IS JUST STAY OUT OF HER WAY. SHE KNOWS WHAT SHE’S DOING—SHE’S REALLY GOOD AT IT.” -LARRY GOOD

Caption

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05

AFTER HOURS | STORY BY BRODY HILGENKAMP | PHOTO BY BILL SITZMANN

BRAZENLY PAVING A PATH FOR FRIENDSHIP AND FUN

TERI OCHOA

I

f you weren’t working for me, what would be the one thing you’d really like to do?”

Larry Good asked his friend Teri Ochoa that question last year on a whim, and Ochoa answered that she’d like to own a restaurant. She’d worked evenings at Goldberg’s Bar and Grill in West Omaha to help support her family, and she found the fast-paced environment was her “happy place.”

A return to that would be fun, she said.

“I love the chaos that comes in a restaurant,” she said. “I love being around people and providing them with an environment where people can have a lot of fun, have a good meal, socialize.”

When Good asked that question Ochoa was working for him at PI Midwest, a consulting firm that helps companies manage and understand their employees through a strengths finder and personality profile called Predictive Index, of which PI Midwest is a licensed seller. Ochoa worked with clients and helped them apply the tool, employing her experience from her time at Conagra and her educational background in industrial and organizational psychology.

The two decided to see what was out there and quickly stumbled upon a listing for the Brazen Head, a popular Irish-themed bar in the heart of Omaha. After some research and a financial review, they decided to pull the trigger and bought the bar in October 2019. Good handles the financials while Ochoa runs the day-to-day operations.

THE LOCKDOWN ON BARS DID ALLOW THE OWNERS TO MOVE FORWARD WITH RENOVATIONS OF BRAZEN HEAD, WHICH INCLUDE A PATIO SPACE.

Customers are savvy, Ochoa said, which makes it important to ensure they have a positive experience.

In times past, if customers weren’t satisfied they would tell you face-to-face, but now there are social media and online review sites.

“She got in there and she just kind of took over, and honest to God I don’t have to do much,” said Good, who was a part owner of Omaha’s iconic Ranch Bowl. “She runs the whole thing. I’ve told people the smartest thing I can do is just stay out of her way. She knows what she’s doing—she’s really good at it.”

“You really have to be pretty plugged into what’s going on in the restaurant all the time,” she said.

“Not that anybody can be perfect, but we want people to have a great experience when they come in.”

The bar became Ochoa’s full-time job—she still works with clients at PI Midwest during the lulls between Brazen Head’s meal-time rushes—and she has enjoyed the switch. She relishes the peoplecentric focus, which is what she enjoyed most about her work at PI Midwest as well.

“One of the most rewarding parts of it is just developing a staff,” Ochoa said. “I’d love nothing more than to be able to get this business up and running, really stable, and go out and do it again.”

Good said Ochoa has the personality and temperament to work well with others, something he’s seen both in her work in restaurants and with clients at PI Midwest.

“A lot of it’s instinctual,” he said. “She’s just got a good sense of reading people.”

The restaurant business is notoriously unpredictable, but COVID-19 made for an especially hectic spring as it hit full force right before St. Patrick’s Day. The lockdown on bars did allow the owners to move forward with renovations of Brazen Head, which include a patio space.

“I like a little chaos,” Ochoa said, before adding, “I like it to be controlled.”

Visit brazenheadpub.com for more information.

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VOLUME 20 · ISSUE 6

BIZ+GIVING | STORY BY J.D. AVANT | PHOTO BY BILL SITZMANN

SERVING OTHERS TO GET MORE OUT OF LIFE AND WORK

JAMIE GUTIERREZ

M

idwest Maintenance is more than an occupation for CEO Jamie Gutierrez.

Boasting locations throughout the Midwest and beyond, the company started as a small business established in her parents’ South Omaha garage in 1965.

Gutierrez returned to a much different South Omaha after graduation.

The culture permeating South Omaha was different then, but Paul and Alice Gutierrez’s fledgling cleaning company would help pave the way for the region’s burgeoning Latino population.

“When I came back in the early ’90s I was amazed at the influx of Latino population,” Gutierrez said.

She loved the new energy the area offered, including restaurants and stores catering to her heritage.

“I grew up in a community where I was the only brown face in my public school,” Gutierrez recalled.

“I used to look in the phone book and we were the only Gutierrez.”

Wanting to remain in the community, Gutierrez went to work for Midwest Maintenance after college. She became the company’s president in 1995, and went on to take over ownership and operate as CEO in 1997. Under her leadership, the business flourished, and Midwest Maintenance developed into a nationwide enterprise with a national headquarters on 29th and Q streets.

According to the company website, they are recognized as Omaha’s largest minority, woman, and Latino-owned business.

Her parents believed in taking the initiative to empower others. When there was no Catholic Mass in Spanish in the ’60s and early ’70s, Paul and Alice fought hard alongside other Latino leaders to provide Mass for non-English speaking people.

Gutierrez’ father also sat on the board of some longstanding community-based organizations, including the former Chicano Awareness Center, now known as the Latino Center of the Midlands.

“I didn’t realize the impact that my parents had at the time. It was just something we did,” Gutierrez said.

“They were pioneers where the Latino population wasn’t as prevalent as it is today. They would drag us to events at the Chicano Awareness Center and I’d be the coat-check girl or part of the cleanup crew.”

Gutierrez thought it was important as a MexicanAmerican woman to have a viable form of credibility. Graduating from Kearney State College (now University of Nebraska at Kearney)

in 1989, she pursued knowledge at multiple institutions, including UNK, Creighton, and Stanford University.

Gutierrez honors her parents’ legacy by participating in an assortment of civic and philanthropic work in her free time, including sitting on the executive committee and board at the Greater Omaha Chamber. She shows great passion for nonprofit organizations such as the United Way of the Midlands and the Police Athletics for Community Engagement organization, or PACE. “I don’t think Omaha realizes the PACE program’s impact,” Gutierrez said, complimenting the organization’s efforts to provide free athletics for children throughout the city. “This group has pretty much single-handedly devoured the gang activity in Omaha.”

Officer Tony Espejo is Gutierrez’ high school friend and founder of PACE. After coming up with his plan to get kids off the streets, he knew his longtime friend would be a great asset. Her initial sponsorship dollars helped purchase sports equipment, allowing kids to participate in the program at no cost, an essential component to PACE’s growth.

“Jamie gets it, she’s from down here,” Espejo said. “If you go back 10-to-12 years, there were still Latino kids hanging out on corners with shaved heads and baggy clothes. You don’t see that now. The gangsters I do see are a weaker species because the kids that are big, fast, and tough are playing sports because they’re free.”

Espejo refers to his friend as the tip of the spear piercing the heart of Omaha’s gang problem. “Jamie has been instrumental in our business plan and setting up our board,” he said. “Jamie wants the South Omaha Latino community to thrive.”

Gutierrez admitted the responsibilities of business and patronage keep her busy, but she recognizes the need to encourage young women and children to surpass her accomplishments and be fearless. She would like to see more Hispanic and female bosses, on boards and in different positions.

“We need more Latinos, women, and minorities starting businesses and in leadership roles,” Gutierrez asserted.

For information on Midwest Maintenance, visit midwestinc.net.

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“JAMIE HAS BEEN INSTRUMENTAL IN OUR BUSINESS PLAN AND SETTING UP OUR BOARD. JAMIE WANTS THE SOUTH OMAHA LATINO COMMUNITY TO THRIVE.” -OFFICER TONY ESPEJO

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IN THE OFFICE | STORY BY JENNA GABRIAL GALLAGHER | PHOTOS BY BILL SITZMANN

THE C-SUITE SPOT

HONORING TRADITION WHILE MOVING FORWARD

O

n any given pleasant weekday afternoon in downtown Omaha, it’s common to see a group of executives gathered on business management consulting group Revela’s well-manicured loading dock, sipping wine and recapping what they learned that day.

That was all part of Revela owner Andrea Frederickson’s strategic plan when she chose her company’s 15th Street office space and designed it herself six years ago. “I love it when we open up the glass doors at the end of a session and have a happy hour. It’s exciting that the businesses we work with want to make the space their own,” said Fredrickson, pointing out that the changing seasons mean there’s always a fresh backdrop of flowers and foliage. “My favorite is fall, because all the leaves turn Revela colors.”

Those colors include bright orange, (“Because it makes people happy,” Frederickson said), lime green, ruby slipper red (perhaps channeling Fredrickson’s favorite movie, The Wizard of Oz), and slate gray—the last of which may be an updated nod to the company’s original brand, the American Institute of Management, which Fredrickson founded with her father, Wayne Nielsen, 31 years ago. “Our brand then was very traditional and stoic,” she said, recalling an era when conservative black-and-gold color schemes were the universal shorthand aesthetic for executive leadership.

“WE’RE ON THE EDGE OF THE OLD MARKET, WHICH HAS ALWAYS BEEN ON THE EDGE OF THE TRADITIONAL AND THE NEW. I THINK IT HELPS US CHALLENGE OURSELVES AND OUR CLIENTS TO ALWAYS BE THINKING OF WHAT’S NEXT.” -ANDREA FREDRICKSON Revela does a lot of work with long-established businesses, including helping family-owned businesses with their succession plans, so Fredrickson embarked on a rebrand (with local branding company Daake) when she took sole ownership in 2013. Being able to custom-design the spacious new location to accommodate the direction in which she wanted to lead Revela played an important role in the transition. She said she and her team work so well in the space that they even chose to come in to the office during the spring COVID-19 shutdown—despite having the capability to work from home.

“It’s 3,500 square feet, so there’s plenty of room to socially distance. But we do maximize every inch of space,” she said with a wide, sweeping gesture that included an expansive snacks table—laden with Revela-colored Skinny Pop bags and jars of matching candy, located in the conference room.

“The bold, dynamic energy here opens people up to the possibility of new ideas and new behaviors.”

Michelle Hill, a facilitator at Revela, agrees. “The layout provides a variety of spaces that encourages collaboration and helps people feel relaxed. Often, after sessions, people gather in little areas to chat about the ideas they have thought of, and collaborate on how to implement them when they get back to their office.”

Together with traditional details such as exposed brick walls—and a prominently displayed portrait of Nielsen—the design elements honor the past as a pillar and the future as a goalpost. The same can be said for one of Fredrickson and her team’s favorite functional features, the floor-to-ceiling, stainless steel dry erase boards. They’ve become an indispensable tool for corporate planning sessions, but they’re also a sleek, modern update on blackboards—part of the building’s DNA from one of its earlier incarnations as a parochial school.

Today, Gallery 1516 is next door and new condos and apartments are being built all around, which is one of the things that drew Fredrickson to the neighborhood. “The spaces around here are constantly evolving. We’re on the edge of the Old Market, which has always been on the edge of the traditional and the new. I think it helps us challenge ourselves and our clients to always be thinking of what’s next.”

Visit revelagroup.com for more information.

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VOLUME 20 · ISSUE 6

LEADERS | STORY BY KIM REINER | PHOTO BY BILL SITZMANN

FOR THE GIRLS

ESTHER MEJIA EMPLOYS WOMEN, HELPS ALL

E

sther Mejia grew up in a family emphasizing service to the community.

Through natural career shifts over the years, Mejia is now in a place where her work, both professionally and in the community, makes an impact on causes important to her.

“They are a small firm so you really get to know them and how they think, and vice versa,” said Roberta Wilhelm, executive director of Girls Inc. of Omaha, one of E Creative’s clients. “They are also all women, so they work well with our ‘strong, smart, and bold’ mission.”

E Creative, Mejia’s advertising agency, started in 2011 with the stated purpose to promote inclusivity and community impact. With her team of four— plus a roster of freelancers—E Creative creates work for organizations and businesses that share their values. “If they choose to work with us, they already know who we are,” Mejia said.

Mejia said a meaningful project of hers was helping the Immigrant Legal Center rebrand. Mary Umberger, board chair of Immigrant Legal Center, described the connection the Mejia had with the organization as they worked through color changes, a new logo, and a capital campaign.

Mejia’s path to leading an advertising agency in Omaha began in Minden, a small town in central Nebraska known for being home to Pioneer Village. Her father, who was a minister, and her mother impressed upon Mejia and her siblings that it was important to work in the community in meaningful ways. She went on to study fine arts before shifting her focus to marketing. Mejia started in the corporate world before moving to freelance and ad agency work for others. It was then that Mejia realized that as long as she worked for someone else, she wasn’t always going to work on the most meaningful projects.

“I think that’s where I had an epiphany that my work needed to align with my values,” Mejia said. “I felt like it was our responsibility to lend our talent to things we believed in.”

She took a leap of faith and struck out on her own, starting E Creative. Her company focuses on supporting issues important to Mejia and her staff.

“She really connected with everybody at ILC,” said Umberger, who noted that Mejia’s background helped her see that the work that they did was important.

“THEY ARE A SMALL FIRM SO YOU REALLY GET TO KNOW THEM AND HOW THEY THINK, AND VICE VERSA. THEY ARE ALSO ALL WOMEN, SO THEY WORK WELL WITH OUR ‘STRONG, SMART, AND BOLD’ MISSION.” -ROBERTA WILHELM Mejia says ILC’s work to help people from 55 countries learn to navigate their new lives in Nebraska and southwest Iowa is significant.

“Imagine navigating this country if you don’t have the right tools for communication,” she said. As the daughter of immigrants, she continued, “I have a close tie to that personally.”

Umberger was impressed with Mejia’s vitality and creativity.

“Esther combines some wild creativity with the ability to finish a job,” Umberger said. “I think that that might be a rare combination.”

Authenticity is important to the E Creative team, and it’s visible through the organizations they work with and their own voice on social media. The agency effectively blends branding strategies with posts about equal rights, voting rights, and the LGBTQ community.

“From the lens of being someone of color and being in the LGBTQ community, to me it’s important that we advocate and bring a voice to the table for people like us,” Mejia said.

She gives of her time through volunteerism, serving on boards for Immigrant Legal Center and Girls Inc. Omaha, and lending her expertise to help organizations such as Latino Center of the Midlands and chairing the Equality Fund.

Mejia not only served as a board chair for Girls Inc., she mentored a teen.

“She really got involved,” Wilhelm said. “It wasn’t just a commitment on paper. She gave her time, her talents, her energy, and her karma.”

It fits Mejia’s M.O. “If I can help, that fulfills me,” she said.

Visit ecreativeinc.com for more information.

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“IMAGINE NAVIGATING THIS COUNTRY IF YOU DON’T HAVE THE RIGHT TOOLS FOR COMMUNICATION... I HAVE A CLOSE TIE TO THAT PERSONALLY.” -ESTHER MEJIA

AFTER TWO YEARS, SHE RAN OUT OF PUZZLE DESIGNS THAT SHE ENJOYED ASSEMBLING AND WONDERED, “HOW DIFFICULT IS IT TO MAKE A PUZZLE?” SIMMONDS HAD NEVER LAUNCHED INTO A SOLO BUSINESS VENTURE BEFORE.

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omAHA! | STORY BY MEGAN KEYSER | PHOTO BY BILL SITZMANN

WANDER PUZZLE CO.

OWNER IS NO STRANGER TO STEPPING OUT OF THE BOX

M

y hope for women is they get over fear and self-doubt to release themselves out into the world. The world needs more feminine-driven ideas,” Omaha native and Wander Puzzle Co. owner Lindsey Simmonds said.

Simmonds is rounding out her first year of entrepreneurship in the puzzle industry after successfully recognizing gaps in market offerings and following intuitive proddings.

Wander puzzles are unique for their vibrant, boutique-y designs of social unity and female empowerment, offering users “peace by piece.”

Inspired by job creation models she witnessed doing international work, she connected with two international artists online to present her business idea: unique, visually appealing puzzles that had deep meanings to users, essentially “to keep creating art in the world.” They “took a leap of faith in her” and she established a contract with a manufacturer in Shenzhen, China.

“Three for Tea” and “Just Chillin” dropped Jan. 6, 2020. News spread quickly through friends and family.

No sooner had the business launched than families were staying inside for days, seeking entertainment.

By March, “everyone was buying puzzles. I was selling over 100 a day,” Simmonds recalled.

Simmonds started working on puzzles as a hobby in 2018. By day, she worked with global leaders on women’s reproductive health care and advancement on large projects. Puzzles provided solace after stressful days at work. “The beautiful thing about a puzzle is it has one solution. Your brain creates a safe space, which is why doing one feels so good,” Simmonds said.

Real Simple magazine featured the puzzles in an article in March.

After two years, she ran out of puzzle designs that she enjoyed assembling and wondered, “How difficult is it to make a puzzle?” Simmonds had never launched into a solo business venture before.

