B2B December 2021 / January 2022

DECEMBER 2021 · JANUARY 2022 | U.S. $3.25

ARTS LEADERS UNDERSTAND THE POWER OF COMMUNITY WOMEN IN BUSINESS COMMUNITY REVIVAL OMAHA LAND BANK

GOOD NEWS

TERRI SANDERS AND THE OMAHA STAR

Inspiring Possibilities

Discover what inspires you at allmakes.com and allsteeloffice.com Featured: Recharge™ Lounge & Table

OMAHAMAGAZINE.COM DECEMBER · JANUARY | 01

TABLE OF CONTENTS COVER

30

UNDERSTANDING THE COMMUNITY

ARTS LEADERS BRING OMAHA TOGETHER FEATURES

34

COMMUNITY REVIVAL

OMAHA LAND BANK REORGANIZES TO SERVE BETTER

38

INSURING WOMEN ARE HEARD

JENNIFER BRASE

42

GOOD NEWS

TERRI SANDERS HEADS BLACK-LED NEWSPAPER

DEPARTMENTS

04 AFTER HOURS

08 HOW I ROLL

12 ON THE RISE

06 BIZ + GIVING

10 IN THE OFFICE

14 omAHA!

MELANIE PHELAN

BERE’S CHILD CARE

COLUMNS

03 FROM THE EDITOR WOMEN IN BUSINESS

29 OMAHA CVB

WEEKEND GETAWAYS

29 OMAHA CHAMBER WOMEN IN LEADERSHIP

CINDY RIED’S JAGUAR

VISIT OMAHA

SPECIAL SECTIONS

ITZEL LOPEZ

47 BEST OF B2B OFFICIAL BALLOT

CHILD CARE SHORTAGES

MIDLAND SCIENTIFIC

DECEMBER 2021 · JANUARY 2022 |

18 WOMEN IN BUSINESS SPONSORED CONTENT

16 ROUNDTABLE

ARTS LEADERS UNDERSTAND THE POWER OF COMMUNITY WOMEN IN BUSINESS COMMUNITY REVIVAL OMAHA LAND BANK

GOOD NEWS

TERRI SANDERS AND THE OMAHA STAR

U.S. $3.25

ABOUT THE COVER

Margaux Towne is one of several women business owners and leaders in Omaha creating a stronger community through the arts. Story page 30.

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VOLUME 21 · ISSUE 6

We believe a company’s greatest asset is its employees.

This family run business has been helping organizations with their employee benefit programs for over 40 years.

Join our family and protect your greatest asset.

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OMAHAMAGAZINE.COM DECEMBER · JANUARY | 03

FROM THE EDITOR

WOMEN IN BUSINESS LEAD, CREATE, INTEGRATE M

y husband worked with Digital Moxie Studios on a project last year and could not say enough good things about Margaux Towne.

Member FD Mem DIC

Through it all.

Business big and small.

Meeting the moment and realizing your dream is easier with a business banking partner you can trust.

“She’s very organized and thorough, making working on her sets a pleasure,” Jeremy Wade said.

Beyond that, Wade thought she was creative and flexible. Those were qualities, that, in looking at other arts-related ventures in Omaha, were needed by every leader at those organizations, and several of those leaders were women.

That’s why our main feature this round is about three arts-related organizations and how the women steering the ships lead in passionate, creative ways.

I remember the first time I picked up the Omaha Star, nearly 20 years ago, and read all the good news about North Omaha. It was a refreshing pace from the normal newspaper mantra of “if it bleeds, it leads,” and I still enjoy reading this metro staple. This article was one I personally wanted in B2B—all the females who have headed the Omaha Star have been strong journalists and great businesswomen, and Terri Sanders and her team are doing a great job of reporting and telling stories in the 2020s.

Another feature highlights the Omaha Land Bank, which is entirely female-run, and the last feature is about the first female partner at Northwestern Mutual. We have stories of women driving sports cars, running STEM-based companies, achieving their dreams, and more.

Gala Painting | Omaha, NE

/business

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

B2B

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

24 HOUR EXPERIENCED PLUMBING SERVICES 20 years of experience serving the Omaha area 402.614.1777 | PLUMBRITEOMAHA.COM 4403 N. 20TH STREET, OMAHA, NE 68111

THE SELF-CONFESSED “APPLE-POLISHER” AND “RULE-FOLLOWER” STILL NEEDS TO LET GO OF INSIGNIFICANT DETAILS.

OMAHAMAGAZINE.COM DECEMBER · JANUARY | 05

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AFTER HOURS | STORY BY LISA LUKECART | PHOTO BY BILL SITZMANN

YET AGAIN…TAPPING INTO ONE MORE IDEA MELANIE PHELAN LEAPS FOR BEER

I

don’t know what I am doing yet,” Melanie Phelan admitted.

“What’s that last word?” Tom Phelan asked.

Yet. As COVID struck small businesses, Phelan thought about her father’s advice to hold on to that last word, “yet,” because someday she would figure it out. The young entrepreneur’s heart sank as all of her event planning contracts—from weddings to businesses—canceled. Fear and uncertainty for The Experience Co. became a tangible reality once her best-laid plans dissipated.

Phelan found the answer through some friends she knew from her church. As her event business was downturning, Mike Peter consulted with her on opening an event planning business. She wisely told him it wasn’t a good option.

Instead, she and Peter took one giant leap for beer.

“I had no idea I liked calculated risks, hard things, and adventure, but it turns out it’s my cup of tea,” said Phelan, who graduated with a degree in events management from Iowa State University.

“I HAD NO IDEA I LIKED CALCULATED RISKS, HARD THINGS, AND ADVENTURE, BUT IT TURNS OUT IT’S MY CUP OF TEA.” -MELANIE PHELAN

Phelan and Peter joined forces with Ben Katt to open a “brewery incubator.”

In other words, the trio would be the monetary backbone but would hand the keys and creative control to other brewers. Site-1 provides a shared workspace and the tap house allows others to show off their innovative recipes and craftsmanship. A set of 18 rotating brews, from sours to lagers to IPAs, hopped up the hype. Phelan brought creative twists to the table, designing the concept around Site-1 Brewing with input from her fellow partners. The overall appearance would be based on the 1960s space race, with a rocket ship as the logo.

The venture wasn’t without hiccups, especially during a pandemic. Equipment arrived late, delaying the opening. Meanwhile, the owners cooked up other concepts. Sunnyside on Center, a breakfast spot, opened Feb 2. Omaha Dog Bar, a drinking spot for dogs and their best friends, opened its doors to thirsty tail-wagging and twolegged customers a few days later. These now fall under the umbrella holding company Evergreen Enterprises, with plans for future businesses in the works.

As the only woman on the team, Phelan remains independent and outspoken.

“She doesn’t have a dishonest bone in her body, and she is going to tell you what she thinks,” Peter said. “She follows through really well and doesn’t leave loose ends.”

As president of Evergreen Enterprises, Phelan learned to lead. The self-confessed “applepolisher” and “rule-follower” still needs to let go

of insignificant details. She further followed her father’s footsteps by being an empathetic boss. Tom, who was the owner of Phelan’s Interiors in Cedar Rapids, Iowa, made people feel important by taking the time to know his employees.

“If someone likes their job and feels supported, it’s worth it,” Phelan believes.

Matty Sheehan, the head chef at Site-1 Brewing, couldn’t agree more. After the death of a close friend, Phelan kicked him out of the kitchen and gave him a gift card to the dog bar so he could be with his family (including his beloved pet). He saw it as “one of the nicest gestures from a boss” and noticed no one seems “clocked out” compared to other places he has worked.

Phelan, 30, attempts to do the same by taking the time to shut off from work. But her SUV’s trunk is stuffed with plans for her next project, a neighborhood bar. Plus, Evergreen Enterprises plans on opening another Site-1 Brewing and Sunnyside in Elkhorn.

Her father died from a heart attack in 2018, but she has kept his reminders. On her right arm, a tattoo in his handwriting reads, “Love ya, love ya!”

Her left arm is etched with one word.

Yet. Visit site1brewing.com and sunnysideomaha.com for more information.

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VOLUME 21 · ISSUE 6

BIZ + GIVING | STORY BY KARA SCHWEISS | PHOTO BY BILL SITZMANN

OPEN ARMS

BERE’S PROVIDES CARE AND CONNECTIONS

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hile new entrepreneurs can struggle with forms and paperwork, Martha Berenice Mora had a distinct advantage when she started her child care business in the late 1990s: bachelor’s and master’s degrees in accounting from Universidad de Guadalajara and professional accounting experience in her native Mexico. That background put Mora in a good position to start a business in Omaha only a year after she arrived.

The day care is a dream come true for Mora, who always wanted to be an entrepreneur and loves children. It was also a way for Mora to serve her community. She came to the United States to be with her husband, and the savvy businesswoman saw a great need for more child care centers in the Latino community.

Bere’s Child Care is still going strong today.