Local shop owner Vanessa Heilig Nkwocha of Everbloom Floral carries the puzzles. She recalled, “Just as fast as we’d get them shipped in, they would sell out. Lindsey was doing a lot of things right. She is fun and whimsical, collaborating with a spectrum of artists. She is responsive to customers.”

She researched the market to find it was highly saturated with large manufacturers pumping out huge sales volumes. “I was floored at minimum order quantities,” Simmonds said. What was lacking was unique “art” that spoke to her. Her intuition kept prodding her, saying, “Do it. Do it.” In summer 2019, she decided to launch a puzzle business.

Locally, news continued to spread about Wander.

By April, Simmonds sold out of her puzzles. She accepted 1,000 preorders for restock in June.

Glamour magazine featured the puzzles in an April article and HGTV featured them in an April blog post. Simmonds was pleasantly surprised by all three magazines’ content inclusion.

One of Simmonds’ favorite parts of managing the company is fostering a connection between women. She noted there are “girlfriends sending

‘Roadtrip’ across the country when they can’t travel together in person” and “mothers sending ‘The Movement’ to daughters, saying things like ‘This is your generation. We support you. Go get it, girl.’”

Wander sells 500 and 1,000-piece puzzles, retailing for $27.95. The company works with seven international female artists from Brazil to Turkey and plans to be in five national retailers by the end of 2020.

Simmonds’ goal by 2023 is to hold 1% of the puzzle market in the U.S., which would be about $7 million in sales annually. “It is a tough market in the sense that there are really big companies competing, but it’s awesome because I have this small, unique niche. The art that I’m curating is boutique-y and niche.”

Wander puzzles can be found on Simmonds’ website, Etsy, and at local retailers such as Everbloom. Wander puzzles can be found at NYC’s Uncommon Goods, Los Angeles-based Ban.Do, and Amazon affiliate Shopbop. Deals with other national retailers are in the works.

“I hope that the images in Wander puzzles inspire people, and that puzzling provides them with a feeling of satisfaction. Peace by piece,” Simmonds said.

Simmonds also hopes to connect with female entrepreneurs to create a network in Omaha. “The world needs more feminine-driven ideas. The world needs it sorely.”

Visit wanderpuzzleco.com for more information.

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VOLUME 20 · ISSUE 6

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

SOUTH TO NORTH

FERNANDA REUTZEL’S HERITAGE

O

ne year after graduating from Creighton University, Fernanda Reutzel works in marketing and communication at Physicians Mutual and is active in Omaha. She serves on the Greater Omaha Young Professionals Council, Omaha’s American Marketing Association, and the Junior League of Omaha.

To understand what drives Reutzel—the choices she makes and the paths she chooses—one needs to look no further than her heritage.

“I have been a family person from day one,” explained Reutzel, who was born in Mexico City and moved to Omaha with her mother at age 4.

Family ties for Reutzel run deep. She and her mother, Claudia Reutzel, moved to Omaha for a job opportunity. A few cousins lived in South Omaha and both spoke English.

“But not as well as we do now,” she said with a chuckle. “Mom and I have a strong bond. In the Latino and Mexican cultures, we’re encouraged to stay close to our families. Family is everything.”

“FERNANDA’S BACKGROUND AND EXPERIENCES AT CREIGHTON SHOWED ME THAT SHE HAD A UNIQUE VOICE THAT I THOUGHT THE WORLD WOULD BENEFIT FROM HEARING.” -ERIC KOESTER

Beginning new lives together meant shared experiences and building upon a strong work ethic. Reutzel, now 23, excelled during her years at Millard North High School. She was active in the International Baccalaureate Diploma Program, which offered classes immersed in global relations.

Add to the list DECA, a student mentoring program, and National Honor Society. She counted English, journalism, and marketing classes among her favorites those four years.

Following graduation from Millard North in 2015, Reutzel enrolled at Creighton University.

Once again, she invested equally in experiences and relationships. In 2016, she traveled abroad and studied at the London School of Economics and Political Science. The six-week summer courses included global marketing and managerial accounting.

Never before had Reutzel traveled so far “where someone wasn’t waiting for me at the other end,” she said. It wasn’t nerves but rather excitement that pushed Reutzel to bring the opportunity to Creighton faculty and leave the security of home that summer.

Before graduating from Creighton’s Heider School of Business in 2019, Reutzel was active on campus: in Alpha Kappa Psi sorority (which included a heavy emphasis on volunteer opportunities); as a marketing volunteer for Creighton’s Magis Clinic, which offers the homeless and uninsured free health care; and in Creighton’s chapter of the American Marketing Association.

It was clear early on that marketing—but perhaps more specifically, storytelling—would become the path that Reutzel would travel for the foreseeable future.

It seems only appropriate that a publishing opportunity would soon present itself.

Last year Reutzel received a message via LinkedIn from Eric Koester at Georgetown University about writing and publishing a book.

“Fernanda’s background and experiences at Creighton showed me that she had a unique voice that I thought the world would benefit from hearing,” Koester explained. “I’m also originally from Omaha, so having authors from my hometown is exciting.”

Earlier this year, Reutzel’s first book, The Female Collaborative: A B.O.S.S. Gal’s Guide to Stop Doubting and Start Doing, was published by New Degree Press.

Koester said he is thrilled with The Female Collaborative, adding that it is “a way to clearly represent her story and voice, and to speak to other young and ambitious women like her. The response has been outstanding and I’m happy to see she has clearly hit a nerve with the book—as we all believed she would.”

As a first-generation Latina college graduate, Reutzel understands the importance of higher education and what can follow, “I have the opportunity to be a voice at the table that many do not have,” she said.

“I have a voice and the ability to use it.”

She added, “My path has led me this way, and I said yes (to each opportunity). My goal is to keep doing what I’m doing and using my voice.”

Visit physiciansmutual.com for more information.

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“I HAVE THE OPPORTUNITY TO BE A VOICE AT THE TABLE THAT MANY DO NOT HAVE. I HAVE A VOICE AND THE ABILITY TO USE IT.” -FERNANDA REUTZEL

16 | B2B MAGAZINE · 2020

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WOMEN IN BUSINESS PHOTOS BY KATIE ANDERSON & PROVIDED STORIES BY KARA SCHWEISS, JANET TILDEN & PROVIDED According to a 2010 study by the U.S. Department of Labor, women comprised 47% of the total U.S. labor force. That same study found that women comprise 91.1% of registered nurses, but also 66.1 percent of tax examiners, collectors, and revenue agents, and 59.3% of all insurance writers.

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

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

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DECEMBER · JANUARY | 17

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BHMI DR. LYNNE BALDWIN When Dr. Lynne Baldwin was a young girl, her mother and father encouraged her to aim high.

“Neither of my parents went to college, but it was a foregone conclusion that I would go to college.

If there was something I wanted to do, they always encouraged me to go ahead and try it,” she recalls.

Baldwin liked math, so she took advanced math classes in high school and earned a mathematics degree at the University of Texas at Austin. She switched from math to computers when her future brother-in-law took a class in computer science and suggested that Lynne and her fiancé, Dr. Jack Baldwin, take the class. A few years later Lynne and Jack were teaching computer science at UT-Texas and then the University of Nebraska at Omaha. In 1979 they left academia to join the business world.

As a corporate employee, Baldwin wrote software for financial banking systems and orchestrated large financial software development projects.

She developed electronic funds transfer switches, encryption and decryption for online security systems, telephone information and call center

systems, reservation and ticketing point-of-sale systems, and transportation logistics.

BHMI originated as a pilot project in 1986 when Union Pacific, Tandem Computers, and Motorola asked Lynne and Jack to develop a computerized system that would monitor the location of trains going back and forth between Nebraska and the Wyoming coal fields. Union Pacific was happy with the system and asked Lynne and Jack to take on another project.

“Two people can only generate a limited amount of work, so we contacted a couple of other people to join us as business partners,” Baldwin explains.

At UNO, she had been a faculty advisor for Mike Meeks, who became a co-founder of BHMI and is still with the company today.

BHMI moved from the Baldwins’ home to an office building in Miracle Hills in 1987 and relocated a few years later to 108th and Dodge. The company has been at its current location for about 15 years.

Today, BHMI continues to do some custom work but is best known for its flagship enterprise software system, Concourse Financial Software Suite. BHMI began developing the system in the early 2000s to fulfill a financial company’s request

for a stand-alone back office system to replace their IBM mainframe computer. Rather than creating a batch system, Dr. Baldwin spearheaded the development of a system that would process transactions in real time. “In the payments industry, everybody talks about real-time payments or nearreal-time payments,” she comments. “We had that idea back in the early 2000s, so we were ahead of the curve.”

BHMI is ahead of the curve in other ways as well.

“Programmers need to think more than talk, so everybody in our company has an office with a door,” Dr. Baldwin says. “We think it helps productivity and concentration. Every office also has a write-on wall so people can have meetings in their offices without disturbing anyone else.”

In a competitive industry, BHMI attracts new talent through a paid internship program for college students. About 25 percent of BHMI interns become employees after graduation.

11602 WEST CENTER ROAD, SUITE 250 OMAHA, NE 68144 402.333.3300 BHMI.COM

18 | B2B MAGAZINE · 2020

FirstLight Home Care JAYE FIRMATURE McCOY When FirstLight Home Care Owner and President Jaye Firmature McCoy was looking at entrepreneurship opportunities in 2014, she started by describing her “dream business” to The Firm business brokerage’s president, Cortney Sells.

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“It’s never too late to endeavor and move forward in whatever you want to do in life. I didn’t buy this business until I was 55 years old, and I knew nothing at all about home care,” she said. “And now I love to promote entrepreneurship, especially to women.”

Winning a Better Business Integrity Award in 2017 also validated what Firmature McCoy saw in the business, she said.

“And Cortney said, ‘I think I have just the thing for you,’” Firmature McCoy said. “I was immediately attracted to this business when it came up for sale.

I wanted to do something that expressed my faith and my values, and integrity and ethics are so important in this business…Kind of leading with the heart, I said ‘yes’ to the opportunity.”

“It’s the caring, the values, the integrity the passion that our home franchise has for what it’s doing locally and nationally,” she explained, adding that a national Caregiver of the Year Award winner was also recently awarded to the Omaha franchise’s Stephanie King, who was selected from among 80 candidates nationwide.

FirstLight Home Care’s services include companion care, personal care (assistance with mobility, bathing, eating, and personal hygiene), memory care support and education, specialized care to improve health and enhance quality of life for those with cognitive deficits, respite care, and professional travel assistance. The Omaha franchise, which turned 10 in 2020, has proven to be everything she dreamed of and more, Firmature McCoy said.

Firmature McCoy said that FirstLight stands out from other area companion-care providers with differentiators including quarterly client satisfaction surveys that provide timely and regular feedback from clients and their families (“Right now we have a 5.0, which is the highest rating.”), and an online portal for families with detailed caregiver activity and information on visits that also serves as an accountability measure. Plus, a nurse is

on staff. And the company’s ‘seven guaranteed touches of service’ standard, which ensures regular communication and accountability, is another differentiator, she said.

“We are constantly in motion and guarantee those touches to make sure we are doing everything we can for our clients and their family. We call it our ‘culture of care’ that starts at the very top of corporate,” Firmature McCoy said, adding that care also applies to employees. “We think of care as being mostly about a client but we are heavily invested into the care of our caregivers and having a culture that respects them, appreciates them and we do whatever we can to make sure that during the time they’re at our company they feel valued and important. Because we don’t have a business without our caregivers…There’s an intangible in the best caregivers that you can’t teach. It’s an innate compassion and intuition about what needs to be done and when it needs to be done. We understand that.”

2717 S. 88TH ST. OMAHA, NE 68124 402.614.0413 FIRSTLIGHTHOMECARE.COM

DECEMBER · JANUARY | 19

SPONSORED CONTENT From Left: Mandi Sievers, Jeana Goosmann, and Rachel Thompson

GOOSMANN LAW FIRM WORTH IT The mission of Goosmann Law Firm, whose Omaha location opened July 2017, is “Worth It.” It’s a reflection on the firm’s values of culture, quality, positivity, productivity, and growth, CEO and Managing Partner Jeana Goosmann said.

“Our beliefs and behaviors include keeping the culture strong by driving diversity and inclusion; being goal-driven as a team and knowing our client’s goals with no issue too big to conquer; keeping up with the pace of business with timely communications; providing ‘wow’ client experiences by being proactive and anticipating their legal needs; and having an entrepreneurial, innovative, and creative mindset,” Goosmann said.

“We help business leaders win disputes, protect their wealth, and do deals—so they can spend time on what’s worth it. We are a full-service law firm and business-minded team based in the Midwest with a national reach.”

Goosmann started the firm with two lawyers and an assistant in Sioux City, Iowa, in 2009, expanding to Sioux Falls, S.D., in 2013 before opening the

Omaha office. Firm team members now include Mandi Sievers, Chief Operating Officer and a member of the firm’s leadership team who has more than 16 years of leadership experience and manages all major functions of the firm from dayto-day firm operations, leadership management, and strategic business planning. The team also includes Marketing Director Rachel Thompson, who has been with the firm since 2013. She drives their marketing efforts across all three office locations and leads the firm’s culture committee. As a Women’s Business Enterprise National Councilcertified women-owned business with a team of over 50 that is more than 50% female, Goosmann Law Firm promotes diversity, which generates creativity and provides different perspectives and solutions, Goosmann said.

acts as general counsel to company presidents, CEOs, corporate executives, and business owners—was selected as a member of the Nation’s Top One Percent by the National Association of Distinguished Counsel, an organization dedicated to promoting the highest standards of legal practice.

Goosmann’s book “Worth It: Business Leaders: Ready. Execute. Deliver.” was included as an Amazon No. 1 New Release when it published in 2019. Goosmann also hosts a podcast called “Law Talk with the Flock” directed at business leaders.

In each episode, Goosmann is joined by other Goosmann Law Firm team members and guests who are gurus of their industry. The podcast is available through Apple Podcast, Spotify, YouTube, the firm’s website, and other sources.

“We value diversity among our team and our communities to enrich the lives of our professionals, clients and cities,” she explained.

Goosmann Law Firm is accepting new clients via telephone, multiple video conferencing platforms, and in person.

The firm is a proud member of the National Association of Minority and Women-Owned Law Firms, a nonprofit trade association focused on promoting diversity in the legal profession, Goosmann said, and for the past three years the firm has been named one of the fastest growing law firms in the U.S. by the Law Firm 500. For the fifth consecutive year, Goosmann—who personally

17838 BURKE ST. OMAHA, NE 68118 855.843.4531 GOOSMANNLAW.COM

20 | B2B MAGAZINE · 2020

JJT TRANSPORTATION & LOGISTICS, LLC BECKI CLOYED JJT Transportation & Logistics continues to not only grow, but also evolve, owner Becki Cloyed said.

“We have our own heavy-haul fleet now, so we’ve invested in flatbeds and step decks (a type of trailer) and now have our own trucks. We’ve increased our assets along with our brokerage side and have a lot of options to offer our customers,” she said. “I think that’s what makes us different. Most of the time you’re really good truckers or you’re really good brokers; maybe you’re heavy trucking with a little bit of brokerage, or you’re a brokerage with a little bit of trucking. We have mastered how to be both, and we’re really good at both.”

JJT originated in 2008 as a three-truck operation in Wathena, Kansas. Today JJT’s primary operations are in Omaha and it functions as a total transportation solutions company. Cloyed, an experienced industry executive who joined the company in 2012, is in her family’s second generation to work in transportation; she and brother James Quimby are co-owners (with Joel

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Euler) of JJT, and their mother was a terminal manager. A third generation—Cloyed’s son Dillon Cloyed, daughter Erin Ferris, and son-in-law David Ferris—have launched careers in the industry working alongside their mother and uncle.

As the country slowed down in response to 2020’s global pandemic, the company’s operations had to keep on trucking.

“Transportation was deemed essential. We took that very seriously,” she said. “We stayed in the trenches and kept working; we’re in 48 states and we were delivering food and supplies.”

The team “adapted to the new normal,” Cloyed said, but there were challenges, especially for drivers.

Schedules had to be shifted to accommodate modified staffing and hours of operation at delivery sites. When restaurants halted dine-in service, drivers struggled to find places to eat while on the road. (“It’s not like you can take a truck through a drive-thru,” Cloyed explained.) And as they delivered essential goods to the rest of the world, some of the drivers had a hard time supplying their own families.

So the JJT team stepped in, tracking down hardto-get products like toilet paper, hand sanitizer,

and face masks to give to drivers and their families.

They also provided takeout from local restaurants so drivers could get a decent meal before returning to the road.

“Not only have we made sure we were here for our customers, but for our drivers as well,” Cloyed said. “I think how we treated the drivers kept them engaged and out on the front line.”

Even in that time of economic uncertainly, JJT saw an increase in business, Cloyed said.

“We have no secret sauce, we have nothing magical.

It’s how we treat people; I think that’s what makes us successful,” she said. “I am very blessed to have a great team that understands our role in the economy and people’s livelihood. They were committed to not just themselves being successful, but for the company, our support staff, our drivers and our customers to be successful, too. And it’s paid off for us.”

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

DECEMBER · JANUARY | 21

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K WATSON GROUP, LLC KAREN WATSON It’s not simple to construct an elevator speech for the three-faceted K Watson Group, LLC, but president and founder Karen Watson applies a faith-based approach to everything stating, “I believe impossible can happen.”

The St. Louis native, who earned a bachelor’s degree in finance and accounting, and a master’s degree in corporate finance, had a successful career in the corporate world. She held staff and executive leadership positions in multiple industry segments, including transportation, defense, and health care before leaping into entrepreneurship.

Watson shared that her passion is not just about being a business owner, but rather solving businessrelated problems. She believes she was born with an entrepreneurial spirit; always feeling as if there was something more. She loves change, the variety it brings, and enjoys the ability to do different things.

Watson had valuable leadership and organizational insight to share. She said, “my father was a mechanic, and hanging out with him piqued my interest in learning how to repair broken things. I love solving problems and I have a passion for making things and people better.”

Faith is a powerful influence for Watson. She serves her church under the leadership of her husband, Pastor Demetrius Watson, who founded the New Fellowship Christian Church located in North Omaha.

Watson uses “faith, family, and friendships” as guiding principles, and has found a way to honor all three through K Watson Group, a “consortium of business units that provide services and products focused on health, vitality, and growth,” she said.

Watson’s solutions-oriented consulting practice, launched in 2008 as her first business endeavor, was recently rebranded to be called “Lead the Herd Solutions.” She explained that the use of elephants in her branding reflects her style, which is similar to that of a matriarchal elephant “who leads the herd with wisdom and experience.”

In 2019, K Watson Group acquired the majority stock shares of International Filter Manufacturing Corp. The Litchfield, Illinois-based company manufactures heavy-duty air filters for automotive, commercial, and industrial markets. This year, the company began producing disposable surgicalgrade face masks, becoming one of a few companies actually manufacturing this style of PPE (personal protective equipment) in the U.S.

IFM was founded by a minority woman in 1987.

Today, the company remains 100% minority owned.

“I’m honored to acquire and lead a company that has such rich history as being woman and minority owned since its inception,” Watson said. “There are not many women manufacturers, and there are even fewer who are women of color.”

Watson enjoys fellowshipping with women of faith.

Since 2012, she has hosted an annual conference for Christian women, “The StandFast Conference,” as part of a personal ministry that includes a website and blog at faithfullwoman.com.

Watson believes she has witnessed the impossible happening by finding her niche on all three fronts.

She said, “I love everything I do for the organizations and people I serve. I render services, sell products, and maintain spiritual balance. I have the best of all worlds.”

117 N. 32ND AVE., SUITE 201 OMAHA, NE 68131 402.991.7600 KWATSONGROUP.COM

22 | B2B MAGAZINE · 2020

PRIME CHOICE INSURANCE COURTNEY CALLAWAY Courtney Callaway founded Prime Choice Insurance as a solo agent in 2013, and the business has been in growth mode ever since. With the addition of a new agent this year, Prime Choice Insurance now consists of 10 team members spanning three states. The business is not only woman-owned, but it also has an all-women team of agents who provide services to several thousand customers.

“We have a couple of agents in Omaha, an agent in Lincoln, a couple of agents in northeast Nebraska, an agent in Yankton [S.D.] and now we have an agent in Council Bluffs. We’ve been licensed in Iowa and have hundreds of customers in Iowa, but it’s nice to have a local presence,” Callaway said. “What sets us apart from our competitors—other agents who specialize in the health insurance space—is our attention to customer service. I think other agents specialize in finding the next new customer, but we spend so much of our energy servicing our current customers to ensure not only are they happy, but that they have the right coverage.”

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The company’s niche is the individual health insurance market. Callaway explained that selfemployed individuals, students, people who work for small employers, early retirees, and clients on Medicare are among those who aren’t able to secure coverage through a large group plan. Oftentimes, she said, the health insurance decision-maker for the household is a woman, which means many of their customers are women.

“We can relate to women,” Callaway said. “In our industry there are more and more women who specialize in the insurance space, but for the longest time that wasn’t the case. I find it interesting that a lot of our customers we’re working with are women and we’re all women as well.”

Prime Choice Insurance is an independent agency that works with all major carriers to find plans that fit their clients’ budget and health needs. The knowledgeable and experienced agents specialize in Medicare (Medicare Advantage, Medicare Supplement, Medicare Prescription Drug Plans) and Affordable Care Act plans.

“It’s a volatile market where things change frequently, so you need someone who’s on your side to tell you when there’s something new you need to be aware of,” Callaway said. The agents make regular contact with clients, which is not common in the industry, and are accessible through multiple channels. “It’s not ‘set it and forget it,’” Callaway added.

The time investment made in maintaining current customers certainly fosters loyalty, Callaway said.

It also brings in new business in the form of recommendations and referrals.

As a business owner and mother, Callaway said she understands the importance of a flexible schedule and the ability to work from home. She extends those conditions to the Prime Choice Insurance team, which allows them to find a balance between work and home, and creates an environment for everyone’s success.

402.219.3024 PRIMECHOICEINS.COM

DECEMBER · JANUARY | 23

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STRECK CONNIE RYAN Biotechnology company Streck is known for its proven proprietary science and high standards in the development and manufacturing of quality control and diagnostic products in hematology, immunology, molecular diagnostics, infectious diseases, and urinalysis for clinical and research laboratories. Today, its products are manufactured and delivered to more than 13,000 labs in 65 countries. Streck holds several dozen patents on more than 20 products, and the company makes testing and reagent materials for some of the industry’s leading instrument manufacturers.

“Many of our products have been first to market,” Chairperson and CEO Connie Ryan said. “And many times we have continued to command the lead in the market as we do in a number of our products today.”

Ryan, who has a medical technology degree from the University of Nebraska Medical Center (UNMC), joined the company in 1982 and rose through Streck’s technical services, product, and sales management departments before reaching the executive level. She’s seen the company grow steadily right through to the present day; in

November, Streck opened an additional facility for manufacturing, distribution and office space southwest of 108th and Harrison Streets in La Vista. The new facility is located south of its 200,000-square-foot main facility and the company also owns a sizeable parcel of adjacent land to ensure there’s room to grow. “[Our facilitites] are designed for the products we make and we’ve always kept it very up-to-date,” Ryan said.

Streck’s workforce includes laboratory technicians and scientists along with hourly skilled labor and other support employees. The company strives to offer an environment that promotes career advancement and growth along with an innovative culture and inclusive working atmosphere, Ryan said.

“We have 400 employees in jobs from manufacturing and distribution to R & D [research and development], finance, and sales and marketing,” she said. “The success of this business is directly related to the commitment of our people.”

Because of its ties to the health care sector, it is imperative that Streck operations continue during the COVID-19 pandemic, Ryan added. Sanitation standards are stringent even during everyday operations and include ozone sterilization at night.

Manufacturing and distribution personnel wear lab coats, gloves, face shields and other protective equipment.

“We did send home 75 people who worked in cubicles and at desks, because they could work from home,” Ryan explained. “But our manufacturing and distribution people, they had to work here.

We’re an essential product company and what we make has to be shipped every month. They came to work and we provided all they needed to be safe.”

As part of the community for nearly 50 years, Streck has developed partnerships with UNMC, University of Nebraska-Lincoln, and Creighton University.

“We have an incredible community with a knowledge and skillset that makes it a great place for a company like Streck to be,” Ryan said.

“They’re always willing to support us and help us and give us advice.”

7002 S. 109TH ST. LA VISTA, NE 68128 800.843.0912 STRECK.COM

24 | B2B MAGAZINE · 2020

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CHADWELL FAMILY DENTISTRY ATRONIC ALARMS TRACY GOODRICH The Atronic Alarms Omaha team sees security and home automation as more than just protection for a house or a building, Branch Manager Tracy Goodrich said. They’re protecting families and their homes, and workers and their livelihoods—even when everyone is away.

“We’re really serious about the protection of our clients,” she said. “This industry is not just a job. Security can save people’s lives…I feel that Atronic cares about our customers and our employees; that’s one of the main reasons I’m here.”

Goodrich, who’s worked in the security industry since 2004, joined Atronic two and a half years ago. The environment is welcoming to women, she said, and employees are recognized and appreciated. In turn, they provide top-notch customer service.

“Our customers and employees are not a number,” she said.

Atronic customizes each system to fit the residential or commercial client’s individual needs, with elements ranging from monitored fire protection to video surveillance to complete home automation and energy management.

The company is known for excellence and innovation, Goodrich said.

“We’re always seeking new ways to be ahead of the industry. We stay open to new ideas and test new products. And we train our techs to be certified in many areas,” she explained. “Our roots go back to 1982 and we’re deeply ingrained with our mission to provide quality products and quality service.”

The company is still growing, Goodrich added, but the team doesn’t compromise on service.

“We’re busier than ever, but we’re committed to growing without losing high quality,” she said. “We’re always attentive to customers’ needs.”

5070 S. 136TH ST. OMAHA, NE 68137 402.895.1800 ATRONICALARMS.COM

AMY CHADWELL, D.D.S. Dr. Amy Chadwell grew up in Lyle, Washington, and has loved making people smile since childhood. She truly believes a smile can make the world a better place. When she was 13 years old she worked for her orthodontist, and that is when she decided to become a dentist herself. Later on, Dr. Chadwell went to Oregon State University for a bachelor’s degree in biology before earning her DDS from Creighton University Dental School in 2003.

In 2005, Dr. Chadwell opened her own practice on 168th Street and West Center Road. “The best part of my job is getting to know my patients and their loved ones, and getting to take care of them as my own family,” Dr. Chadwell said.

Chadwell Family Dentistry is unique in that they take care of all their patients as if they are family. “I know ‘family dentistry’ seems to be said at every dental office, but to me it means more than seeing patients from babies to the elderly,” Dr. Chadwell said. “Family dentistry, to me, means communicating well with the patients.”

“A busy mom or dad who cannot make it to their 16-year-old’s dental appointment can always call me afterwards. I will personally explain the details of the appointment as well as explain the needs for their child so that parents can feel like they were there,” Dr. Chadwell said.

Family dentistry means coming to the dentist in a warm, caring place where the dentists know their patients. “Patients are always made to feel welcome, even if they are anxious or intimidated by seeing a dentist,” Dr. Chadwell said. “The staff at Chadwell Family Dentistry is here to take personal care of each and every patient.”

As a kid, Dr. Chadwell said she always felt safest when her mom was around. As a mom herself, Dr. Chadwell believes in the importance of allowing parents to be with their kids during dental visits. That is why, even during this pandemic, the office has allowed parents to be with their kids. While this year has been challenging, Chadwell Family Dentistry is following all of the recommended guidelines to help prevent the spread of COVID-19.

16909 LAKESIDE HILLS PLAZA, SUITE 111 OMAHA, NE 68130 402.884.1828 CHADWELLDENTISTRY.COM

DECEMBER · JANUARY | 25

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CONTOUR CONSTRUCTION WEBSTER DIGITAL MARKETING, INC. ANNASTASIA WEBSTER Owning a small business is no small task. It takes determination, patience, and the occasional break to play the ukulele.

But that is exactly what makes Annastasia Webster and Webster Digital Marketing, Inc. (WDM) the perfect solution for small businesses. As the company founder and CEO, she knows what it takes to run a successful business because she’s done it since 2014.

KIMBERLY REMMEREID Contour Construction has provided a variety of carpentry work for the likes of downtown restaurant J. Gilbert’s, an ABC Cornhusker Chapter Excellence in Construction Awards project winner for 2019; the new Countryside Community Church on the Tri-Faith campus; and Stirnella Restaurant in the renovated Blackstone Flats building. These projects and others showcased online and in the company’s active social media channels are even more impressive in person.

“Contour is a niche business with a group of professional, very detail-oriented carpenters,” Founder and Owner Kimberly Remmereid said. “What we do is pretty specialized, and we focus on the craftsmanship of what we do.”

Being a business owner requires focusing on what’s best for the company. While marketing the company online can be one of the best things a business owner can do, it’s often the one thing they don’t have time for.

Most of Contour’s work is custom and finely detailed, Remmereid said, and the name of the business reflects that.

“What entrepreneurs need is trustworthy, affordable marketing while they manage the day to day operations. I can provide that,” Webster said.

“Our motto when we started was ‘Outlining performance in construction,’” she said. “Contour means ‘to enhance.’”

Too often marketing agencies overcharge for services like search engine optimization, website design, and review building, pricing out small and medium-sized businesses. That’s why when Webster founded WDM, she vowed to always be fair and ethical, keeping businesses like hers in mind.

Remmereid has been in the construction business for 25 years, and it’s also her husband’s industry of choice. When Remmereid founded Contour six years ago, she was able to bring in some of the talented employees who had worked with the couple in past years. The team’s expertise has earned Contour Construction AWI QCP certification, a rigorous industry quality status designated by the Architectural Woodwork Institute.

Over the last six years, WDM has helped over 60 small businesses across the country and has expanded to a team of three women. They continue to work

by Webster’s guiding principles, helping businesses manage their social media, grow their internet presence, and gain leads online.

“We often become an extension of the businesses we help,” she said, “and the best part is we get to watch them grow and succeed along the way.”

402.739.9320 WWW.OMAHAMARKETINGEXPERTS.COM

“AWI QCP indicates superior workmanship,” Remmereid said, adding that she’s proud to maintain that status and also be a 100% woman-owned business.

The business continues to grow, Remmereid said, even in a challenged economy.

“We’ve stayed very busy and kept people employed. We’re looking forward to what the new year will bring us.”

12520 F PLAZA OMAHA, NE 68137 402.238.2362 CONTOUR-CONSTRUCT.COM

26 | B2B MAGAZINE · 2020

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BLACK BOTTOM BISCOTTI SOPHIA JORDAN From Left: Jodie Gibson, Tanya Patzner, Jennifer Burress, and Nancy Edzards

STATE FARM TANYA PATZNER The insurance business isn’t exactly sexy, selfdescribed “insurance nerd” Tanya Patzner said. But it’s important work for which she has great passion.

“I am blessed to represent State Farm and thankful to be surrounded by peers who are committed to making a difference every single day,” she said.

Patzner started working for State Farm right out of college and spent 15 years in claims before being officially appointed in Omaha on July 1, 2009.

“I am in my 12th year of agency and my 27th year with the company,’ Patzner said, adding that she grew up as what the business calls an “AK,” short for agent’s kid. “My dad is still the State Farm agent in my hometown (Wapello, Iowa). My littlest sister works for my dad in his agency and my other sister is a claim rep for State Farm here in Omaha. If you cut us, we truly do bleed State Farm Red!” Patzner said she strives to provide her customers with options and recommendations without pushing, giving them the tools to make the best decisions for themselves and their families. It’s part of her commitment to helping customers

manage the risks of everyday life, recover from the unexpected and realize their dreams.

“This is State Farm’s mission, and it is my responsibility to ensure it is done. In my office, we exist to serve by making a difference in the lives of our clients—daily,” she said. “Having our clients say, ‘My life is better for having known you’ is our mission.”

Online customer reviews indicate that Patzner is meeting that mission. Her customers overwhelmingly describe her agency in positive terms: “extremely responsive,” “very helpful,” “knowledgeable,” “efficient,” and even “the best experience I’ve ever had with any insurance agent or company.”

Patzner is active with the professional association NAIFA (National Association of Insurance and Financial Advisors) and has served in leadership positions for the last nine years including as NAIFA Omaha President (2015-2016), on the NAIFA Nebraska Board of Directors and as State President beginning in 2021. In 2019, she was named Omaha Agent of the Year.

2835 S. 132ND ST. OMAHA, NE 68144 INSUREWITHTANYA.COM

As a little girl, Sophia Jordan dreamed of owning a business someday. Her dream became a reality in 2012 when she opened Black Bottom Biscotti, a bakery that specializes in biscotti, scones, cookies, and other treats.

Jordan, who worked as an Omaha police officer for 19 years, started her business six years before retiring from the force. She began making biscotti at home before taking the plunge into entrepreneurship.

“When I decided this was what I wanted to do, I knew I had to go all in because of the financial investment in ovens and equipment, along with the time and energy involved,” she recalled. “I asked God, ‘Just help me find a place with rent I can handle, and I’ll do it.’”