“Bere is a short name for Berenice,” Mora said, explaining that she often goes by her middle name.

“People call me Martha, and people call me Bere.”

The company operates two centers, one at 42nd and F streets, and the other in the heart of South Omaha at 22nd and U streets, that care for children 6 weeks to 13 years old. Teachers lead children through activities and crafts that include educational skills such as learning letters and numbers, but the emphasis is on a caring, welcoming environment, Mora said.

“We let them be more a little kid,” the mother of four explained. “We really love children and we want them to feel like they are at home.”

THE CENTERS ARE ABLE TO PROVIDE CHILD CARE TO FAMILIES WHOSE WAGE-EARNERS WORK SECOND AND OVERNIGHT SHIFTS FOR EMPLOYERS SUCH AS HOSPITALS, RESTAURANTS, AND MANUFACTURING FACILITIES. Meals are homestyle, and the two centers provide transportation during the school year to and from 17 area schools. Bere’s Child Care serves Spanishspeaking and English-speaking clients.

Another distinction? “We are open 24 hours a day,” Mora said. The centers are able to provide child care to families whose wage-earners work second and overnight shifts for employers such as hospitals, restaurants, and manufacturing facilities. “We’re here for them.”

Araceli Sanchez started as a teacher with Bere’s Child Care seven years ago and is now a director.

She praised Mora’s support of staff and her efforts to provide career advancement opportunities for women.

“She’s a nice person to work for,” Sanchez said. “She’s always about, ‘If you need anything, let us know.’

She’ll give us guidance, and she is there or calls every day to see how we are doing.”

Staff at child care centers entrusted with the care of children get to know the families of their small charges personally, Mora said, and the parents develop a high level of trust. She and staff can sometimes sense when a family is struggling, or parents share that they need assistance, she said.

Mora and her team will help facilitate access to community resources.

“When somebody comes to our day care, and they say it costs too much or they need help with housing or other situations, we try to connect them with people who can help,” she said.

Mora has volunteered with Catholic Charities in the past, and she’s long been involved with activities through her church, Our Lady of Guadalupe, but she said she’s developed community connections simply by being in South Omaha for several decades. Because she was “welcomed with open arms,” Mora said she helps her clients connect to resources not only because she cares, but also because she wants to extend that feeling of being welcomed to others.

“WHEN I OPENED MY BUSINESS, PEOPLE HELPED ME A LOT. I’M GRATEFUL TO BE HERE AND I REALLY LOVE OMAHA. I’M AN OMAHA GIRL.” -MARTHA BERENICE MORA “When I opened my business, people helped me a lot. I’m grateful to be here and I really love Omaha.

I’m an Omaha girl,” she said. “Since I came to this country I have been blessed. This is a country of opportunities if you work hard and do the right thing.”

Visit facebook.com/bereschildcarellc for more information.

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VOLUME 21 · ISSUE 6

HOW I ROLL | STORY BY GREG JERRETT | PHOTOS BY BILL SITZMANN

BRITISH INVASION

2EVOLVE TECHNOLOGIES CEO FAVORS ENGLISH AUTOS

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t’s not every day one encounters the classic British sports car—the sleek, luxurious Jaguar.

Cindy Ried, CEO of 2Evolve Technologies, has been driving Jaguars since the 1990s. Altogether she has owned seven of the conspicuous vehicles. Ried said she prefers Jaguars because no other vehicle compares to their style, comfort, and performance.

“Right before I started 2Evolve, I bought my first Jaguar. It was black. I just loved the shape and style, the headlights, and the big, oval grill,” Ried said. This season, she added, “I decided to go red with black.”

Phil Hatten​, sales manager at Onyx Automotive, is Ried’s dealer. He said the British car that is commonplace in England is still a unique ride in the United States.

“People buy Jaguars because they want to feel special,” Hatten said. “As well as have something that not everybody does.”

Having a unique brand in the tech industry certainly doesn’t hurt a reputation, according to Ried.

“I’m in the IT business, so everybody in the industry kind of knows me as ‘the Jaguar girl’...I never think about changing it up,” she said. “I just get a new Jaguar every three years.”

THE JAGUAR F-TYPE R’S 5.0-LITER, SUPERCHARGED V-8 ENGINE PRODUCES 575 HORSEPOWER AND 516 FT-LB OF TORQUE. Ried’s current model is a 2021 F-Type R coupe. It has been described by experts, amateur observers, and dealers alike as “sleek and powerful,” “a head-turner,” and “one sweet ride.” Coming in somewhere between $100,000 and $150,000, the Jaguar F-Type R’s 5.0-liter, supercharged V-8 engine produces 575 horsepower and 516 ft-lb of torque. This is an improvement of 25 hp and 14 ft-lb over previous models. It does 0-60 mph in 3.5 seconds and has a top speed of 186 mph.

Ried said she’s had her little British torpedo up to roughly 120 mph in brief sessions of “over-acceleration.”

Ried came close to paying a steep price for her lead foot that day.

“So he put me in the back of his car and said, ‘I could take your license right here and put you in jail in Rockport for a whole year,’” Ried said. “I had to go to court there, I had to hire a local attorney.

It was nuts.”

“PEOPLE WHO KNOW ME ALL [ASK] IF I’VE GOT MY LEAD FOOT ON. AND I’M LIKE, ‘I DON’T THINK SO.’”

-CINDY RIED

She said the story has become a favorite joke around the office. “People who know me all [ask] if I’ve got my lead foot on. And I’m like, ‘I don’t think so.’ They go ‘good ‘cause you don’t look good in orange.’” Fortunately, she does look good in red.

Visit 2evolvetech.com for more information.

“You don’t want cobwebs in your engine, got to open her up once in a while,” Ried said. “It’s too easy to be driving on the interstate and just look down and you’re going 120. In some states, your license is taken away at 20 miles an hour over.”

Ried’s best “almost got in trouble for breaking the law” story happened that way.

“I was coming back from Kansas City, and I got busted going 120 in Rockport, Missouri,” Ried said.

“When the cop pulled me over, I’m like, ‘hello,’ and he’s like, ‘Do you know how fast you’re going?’”

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“THEY HAD THEIR MEETING AND THEN INVITED ME TO SHARE NEWS AND UPDATES ABOUT JOSLYN.” -AMY RUMMEL

VOLUME 21 · ISSUE 6

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IN THE OFFICE | STORY BY JEFF LACEY | PHOTO BY BILL SITZMANN

CREATING 144 SQUARE MILES OF OFFICE SPACE

VISIT OMAHA GOES REMOTE

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orking from home has become the new normal for many, and the change has not been gradual. Many companies transitioned from having no remote staff, to having 100% of their staff working remotely, some in a matter of weeks or days. While this stunning shift in labor dynamics is new territory for the global economy, some companies have embraced it as an opportunity.

Visit Omaha is one such company. Their mission is to promote and develop the Omaha metro area as a dynamic destination in order to stimulate economic growth. In August 2020, they announced their Rent for Recovery initiative: the plan was to give up their current office space for the next 12-24 months in order to “book meeting rooms at different hotels, attractions, and restaurants to host the organization’s staff meetings in an effort to support the recovery process.” This meant they would mostly be working remotely. When they did have in-person meetings, they would hold them at stakeholder’s locations. Currently, the 18-person staff only meets in person once a week, at a different client venue each time.

In other words, they’ve made the entire city of Omaha their office.

Deb Ward, the executive director, said the change was well met by stakeholders. “When we sent out the request to all the venues and hotels to reserve spaces, a lot of them wanted to give them to us for free,” Ward said. “We had to explain that we are doing this to help you. Give us the cost of the venue, and we’ll gladly support you.”

One of the most meaningful benefits has been the chance to see the world from their stakeholders’ perspectives. Ward explaied, “It’s really helped, after a pandemic year, being able to rebuild personal relationships. We had a meeting at The Grove Juicery on 10th and Farnam, for example. Not only did we reconnect with that business, we learned that the pilots and flight attendants go there to get their drinks between flights. Unless you have a personal conversation, you don’t get to know those kinds of details.”

Amy Rummel, the director of marketing and public relations for Joslyn Art Museum, said her first thought when the initiative was announced was, “What an ingenious plan.” Rummel said, “We were grateful for that opportunity. They had their meeting and then invited me to share news and updates about Joslyn. The pandemic and all of the associated challenges that it has brought created a lot of pauses in our plans, and interruptions in our usual interactions, and that one meeting did so much to bridge those gaps.”

“IF YOU ARE DONE WITH YOUR MEETING AT 9 [A.M.], AND YOU’RE WORKING FROM HOME, IT IS NICE TO HAVE THAT KIND OF MENTAL BREAK.” -DEB WARD Ward explained that most of the growing pains happened on a personal level. She said, “The first thought was ‘oh good, we get to work from home’...and then it became, ‘oh my God, I can’t get away from home. I’m always there.’” While there was an adjustment period, Ward said that working from home offers lots of wellness benefits.