Today, Black Bottom Biscotti’s products can be purchased online and picked up curbside or mailed to locations outside Omaha. The company supplies baked goods to numerous local coffee shops (listed on the website) and has several corporate clients.

During the pandemic, for example, one client ordered gift baskets for first responders.

4724 N. 24TH ST. OMAHA, NE 68111 402.618.3867 BLACKBOTTOMBISCOTTI.COM

DECEMBER · JANUARY | 27

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BLOOM COMPANION CARE GRETCHEN RADLER Gretchen Radler was already proud of her company’s caregivers, which she calls “the best in the industry,” but their dedication to the seniors they serve has really shone through during the COVID-19 pandemic. Because seniors are in a high-risk group, many were facing prolonged isolation without visits from their companion care providers.

“We have been so humbled by the commitment of our caregivers,” she said. “It helped us stay committed in a really difficult time,” she said.

The devotion of Bloom’s team inspired Radler to make more than 200 facial masks for caregivers and their families at a time when facial masks were hard to come by. “We support the caregivers so that the caregivers can support the clients,” she said.

And now they’re supporting clients and their families more broadly. Radler and her business partner, Joe Pepitone, have started Arial, a home health agency and sister company to Bloom.

“Now we have home nursing, physical therapy, and occupational therapy,” Radler said. “We started that specifically so we could support our families one step higher.”

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Headsets by Headsetters began in 1992 as a company that provided telecommunications equipment for local call centers during the heyday of telemarketing in Omaha. Technology had already evolved significantly by the time Chelley Baack joined the sales department in 2010, and when she assumed ownership last year, Headsetters was providing unified communications products and services to clients nationally and in the Caribbean.

McGill Law specializes in assisting women through the divorce process, and what differentiates the firm are its guiding factors of integrity, compassion, dedication, growth, and happiness, founder Jodie McGill said. Clients, in turn, feel comfortable and supported as they navigate through complex matters like separation and child custody, and make educated decisions about their family’s future and well-being.

“What that boils down to is any method you are using to communicate: telephone, voice over IP (VOIP), conferencing, webcams…that’s what we do,” Baack said, adding that the company’s long list of authorized technology partners includes Poly (formerly Plantronics and Polycom), Jabra, Addasound, JPL, Sennheiser, and many other industry giants.

“We focus on helping our clients through their legal issues utilizing the collaborative process when possible. That’s a process that keeps families out of court,” McGill said. “As a matter of fact, we’re able to help more families through divorce utilizing the collaborative process than anyone else in Nebraska.”

The company moved to new quarters in summer 2019. From massive call centers and large corporations to mom-and-pop shops and oneperson home offices, the Headsetters team examines the customer’s needs, guides the client through products and pricing, and provides support, Baack said. In 2020, the company supported many individuals and companies in their transition to working from home. “We know this stuff so you don’t have to,” she said.

12123 EMMET ST OMAHA, NE 68164 402.572.0350 HEADSETTERS.COM

McGill Law is the first firm in Nebraska to offer collaborative mediation, a new process that combines elements of both collaborative law and mediation. The firm also intentionally located within the Nebraska Collaborative Center, McGill said, which hosts a combination of professionals, including attorneys, a mental health professional, a financial specialist, and mediators.

“We’re committed to always improving our services so our clients have the best experience possible,” she said.

1411 N. 72ND ST. OMAHA, NE 68114 402.548.5418 MCGILLLAWOMAHA.COM

28 | B2B MAGAZINE · 2020

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“When your roots are in writing, you think deeply about who you’re going to reach with your ideas, the emotion you want to evoke, and the action you want readers to take,” she said. “This translates to what we do at Zaiss & Company across all disciplines. Our marketing strategies work to achieve our clients’ business goals. Our work is dedicated to our mission to grow companies with smart marketing. We live our vision to be the success engine for the world’s best companies and the world’s most talented marketing professionals.

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An Omaha native and UNO alumna, Mathouser joined Goodwill in 2006 and held advancing roles within the mission programs organization.

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LaborMAX Staffing JENNY MORAGA Jenny Moraga was overseeing 26 branches for LaborMAX Staffing when she was offered the opportunity in 2017 to become an owner/operator for two branches in Omaha and Lincoln.

It was a good fit, and right in line with the company’s mission to help businesses find employees for the long term.

“We’re matching clients to the right employees and matching employees to the right clients,” Moraga said. “Our preference is the long-term temporary-to-hire.”

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“WHEN WE GOT TO THE FOUR FINALISTS, ALL FOUR WERE WOMEN. THE SEARCH FIRM—THEY’VE DONE A LOT OF DEAN SEARCHES—HAD NEVER HAD A SITUATION WHERE ALL FOUR DEAN FINALISTS WERE WOMEN.” -LYNN HARLAND, PH.D.

OMAHAMAGAZINE.COM DECEMBER · JANUARY | 31

31

FEATURE | STORY BY KARA SCHWEISS | PHOTO PROVIDED

WOMEN’S LEADERSHIP ON THE RISE

OMAHA ORGANIZATIONS PUT WOMEN IN TOP POSITIONS

S

ince her death on Sept. 18, a statement Ruth Bader Ginsburg made in 2012 has been often repeated by media sources and on social media in reflection of her legacy as the second woman to serve on the U.S. Supreme Court.

“When I’m sometimes asked when will there be enough (women on the Supreme Court) and I say, ‘When there are nine,’ people are shocked,” Ginsburg had said. “But there’d been nine men, and nobody’s ever raised a question about that.”

University of Nebraska at Omaha College of Business Administration associate dean Lynn Harland, Ph.D., said she could relate to what Ginsburg was saying as a member of a search committee for a new dean last year.

“When we got to the four finalists, all four were women. The search firm—they’ve done a lot of dean searches—had never had a situation where all four dean finalists were women,” she said. “There were some people who did query us to say, ‘Were you pressured to do this?’”

No pressure, Harland said. The committee sought a diverse talent pool, she explained, but did not set out with the intention of choosing a female dean; it happened organically. Faculty and staff welcomed Michelle Trawick, Ph.D., in February.

The news team at KMTV also finds a personal connection to Ginsburg’s sentiment. As of Sept.

28, anchors for all newscasts—Serese Cole, Jennifer

Griswold, Courtney Johns, and Maya Saenz— are women. News director Geoff Roth said his objective was not to create an all-female anchor team; it was all about choosing the people best suited for the job.

“People with different backgrounds may bring different thoughts to the table, and that helps in your coverage,” she said. “I think having women (on the team) and making sure women have a voice is very important.”

“What people are looking for in an anchor is someone they trust and someone they know has been in the community, and certainly all four of our anchors fit the bill for that,” he said. “Gender does not matter. I just want the best person possible.”

She calls the all-woman KMTV lineup “fantastic.”

To his knowledge, it’s the first time KMTV has had an all-female anchor lineup and almost certainly a first for Omaha television news, Roth said. It’s not unprecedented nationally, “but it makes news when it happens. It’s pretty rare.”

Roth said that the all-female anchor team is one of the most visible manifestations of how KMTV, owned by E.W. Scripps Co., is supportive of women advancing into leadership positions. He emphasized that the company is supportive of professional growth for everyone.

“The company is committed to reflecting the diversity of the community and I can’t say enough about how Scripps supports all its employees,” he said.

Griswold, who’s been with KMTV eight years but in television news since 2001, said she’s seen the makeup of anchor teams become more diverse over time.

“I know a lot of wonderful male anchors, but I love that in this setup it’s working to have all women,” she said. “I love that we’re supporting that women can be in this role, that you don’t need to have a man and a woman.”

Griswold said that, as a mother, she appreciates that she and her colleagues serve as highly visible role models.

“It’s an example to young girls, who are able to see women on TV in leadership roles,” she said.

According to Nichols College (Massachusetts) Institute for Women’s Leadership, American women hold 21% of senior leadership positions in corporations, and while they make up nearly half (45%) of the S&P 500 workforce, only 4% are among the CEOs. There have been gains elsewhere, however. Nearly 40% of all managers are women, according to 2016 figures (the most recent available) from the U.S. Bureau of Labor Statistics. And in some fields, such as human resources, medical and health services, and advertising and promotions (among others), women managers outnumber their male counterparts.

CONT. PAGE 32

32 | B2B MAGAZINE · 2020/2021

VOLUME 20 · ISSUE 6

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Enlightened workplaces and educational institutions are key in closing the gaps. UNO’s business curriculum provides instruction beginning at the undergraduate level that equips students— female and male—with the skills to succeed, Harland said. She added that because the same proficiencies are useful to women and men who aspire to career advancement, there are no leadership development classes specific to women.

Over her more than 30 years in higher education at the institution, Harland said she’s seen a shift to more opportunities for female and male students to apply their leadership skills and gain experience in the classroom and through extracurricular activities, including campus organizations and student government. A career center; internships; pitch, business plan, and business case competitions; course projects allowing students to provide pro bono consulting; and networking opportunities also cultivate students’ leadership skills through application. Students are more ready than ever to lead in the workplace.

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“Our leadership development opportunities are available to every CBA student,” Harland said.

“The approach now is so much more empowering and confidence-building because you’re actually doing things…It’s multidimensional.”

Current statistics show that 43% of UNO BSBA students are female, a slightly higher percentage than the most recent graduating class (40%).

Women in the post-graduate programs make up 43% of MBA students and 49% of executive MBA students. In the most recent graduating classes, 48% of MBA earners were female and well over half the EMBA graduates—56%—were female.

Those numbers reflect national trends over time; according to the National Center for Education Statistics, women receive 47% of graduate business degrees. By comparison, they received 25% in 1980 and less than 5% just 10 years earlier.

As women are entering corporations with training and experience that readies them for leadership, and in greater numbers than ever, logic dictates that corporations should start reflecting that at the C-level. Or as Ginsburg said in 2009, “Women belong in all places where decisions are being made. It shouldn’t be that women are the exception.”

Visit unomaha.edu and kmtv.com for more information.

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35

FEATURE | STORY BY KATRINA MARKEL | PHOTO BY BILL SITZMANN

COMPASSION AND COMMUNICATION

HOW FEMALE BUSINESS LEADERS HANDLED COVID-19

A

s the COVID-19 pandemic gathered steam in March, two women at the helm of Omaha companies seized the opportunity to guide their teams with compassion, transparency, and solid planning.

“We stayed on top of publicly available information.

And we really didn’t waste time in making the decision to close our offices,” said Carmen Tapio, president and CEO of North End Teleservices.

Tapio founded the company five years ago and employs hundreds of people. The organization provides call center support for a wide range of clients. Some of them are doing critical work during the economic downturn and global pandemic, including the intake of unemployment claims.

“We are a multi-channel contact center and we provide services to clients on an outsource basis,” Tapio said. “We’re in health care, education, banking—so a variety of sectors and a variety of skill sets.”

Tapio said good planning and established business relationships helped the company to transition its employees to a work-from-home environment.

One of her leaders suggested obtaining a large number of boxes before they were in short supply, so that staff could easily move workstations to their homes. Managers evaluated the home technology needs of their teams and a partnership with Cox Communications allowed the company to make broadband service accessible to workers who didn’t yet have it. Tapio said they resolved the internet issues within a one-week period.

“Our pace was to make [the move to remote working] pretty early on because we have large numbers of people working in a call center, and common colds spread quickly…so we just made the decision to work from home to be safe,” Tapio explained.

As the North End Teleservices team was shifting to a remote working situation, Christine Hill was facing a different dilemma across town at AOI Corp.

Hill, who is the president of the construction and office furniture company, was watching clients close down their corporate campuses at an alarming rate.

“Every couple of days one campus or one job site after another just completely shut down and we moved everybody out of those buildings,” said Hill, who started with AOI 26 years ago and worked her way up.

AOI often has crews on job sites for years at a time.

All of a sudden, they had nothing to do.

“We didn’t want to lose our people, because they are our business…People were worried. ‘Am I going to have a job? Can I take care of my family?’ and we weren’t able to answer that for a while because we didn’t know,” Hill said.

The company furloughed a small number of newer employees, and others were able to tap into the Families First Coronavirus Response Act, a form of paid leave offered by the Department of Labor.

Ultimately, Hill said AOI paid its staff despite having little work for them. She emphasized that strong relationships with banking and financial

consultants gave the management team confidence that the Paycheck Protection Program (PPP) would be available to help them retain employees.

Hill also said that the company found unconventional ways of putting people to work and boosting morale. The furniture installers, who were being paid anyway, cleaned up yards and put down mulch for any colleague who wanted it. As a company, they also made and donated hand sanitizer. To keep some people busy, the organization built Habitat for Humanity houses.

“It was crazy honestly, those first 30 days, it seems like two years ago looking back at it,” Hill said.

In addition to leaning on established business partnerships, both executives said that transparent communication with their workforce was critical.

Hill said that she sent an email to staff at least once a week—sometimes more often—with updates. She said they wouldn’t normally talk to rank-and-file employees about something like PPP loans, but in this case they were open about it. “[Communication] was honest and hopeful at the same time, but also included our to-dos. And it came from me personally. So, I tried to, in those emails, act as if I was speaking to each person individually,” Hill said.

By implementing strict safety protocols and giving workers the “why” for those protocols, Hill was able to get her staff back in the office starting in July.

The AOI crews have also returned to work sites.

CONT. PAGE 36

36 | B2B MAGAZINE · 2020/2021

VOLUME 20 · ISSUE 6

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FROM PAGE 35 “We used it as a business development strategy and our employees relate to that. So it created the motivation to do the things that we felt like we all needed to do to keep people safe, but also to get those campuses open again,” said Hill.

Tapio described her company as a missionforward and culture-forward organization. They implemented daily team meetings, which she said were “daily times to connect as a team and make sure that everyone is getting the same information, and then they can relay it in turn to their teams who are working from home as well.”

Included in those daily business meetings were mental health and wellness check-ins. Tapio saw that her teams seemed to be working even more intensely from home. As a way to avoid burnout, the company implemented an 11 a.m. naptime—an extra break that she describes as being over and above any normal break time. They were even assigned accountability partners to make sure the extra breaks were being used. The company also hosted a socially distanced tailgate party for staff, so that they could at least see one another. If a team member was diagnosed with COVID-19, there was a plan in place to deliver meals.

Hill said that men and women may have different, but equally valid, strengths as leaders. She mentioned that women might be stronger with communication and compassion, but that she also learned compassionate leadership from the men who founded AOI. “I think our guys tend to be a little bit more no-nonsense...which is great at times, and then maybe that compassionate side [of women] just makes a better, stronger organization overall,” Hill said.

Earlier in her career, Tapio worked for the travel company Carlson and said that CEO Marilyn Carlson Nelson taught her that it was okay to lead from the heart.

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“There’s a lot of strength in doing so,” Tapio said.

“And so when people understand how much you care for them, it’s a game changer.”

Visit aoicorp.com or northendteleservices.com for more information.

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OMAHAMAGAZINE.COM DECEMBER · JANUARY | 39

39

FEATURE | STORY BY SCOTT STEWART | PHOTO PROVIDED

BUILDING PAY EQUITY

PANDEMIC THREATENS TO SET BACK WOMEN BUT OFFERS OPPORTUNITY FOR BUSINESSES

U

nless one wins the literal or metaphoric lottery, wealth is accumulated gradually.

only $55.50. Those pay inequities stack up over time, and often carry across generations.

Every investor understands that the foundation of the buy-and-hold strategy is compound growth.

Money wisely invested today makes money for tomorrow, and tomorrow’s money makes even more the next day.

The average woman worker with a high-school diploma loses more than $530,000 over the course of her lifetime, and the average college-educated woman loses nearly $800,000, according to research from the Institute for Women’s Policy Research.

Investors seek to accelerate that growth while avoiding losses. Many, though, find financial growth—or even the prospect of financial independence—is dampened by lower earnings. Those who have less today will, statistically, have proportionally less tomorrow.

The gender pay gap is a multifaceted problem, Joekel said.

All too often, gender and race determine financial horizons in Omaha and elsewhere in the United States.

“Ultimately, even when we factor in the meaningful indicators that could sort of justify pay disparities like experience, education, occupation, industry, etc., you still find that women are paid less than men,” said Tiffany Joekel, research and policy director for Women’s Fund of Omaha, a nonprofit that works to improve the lives of girls and women in the metropolitan area.

The average woman earns $82 for every $100 earned by a man in Omaha, according to the most recent census figures. Across Nebraska, the average woman only earns $77.70 per $100 earned by a man.

“The gender pay gap is a problem. It’s got lots of prongs and factors that contribute to it, and thus multiple solutions,” Joekel said. “When we’re talking about pay equity, we’re not necessarily just talking about pay practices within companies.”

Employers should consider basing pay for new hires on a salary range that reflects the value of the position and the person, Joekel said. They should not even ask for a salary history.

“Efforts to promote pay equity within a business is really valued by employees,” Joekel said. “To the extent that employers are actively working to ensure their compensation is fair and their treatment of similar situated employees is fair, there are payoffs in work culture that translate in lots of way—to increased retention, better attraction of talent, and better workforce productivity.”

“When we break those numbers down by race and ethnicity across the state, the pay gap is much more pronounced,” Joekel said.

While overall the gender pay gap is persistent and pernicious, there are industries where it’s less prevalent, according to a review of 2019 data from the Bureau of Labor Statistics.

In Nebraska, the average Black woman earns $60.80 for every $100 a white man earns. The average Asian woman earns $68.90, while a Native American woman earns $59.90 and a Latina woman earns

Many occupations where women are paid slightly more than men—such as paralegals and legal assistants, court or municipal clerks, preschool and kindergarten teachers, and flight attendants—are

“pink collar” jobs dominated by women. Other fields where the pay gap is small include housekeeping, food preparation and servers, hairdressing, and child care.

According to the BLS data, only female veterinarians are typically paid significantly more than their male colleagues, an average of $103,300 versus $92,200 annually in 2019. The largest gap between men and women was among physicians and surgeons, with the average male doctor making $130,000 versus a female doctor’s $97,650. Legal professionals, web developers, and chief executives are also among the top echelons of gender pay inequity.

Certain industries are also feeling the effect of the pandemic-induced recession, and most of them are industries where women are overrepresented, Joekel said. Those industries include personal care, administration, travel, hospitality, child care, and teaching.

“It’s unclear what extent to which they have recovered or will recover,” Joekel said.

Sarah Moylan, senior director of talent at the Greater Omaha Chamber, said that Nebraska women already faced higher unemployment than their peers. This summer, the Nebraska Department of Labor reported that 59% of the state’s unemployed population was female.

The stresses of the pandemic makes it likely that Nebraska’s gender pay gap will become worse, not better, in the short term.

CONT. PAGE 40

40 | B2B MAGAZINE · 2020/2021

VOLUME 20 · ISSUE 6

FROM PAGE 39 “The pandemic is having an adverse effect on women,” Moylan said. “Regardless how long these factors have persisted, workplace inequities are connected.”

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The recession that’s followed the onset of the pandemic has hit women so hard that the nonprofit news outlet The 19th dubbed it “America’s first female recession.” Researchers at the National Bureau of Economic Research estimate that it could take 20 years for the gender pay gap to return to pre-pandemic levels.

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“The pandemic simply exacerbated all of those existing challenges and barriers,” Joekel said.

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Many employers are dealing more directly with the caregiving responsibilities of workers, especially those who spent months working at home. Telework could shift traditional gender roles for some families, as men take on more caregiving.

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“The reality is that there are a lot of women that are ready and willing and would like to stay in the workforce, but the jobs just don’t fit the needs of their family,” Joekel said.

On a broader level, raising minimum wages, or wages altogether, can help reduce inequity, according to the Economic Policy Institute. “This is because gender wage parity does not improve women’s economic prospects to the greatest possible extent if wages for men and women remain equal but stagnant in the future,” according to a 2015 EPI briefing paper.

Increasing access to child care is also critical to the economy, Joekel said. Advancing policies such as paid family and medical leave that are supportive of caregiving, along with expanding early childhood education, could pay significant dividends.

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The opposite is also possible, as families forced to choose to have one parent stay home with their children often end up forfeiting the mother’s job.

Joekel said employers seeking workers would do well to bring some of those women back into the workforce.

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“We’ve seen how difficult that is when child care is not available,” Joekel said. “We could make Omaha the best place to work if we think more broadly about these supports.”

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OMAHAMAGAZINE.COM DECEMBER · JANUARY | 43

43

FEATURE | STORY BY JEFF LACEY | PHOTOS BY BILL SITZMANN

RENOVATING THE INDUSTRY

TWO OMAHA CONSTRUCTION BUSINESSES HEADED BY WOMEN ARE THRIVING WOMEN IN THE U.S. CONSTRUCTION INDUSTRY NEARLY MATCH THEIR MALE COUNTERPARTS WAGE-WISE, TAKING HOME 99.1% OF EQUIVALENT PAY.

A

ccording to the U.S. Bureau of Labor Statistics, women in the workforce make only 81.1% as much money as their male counterparts.

The construction industry, however, is an exception.

According to the National Association of Women in Construction, women in the U.S. construction industry nearly match their male counterparts wage-wise, taking home 99.1% of equivalent pay. Yet women make up only 9.9% of the construction industry.

That means opportunity for women in the field.

This is especially true for two thriving Omaha construction companies currently headed by women: Blair Freeman Construction and Real Estate Services, and Rooforia Home Exteriors.

Blair Freeman Construction The Blair Freeman Group specializes in being a ‘one stop shop’ for a vast array of construction projects.

The group, based in Omaha, is equipped to tackle residential and commercial projects, including both new construction and renovations.

President Ashley Kuhn and vice president Maranda Adams hang their hard hats on customer satisfaction, which they believe is the driving force for their growth. In their first year, they completed 38 projects, and grossed around 14 million dollars.

Adams noticed that, during her 12 years in the real estate industry prior to cofounding Blair Freeman, the contracting industry was rife with pitfalls. Issues such as a lack of transparency in the building process and contractors not being knowledgeable about every phase of a project made her realize there was a niche to fill. “One of the reasons we got into this industry was because we felt it was too easy for it to be that hard,” Kuhn explained.

And Blair Freeman does make it look easy. In the three years they’ve been operating, they’ve seen nothing but growth. Their first year, they completed 38 projects and made about $14 million. Blair Freeman has been trusted with projects ranging from renovating the event space at the Marriott Downtown at the Capitol District to the Highlander Accelerator Dining Hall in North Omaha. Major commercial construction projects are, however, one facet of Blair Freeman. Those visiting their website will notice a page called the “Renew Crew,” where potential customers can schedule a one-hour, free walkthrough with a member of their team, who will then assess the work needed to the property, and provide a rough estimate 24 hours later. “We don’t want to put ourselves in a box,” Kuhn explained.

“If we are on the right path, we will be a household name, and will be mentioned in the same breath as larger companies. We are trying to create that kind of legacy.”

Some of the keys to their success include a proactive philosophy when it comes to task completion, their combined 20+ years of experience in finance and real estate, and a knack for clear, consistent communication. This latter quality is helped by the obvious synergy between the two founders.

They originally joined forces because they both saw an opportunity in the construction industry, and felt that they had complementary skill sets.

After working with one another through the years,

however, they forged a tremendous friendship.

They speak of each other in glowing terms. “Ashley is one of the most helpful people I’ve ever met,” Adams explained. “She’s a born leader. A leader that makes other people better.” Kuhn talks about Adams in similarly glowing terms: “Maranda has an amazing personality. I’ve never met anybody that doesn’t like her. She has also taught me about not procrastinating. She gets stuff done. Maranda will get it done, no pause, no question. She is all about right away.”

“We genuinely enjoy coming to work and seeing each other,” Kuhn said.

The two don’t dwell on the fact that they are women in a male-dominated industry, but they do believe in the importance of mentoring women who are interested in construction. To women considering a career in construction, Kuhn sends a very clear message: “Call us. They’re waiting for you. There’s a misconception that women aren’t wanted in the industry, that’s not true. Go get it.”

Rooforia Home Exteriors Sarah Smith-Cano, co-owner and lead designer for Omaha-based Rooforia Home Exteriors, witnessed an a-ha! moment when she gave birth to her first child. At the time, she was working successfully at a job she enjoyed, but didn’t love. It was at that point that she decided to make a change.

“When I had my first daughter, I didn’t want to go back to the corporate world,” Smith-Cano explained. “If I had to be away from her, I wanted to do something I truly loved doing.”

CONT. PAGE 44

44 | B2B MAGAZINE · 2020/2021

VOLUME 20 · ISSUE 6

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FROM PAGE 43 Five years later, she and her husband, Jorge Cano, run Rooforia Home Exteriors, a rapidly growing company based in Omaha. “Five years ago, we started on a whim and a dream, and we’ve now grown to 46 employees,” Smith-Cano said.

Rooforia has tackled a wide variety of projects, ranging from residential projects to hospitals (such as the exterior of the VA Medical Center in Grand Island) to General’s Row, a housing development at Offutt Air Force Base. Smith-Cano explained that they pride themselves on their uniqueness. “We always try to differentiate ourselves,” Smith-Cano said. “We try to be more than the typical face of the construction industry.” One way they do this is by paying careful attention to project and client details. Cano has over 18 years experience in the industry, and Smith-Cano makes relatability a priority. Smith-Cano thinks that the ability to relate to clients on a personal level is a major value for the company. “I have kids at home, and I know how it is doing a project around the home,” Smith-Cano said. “I know I don’t want somebody knocking around the door during dinnertime. We really try to think about what our clients want and need.”

Smith-Cano said another element of their uniqueness can be found in the company’s mission statement, which puts a great emphasis on giving back to the communities they work in. “In our mission statement, we have set the goal that we will make every neighborhood we work in better. Every year we contribute a percentage of our proceeds and do free exterior projects through our Raise the Roof program. The first year we did one. This year we will do four.”

As far as being a woman in a leadership role in a male-laden industry goes, Smith-Cano said she is proud to be part of the changing face of the industry, as opportunities abound for women in the field. “We just hired a woman who went to Creighton. She was working at a law firm, and working at an exterior renovation company was the last thing she thought she would be doing—but now she loves it. If it’s something you are passionate about, you should go for it.”

Visit blairfreeman.com and roofaria.com for more information.

B2B

OMAHAMAGAZINE.COM DECEMBER · JANUARY | 45

OMAHA CVB BY DEBORAH WARD

HOLIDAY TOURISM IN OMAHA maha has a long history of welcoming visitors during the holidays. The tradition of displaying one of the Midwest’s largest Christmas trees at The Durham Museum dates to the 1930s.

According to Union Pacific, back when the museum was a train station, employees would cut down a massive evergreen in the Pacific Northwest, load it on a train and ship it to Omaha, where it would be displayed and decorated for travelers to enjoy during the holidays. Throughout tough times in history, such as the Great Depression and World War II, the tree stood tall and welcomed all who visited. Now, during a global pandemic, the tradition lives on and provides a bit of normalcy amidst the uncertainty.

O

Other longstanding traditions continue as well. The Omaha Community Playhouse, the country’s largest, is celebrating its 45th season of A Christmas Carol, reimagined with a smaller cast. Lauritzen Gardens has designed a one-way, socially distanced experience for visitors to enjoy more than 5,000 poinsettia plants and the magnificent

20-foot-tall poinsettia tree at its annual holiday show. The Omaha Symphony’s popular holiday concert will still feature traditional favorites, seasonal classics, and the popular performance of “Sleigh Ride” but with fewer performances and only 30% of the seats filled.

Yes, tourism in 2020 looks different and this holiday season is no exception. There have been cancelations, postponements, and virtual replacements. While this year has been filled with upheaval and a lot of change, remember the tree standing at The Durham Museum and let it be a reminder of the strength and resilience of our community during this holiday season, and for years to come.

B2B

GREATER OMAHA CHAMBER BY DAVID BROWN

WOMEN IN LEADERSHIP I

would imagine that few readers, if any, know the name “Barbara Burt.” She passed away late in 2019; but, in her life, she was a devoted wife and mother. She was a pioneer in the legal world as the second female to graduate from the University of Michigan law school and first in her class. She was a dedicated civic leader, serving as president and chairman of both the Fort Wayne Community Foundation and the Foellinger Foundation. Barbara was one of the smartest, most gracious, and humorous people I have ever met; and she had a profound impact on me and my career.

I met Barbara while I was leading the Greater Fort Wayne Chamber of Commerce in Fort Wayne, Indiana.

She was then head of the Fort Wayne Community Foundation and on my board of directors at the chamber. At this point, I had little or no experience with charitable foundations.

Barbara schooled me in the arts of managing foundations and showed me the remarkable tool foundations could be in both supporting chambers of commerce and their work to build communities.

Deborah Ward is the acting executive director

David Brown is president and

of communications at Omaha Convention

CEO of the Greater Omaha Chamber.

and Visitors Bureau.

She was absolutely convinced that foundations were under-utilized vehicles for moving private and corporate dollars into the business of building communities. I could go on here with many anecdotes about Barbara, but she would think that unnecessary to make my point. My career experience is filled with strong leaders with names like Barbara, Patricia, Linda, Leslie, and Carmen. Each of them has been kind enough to share some of their wisdom and knowledge over the years.

I know all of you could share similar examples. So, while you are browsing this publication that is dedicated to the strong women who lead in this community, think of those who made you who you are today, and give thanks for your good fortune.

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OFFICIAL BALLOT THE BEST OF B2B 2021 Results

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

The 2020 Presidential election was held Nov. 3, but the month of December is business leaders’ chance to vote in Best of B2B, a contest voted on by business leaders, for business leaders. Only this ballot, printed in this December 2020/January 2021 issue, will be accepted.

We will not accept copies, faxes, or scans. A minimum of 10 categories must be filled out.

Ballots must be postmarked by Dec. 31, 2020. Readers will find the results in B2B’s annual Best of B2B issue, which should be delivered by April 1.

PLEASE MAIL YOUR ENTRIES TO: Best of B2B P.O. Box 461208 Papillion, NE 68046 EMAIL YOUR ENTRIES TO: bestofb2b@omahapublications.com

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th e deal review

MISSION ACCOMPLISHED page 8

An offer the MJ VanDamme owners could not refuse

GRIT & GRACE page 12

A Decade of Determination: Growth, Struggle & Success

in

2

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page 16

Angeal Boone, Owner of Boone & Associates, P.C.

0

LEARNING FROM A PRO

t e r 20

02

The Firm Deal Review

Inspiring Women in Business

by Cortney Sells president/editor

L

ately, I have seen many women-owned businesses come across my desk, and even more women buyers. This exciting trend is not limited to businesses that are often considered to be “women’s work.” (e.g. pet daycares, florists, clothing retailers, etc.). I have seen inspiring stories of women who have overcome stiff odds and found success in fields that were once thought to be a “boys only club.”

This issue focuses on some of these amazing stories. Missy Delmont, who took over her father’s small trucking company and made it a roaring success. PhoxZee Elliot, who took control of her own destiny to find success in concrete directional drilling. Kirsten O’Driscoll, who worked day and night to make her auto parts distributor great. Even our “Ask the Professional” column highlights the knowledge of Angeal Boone with a growing CPA firm.

To Subscribe: 210 N. 78th St. Omaha, NE 68114

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These women have overcome enormous obstacles through hard work, perseverance, and sheer willpower. And now they are thriving instead of just surviving. I feel personally blessed to have known these women and help guide them on their journey.

I am excited to see more and more women buying their own businesses. Business ownership is a wonderful thing because it provides a person with freedom and control over their careers and their lives. I hope these women and their stories will continue to inspire the next generation of female entrepreneurs, the same way they inspire me.

Editor | Cortney Sells Assistant Editor | Makayla Kalagias Designer | Corrie Hayes

Advertising Inquiries: 402-884-2000

Contributing Writers | Anne Boonstra,

Published by Omaha Magazine

Hjermstad, Rachael Rand

Jared Olson, Makayla Kalagias, Nina

4 6 7 811 12 16 18 20 22

Winter 2020

03

The Gift of Freedom & Time How one sale opened the doors to greater family ties and fun new projects.

Deal Review Magazine

Cortney Sells | President Anne Boonstra | Portfolio Associate Anya Roberts | Seller Liason Cadence Hollers | Outreach Coordinator

Cassandra Powers | Chief Operations Officer Corrie Hayes | Portfolio Associate Dan Hayes | Outreach Coordinator Jared Olson | In-House Legal Counsel Makayla Kalagias | Brokerage Principal McKenna Thorngren | Portfolio Manager Nina Hjermstad | Client Liaison Ning Tendo | Analyst Rachael Rand | Senior Client Advisor Rene Rademacher | Senior Advisor

Post-Sale Prosperity Angela Ye spent the last two decades building and selling both her father’s and her husband’s business – now it’s her turn.

Programs for Women in Business Certifications that could help your business boom!

Mission Accomplished An offer the MJ VanDamme owners could not refuse.

Business Opportunities to Consider Grit & Grace A decade of determination: growth, struggle & success.

Learning from a Pro Angeal Boone, owner of Boone & Associates, P.C.

From Land-Locked Business Owner to Ocean-Based Retiree

The move from Ohio-based business owner to Florida-based beach bum.

Real Estate Guru to Health Services Buyer Adding a new career path while focusing on further growth opportunities.

Silver Linings from COVID-19 Succeeding in a “Corona Economy.”