“If you are done with your meeting at 9 [a.m.], and you’re working from home, it is nice to have that kind of mental break. Putting in that load of laundry after your meeting doesn’t take away from your productivity.”

Visit Omaha’s permanent office model isn’t decided.

Ward said they’ve learned that you do need an office space for collaboration and camaraderie.

Forbes reported that, as of January 2021, 83% of businesses surveyed said the change from traditional office work to remote work had been successful.

Visit Omaha has found success in having the entire city as their office.

Go to visitomaha.com for more information.

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VOLUME 21 · ISSUE 6

ON THE RISE | STORY BY BRODY HILGENKAMP | PHOTO BY BILL SITZMANN

PAVING A PATH OUT OF POVERTY

ITZEL LOPEZ PROVIDES WAYS FOR OTHERS

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he smell of the meatpacking plants was the first thing she noticed, and she thought Omaha would be miserable.

Yet, Itzel Lopez’s story defies its humble beginnings.

Lopez is the vice president of advancement and community relations at AIM Institute, a nonprofit devoted to educating, recruiting, and developing diverse tech talent in the Omaha area.

It’s a role in which she provides opportunities to people looking for stable employment or career advancement, and many of those people are from vulnerable populations.

Whether it’s fundraising, program coordination, volunteer activities, or recruitment, the work she does provides access to a field that’s highly skilled, pays high wages, and is in high demand.

DURING HER SENIOR YEAR SHE REALIZED HER LIFELONG DREAM OF ATTENDING COLLEGE MIGHT BE OUT OF REACH BECAUSE SHE WAS UNDOCUMENTED. “It’s full circle to me,” she said. “I know that the work we’re doing can literally break the cycle of poverty in someone’s life.”

Lopez’s story began in Mexico in the state of Hidalgo, north of Mexico City. Her father brought the family to Omaha when she was 12, whisking them away from the Mexican cartels. She felt at home in South Omaha despite the culture shock— and the meatpacking odors—because its flavors and colors reminded her of her childhood.

Her parents worked two jobs each to make a living, and Lopez graduated from Omaha South High School in 2004. During her senior year, she realized her lifelong dream of attending college might be out of reach because she was undocumented. She got married out of high school, had a daughter, and college dreams evaporated.

“I got into this American thinking of, ‘I’m going to go into higher education,’ and as I was trying to Americanize myself, I realized I couldn’t,” she said.

That was, until Gina Ponce from Bellevue University insisted she attend and made arrangements for Lopez to receive a South Omaha Community Outreach Scholarship. The private college welcomed her with open arms. She graduated with a degree in business administration, and during her time there, she started interning with Cinco de Mayo Omaha.

Marcos Mora, the group’s executive director, said Lopez had positive energy and a willingness to familiarize herself with all aspects of the annual celebration. She worked at Mora’s right hand for more than a decade, going to meetings with elected officials, business leaders, and consulate representatives. During that time, Cinco de Mayo grew into one of Omaha’s largest events, attracting more than 125,000 attendees annually, according to the Greater Omaha Chamber.

Mora said Lopez’s experience there and eagerness to network launched her future success and prepared her for leadership roles.

“You can’t stay in the box,” he said. “If you stay in the box, you limit yourself, and Itzel wasn’t afraid to go out of the box. She wasn’t afraid to network, she wasn’t afraid to talk to people.”

Lopez takes pride in her role in highlighting Mexican heritage to those who attend Cinco de Mayo from around the region.

“We get to bring all of that, and I get to relive that experience in Omaha,” Lopez said. “That, to me, is priceless. I get to do that here in Omaha and expose people to things that they would not otherwise be exposed to if I didn’t do that.”

Lopez started at AIM in 2014 as an executive assistant and has climbed the ladder to her current role. In that time, she has continued to lay the groundwork for other young people of color to follow the same path.

“I get to live this story again,” she said. “When I go and recruit at South [High School] I say, ‘I did it. I’m telling you, I was in these shoes. I came to South, I want you guys to do it too.’”

Visit aiminstitute.org for more information.

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“WHEN I GO AND RECRUIT AT SOUTH [HIGH SCHOOL] I SAY, ‘I DID IT. I’M TELLING YOU, I WAS IN THESE SHOES. I CAME TO SOUTH, I WANT YOU GUYS TO DO IT TOO.’” -ITZEL LOPEZ

“THERE’S NO QUESTION THAT THE PRODUCTS THAT WE SELL TO OUR CUSTOMERS MAKE A HUGE DIFFERENCE IN THE DAILY LIFE OF AMERICANS.” -VIVIAN PAPPEL GRENI

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omAHA! | STORY BY CHRIS BOWLING | PHOTO PROVIDED

BRINGING 150 EMPLOYEES TO THE STEM FIELD VIVIAN PAPPEL GRENI LEADS MIDLAND SCIENTIFIC

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ivian Pappel Greni learned quickly that running a business isn’t glamorous. She grew up in Rapid City, South Dakota, lugging port-a-potties, emptying trash cans, and riding the floor wax buffer for her parents’ businesses. It wasn’t exactly “ladylike,” as Pappel Greni said, but it made her realize she wanted to own a business.

“For years, I’ve kept my eye out for something that would be interesting or that would be challenging or that would be something that, at the end of the day, you’d feel like you made a contribution,” Pappel Greni said.

In 2007, she got her wish when she and her investors bought Midland Scientific, Inc. It’s not a retail shop that caters to the general public. Pappel Greni sells chemicals, syringes, plastic jugs, and wastewater testing supplies to laboratories around the country in fields such as agriculture, research, and food.

“There’s no question that the products that we sell to our customers make a huge difference in the daily life of Americans,” said Pappel Greni, president of Midland Scientific, “from the fuel we put in our car to the food we eat on our table.”

Midland Scientific started in Omaha in 1975. John Gondring saw laboratories had a need for a reliable supplier. Soon his wife, Maggie, joined the business, bringing work experience from Monsanto, best known for inventing Roundup and pioneering genetically modified crops. Pappel Greni met the couple in 1998, a year after moving to Omaha. At the time, she was a vice president at HDR and had

a background in mechanical engineering. She liked the Gondrings and respected their ability to grow a business while keeping a family-run atmosphere.

In 2006, when the Gondrings decided to retire, Pappel Greni’s jumped on the opportunity.

rake in $10 billion in revenue per year. Midland Scientific has found success by setting its sights on the clients that aren’t top priority for their competitors, then offering them a high level of customer service.

Diane Lechner had been at Midland Scientific for about 18 months when Pappel Greni took over. At the time, the company had 15 employees and two locations in Omaha, as well as one in Davenport, Iowa. It now has more than 150 employees working with more than 300 manufacturers, offering more than 500,000 products nationwide with locations from Bozeman, Montana, to San Antonio, Texas.

Lechner, who started in accounts receivable, is now a vice president of the company.

“One of our taglines is, ‘We’re large enough to meet all of your needs, but small enough to meet all of your expectations,’” Lechner said. “That’s what we say to our customers and that’s really, I think, it’s who we are.”

“NOT EVERYONE WANTS CHANGE, BUT I CAN GET BORED EASILY. SO I THINK THAT THIS JOB HAS JUST CONTINUED TO PROVIDE FOR ME CHALLENGES AND [PAPPEL GRENI IS] REALLY OPEN TO CHANGES AND IMPROVING PROCESSES.” -DIANE LECHNER “Not everyone wants change,” Lechner said. “But I can get bored easily. So I think that this job has just continued to provide, for me, challenges and [Pappel Greni is] really open to changes and improving processes.”

It’s a unique challenge because Midland Scientific’s competitors are multinational juggernauts whose names no layperson would know, yet they can easily

That strategy so far is working well. Lechner said they’ve put new agents in cities such as Minneapolis and states like Ohio, and already found potential clients. That’s exactly what Pappel Greni wants to see. Growing up, she admired her parents for running businesses that serve the community. Now she’s doing the same—albeit on a larger scale.

“I think about [those similarities] all the time,” Pappel Greni said. “They were hardworking people, and they filled a huge need. They were very successful and very prideful of what they did, and they grew [their sanitation-based business] out of nothing. So I learned a lot of hard lessons from watching them.”

Visit midlandsci.com for more information.

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VOLUME 21 · ISSUE 6

ROUNDTABLE | SARA LOCKE | PHOTOS PROVIDED

WORKING PARENTS DURING A PANDEMIC

CHILD CARE SHORTAGE AFFECTS EMPLOYEES

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any people these days need a twoincome household to survive, and many employers are going to great lengths to lure and retain the talents of working parents. This month, industry leaders discussed the incentives they are offering to create a work/life balance for their employees, and their post-COVID-19 response to the child care shortage many parents and child care facilities are facing. B2B spoke with FNBO’s Human Resources Senior Associate Christine Lembo, Nebraska Medicine’s Employee Wellbeing and Safety Manager Heidi Husk, and The Hills Montessori Education Director Becki Jelinek.

B2B: Have you experienced staffing conflicts within your business that can be associated with the child care shortage?

CL: The Child Development Center is not immune to the broader child care shortage, so we are constantly evaluating salary and benefits packages and creative recruitment strategies so that they remain highly competitive.

HH: Yes, especially early in the pandemic when schools were engaged in all remote learning and many child care centers were forced to close. We were fortunate to keep our onsite child care facility open throughout the pandemic and we received support from the community to assist where possible.

BJ: Yes, we have most certainly experienced some unprecedented changes within the child care industry pertaining to hiring. Although finding the perfect fit has always been challenging, since COVID it has been an entirely different animal. As things began picking up and guidelines loosened, our student enrollment began to increase and get back

to normal, however we were then struggling with hiring. It was more difficult than ever to find staff.

I had many people submit resumes in response to our job postings, but less than 5% would respond to our call-backs for interview.

CL: At FNBO, we recognize that child care impacts every family differently. While we offer benefits to help employees navigate child care solutions, we provide as much flexibility as possible for them to arrange a solution that works best for their family.

B2B: How has the child care shortage affected a return to in-person business for your company?

HH: Our primary goal is to create a culture that encourages our colleagues to be parents first. We’ve given colleagues the option to choose the work situation that is best for them and their family, as much as possible. Internally, we created a child care resource sharing page. Colleagues can volunteer to help their peers with child care needs. We’ve also added Swishboom (a babysitting share app) to our Total Rewards offerings. We’ve looked at adding opportunities for staff members to work weekends instead of weekdays if that helps their child care needs. We’re in the planning phase of a new onsite child care center with additional capacity to care for the children of our staff. As we add new benefits and Total Rewards programs, we constantly look through the lens of the working parent as we recognize that there are unique challenges facing this population.

CL: Things like work location do affect child care decisions and we are seeing how that will play out at our Child Development Center (FNBO’s downtown onsite child care and education facility) as employees return to the worksite.

HH: Returning to the office during summer or with children engaged in remote learning posed substantial challenges for the working parents within our organization. We wanted to ensure that parents had ample time to coordinate care for their children, so advance notice of our timelines was vital to the success. Due to the rise in the Delta variant, we have delayed our return to the office. We know that child care needs are different from person to person, so we’re striving to do the best that we can to accommodate the differing needs of our staff.

BJ: At (the time of reopening) only about 1/2 of our teachers felt comfortable returning, and that turned out to be ok because there were strict guidelines in place, severely limiting student capacity.

B2B: What efforts has your business made to retain working parents in light of the current labor shortage in the child care industry?

BJ: I currently have more parents working for me than ever. Recruiting staff who have small children has been one successful strategy. Many moms feel it’s a huge benefit to work at the same place where their children can attend. We also offered Remote Learning for K-third grade last school year as a way to keep our staff employed, and [offered in-person learning to give] parents who needed to report to work with a safe place to send their children...We also offered all of our employees a $500 referral bonus, if they brought in a good staff. That worked, and we recruited two amazing staff people and that got us to the good place we are today.

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Christine Lembo

Heidi Husk

Becki Jelinek

18 | B2B MAGAZINE · 2021

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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 | 19

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B&K’S EXSEPTIONAL ONES ACADEMY KEANA SEPTMATTHEWS Keana SeptMatthews, along with her husband, Brian, are investing in our collective future, and they’re willing to bet their name on it. ExSeptional Ones Academy isn’t a daycare, but an immersive and inclusive early childhood learning center. The pair use Montessori methods, a highly trained and vetted staff of caring educators, and a lot of love and laughter to create a safe and fun learning environment for all children. The academy has children from ages 6 weeks to 13 years.

“We believe every child deserves an excellent education and a really joyful place to learn.” Keana explains. “We do our best to find a discount for our families so that this kind of education is available to absolutely everyone. We offer discounts for military, first responders, police, educators, anything we can.

Almost everyone we serve qualifies for at least one of our discounts.”

Keana has poured her heart, money, and more than 20 years of her life into becoming the educator she believes Omaha children deserve. A lifelong

learner herself, Keana has sought higher education for everything from elementary education to psychology and early childhood education. “I love to learn, and as an educator, it’s important to stay in a learning environment yourself so that you don’t forget how people learn.”

And in spite of their personal investment, Keana and Brian don’t cut themselves a salary at all.

“We’ve been in business about two years, and everything that’s left over at the end of the month goes right back into the business. We use it to bring on additional staff, enroll in additional education certifications, and invest in our facility and curriculum.”

Brian speaks reverently about his wife’s drive to provide for the families she serves, saying, “So many people get into this for the money. You see right away that their hearts aren’t in it. I’ve seen kids struggle and suffer because they’re in a place where people don’t care. But this has been a dream of Keana’s for years. She eats and sleeps this. When you care about something and you are passionate, when you fall in love, it becomes everything. That’s what these families, and this staff, mean to Keana.”

ExSeptional Ones is a fun space, but it employs a deceptively strict structure. Montessori methods are employed for children from birth to age 6, with education time, centers, and a no-punishment, no-isolation discipline standard.

“We don’t do time-out.” Keana insists. “It’s degrading to the child, and it’s distracting to the class. We redirect. We treat children with respect, because they deserve it. And they won’t learn respect unless we show them respect. We have seen really great strides in our children just by treating them with kindness and dignity.”

It’s exciting to know that the children who will one day be responsible for our laws, our community, and our care are in exceptional hands. With the help of ExSeptional Ones, the future looks bright!

12717 S. 28TH AVE. BELLEVUE, NE 68123 402.972.5674 @EXSEPTIONALONES ON FACEBOOK

20 | B2B MAGAZINE · 2021

CHANDA CHACÓN PUTTING PEOPLE FIRST IN PEDIATRIC HEALTH CARE Chanda Chacón, MPH, FACHE, President & CEO of Children’s Hospital & Medical Center, knows that childhood injuries and illness impact children and families forever. She carries personal experience. As a preteen, she was seriously injured in a car accident. Despite her parents’ diligent navigation of the health care system, her ongoing pain and injury would not allow her to sit or stand for more than 30 minutes. The accident and its consequences were difficult for her entire family.

Her experience navigating the health care system then fuels her special calling now: leading and serving Children’s mission to improve the lives of children.

“In pediatric health care, many families have stories like mine,” says Chacón. “I think of how different my experience in health care would have been had I had people trained to interact with me as a child. It would have changed so many memories.

We have an obligation to be innovative and create environments that allow every child to have access

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to pediatric specialists and pediatric-trained team members. That is a powerful and very high calling, and children and families deserve that kind of excellence from us.”

Chacón served as executive vice president and system chief operating officer at Arkansas Children’s in Little Rock before coming to Omaha. Prior to her time in Arkansas, Chacón spent 14 years at Texas Children’s Hospital, one of the nation’s top pediatric health care institutions. Progressive leadership roles culminated in her appointment as president of Texas Children’s Hospital West Campus, Houston’s first community hospital designed exclusively for children. Chacón celebrated her one-year anniversary of leadership at Children’s in Omaha this past September.

“The part I value most about being in pediatric health care is the people. I’m active on social media and people see me post #PeopleFirst often. The work we do cannot be done without people and investing in them. You have to have the best people,” she says. “It felt like so many great things were already happening here at Children’s, and now I have the great privilege of helping to write the next chapter with this incredible team of people.”

Children’s next chapter has included the opening of the state-of-the-art Hubbard Center for Children in late August 2021. The nine-floor, 400,000-square-foot expansion added more than 100 beds and houses numerous units, including Children’s Cardiac Care Unit, Pediatric Intensive Care Unit, Neonatal Intensive Care Unit, Fetal Care Center, Emergency Department and more. Chacón says the Hubbard Center is a visible sign of Children’s commitment to making the safest, highest-quality pediatric care available to more children in Omaha and throughout the region.

Chacón’s promise to families is this: “We will always be on the journey for excellence. We’re not going to stand still. We will always be pushing the envelope to make sure that we are doing the very best for children and their families and meeting all four components of our mission: high-quality clinical care, advocacy, research and education. Families deserve excellence and our very best every day.”

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

DECEMBER · JANUARY | 21

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CONTOUR CONSTRUCTION KIMBERLY REMMEREID Contour Construction is a commercial carpentry construction business that offers expertise in commercial finish and trim carpentry, select rough carpentry, architectural casework, doors, frames, hardware, accessories and specialties, and industrial concrete placing and finishing. Contour is proud to be a certified WOSB (Woman-Owned Small Business certified with the SBA) and a City of Omaha Certified Tier II Emerging Small Business.

Owned by Kimberly Remmereid and founded in 2015, Contour Construction began with two employees and has since grown to employ more than 40 highly skilled individuals. With her leadership, passion for excellence in construction, and positive energy, Remmereid leads her dedicated team to provide top notch services to their clients and employees.