04

The Firm Deal Review

Post-sale: The Elliott family bought a new RV to enjoy their newfound freedom

The Gift of Freedom & Time How one sale opened the doors to greater family ties and fun new projects

F

or PhoxZee Elliott and her husband, Darren, selling their business meant two things: freedom and time. “We were at a time in our life – we realized we wanted to be able to spend time with our daughters (now ages 10 and 12) – getting a little bit more freedom and a little bit less stress. We needed to focus on what matters. I’m so glad we were at a place to be able to sell the company. I think it’s pretty neat

how Cortney connected with us right at that time in our lives. We were in one of those zones where we said, ‘If we could do something different, not so demanding, we would do it.’”

PhoxZee and Darren made their business, Red Concrete, Inc., an enormous success, in part because they focused on sustainable growth.

“We’ve always grown our business within our means. We bought things

by Anne Boonstra with cash. We looked for a good deal rather than buying new. We valued the people who worked for us and with us.

Everyone was part of our team.”

Winter 2020

PhoxZee’s business sale was complicated by the COVID-19 pandemic, but they successfully closed the sale in April of this year. Since then, PhoxZee and Darren

05

Since the sale, PhoxZee and Darwith family since the sale of Red ren have been able to pursue other Concrete. PhoxZee believes the goals. They’re planning on remodel- timing of the sale was a miracle for ing their home and revamping their their family. “We have faith in God. I life for whatever comes next. Phoxfelt like He was preparing us for this.

Zee was been able to get more inI felt like He helps us and had other volved in her seventh-grade daugh- things in place.” She realized all of ter’s school, and they the stress that comes with selling both were able to get was worth it in the end. They took more involved in minisa leap of faith and stepped outside try and giving back to of their comfort zone, hiring an M&A the comfirm from Location | Gilbert, Arizona munity, “You have to let go – you Omaha, not something Cash Flow | $451,069 have to step back and let knowing they’ve what was that person [the buyer] take always going to Services | Structural & On-Site wanted happen.

Concrete the reins.” to do but - PhoxZee Elliot | Seller didn’t have Her advice Client Base | 90% commercial, 10% time befor business residential fore. They even bought owners: “Work smarter, not harder. an RV for family vacaGrow a little slower. Fine tune the Reason for Sale | Focus on Family tions. processes.” She added that the first few years of owning a business PhoxZee learned a lot are very difficult, but you “just keep have been able to slow from owning Red Concrete and pushing through.” Most importantly, down, organize their life, wants to use that knowledge to go though, “You never know what toand do the things they into another type of business that morrow holds. You’re never guarlove that they want to isn’t as demanding. She recently anteed tomorrow – our choices to spend time doing. obtained her real estate license, with spend the time with people we love a few ideas of owning some storage is the most important.”

PhoxZee and Darren facilities, or opening up properties to built Red Concrete from help battered women get into the ground up, so letting go was a for a period of time until they challenge in itself. “You have to let can get back on their feet. go – you have to step back and let “Knowing right now that we’re that person take the reins. It’s hard not pressured to do anything to let go of something you’ve put so yet – we have time to listen much time and effort into.” PhoxZee and wait – we’re in a good said she was a bit surprised that the place.” new owner didn’t ask for more help “Knowing right now that we’re – then she realized not pressured to do anything how proud she was yet – we have time to listen that they had the processes of the and wait.” business so well in - PhoxZee Elliot | Seller place that a new owner could “pick it up and run with it.”

PhoxZee and Darren are incredibly grateful for their time

Deal Points

06

The Firm Deal Review

Post-Sale Prosperity Angela Ye - Now it’s her turn!

by Anne Boonstra

A

ngela Ye describes herself as a very business-driven person. She attributes this to her extremely entrepreneurial family background. Starting in 2000, she worked for 18 years for her dad’s company, K-Max Health Products Corporation in Asia. She started as Assistant to the President, transitioned to Director of Purchasing, and then became Vice President of the company in 2004.

She held that position in the Shanghai office from 2004-2008, at which time she moved back to California and assumed the position of CEO/ President for the U.S. headquarters until successfully selling the company in 2018.

While working as CEO of K-Max, Angela also assisted her husband, Raymond, in opening and operat-

ing an emergency animal hospital in Redlands, California, in 2014.

Raymond took care of the animals, and Angela managed the business.

That same year, Angela’s second child was born. The animal hospital opened on weeknights and 24 hours on weekends.

ended up selling to a company in Texas that Angela felt had “the right chemistry.” After selling the business, Raymond finally got more time with the kids, and he has been able to form a closer bond with his son.

After the sales of K-Max and Redlands Emergency Vet, Angela launched a new business called Vita-Core Health Corporation, focused on producing dietary supplements and PPE protections. The grew so rapidly that they recently moved the PPE portion to an Working two jobs with those hours 18,000-square feet facility. This is took a toll on their family, and Ange- familiar territory for Angela, with her la and Raymond knew it was time manufacturing background, and Vito sell. ta-Core now produc“We should always have es 100 million masks Angela signed per year, all here in our own dreams – with The Firm the United States! and, withLooking back, Angewe can still have a family, in 30 days, knows that selling husband, kids – and we laRedlands Redlands had was the six offers on right decision.

She can still make our dream the table, all is happy to see that come true.” asking price the new owners have or over! They - Angela Ye | Seller maintained their mo-

Winter 2020

mentum and continue to grow the practice. “It’s like having a kid, and under your influence, they do really well – and then continues to do well as they grow up after closing.”

“It’s like having a kid, and under your influence, they do really well – and then continues to do well as they grow up after closing.”

- Angela Ye | Seller Angela recently completed her application for WBE certification and hopes Vita-Core will soon

be able to work with the government sector, and national retailers.

Raymond is opening up a new hospital with more family-friendly hours, and Angela will (only) be doing the bookkeeping.

You can check out Angela’s company website at www.vitacoreusa. com.

“I’m going to focus on my career right now – it’s a good time for me to continue to reach my goal and achieve my dream. We should always have our own dreams – we can still have a family, husband, kids – and we can still make our dream come true.”

Programs for Women in Business

by Rachael Rand

WBE Certification

A

Woman-Owned Business Enterprise (WBE) Certification is a designation used by U.S. industry and government associations to set aside special programs to encourage and empower women in business in America. This is only available to businesses in which majority interest is owned by women who are active in the day-to-day operations. Many federal, state, and local governments allocate money to these programs, so check with your state and local government.

A

WBENC Certification

company that is actively managed by a woman with more than 51% ownership may also be able to obtain certification through the Women’s Business Enterprise National Council (WBENC).

They advocate for women and provide a certification for them to use. Many federal programs accept a WBENC certification as proof of ability to get U.S. government contracts. The cost of certification ranges from $350 for companies with under $1 million in revenue and caps out at $1,250.

Women’s Presidents Organization

W

07

omen in business may also benefit from membership in the Women’s Presidents’ Organization (WPO). The WPO’s mission is to “accelerate business growth, enhance competitiveness, and promote economic security to confidential and collaborative peer-learning groups.

The WPO shows businesswomen that they are not alone and teaches women how to take their business to the next level.

08

The Firm Deal Review

Mission Accomplished

An offer the MJ VanDamme owners could not refuse

by Dwain Hebda

D

uring the course of their decades-long marriage, Jim and Missy Delmont have always been a formidable team. The husband-wife duo owned and operated businesses in the construction field throughout their relationship, demonstrating a savvy blend of technical expertise, business acumen and a taste for hard work and hustle. So, when they made the decision in 2007 to join an established business, it had to be under remarkable circumstances.

The couple gave the company a “Missy and I have always been in business for ourselves; we’ve been in much-needed boost of energy & expertise and M.J. VanDamme, a Michiconstruction and housing and other things,” Jim regan-based construction called. “When the The Delmonts also grew firm specializing in niche recession hit, we the workforce from 14 industries, such as mining, farming and civil construclooked around for employees to over 150; tion, thrived because of something else to they provided jobs and it. Together, the Delmonts do. Missy’s father had this busigrew the company into incomes for families ness and he was throughout their service four locations and over experiencing some $20 million in annual sales area. in each of the past three health issues, so we decided we years. would come help him out.”

Winter 2020

“I always tell people, building a business is about relationships,” Jim said.

“We hustled and we went out and shook the bushes and formed relationships, working hard to build the business. Now we’re at a point where the work is coming in bigger chunks.

A big job for us used to be $150,000; now we’re getting opportunities to bid $4-$5 million jobs.”

Along with sales dollars, the Delmonts also grew the workforce inherited from Missy’s father from 14 employees to around 150, providing jobs and incomes for families throughout their service area.

have three daughters, ages 20, 18 and 12, and I think the biggest thing was if I got sick or passed away or couldn’t function in the business, I didn’t want to leave Missy and the girls with a big monster, if you will.

09

Deal Points Price | $18,700,000 Location | Gwinn, Michigan Timing | Accepted Offer to Closing: 45 days Owners | 2: 51% Melissa Delmont, 49% Jim Delmont

“So, we were looking to take some chips off the table # of Offers | 10 total from independent and reduce the buyers, private equity financial risk. We groups, and family offices decided to go out early and see what Website | mjvandammeinc.com the market had out there. We figured it might take a few years and would side clients about what they need, require the right people to do that.” what they are looking for, how many

“We’re probably the fourth or fifth largest employer in our county and our county is the largest in the state of Michigan,” Jim said. “We’ve always run this company employees, et cetera. Once we idenlike a family The couple retained tify those benchmarks, our strategic “My wife and I are the a brokerage to start business. We division will reach out to businessdon’t want shareholders in this, and shopping the comes that meet those 7-10 buy-side [employees] pany, which yielded I didn’t want to leave her nothing! Then, about parameters. M.J. VanDamme came to miss the fruition because of that strategic with a big headache if a year later, the phone to school prosearch criteria.” grams and something happened to rang and on the other the baseball end was a represenGiven the Delmonts’ first experience me.” games; we tative of The Firm in with an M&A firm, they were naturally - Jim Delmont want them to Omaha, Nebraska. skeptical of a company in Nebraska have the flexibility to being able to serve them adequately. do that. We raised kids while building “They reached out to us and Sells was so a business and we didn’t miss any they said they have buyers Sells was so confident she confident she of that and so we don’t expect our looking for our type of sucmade them an offer they made them employees to, either.” cessful business in the upan offer they couldn’t refuse. per Midwest,” Jim said with couldn’t refuse.

Even with all their success, and as a grin. “I still don’t know for much as he loved the interaction with sure how they found us, but that’s “Most M&A firms want to sign you his crews and customers, the sched- how the whole initial program started. up for a year,” she said. “I told Jim, ule could be grueling, and it led Jim I said, ‘We’re probably interested in we only want to do three months and Missy to have serious conversatalking to you,’ and our relationship because we are that confident in our tions about their future. began.” buyer portfolio and our deal team.”

“My wife and I are the shareholders in this, and I didn’t want to leave her with a big headache if something happened to me,” Jim said. “We

“That call was initiated as a strategic search on behalf of one of our buyers,” said Cortney Sells, CEO of The Firm. “We regularly talk with our buy-

The Firm team got right down to business, completing a comprehensive valuation and assessment of

10

The Firm Deal Review

big thing that sets them apart from anybody else. They’re also very honest people who give a lot of attention to detail. That’s how we run our business, too.”

M.J. VanDamme’s assets and financial performance. More than that, they listened to what the current owners wanted to see in a buyer.

“We give back a lot to the community,” Jim said. “We’re a pretty tightknit company that is involved in a lot of extracurricular events, and when we were looking for a buyer, we were looking for someone who had the same culture.”

The Firm’s professionals also provided guidance for the Delmonts once the offers started coming in to help ensure they got the best deal possible.

“We told Jim even though we came to you with this one buyer, you don’t want to put all your eggs in one basket,” Sells said. “When you get several buyers and several offers, the seller doesn’t feel like they got stuck with an offer. That’s why we tell them don’t take your first offer, let us work harder and let’s get you at least three LOI’s [letters of intent] before we select the buyer.”

anything was not being given its due attention.

“The Firm’s sense of urgency is something like I’ve never seen. They are on it. They’re on top of it,” Jim said. “They are very to the point, very direct. Our weekly scheduled deal calls were less than an hour and they had an agenda for every call; very well-organized, very procedurally based. They answer their phone and text messages any time of the day.”

Perhaps the most remarkable thing about the deal, which went to Arizona-based Eberhart Capital, was that due to disruptions from the coronavirus pandemic, almost everything had to be done virtually. But that didn’t stop any element of the process, including Jim and Missy’s salute to The Firm shortly after closing.

“The day of closing was on a Friday,” “We also wanted someone to take Jim said. “When the money came over who was not only sound finaninto The Firm’s trust account, cially, but who could take “Honestly, I couldn’t believe the number of Cortney called me and said they our $25 million company buyers that they had in their pool, ready to would be wiring it out to us at the and make it a $50 million next opportunity. My wife and I company. We wanted the spend money. Frankly, that buyer pool is went out on our pontoon, had a kind of buyer who would run one big thing that sets them apart from few drinks and I sent some picthis business in such a way tures of us toasting them. anybody else.

They’re also very honest that you could go into the grocery store and people people who give a lot of attention to detail.

“She responded within a half would still speak highly That’s how we run our business, too.” hour with her team at a local about you. That was really tavern, having a few celebratory The Delmonts important to us.” drinks themselves and toasting Jim and Missy ultimately had their our deal from Nebraska the same as True to her word, Sells and her team pick of 10 offers and negotiated to we were doing in the Upper Peninsuof professionals produced results be retained, as the president, for la. It was a neat moment!” short of 45 days after being retained, a period after the sale to continue thanks to The Firm’s proprietary providing leaddatabase of more than 36,000 ership. It took qualified buyers, along with proprietary IP tools which quickly matched just 45 days from receiving the right motivated buyers with this the winning offer prospective deal. to closing the “Honestly, I couldn’t believe the num- deal. Despite this accelerated ber of buyers that they had in their pace, Jim said pool, ready to spend money,” Jim he never felt like said. “Frankly, that buyer pool is one

Winter 2020

11

Available Opportunities: CommerCial Solar DeSign & inStallation $8,750,000 USD Cash Flow | $2,548,004 Location | Missouri Status | Available This company has installed over 100,000 solar modules across the Midwest, with an average profit margin of 31%. They have a backlog of $4M currently. The seller will stay on up to three years, allowing for a long transition period.

mUniCiPal Painting with $73m in BaCklog $19,380,000 USD Cash Flow | $5,133,447 Location | New York Status | Under Non-Exclusive Contract Clients are 80% recurring and consist of prime contractors working on infrastructure and municipal projects.

There is $71M in committed contracts for the new owner to absorb.

faBriCation & inStall of CommerCial millwork & CaBinetry $2,130,000 USD Cash Flow | $1,200,150 Location | Oregon Status | Under Non-Exclusive Contract Services focus on multi-media advertising, media buying, print, and film/video production. They work with large brand-name companies and local businesses alike, allowing for a diverse client base.

CanaDian meChaniCal aDviSory for fooD ProCeSSing & manUfaCtUring $12,250,000 CaD Cash Flow | $2,284,143 Location | Vancouver Status | New to Market All labor is subcontracted out! They have an extensive referral base in the niche refrigeration industry, which would of course be passed on to the next owner.

toronto arChiteCtUre firm: niChe in ClUBhoUSeS, golf CoUrSeS & SPaS $5,600,000 CaD Cash Flow | $1,350,038 Location | Ontario Status | Available This is not your typical high-rise architecture firm! They currently have $3M in active contracts, with another $10M signed and ready to start. The team of professionals are known coast to coast in Canada for their renowned golf courses.

CommerCial hvaC & Sheet metal faBriCation $1,800,000 USD Cash Flow | $405,077 Location | Kansas Status | Available Clients include schools, manufacturing, facilities, hospitals, and municipalities. There are over 40 employees on staff, including office staff, shop hands, service techs, and field crews. They have been serving the Kansas City Metro for 50+ years.

exeCUtive reCrUitment for Bio & life SCienCeS $2,050,000 USD Cash Flow | $1,350,038 Location | Pennsylvania Status | New to Market This company focuses on biotech, pharmaceutical, and diagnostics recruiting and placement. All employees work remotely, allowing for low overhead.

northweSt Creative agenCy with nationally reCognizeD ClientS $2,800,000 USD Cash Flow | $516,732 Location | Utah Status | Available Though this company is based in Salt Lake City, they hold additional licenses in California, Idaho, New Mexico, and Hawaii, providing them with a huge competitive edge! The owner started the business 25 years ago and is simply look for a retirement plan. He will stay on board for a three-year transition period.