“Contour is a niche business with a group of professional and detail-oriented craftsmen,” Remmereid said. “What we do is uniquely specialized, and we focus on the craftsmanship of it. Most of Contour’s work is custom and finely detailed, and the name of the business reflects that.

Our motto is ‘Outlining performance in construction’ and Contour means ‘to enhance.’”

What separates Contour is their quality, workmanship, and commitment to seeing the project through from start to end. Contour strives to sustain a very good rapport with customers, owners, general contractors, and architects involved in each project.

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; Countryside Church, an ABC Cornhusker Chapter Excellence in Construction Awards project in 2020; the Farnam Hotel and St. Wenceslaus Catholic Church, both ABC Cornhusker Chapter Excellence in Construction Award winners in 2021; Benthack Hall Renovations at Wayne State College, Butler County Health Care Center, Edwards Chevrolet, American Muslim Institute, and various projects for Elkhorn Public and Omaha Public Schools.

Many of Contour’s projects are showcased on the company’s website and active social media channels and each project is even more impressive in person.

Remmereid has been in the construction business for more than 25 years, and it is also her husband’s industry of choice. While there have

been many challenges, Remmereid has navigated the male-dominated industry by building solid relationships, not being afraid to stand out, and learning not to take things too personally. One of the biggest challenges, due to the skills gap in the construction industry, is hiring and retaining quality employees. Contour is turning to Metropolitan Community College, Iowa Western Community College, REACH, and various other sources to recruit talent.

She’s also learned to take advantages of community resources to increase the success of her business.

For example, being a certified WOSB helps to level the playing field with exclusive bidding rights and increased visibility through government marketplace. The business continues to grow even in a challenged economy,” Remmereid said. “We are diversified in our business plan and have kept very busy to keep our workforce gainfully employed. We look forward to what the future holds for our business and how we can help our community partners.”

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

22 | B2B MAGAZINE · 2021

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

“We are still behind 50%,” she said. “But there are getting to be more and more women in our field.

We not only have women in management here, but we also have women drivers. And we’d welcome even more of them.”

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

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

The company has long been known for its willingness and ability to find solutions to special circumstances and nonstandard freight.

However, the last year and a half has presented new and unique challenges, Cloyed said. When transportation was deemed an essential industry at the height of the COVID-19 pandemic, JJT operations never wavered.

“The pandemic has affected the supply chain. JJT has taken a very creative approach to help our customers solve those issues in the supply chain.

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

That resourcefulness has kept JJT going strong, too.

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

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

“We look at all aspects of the business,” Cloyed said.

“We’re on the cutting edge. We’re always looking for process improvement.”

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

DECEMBER · JANUARY | 23

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PRIME CHOICE INSURANCE, LLC COURTNEY CALLAWAY Prime Choice Insurance’s niche is the individual health insurance market, which includes Medicare and Affordable Care Act (AKA “Obamacare”) plans.

The company is an independent agency whose agents work with all major carriers to find plans that fit their clients’ budget and health needs. Founder and CEO Courtney Callaway, who started Prime Choice as a solo agent in 2013, said her team of eight makes sure customers know their loyalty is valued.

“We try very hard to make it as easy as possible to get health insurance. And once you have health insurance, we’re not going to forget about you.

We do everything we can and you’ll have every opportunity to keep having the best insurance plan for your needs, each and every year,” she said.

“Health insurance in general seems very scary, and it’s unknown, and it’s complicated, and a lot of people avoid it because of those things. But each year as coverage renews and changes happen, whether it’s legislatively or with the plan changing locally, we’ll walk you through that.”

The individual health insurance market Prime Choice serves is made up of individuals who do not have coverage through a big group plan, such as the self-employed, employees of small businesses, college students, early retirees, and people on Medicare, Callaway said.

“Five or six years ago there were hardly any of us in that market. As the Affordable Care Act has been around longer, there are more and more agents that have finally learned the ropes and are trying to help in this space,” she said. “I think what sets us apart from a lot of our competition is our emphasis on customer service with our current customers and making sure we proactively reach out to every one of our Medicare customers and our Affordable Care Act marketplace customers every year. This way we can do an individual review of their coverage annually.”

As part of their attentive service standards, Callaway said, the team accommodates customers’ individual communication preferences.

“Customers can communicate with us over the phone, through email, through text message, even Facebook Messenger. We’re really prompt at replying, too,” she said. “I want to be just as

available in the years to come as I am initially. Even my customer service reps who help at the office are licensed and able to assist.”

To accommodate customers further, Prime Choice Insurance has added nine states in the last year in which the team can assist with Medicare, including California, Florida and Georgia.

“A few states come up a lot with my Medicare customers who are moving; either they’re moving for family or nicer weather, or were snowbirds for a while and now they’re going to move permanently.

Whatever the case may be, a lot of people move south when they retire. It’s been important for my current customers, to be able to assist them as time goes on,” Callaway said. “We can now assist with Medicare for 21 total states.”

402.219.3024 PRIMECHOICEINS.COM

24 | B2B MAGAZINE · 2021

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HOLLAND BASHAM ARCHITECTS FROM LEFT RIGHT TOP ROW: SUSAN SEIDEL & ALLY PILMAIER BOTTOM ROW: BRITTANY MILLER, ALLIE LAURENZO, COLEE MAASS, MEGAN JAROSZ At Holland Basham Architects, community involvement plays a vital role in the office culture and their work in the Omaha area. A mid-sized architecture firm located in midtown, Holland Basham takes pride in having a presence and giving back to their community. This is shown in their contribution of time and energy to many organizations throughout Omaha. Whether they serve as mentors, volunteer soccer coaches, or Girl Scout board members, the women at Holland Basham are as dedicated to their work in the community as they are to their professional careers.

Holland Basham’s passion for improving the community is showcased through their projects benefiting the city, including the Boys and Girls Club, Heartland Family Services, and the Ronald McDonald House.

“This is such a human-centric industry,” said Allie Laurenzo, senior associate and interior designer. “Being a part of the community, then working on projects that are benefiting the city brings out our passion.”

Partner Susan Seidel said being out in the community allows the team to have something in common and makes the office more unified and cohesive. “I think we are all more aware of the greater Omaha community and its offerings by being active. This gives us something in common to share,” Seidel said.

One skill the team challenges themselves with is making a space functional and equitable for clients and future visitors. “I think our team is good at ensuring we’re putting ourselves in our clients’ shoes,” Associate Colee Maass said. “We work closely with our clients and the communities we help throughout the entire experience.”

Working for a business that caters toward the city provides a level of support for the team and allows them to get outside of their comfort zones. The stimulation, inspiration, and creativity they’re receiving from the Omaha community ultimately make them better designers, they said.

“Women still have to work hard for leadership positions,” said Associate Partner Megan Jarosz. “We’re fortunate that we get to cultivate and define our own leadership path throughout our work and community.”

These women’s role in the community encourages them to develop their leadership style and is further showcased by their active leadership within the Holland Basham Architects office. By gaining perspective and enhancing their personal and professional growth, they have a larger impact on both their service to others and their profession.

119 S. 49TH AVE. OMAHA, NE 68132 402.551.0800 HOLLANDBASHAM.COM

i3 BANK OF BENNINGTON LESLIE ANDERSEN Leslie Andersen is no stranger to the world of banking. As CEO of i3 Bank, she is the fourth generation of her family to take the reins of this growing financial institution. Founded in 1928 as Bank of Bennington, Leslie continues to follow the values and traits that have contributed to the bank’s success for nearly 100 years. “i3 Bank was built on responsive, attentive, friendly customer service, supporting the local community and making a difference in people’s lives,” Andersen said. “Plus, since we are locally owned and managed, we have the flexibility to create tailor-made solutions.”

Another historic milestone took place in 2021 when Bank of Bennington changed its name to i3 Bank.

“With our expansion into new markets outside of Bennington, it was important to create a new name and brand that reflected our growth and represented our core values,” Andersen said. “The ‘i’s’ in i3 Bank stand for impact, innovation, and integrity. They’re really what set us apart in the marketplace and make us an excellent choice for both business and personal banking.”

12212 N. 156TH ST. BENNINGTON, NE 68007 402.238.2245 I3.BANK

DECEMBER · JANUARY | 25

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ALUMNA HOUSE JEAN DOUCHEY & CARLY FRAZEE The sidelines are the perfect place to shine, and the 2019 launch of Alumna House allows fans to steal the show from the board room to the 50-yard line.

“We started this brand to provide women with more mature fan apparel,” said Jean Douchey, owner and co-founder of Alumna House. “The fan apparel that existed was often too tight, too cropped, too low-cut, too logo-centric. Women are busy and we need our clothes to pull double and sometimes triple duty. We need clothes that feel put together for work, that will still wear well running errands or for date night, and not feel out of place sitting at the game.”

Alumna House created a micro-factory where their apparel is locally manufactured. This allowed the team to streamline quality, sizing, and customization, and helps overcome the issue of industry glamour sizing. Just because the fans have grown up doesn’t mean they don’t deserve to show up. Alumna House allows them to cheer on their team with spirit and style.

ALUMNAHOUSE.COM

SQUARE DONUT ELIZABETH POOLEY Doughnuts are “a happy product,” said Square Donut owner Elizabeth Pooley, who enjoys making them even more fun at her artisan doughnut bakery.

Not only are most of her yeast doughnuts unexpectedly square as the business name suggests (the cake doughnuts and doughnut holes are round), Pooley also offers a wide assortment of flavors and designs from classic glazed, sugar-coated, and fruit-filled to seasonal and flavor-of-the-month varieties like cotton candy, glittery galaxy, chocolate orange, honey apricot, German chocolate cake, and crème brulé garnished with fresh berries and a mint leaf. She even offers some gluten-free varieties.

“I look at doughnuts like a canvas,” Pooley said. “When I come up with a flavor or an idea or a recipe, I really try hard to elevate it to its highest potential.”

The bakery creates custom orders for special occasions and celebrations, but doughnuts are also a great everyday treat, Pooley said, adding that she backs a fresh, quality product with attentive customer service.

As a result, Square Donut enjoys a lot of repeat business and has cultivated a faithful group of regulars.

“I truly appreciate my loyal customers and I try every day to make sure every single person that comes through the door feels very special,” Pooley said.

Patrons will have new varieties to sample in the near future, and there will be new beverages, too.

“In 2022, we’re looking at expanding our drink line,” Pooley explained. “We want to get into the lattes, the cappuccinos and the iced coffees, and we are hoping to get some fresh-squeezed lemonade in the summertime.”

15825 WEST MAPLE ROAD OMAHA, NE 68116 402.359.1555 SQUAREDONUTOMAHA.COM

26 | B2B MAGAZINE · 2021

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SENIORS BLUE BOOK EASTERN NEBRASKA WESTERN IOWA AMY WILKERSON The Seniors Blue Book is the resource guide of choice in eastern Nebraska and western Iowa: the company is committed to providing the most complete and comprehensive resources available for seniors and their families, caregivers, and professionals. With a free resource guide published every six months, the employees are constantly working on compiling new information and updates.They also offer an extensive educational library with thousands of articles, videos, definitions, and commonly asked questions.

According to Wilkerson, “A little over two years ago, my family was able to move back to my home state of Nebraska. After working in senior care for that past 20 years, I decided to bring a valuable elder care resource that I had seen and used in other parts of the country, Seniors Blue Book, to the area. We print 100,000 books annually that are distributed through hospitals, doctor offices, senior service providers, and more. It is so satisfying to me when I hear how Seniors Blue Book helped someone navigate through the complicated senior care system and made them less overwhelmed and more confident in their decisions.”

SENIORSBLUEBOOK.COM

Marisa Guerrero is a reiki master teacher, spiritual life coach, and psychic/medium.

She recently hosted her first sold-out retreat and offers personal consultation and group events.

“I talk about healing traumas, owning your divine self, and walking your path,” she said. “My favorite quote, from Ram Dass, is ‘We are all just walking each other home.’ If you’re ready to start your journey, I’m here to assist you.”

MARISAGUERRERO.COM

DECEMBER · JANUARY | 27

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OMAHAMAGAZINE.COM DECEMBER · JANUARY | 29

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GREATER OMAHA CHAMBER BY DAVID BROWN

OMAHA INVITES VISITORS FOR A WEEKEND GETAWAY

WOMEN IN LEADERSHIP

W

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hile watching television with the family, you sit patiently through the commercials waiting for the show to resume. But have you ever had a commercial capture your attention with stunning images of outdoor adventures, creative cuisines, and memorable attractions from a city far away from home? Suddenly you’re less interested in the show and ready to plan a getaway. We get it. We work to create those such moments by promoting Omaha’s tourism assets to target markets around the region.

Specifically, viewers who are residents in Kansas City, Des Moines, Sioux Falls, Minneapolis, and Chicago.

The results have been a big win for Omaha.

From March to July of this year, Visit Omaha invested just under $170,000 in an innovative media platform that customizes ads based on consumer preferences. The smart data used by this platform can also track when a person reached by Visit Omaha advertising visits our city and how much they spend while they are here. The results to date show 28,735 people who saw our advertising traveled to

Omaha and spent $5.8 million during their visit to our community. That means for every dollar spent on advertising, overnight visitors spent $34 in our city. Good return on our investment, but we need to know how our message is being received by potential visitors from these target markets.

That’s where research comes in.

e are all faced with change every day. Most of these changes are minor and can be accommodated as they are presented to us. Some changes are significant and impact the people and world around us. We have all seen the aftermath of pandemics, natural disasters, or economic upheavals caused by recessions.

According to a recent sentiment study, residents of Des Moines and Kansas City responded favorably to Omaha as a weekend destination and expressed interest in visiting the metro.

Chicago residents are showing a growing interest in visiting Omaha and want to know more about the city.

Overall, nonbinary and people under 55 were significantly more likely to visit Omaha for a long weekend.

Differences in how organizations weather such storms reflect the mindset of their leaders. Do they study trends, look at data, and take action that has plausible impacts for the next quarter or the next year? Or are they leaders who, as described by Marina Gorbis at the Institute for the Future, “…practice systematic thinking about the future as absolutely essential for helping them make better choices today”? This systemic thinking enables these future-oriented leaders to anticipate change differently. They can more effectively make decisions that will prepare their organizations for an upcoming change event and potentially take advantage to propel their companies and communities past moribund competition.

Between the sentiment study and advertising results, we continue to feel cautiously optimistic as we move through this recovery. We will continue to research and find creative new ways of pushing out Omaha’s messaging and inspiring folks to turn off the television and make the trip to Omaha.

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I wondered if there was an untapped pool of leaders who, if engaged, could make a difference in preparing for responses to disruptions as well as create productive disruptions that help to avoid future major change events. As it turns out, women in leadership positions have shown significant skill sets and success in dealing with these changes both in their workplaces and the communities they live in. And, while there have been

Deborah Ward is the executive director

David Brown is president and

of Omaha Convention and Visitors Bureau.

CEO of the Greater Omaha Chamber.

strides in moving women into leadership positions, women are still a huge untapped leadership resource.

A 2019 study from Kelley Consulting Firm cites several characteristics of female leaders that show how they can make a difference leading through change. Woman leaders are essential collaborators in business and have shown innate abilities to create a positive environment that encourages teamwork. Collaboration and teamwork are key components of leading through complex change.

Female leaders have demonstrated strong abilities to open and maintain lines of communication across their organizations. Finally, a 2017 Bloomberg publication stated that publicly traded companies being led by women performed much better than those that were not.

It is clear that organizations that can respond most effectively to business disruptions will be the most likely to succeed in the future. Companies and communities seek leaders that can identify those disruptions the fastest and then work to mitigate their effects and even turn it to their advantage. Diverse leadership, particularly women in leadership, in all levels of the company make the odds of success in solving these challenges and turning them into competitive advantages much greater.

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VOLUME 21 · ISSUE 6

FEATURE | STORY BY CHRIS HATCH | PHOTOS BY BILL SITZMANN

UNDERSTANDING THE POWER OF COMMUNITY

ARTS LEADERS BRING OMAHA TOGETHER

L

auren Martin, executive director of Maha Festival, thinks Omaha sounds like 15,000 people leaning back, tossing their inhibitions into the prairie breeze that swings low through her home city, and serenading Lizzo with a wild karaoke-echo of her greatest hits while the singer urges them to feel the love of those around them.

Cruz Cabrera, the first director of diversity and access at Omaha Children’s Museum, thinks Omaha sounds like the syncopated laughter, the rhythmic cacophony of youth in motion, and young minds being unlocked by the keys that are handed to them when they walk through the brightly colored doors of a place where all are welcome.

Margaux Towne, owner and a producer/director at Digital Moxie Studios, believes Omaha is the soundtrack to the stories she tells, the noises from the people and places that fascinate her. More importantly, it sounds like women helping women in a space where men are often in the lead. Towne envisioned a place where women were on the tightrope and holding the safety net.

Martin and Cabrera started out in Western Nebraska, their humble beginnings serving as fuel for their career launches.

A Florida State University graduate, Towne got her start in front of the cameras about as far away from Nebraska as a future director/producer could be. “I worked at Universal Studios, so I spent many years in front of the camera on the talent side,” she said.

But a stint as a local reporter—and one who also

had to produce segments—gave her a new direction.

“Once I got behind the camera, I found out I loved it so much better and I really haven’t gone back.”

Cabrera, the daughter of Guatemalan immigrants who first moved to Nebraska in search of work and a place to be given a fair shot at the life they had dreamed of, learned early how community wasn’t just where you were on a map.