12

E

The Firm Deal Review

GRIT & GRACE

v e r y th i n g y o u se e i n T h e F i r m ’s sp a c i o u s h e ad q u arters te l l s a sto r y o f s ucces s b u i l t o n g r i t , h u s tle a n d u n y i e l d i n g f aith in th e p o w e r o f t eamwo r k . Exc e l l e n c e is a way o f l i fe , a n d n o d etail is to o sm a l l , r i g h t d own to th e wa y th e p h one m u st b e a n s w ered.

Over the p a st d e c a d e , The F irm h a s g ro wn i n t o t he h igh e st p ro d u c i ng M erger a n d Ac q u i si t ions (M & A) c o m p a ny o n t he con ti n e n t. To d a t e , The F irm h a s so l d 2 9 6 b u s in es se s a n d th e i r t op - tier p o r tfo l i o h a s grown to m o re th a n 1 6 0 curren t o p p o r tu n i ti es f or s ale fro m Be l l e v u e, N ebr a sk a , to S o f i a , B ulgaria . Asse ts u n de r m anage m e n t to ta l $ 3 7 6 surface on how good ha v e ‘ H e re ’s o ur g o a l, ’ m illion s p re a d a c ro s s 2 1 w e w i l l b e c o m e . T he a nd the n ‘ H e re ’s o ur indus trie s w i th a p ro p r i o n l y c o m p e t i t i o n tha t w e Fir m-C r a z y g o a l. ’ ” etary buy e r ’s i n d e x o f s t r i v e t o b e a t e v er y da y m ore th a n 3 6 , 0 0 0 q u a l i is ourselves.”

B H A G s a re impo r ta nt f ied an d m o fo r the a bilit ivated b u y ty to inspire “We even use this ideology with our clients,” Sells s i d e par ti e s. the sta ff to stated. “Swans always present themselves as calm, A nd, mo st re a c h thing s cool, and collected on top of the water, while they are w e ll be y o nd imp orta n tl y, each ne w d a y the ir g r a sp, feverishly paddling their tails off underneath. That clos es w i th sur pa ssing is what we offer to our clients. My Swans and I will t he p rom i se industr y g o a ls outwork any other organization.” of an ev e n pre v io us- Cortney Sells b etter to m o rly tho ug ht ro w. impo ssible by “ I d on’t j u st w a n t o ur T h e re i s n o i d e a or g o a l the S w a ns a nd a s w e ll s tory to l o o k b a c k wa rd t o o b i g f o r T h e F i r m to a s the sta nda rd tho ug ht on wh at we ’ v e d o n e , ” r u n a t ; i n f a c t , t h e mo re in the M&A industr y. s a id C o r tn e y Se l l s, o u t r a g e o u s t h e b e tte r. com p any fo u n d e r a n d S e ll a n a v e r a g e “ We c a l l t h e m o u r CEO. “ I a l so w a n t i t t o o f o ne busine ss a B H A G s ( b e - h a g s ) , ” S e lls b e ab out w h a t’s n o w w e e k fo r a n e ntire y e a r ? s a i d p ro u d l y. “ O ur B ig and wh a t’s n e xt. We ’ v e C he c k.

H a i r y A u d a c i o u s G o a ls. only jus t sc r a tc h e d t h e Yo u k n o w, w e a l w a y s





E sta blis h the first w o ma n-owned compa ny to w in Brokerage of the Ye a r a w arded by the Inte r na tio nal Business B ro ke r a g e Association?

A c c o mplished.



A nd then become the fir st back-toba c k w inne r that globa l a w a rd in history?

A c hie v e d.

B H A G S a re so essential to T he Fir m’s collective me nta lity that everyone he re ha s a story of their fa v o r ite o ne .

“We sa t a ro und the table in 2 0 1 8 and asked o ur se lv e s, “Can we hit a t le a st a mi llion transa c tio n do lla rs every

Winter 2020

A Decade of Determination: Growth, Struggle & Success “ I h a d my o ne e m p l o y e e a nd w e w o r ke d o ut o f m y i t ty bitty 8 0 0 - s q ua re f o o t p rema nuf a c t u re d tr a ile r h o m e , ” S e lls e x p l a i n s . “I re m e m be r I u s e d t o dr iv e a ro u n d my f a v o r i t e ne ig hb o r h o o d in O m a h a —We st S h o re s . I w a s s t r a t e g i z ing a n d d e v e lo ping m y b u s ine ss p l a n a s I w o uld d r i v e a ro und a nd lo o k a t the se Midwest grit meets big sophisticated ho use s. grace A nd I’ d t hink, O K, s o m e d ay I’ m w eek fo r a n e n ti re y e a r ? ” g o i n g t o m a k e i t . S o me S itting th e re l a st y e a r d a y I ’ m g o i n g t o l iv e it was ki n d o f a j o k e, h e re . ” our BHA G , b u t w e g o t clos e to i t, ” sa i d Ra c h a e l “ A n d t h e n I w o u l d r un R an d , Se n i o r Cl i e n t A d o u t o f g a s . I n f a c t, I r a n vis or. “ We th o u g h t, w e l l , o u t o f g a s t h e re f o ur t hat’s p ro b a b l y n o t g o i n g t i m e s . L e t m e t e l l y o u, t o b e a BHAG g o i n g f o rc a r r y i n g m y g a s c a n o ut w ard. Th e n c o m e s 2 0 1 9 ; t h e re w a s a d o s e o f re a lwe put our heads down, i t y, ” S e l l s l a u g h s as she p u s hed fo r w a rd a n d re c a l l s t h e m e m o r y. d id it. We c r u sh e d tha t B H AG!” “ I n 2 0 1 4 w h e n I f i r st There w a s a ti m e w h e n m erely p a y i n g re n t a n d m akin g p a y ro l l w a s as m u ch B HAG a s the com p any c o u l d h a n dl e .

S ells reme m b e r s we l l The F irm’s h u m b l e b e g i n n ings .

s t a r t e d w i t h T h e Fir m, w e w e re i n a f i v e -pe rs o n o ff i c e , ” re m e mbe r s R a n d . “ O u r b u d g et w a s n o t h i n g ; w e c o u l d no t a ff o rd m a n y o ff i c e supp l i e s . We w o u l d t a ke t u r n s b r i n g i n g t h e ha nd t o w e l s f ro m t h e ba thro o m h o m e o n t h e w e e k-

e nds to w a sh the m a nd br ing the m ba c k to the o ffic e to sa v e mo ne y o n pa pe r to w e ls, a s pa pe r to w e ls w o uld ha v e be e n a luxur y. Ke ur ig ? Wha t’s a Ke ur ig ? We ha d a big c o ffe e po t a nd c o uld o nly tur n it o n if w e ha d c lie nts c o ming . ” S o me ho w, the mo de st c o nditio ns didn’t dissua de the sta ff fro m the big v isio n S e lls ha d c a st; e v e r y o ne just dug in ha rde r. V ista g e e xe c utiv e bo a rd c ha ir ma n a nd lo ng time c o lle a g ue R ic k Fa be r, w ho ha s fo r ma lly c o a c he d S e lls fo r se v e n y e a r s, sa id, “S uc h c o mmitme nt to the c o r po r a te missio n is a r a re c o mmo dity. ”

13

by Dwain Hebda just w o rds…it’s a way of life . ” E a r ly o n, S ells adopted a philo so phy of hiring the be st pe rson she c o uld find, building a job a ro und the ir unique skills a nd the n pushing them fo r da ily improvement.

“We do n’t h ire positions, w e hire pe o ple.”

“A t the v e r y beginning, the re w e re a lot of times w e didn’t know exactly w ha t w e w e re doing,” sa id C a ssa ndra Powers, C hie f O pe r ations Officer.

“B ut w e w e re going to do the be st that we could, a nd w e w e re going to fig ure o ut a way to make it ha ppe n. No matter w ha t w a s thrown our w a y, w e c o ntinued moving fo r w a rd to beat the “T ha t g r it, tha t she e r odds to get de te r mina tio n “That grit, that sheer our clients to closing to w in a t determination to win at the table.”

T he Fir m, The Firm, it means everyit me a ns Such chaleverything to this team.” lenges rething - Rick Faber main intact. to this Ten years te a m, ” he a g o , the c rew was not sa id. “I ne v e r he a rd o ut o nly the ne w kids on the o f C o r tne y ’s mo uth tha t blo c k but a l so, in Sells’ the y fe lt the y c o uldn’t w o rds, “tha t all-chick c o mpe te w ith big g e r fir m fro m N ebraska,” pla y e r s in the na tio na l fig hting to be taken serima r ke t. T he g ro up C o r to usly. ne y ha s de v e lo pe d ha v e ne v e r be ha v e d like the y w e re the unde rdo g , e v e r. “I re a c he d out to a local T he y fe lt the y w e re e qua l IT c o mpa ny and asked to the ir c o mpe titio n e v e n if w e c o uld perform a v a lua tio n, ” said Rene w he n e nte r ing w ha t is R a de ma c he r, Senior Adkno w n a s a “B o y s C lub” v iso r. “Inste ad, he said, industr y. E mbo ssing tha t ‘ N o , I’ m a c t ually interthe y w e re ‘ B o ldly Diffe re ste d in purchasing a e nt, ’ ( o ne o f the c o mpa busine ss. ’ He then came ny ’s c o re v a lue s) is no t

14

The Firm Deal Review

The Original Swans i n an d experienced our proce ss, only t o lat er a dmit that he want ed to s e e how a buyer is treate d in our organizat ion. “ I th ink he doubt ed that w e c ould do a t ransacti on like his. However, a fter a show-st opping e x perie nce compared to our compet it ors, he a s k ed us t o represent h i m in the sale of his bus ine ss. Three months l a ter, it sold for several m illion d ollars.

I t is n ow comparat iv ely e a sie r to leverage The F i rm’s tr ack record of s u cc es s t o get t heir fo ot i n th e do or t o select th e elite client s of t heir c h oosin g . “ Th ere ’s definit ely an extre m e amount of collaboration, get t ing different pers pect ives from differe n t Swans in t he compan y, regardless of ho w l ong you’ ve been with u s or what posit ion yo u h old,” said Makayla Kal a gia s, Brokerage Principal. “We can have somebody start on Monday a n d the y are going t o be s i ttin g in our t eam meeti n g Tue sday mor ning,

with their vo ice being respected and he ard .”

“We o nly hire peo p le prepared to be ch alleng ed,” Powers e xplains. “Whenever I interview anyo ne, I t ell them no day is ev er the same when we’re navig ating emotio nally-charged client s throug h the most int ense stage o f their career.

The Firm is definitely a role that will fo rce you t o grow.”

ow ner s just b y vir tue of W it h t his f resh t ake on w hat w e d o. And s he is values and comp any a sp onge; s he ge ts on mor als, The Fir m also a call w it h a c lie nt a nd relies heavily on w hat ab sor b s t he s uc c e s s ful t hey call t heir “ S w an p r act ices of tha t b us iId eology,” w hich is how ness ow ner a nd the n t hey land ed on t heir sigap p lies t hem a t The Fir m nat ure logo. “ We even f or our grea te r good .” use t his id eology w it h our client s,” S ells ex“ A nd somet h ing e ls e s he p lained . “ S w ans alw ays has mast ere d is the a b ilp resent t hemselves as it y t o b e agi le . I f s om e calm, cool, and collect t hing is w ro ng on Tue s ed on t op of t he w at er, d ay, w e are no longe r w hile t hey are f ever ishd oing it on We d ne s d a y, ly p ad d ling t heir t ails no mat t er wha t it is .” off und er neat h. That is w hat w e off er t o our cliSuc c e s s ent s. My “Regardless of how long you’ve re pS w ans and I w ill been with us or what position you re s e nts out w or k hold…We can have somebody start s om e thing any ot hon Monday and they are going to d iffe re nt er M& A be sitting in on our team meeting to e vor ganiTuesday morning, with their voice e r yone . zat ion.”

Som e being respected and heard.” ta k e the It w ould - Makayla Kalagias va lid a b e easy tion of f or lead success as the p a yoff er ship t o coast and lean on t he comp any’s syst em of hard w or k ins p ire d b y humb le u p b r ingings . f or f ut ure success. Inst ead , t here’s a const ant O t her s w and e r a c a d e m ically or p rofe s s iona lly search f or new w ays t o b ef ore f ind ing fina nc ia l imp rove. and p er sona l fulfillm e nt. “ There are a coup le of B ut ever yon e he re c re d great t hings ab out t he it s The Fir m for the ir w ay C or t ney lead s,” grow t h and find ing the ir R and said . “ N umb er t r ue calling in life . one, w e’re around a lot of seasoned b usiness

W hen reflecting o n t he company’s inter na l success, the ladies at The Firm revert back to t heir core values: Ethically Driven, Always Co nf id ential, Grit, Industry Experts, and Boldly Different. These Fearless founder, Cortney Sells, showing pride in ten years of triumph values are printed on the walls at The Firm to serve as a constant reminder of what they strive to represent daily, and they are re-visited at each and every team meeting as their guiding principles.

Winter 2020

15

Buying or selling a business is a big decision and is life changing.

Congratulations to both our Buyers and Sellers of these recent transactions conducted by The Firm Advisors.

SOLD!

FULL-SERVICE CALL CENTER Listed Price | $10,088,000 Location | Nashville, Tennessee Timing – Accepted Offer to Closing | 89 days

$11,000,000

SOLD!

MULTI-FAMILY & COMMERCIALLY-FOCUSED ARCHITECTURE FIRM Listed Price | $2,627,000 Location | British Columbia, Canada Timing – Offer to Accepted | 4 days

$2,627,025

SOLD!

ENVIRONMENTAL SERVICES FOR COMMERCIAL CLIENTELE Listed Price | $5,600,000 Location | Puyallup, Washington Timing – Listed to First Offer | 38 days

SOLD!

COMMERCIAL & RESIDENTIAL ASPHALT PAVING Listed Price | $3,365,000 Location | Kent, Ohio Timing – Accepted Offer to Closing | 91 days

$5,000,000

$3,230,000

SOLD!

$1,130,136

UNDERGROUND DRILLING & TRENCHING FOR CELL CARRIERS Listed Price | $1,750,000 Location | Phoenix, Arizona Timing – Accepted Offer to Closing | 74 days

18

The Firm Deal Review

FROM LAND-LOCKED BUSINESS

P

rior t o looking into business owne r ship, Kirst en O’Dris coll served 22 ½ yea rs in t he Air Nat io na l G u ard as part of the 121s t, based in Columb us , Ohio. Aft er retiring f rom the milit ary, sh e a nd he r husband st arted the s ea rch for a busin es s to purchase. They p ut toget her a list o f c r iteria , such as loc ation an d growt h opp o rtu nities , and t hey knew th ey w ant ed t o be able to fun d t he acquisit ion withou t out side investors . Kirst en st at ed that th ey s pent about t wo y e ars on t he hunt bec a us e, “we didn’t know The F irm back t hen,” before stumbling ont o C &J M ain te nance, a business s pe cia lizing in aut o sho p e qu ipm ent inst allati on a nd service. She

and her husband w ent throug h the due d iligence pro cess in 2007 and fell in lo ve wi t h t he company. T he ma r ket crashed right befo re they pulled the trigger on purchasing the company. After going b ack and forth abo ut m oving fo rward, it came d ow n to o ne question: “D o w e want to move forward ?”

The answer to tha t w as a resounding, “Yes!”

W ith this purchase, t he business name was changed to CJM S olutio ns. T hey started with three employees: K irsten, who did f inance and g eneral admi nist r ative work; her husb and , C olm, who did sa les and tech work; an d one technician doing the labo r. From the time of purchase, they grew to 1 0 fulltime em p loyees, wi t h the lead ing couple lar gely hand ling oversight and Price | $1,050,000 employee management Location | Columbus, Ohio in their f inal years o f ow nServices | Sales, installation, ership.

Deal Points

and repair of automotive equipment

Federal Certifications | DBE, EDGE, VBE Reason for Selling | Early Retirement – Moved Closer to Children

In lo oking at growth op p ortunities and at which d irectio n to t ake their comp any, K irs t en cho se t o gain certific at ions as a Small

& D isad vant aged B usiness Ent er p r ise (D B E), Economic D ivid end f or

t he cer t if ications d id n’t hold as much we ight in t he comp any ’s s uc c e s s .