“From a very young age, my siblings and I learned the importance of education and serving your community. I remember my father sitting with us at the dinner table to teach us how to read and write in Spanish. Even though he only attained up to a sixth grade education in Guatemala, he taught us the language skills he learned when in school,” she said.

Cabrera continued, “He believed being fully bilingual would open more and better opportunities for us. Once we mastered both languages, he was quick to offer our translation and interpretation services to whoever needed English/Spanish help in our community. I learned that it is my duty to help and serve others using my skills and strengths.”

Martin moved to Omaha in her teens and has always had music as a part of her life, but she didn’t begin to see the career opportunities it could afford her until a bit later in life.

“Music was woven throughout my upbringing in various ways,” she said. “But I didn’t get my ‘start’ with the music scene until college—that’s when I realized I could have a role in it that didn’t require amazing vocal or instrumental talent. I was

able to play a part in coordinating concerts and performances for my University Program Council, and went on to work with Saddle Creek Records and Live Nation, which expanded my understanding of the music industry and opened my eyes to the opportunity available for me within it.”

Starting in 2009 as a volunteer at the Maha music festival, Martin has grown in tandem with the festival itself. She has climbed the ranks and been an integral part of its success, seeing her role expand like the crowds and stages of the events themselves.

“With every point of growth comes enormous investment in the form of time from volunteers, resources from vendors, support from sponsors, etc. The scope of everything grows,” she said. “But the event still only happens once a year, and that’s Maha’s one opportunity to apply the changes we’ve worked on throughout the prior year that might improve the experience and enhance the festival’s impact. It’s pretty wild to work on something for so long only to get a couple of days at most to understand what works and what doesn’t. Then it’s right back to work to apply the latest learnings in order to do it all again!”

Towne also understands that idea of “doing it all again.” Once she relocated to Omaha, back at square one after a job at a small video production company ended, Towne eschewed the 90 degree angles of that box and instead set about making her own, more inclusive, circle.

CONT. PAGE 32

“THERE’S TALENTED WOMEN THAT CAN PRODUCE AND DIRECT. WHERE ARE THEY? IT SEEMS LIKE OMAHA IS BIG ENOUGH FOR A FEMALE-OWNED PRODUCTION COMPANY.” -MARGAUX TOWNE

32 | B2B MAGAZINE · 2021/2022

FROM PAGE 30 “I said, ‘OK. Video production in Omaha. Who do I know?’” she said. “I just started searching and looking and looking. Everywhere I looked it was men, men, men, men, men-men-men-men-men. I found that shocking. Like, there’s talented women that can produce and direct. Where are they? It seems like Omaha is big enough for a female-owned production company.”

“I knew I made the right decision,” Towne said.

“Because the next morning I woke up and I felt more alive than I had felt in years. And I still wake up in the morning excited about my opportunities and what I have to do and the stories that I get to tell.”

Cabrera’s role and title might be new, but her quest to foster a forward-thinking community is something that she has never taken her eyes off.

“I have always worked in the nonprofit sector, mainly in programs working directly with children and their families in a direct services type role,” she said.

“I love working with and helping others so I believe that being a part of an established organization such as the museum allows me to directly serve others while working to make an impact in the wider community. I love the museum’s mission to engage the imagination and create excitement about learning. The museum is a great place for people of all ages, but especially for the youngest members of our community and their families.”

She started her new position in March 2021 as part of the museum’s three-year plan to increase their outreach to the community and drive their focus on diversity and access. After orienting herself to the new position, she is determined to be a driving force toward positive change.

“This first year is really one of discovery and exploration,” she said. “I am learning about the museum world, especially what it means to be a children’s museum and how that differs from what I was traditionally used to thinking of as a nonprofit.”

While she is currently a department of one, Cabrera relishes the highwire act that comes with learning on the job, and she is quick to credit her team members at the museum who are willing to help her with the balancing act.

“It really is a team effort as other departments have pitched in with resources [people power] to make the DEI objectives of the museum possible,” she said. “These are challenges that are helping me grow as a leader, and I look forward to working on these every day to reach the museum’s goals.”

VOLUME 21 · ISSUE 6

Martin, too, is quick to share credit with those around her.

Building a community can take a community and she fosters that kind of team mentality with those around her as they try to make a once-a-year event something that resonates with the local music and culture scene for the other 363-364 days of the calendar.

“While the big artists are Maha’s key to gathering crowds each year, what makes the event so special are the literally thousands of people that have given their time, energy, and talents over the years to make Maha such an engaging experience,” she said.

“When I was in college, this kind of job didn’t exist.

The cameras were astronomically expensive, so if you weren’t a TV station or gigantic ad company, you couldn’t do this kind of thing,” Towne said.

“But since the technology has changed, it has become more accessible, so people like me are able to do this.”

Accessibility for a trailblazer like Towne isn’t just about what one can hold, but who gets a chance to hold it.

Cabrera, similarly, is paving the road as she drives it, citing her ability to be both the engine and the conductor on this new journey. As she said, “An open mind, willingness to learn, initiative, and relationship building skills” are all things she knows have helped her to this point.

She has watched as Maha Festival grew from a scrappy underdog into a giant event that pulls in somewhere between 14,000-15,000 people during a given day. In spite of their recent largescale successes, Martin still comes at the day-to-day operations of the festival with the tenacity of a true underdog.

“This being the first of its kind type of role at the museum leaves it open for creativity and flexibility and adaptability as the seasons change in the busy world of a children’s museum,” Cabrera said.

“Many of the challenges the founders of Maha and those that were involved in the earliest stages faced are some of the challenges Maha still faces today, which come down to affording the big-name talent that allows all of the other dominos of Maha to fall into place,” Martin said.

Martin, there from day one of the festival, has seen herself become the scaffolding for the growth of the event and, perhaps more importantly, many of the people and organizations involved with it, lifting them during the construction of what we see today and supporting them as it has continued to expand.

“WE’RE A SMALL NONPROFIT COMPETING AGAINST SOME OF THE BIGGEST FOR-PROFIT FESTIVALS IN THE WORLD TO GET ARTISTS TO PERFORM AT OUR EVENT.” -LAUREN MARTIN She continued, “We’re a small nonprofit competing against some of the biggest for-profit festivals in the world to get artists to perform at our event, and that presents a variety of financial questions that aren’t easily answered.”

“One thing that I think is unique to Omaha is the support of the nonprofits in our community.”

Towne said. “We work with a fair amount of nonprofits. We get to help them tell their stories. And it has been super well-received and super appreciated.”

From long hours volunteering that led to a position at the forefront of the nonprofit, to trailblazing out front in a new role, to the constant innovations required of creators in the audio-visual medium, Cabrera, Towne, and Martin all seem to feel that constant, magnetic tug towards adaptation.

“As Maha has grown and evolved, I’ve had to find new ways to get comfortable outside of my comfort zone,” Martin said. “Learning new skills, accepting setbacks, and trying new things that have felt daunting. But I’ve grown a great deal as a result, and adapted with the help and partnership of all the incredible people I’ve worked alongside.”

The unmitigated neon joy of a child feeling that spark of learning to jump to a flame, the chorus of voices unifying to become a multitude of one as a singer and an audience prepare for liftoff as surely as a NASA countdown, and the perfectly unique and perfectly similar way that all humans can be captured in a moment by a filmmaker with a gift: none of these would be possible without the interconnected tissue that binds each of these women to the city of Omaha. They realize it as surely as they express their gratitude for it.

Visit digitalmoxie.studio, mahafestival.com, and ocm.org for more information.

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OMAHAMAGAZINE.COM DECEMBER · JANUARY | 33

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Left to right, on staircase: Sarah Cunningham, Shannon Snow, Leah Whitney Chavez Left to right, on ground: Deana Walocha, Iris White

OMAHAMAGAZINE.COM DECEMBER · JANUARY | 35

35

FEATURE | STORY BY DWAIN HEBDA | PHOTO BY BILL SITZMANN

COMMUNITY REVIVAL

OMAHA LAND BANK REORGANIZES TO SERVE BETTER

T

here appears to be something different about the Omaha Municipal Land Bank these days. There’s much new with the organization, both immediately and compared with similar groups around the country.

For starters, the Omaha land bank distinguishes itself by being one of few such entities to be entirely staffed by women.

“I’m involved on the National Land Bank Network and anecdotally, the interaction I’ve had with other land banks has been pretty male-dominated,” said Executive Director Shannon Snow. “You see a lot of construction and maintenance backgrounds and we’re very much a real estate and property management-type organization, which are all maledominated fields. We are kind of a unicorn in that respect.”

“YOU SEE A LOT OF CONSTRUCTION AND MAINTENANCE BACKGROUNDS AND WE’RE VERY MUCH A REAL ESTATE AND PROPERTY MANAGEMENT-TYPE ORGANIZATION, WHICH ARE ALL MALEDOMINATED FIELDS.” -SHANNON SNOW

The team also distinguishes itself on its background and experience. Snow said while many land banks are run by people with a career in nonprofits, the Omaha crew is stacked with expertise in business and professional industries. It’s a tour de force of talent at which even Snow sometimes marvels.