G end er Eq ualit y (ED G E) C JM st ar t ed fie ld ing re and Vet er an- Fr iend f er r als and rep e a t c lie nts ly B usiness Ent er p r ise w ho just w an te d to wor k (VB E). These d esigw it h t hem on a re gula r nat ions allow ed C JM t o b asis. t ake on a w id er r ange of client s and job s. K ir st en The O ’D r isco lls took ment ioned t hat t hey nev- p r id e in p romoting a n er w ent f or t he Women et hically d r ive n e nte rB usiness p r is e , a nd Ent er p r ise “You don’t have to t he y s trove to (W B E) b e a n hone s t be an island and do co m p a ny in d esignat ion this on your own… all tha t the y b ecause en d e a vore d . there are a lot of “ I te nd to go it w as not going a c k to the organizations out bgold t o help e n r ule of t hem gain ‘t re a t othe r s there who want as much as you would women business w a nt to b e t r act ion in t he inowners to succeed.” t rea te d .’” d ust r y as K ir s te n fe lt - Kirsten O’Driscoll t he ot her t ha t p a r t of cer t if icat his wa s d ue t ions w ould . t o t he resp on s ib ility s he f elt b ecause of ha ving a A f t er t he b usiness D B E. N ot an yone c a n p icked up sp eed , and just ap p ly and b e a p t hey creat ed a rep up roved f or t he c e r tific a t at ion f or t hemselves, t ion, so t here wa s a d uty

Winter 2020

19

OWNER TO OCEAN-BASED RETIREE The move from Ohio-based owner to Florida-based beach bum

By Makayla Kalagias to uph o ld a moral stand a rd a nd show t he world that Kirst en deserved to ha ve that for her co mp a ny.

Kirs te n also focused a l o t of at t ent ion on contin uin g her educat ion o n ce gaining ownership o f th e b usiness. She ch ose t o go t o free tr ain ings in t he area, su ch a s business coachi ng, CPA workshops, etc. She was “never too arrogant t o t hink [ sh e] couldn’t get h elp.”

A n oth er big piece of this jour ney was joining a group called Nat ional A s soc iat ion of Women Bus iness Owners ( NAWBO). This allowed Kirs te n t o connect with l o c al women ent rep rene urs who were also g row in g t heir businesses an d e xperiencing similar hu rdles.

A fter the sale of CJM S olu tions in early 202 0, Kirs te n and husband Colm chose t o move to Orlan do, Florida, t o be clos er to t heir children, who attend college in the Sunshine St at e.

Wh en joking t hat t hey would now be spe nding all t heir mone y at D isney World, Kirst en d is clos ed t hat Floridians get a spe cia l rat e int o the park, which i s of c ourse an adde d bonus t o the m ove. The f amily as a whole

is very happy with t heir relo catio n.

T he transitio n out of t he business ended up b eing easier than expect ed .

T he buyer was qu alif ied for the business, and t he O’Driscolls had been throug h the purchasing and transitio ning perio d with the previo us o wners. Kirsten said she, “wo uld co nsider a business ag ain…just not in central Ohio!”

It is w or t h it t o go t o t he meet ings and have t he connect ions and sup p or t . B e sure t o use your resources, esp ecially at t he b eginning.

K ir st en also st at ed t hat , “ t here are a lot of or ga-

When asked about advice she would g ive to wo men lo oking into business o wnership, Kirsten heavily emphasized the fact that there is suppo rt everywhere. “You don’t have to be an island and do this o n your o wn.” Lo ok into entrepreneurial g roups, as they tend to have lo cal branches.

Kirsten joined the National Association of Women Business Owners (NAWBO).

This allowed Kirsten to connect with local women entrepreneurs who were also growing their businesses and experiencing similar hurdles.

nizat ions out the re who w ant w omen b us ine s s ow ner s t o su c c e e d .”

It is just a m a tte r of reaching out a nd ge tting involved .

20

The Firm Deal Review

Real Estate Guru to Health Services Buyer Adding a new career path while focusing on further growth opportunities

I

t’s a beautiful thin g wh en a career and pas sion come toge ther. N o one know s this b e tte r than T ina Siebrand t.

T in a’s pas s ion is in he alth care, wh ich w as ins pired by h er parents. E ven in hig h s chool, T ina spent her ti me at the local a ssis ted l i ving facility comm u ni ty caring for seniors.

As ti me w ent on, T ina co mpl eted a degree in psy chi atry, but found her s el f drifting back t o her l ov e of as s is ting a n under s erved and growing po p u l ati ons s uch as t he eld e r l y. T ina w as s ick e ne d when s he saw the need for de ntal and mental health se r v i c es in s enior and assis ted l i ving facilities a nd knew she needed to take acti on.

She enrolled in cours es to o b ta i n a certification in the administration a nd m a nagement of as s is t ed liv i n g f a cilities. O nce she

c omp le te d he r c ertifica tion, T ina de cid e d she wante d to b uy a b usiness!

T ina gravitated toward prac tice s that sup p orted ma rgina lized c ommunities.

Howe ver, she d id n’t find the right op p ortunity until she c onne cted with the Firm Advisors. Align Care is a lo cal Omaha Hea lth Pract ice in a host of d iffere nt discip lines tha t ha d over 25 a ctive clie nts at the onset of he r owne rship . By May 2021, Align Care will h ave more than 200 me nt al hea lth p a tie nts.

Through he r buying proc ess, T ina discovered t h e joys and hurdle s man y b uyers are a ll too familia r with. D ue t o her c ha llenges wit h sec uring fina ncing, T ina ad vised “Always have a backu p [b a nk]…or three,” a nd stresse d t hat networking a nd making connec tio ns wit h d iffere nt b a nkers, Location | Omaha, NE la wye rs, and CPAs is c ritica l. By o verCash Flow | $80,462 coming the se hurdle s, T ina not only lea r ned a gre at deal Number of Employees | 7 ab out the p rocess of a ssemb ling h er Client Base | Long-term care own business “dream facilities te am” but fully realized he r de dicat ion to her p ursuit o f Website | align.pro he lping othe rs.

Deal Points

by Nina Hjermstad

nat ure of her business and fought harder than ever to provide seniors with access to dental and mental health care services.

Growing m ental health needs in these elder populations that have been forced t o isolate from family during these trying t imes. Alig n Care has been adding more providers t o aid in their m is“Yo u can ’t be everyt hing, sion t o meet the growing no mat t er h o w badly yo u deman d and supply therawan t t o be as an ent repist s and medication manpreneu r.” Sh e said t h at agemen t t o t hose in need. by g ain in g adviso ry assisAlign Care also serves its t an ce t hrough t h e h elp of communit y by providing a CPA, she was able t o mobile den t al units that sit do wn and discu ss her o ffer dent ist ry procedures goals and plan act io nable in cludin g restorative and st eps t o wards achieving den t u re services and her dream. x-rays virt u ally anywhere including Aft er libraries clo sin g “You can’t be everything, no and conon Aug. ference matter how badly you want 14t h, rooms.

T ina

to be as an entrepreneur.”

do ve Align right - Tina Siebrandt Care’s int o a core han ds-o n mission is t o add a pert rain in g and t ran sit ion sonal an d familiar touch period wit h t h e prior t o t h e services offered by owner. At t h is t ime, t h e ensu rin g t h at her team COVID-19 pan demic was members are placed as a in fu ll swin g , bu t T in a ju st regular part of the healthre-doubled her effo rt s. care t eams at each senior W it h t he care facilit ies’ facilit y. T ina rem embers limit ed access t o o ut side h er ro ot s, but her eyes are services, Alig n Care’s in set for t h e h o rizon and her home clinics were needed plan s fo r expansion. now more t han ever. T ina underst o od t he essent ial

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Business Birthdays!

What Tina Siebrandt learned on her journey of buying her dream business:

1 2 3 4 5 6

Have a back-up plan. Hurdles in financing are too common to put all of your eggs in one basket. Connect with your network and identify multiple options for business bankers.

At The Firm Advisors, we have the pleasure of seeing each business we transact grown and thrive, for many years to come!

Congratulations to the business owners celebrating their Business Birthdays in November and December of 2020.

TEN YEARS Nov. 1: Janke Gallery SIX YEARS Dec 31: United Enterprises (now a part of Firespring)

Identify an opportunity for a “need,” then fill that need. This can give you the angle to market yourself and your business intelligently, even in uncertain times.

Dec 30: Wellness Pointe Chiropractic

Specify a mission. Tina was able to narrow her goal to provide underserved senior populations in ancillary services that are commonly forgotten. From there, she was able to identify what communities qualify as most deserving.

Dec 17: Choice Floor Specialists (now known as Creative Concepts)

Do your homework. Is there a license or certification that can make you more marketable in a competitive industry? Make your service stand out in the crowd of buyers.

Delegate. New entrepreneurs often find themselves wanting to assume all the “important roles.” By assembling a multi-faceted, reliable team, you become more than just one person.

Follow your passion. Resilience and patience are key to making transactions go smoothly, and there will undeniably be some hurdles. If your mindset is on following your heart, you will be more likely to fight to make smart, actionable progress.

Nov 14: Foodies FIVE YEARS Dec 31: Sorties Tavern

Dec 18: Walnut Grove Dental FOUR YEARS Dec 31: Legacy Dental Nov 3: J&R HVAC TWO YEARS Dec 21: Strauss Surgical Equipment Dec 6: Pechous Upholstery Dec 3: Home Health Medical Equipment Nov 15: Turner Safety & Risk Nov 19: Central Confinement Service Nov 28: Imperial Auto Body ONE YEAR Nov 29: Precision Air & Liquid Solutions Dec 2: Bare Body Shop Dec 31: Central Nebraska Inflatables Dec 10: Cancard, Inc. Dec 15: Poplar Grove Veterinary Services

22

The Firm Deal Review

SILVER LININGS FROM COVID-19 Succeeding in a “Corona Economy”

by Jared Olson

T

h is year has been difficu lt for m an y s ma ll business ow n ers. Betw een man dato ry s hut downs, more peo ple wo rkin g fro m h ome , an d g e neral f ear of th e u n kn ow n , m an y sma ll b u s i n esses have st ru gg led an d failed. According a s t u d y f rom to the Un iversity o f Califo r n ia, Sa nt a Cr u z , t he numb er of active bu sin ess ow n ers in t he Un i t ed S tates p lumm eted by 2 2% (3 .3 m illion owner s ) b etween Feb ruary an d April 20 20 . Th is wa s th e l argest d rop on reco rd, w ith m in ority-owne d an d w o men-owned bu sin esses bein g h it th e ha rdes t .

ove r he a d dur ing t he c r uc ia l fir s t mont hs of a djus t ing t o t he ir ne w bus ine s s . All t he while , buye r s we re a ls o building e quit y mont h a ft e r mont h, a ll for fre e . Fir s t -t ime buye r s , and ot her s who would not ot he r wis e be a ble t o a ff ord it , w ere give n a r a re oppor t unit y t o own t he ir o w n business a nd t a k e c ont rol of t he ir fut ure s .

A s w e reach the cl o s e of 2020, h o w e v e r, let’s ref l e c t on some p o s i t i v e changes ( y e s , p ositive ch a n g e s) that h a v e a r isen f rom th e a s h es of CO V I D-19.

Se lle r s ha ve a ls o be ne fit t e d from t his progr am.

For va r ious re a s ons , ma ny bus ine s s ow ner s w ere le ft wit h only t wo c hoic e s : s e ll or c lose t heir door s fore ve r. Through t he Se c t ion 11 12 progr a m, ma ny s e lle r s s a w a ma s s ive influx in new buye r s who would not be int e re s t e d (or able) t o offe r on t he ir own. U nde r Se c t ion 111 2, lender s a ls o re c e ive d fe e s for e ve r y loa n t he y or iginat ed.

W it hout a doubt , t his one provis ion ha s been a win a c ros s t he boa rd. N e w buye r s a re empow ered t o buy a ne w bus ine s s , be le a gue re d seller s w ere give n a n a lt e r na t ive t o s hut t ing down, and banks we re a c t ua lly inc e nt ivize d t o is s ue more Under Section 1112, the loa ns . As a federal government will re s ult , ma ny s ma ll bus ine s s automatically pay all e s ha ve be e n principal and interest a ble t o s t a y payments for six months. ope n a nd c ont inue t o s e r ve t he ir loc a l c ommunit ie s , t he re a l winne r s in a ll of t his .

F i r s t , t he CA RES A ct ( “ Coronaviru s Ai d, Relief an d E c onomic S ecu r i ty A ct”) . P ass ed in M arch , th e CARES Ac t w a s a n exp ansive packag e of g over n m en tal me a s u re s m eant to ease th e impact o f CO VID-19 on th e e c o nomy. E veryo n e h as h eard abou t th e direct p a yments, the Paych eck Protectio n Progr a m L o an s (“P P P Loans”), an d u n em plo ym en t ass is tan c e because they h ave been discu ssed a t le ngt h i n t h e m ainstream m edia as w ell as in social me d i a. However, f ar f ew er people h ave paid at t e nt ion to Section 1112 of th e Act. Un der th is provis ion, th e f e deral gover nmen t su bsidizes th e first s ix m o n t h s of p rincip al an d in terest paymen ts for a ny S B A l o ans issued on o r before Sept. 25 . This is n o t a l oan d ef erment o r fo rg iven ess th at require s an a p p lication. Under Section 1 11 2, th e fede r a l g o v er n ment will auto matically pay all prin cipa l a nd i n t eres t p ayments fo r six m o n th s.

T h i s w as great f or bu yers becau se it lo were d t he ir

Bus ine s s owne r s ha ve now s hift e d t he i r f ocus t o s t re a mlining t he ir e ffic ie nc y. Bus ine s s es ow ner s wit h la r ge or e x pe ns ive c omme rc ia l s paces had t o re -e va lua t e how muc h s pa c e t he y re a ll y needed a nd t o downs ize whe re ve r pos s ible . Businesse s wit h la r ge s t a ffs ha d t o c ons ide r ho w many e mploye e s a c t ua lly ne e de d t o be on-s i t e, and

Winter 2020

23

t he C ARES Ac t wa s a ble t o s ignific a nt ly boost h o w m any could work from h o me. CO VID-19 a ls o une mployme nt pa yme nt s . This s ubs idy w as t ref o rced owners to re -evalu ate th e o rg an ization of th ei r o ff ice-sp ace. T h e “o pen -plan o ffice” conc e pt me ndous in he lping fa milie s we a t he r t hat st or m, but it a ls o ha d une x pe c t e d c ons e que nces. Many th at w a s p op ular pre-COVID-19 , especially a mong o w n er s who had larg ely m illen n ial staff an d wa nt e d pe ople (a nyone e a r ning le s s t ha n $18.00 per hour ) we re ma k ing more mone y on une mployment t han to s t ay ahead of tre n ds, h as largely fallen out of t he y did a t t he ir jo bs. Even f a v o r. Whether you love open a ft e r bus ine s s e s re- opened, o ff i c e s or hate them , som e b u s i n e s ses are simply n ot s ome wor k e r s we re ret icent The number of active t o t a k e a “pa y c ut” t o go s u i t e d f or the 100% co n stan t ba c k t o wor k . N onet heless, c o l l ab oration that t h e desig n business owners in the ma ny wor k e r s did come back, d em an ds. By neces sity, bu siUnited States plummeted by n es s o w ners are relyin g less a llowing bus ine s s ow ner s t o 22% (3.3 million owners) o n i d e a s and conce pts th at s t a r t t he proc e s s of recove r y. Owne r s c ould f ocus on a re j u s t trend y or n ew. In between February and April. growt h, pha s ing out w or ker s s t e a d , COV I D-19 has fo rced o w n er s to take a p ractical, who we re not c ommit t ed and us ing t he ir re s ources t o prou t i l i t a r ian ap p roach to bu simot e a nd inc e nt ivize d t he c ommit t e d w or ker s. n es s . I n ord er to survive an d su cceed in th e “c oro n a e c onomy, ” own ers h ave h ad to simplif y t he ir Wor k ing t hrough C OVID -19 ha s be e n diff icult , but w o r k p l a ces, f ocusing mo re o n in depen den t a nd n o n - d i s rup tive workspaces, an d really. In this ma r- it forc e d owne r s t o re -e va lua t e how t hey oper at e.

Pos t -C OVID -19, t he mode ls for s ma ll businesses k e t , a c oncep t either w orks o r it gets left be hind. ha ve funda me nt a lly c ha nge d. N ow is t he t ime f or s imple pr a c t ic e s a nd s t re a mline d e ffic iency. I apF i n al l y, COVI D-19 a lso allow ed ow n ers to dis c ovpla ud t hos e owne r s who ha ve pione e re d t his t r ail, e r w h i ch of their emplo yees tru ly believed in t he ir a nd I fir mly be lie ve more bus ine s s e s could prof it v i s i o n a nd which were ju st th ere fo r a payche c k . from t he ir e x a mple .

W h e n so many b us in esses w ere forced to shut d o w n a nd d ownsize or fu rlou gh th eir wo rkforc e s ,

CHANGE IN ACTIVE BUSINESS OWNERS BY DEMOGRAPHIC 20-Feb

20-Apr

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20-Jun

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