“Being a niche market of real estate, I thought it would be tough to attract the kind of qualified people we need, but [that] hasn’t been the case,” she said. “Sarah Cunningham, our director of operations, comes to us with some construction background, a little bit of property management, she has a real estate license. She was director of operations at a construction company.”

“Deana Walocha is a licensed attorney who has only done tax foreclosure her entire career,” Snow continued. “She’s the kind of candidate you just don’t think is going to apply for nonprofit work, because there’s only a handful of them in the state.”

Snow said varied experience is what helps the staff of five cover a surprising number of bases.

She herself brings myriad experience to her role, which she’s held since joining the organization in February 2020. Snow has worked in private-sector residential development, construction, economic development for the Greater Omaha Chamber of Commerce, and planning and special projects for Metro Community College as well as several entrepreneurial pursuits.

As for the gender anomaly, Snow said she never set out to create an all-female staff but acknowledges that it probably lends itself as a bonding agent among the staff.

“First off, I want to make sure the public knows we value diversity. I would love to see a guy on the team at some point, if he’s the best candidate,” she said. “As far as the advantages it gives us, the advantage I see is more weighted to the specific expertise they bring to the table that I don’t think any other candidate would have. I don’t think that can be attributed to them being women.”

CONT. PAGE 36

36 | B2B MAGAZINE · 2021/2022

VOLUME 21 · ISSUE 6

“THEY REALLY HAVE TURNED AROUND THE ORGANIZATION FROM WHERE WE WERE JUST 18 MONTHS AGO TO SOMETHING THAT IS WORKING VERY EFFICIENTLY.” -CHRISTOPHER ROCK

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FROM PAGE 35 “However, I do see the team talk about issues in a way that other teams don’t,” she continued.

“We experience things similarly. Frequently we’ll be in a group of construction professionals that predominantly are male and we’ll make connections and network in a way that is unique to women business professionals and how we support each other when we’re in those environments.”

The team has had ample opportunity to showcase its expertise on a number of challenges since early 2020. Snow came aboard during a period of reorganization that sought to refocus energies on the land bank’s core mission of obtaining derelict properties and making them available to those who would improve them, thus upgrading neighborhoods.

“We were really suffering from some mission creep at that time,” Snow said. “The board employed an interim executive director, who did an awesome job identifying our mission, focusing in on that mission, and putting us on stable financial ground.

But what that first phase of reorganization didn’t do was look at our internal structure and processes.”

She continued, “When I started here, we learned pretty quickly that we weren’t following best practices. This wasn’t because we were bad, we just weren’t optimized.”

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The staff dug into the painstaking process of self-examination and began to improve multiple internal operations.

“Some of our processes were causing delays in closings, so [Cunningham] got into our purchase process and has now successfully got our closing time down to less than 45 days,” Snow said. “We’re aiming for less than 30 days, which in real estate is really good, even in the private sector.”

OMAHAMAGAZINE.COM DECEMBER · JANUARY | 37

“Our method of clearing title was really expensive because we were outsourcing everything. Bringing that in-house has provided a savings and also increased our responsiveness to the community.

We now have someone dedicated to answering questions who’s right here and knows everything that’s going on with our properties.”

To these accomplishments add updated internal policies and a process for working with historically redlined communities that’s attracted national attention—all done during a pandemic, no less— which has earned the Omaha organization praise both inside and out.

“Honestly, I could not be prouder of the staff we have at the land bank,” said Christopher Rock, the group’s chairman of the board and sales agent with Redfin Real Estate. “They really have turned around the organization from where we were just 18 months ago to something that is working very efficiently.”

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“We’re now able to go ahead and get to work as a type of clearinghouse, getting properties in, getting them cleaned up, and getting them back out. The staff is phenomenal; each one of them has played a tremendous role in developing us to where we need to be right now.”

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With most of the hard reorganizational work behind them, Snow is looking forward to gaining and keeping forward momentum.

“Where we’re at now is, we’ve mastered the land banking thing,” she said. “Every day when we come in, I’m confident in the work we’re doing.”

“I think the overall message from us going forward is it’s a new day and we’re here and we’re ready to serve.

There’s so much opportunity and we’re in a place where we can really take things to the next level.”

Visit omahalandbank.org for more information.

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39

FEATURE | STORY BY ANDREW J. NELSON PHOTO BY BILL SITZMANN

INSURING WOMEN ARE HEARD

JENNIFER BRASE BECOMES SENIOR OFFICIAL AT NORTHWESTERN MUTUAL THE NUMBER OF WOMEN FINANCIAL ADVISERS HAD GONE FROM 581 IN 2011 TO 973 IN 2020.

A

few years ago, senior officials at Northwestern Mutual met to address a problem: The company had tried different strategies to bring women into the business, but levels of female participation had been flat for years.

Brase, now 54 and living in Omaha, is the first female managing partner in the 157-year history of Northwestern Mutual in Nebraska. She brings decades of experience mentoring and helping other women, and also men.

Jennifer Brase, then Northwestern’s vice president for leadership development and diversity and inclusion, was there. Brase, a 1989 graduate of the University of Nebraska-Lincoln, proposed a gender caucus, consisting of influential people in the company and lower-level people from the field.

“SHE SEEKS TO UNDERSTAND, JUST TRULY GETTING TO KNOW, PEOPLE FOR WHO THEY ARE, THE CHARACTER THEY HAVE, EVEN BEFORE THEY SHOW UP PROFESSIONALLY.”

The caucus met in four sessions to identify barriers to the success of women, not only within Northwestern Mutual, but in the insurance industry. This led to Northwestern Mutual’s Advancing Women initiative.

“She made sure that we asked important questions to the women in our business—those who stayed and those who left,” said Samantha Kolbe, an assistant director on the company’s distribution performance team. “She was so artful in her ability to stay in that mess until we really understood what challenges we were facing, and then she moved us on to solutioning. And the ideas and strategies that have come out of there have really shifted our entire company.”

According to information provided by Northwestern Mutual, the number of women recruits and leaders more than doubled by 2020 over what it had been in 2011. The number of women financial advisers had gone from 581 in 2011 to 973 in 2020.

-NATE KRUSE

“She seeks to understand, just truly getting to know, people for who they are, the character they have, even before they show up professionally,” said Nate Kruse, 34, a wealth management adviser and managing director for Lincoln. “She tries to look for areas where she can assist, add value, and support.”

When Brase assumed her new role on June 1, she became responsible for all sales, service, and supervisory operations for Nebraska. Her responsibilities include creating the vision for longterm growth, setting priorities, and partnering with a wide range of financial service experts, according to information from the company. She is also responsible for attracting new advisers to the firm.

Brase joined Northwestern Mutual in 1990 and has been with the company ever since.

CONT. PAGE 40

40 | B2B MAGAZINE · 2021/2022

VOLUME 21 · ISSUE 6

FROM PAGE 39 She did not linger in Lincoln. She soon moved to the training department at Northwestern’s corporate headquarters in Milwaukee.

“I think what was really important about that move was that I recognized early that I had more of an entrepreneurial spirit, and I wanted to have more ownership of my career,” she said.

At a leadership development clinic she met Lew Derrickson, managing partner in Indianapolis. He flew her down to talk to her about an opportunity to take a leadership role there.

She told him she wasn’t ready.

“He basically said, ‘why can’t you do what I think I see in you? Why won’t you take this opportunity and this chance?’” she said. “It was the way he said it. He gave me permission to take the risk.

He gave me the permission to see myself more capable of things other than maybe what I saw I was capable of.”

That experience was key not only for her career, but also in how she leads and mentors others today.

“I want people’s opinions, so I ask for input,” she said. “And it goes back to my experience with him.

I think the big thing is helping people see their future. So what is their vision? What is their why?”

Brase continued, “I have got to give people opportunities and demonstrate that I believe in them. And sometimes that’s before they believe in themselves.”

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Brase eventually became a managing partner in Kansas City. After that, it was back to Milwaukee, where from 2011-2020 she led the company’s diversity and inclusion efforts, then the move to Omaha.

Her advice: Be yourself.

“I probably spent the first 20 years of my career trying to fit in and be one of the guys,” she said. “I think that had hurt me in how I developed and led other women. And I would say, if I could go back and tell my old self: Encourage yourself and other women to be yourselves. Lead the way you lead.”

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She continued, “I think sometimes [leading is] saying to women, ‘Do your best. Give yourself grace. Move on. Move forward. Don’t worry about being perfect.’”

Beyond her work at NWM, Brase and husband Kent have two children: Jake, 19, a freshman at UNL, and Jordyn, 14, a freshman at Elkhorn South. She is a board member for the Leukemia and Lymphoma Society’s Nebraska chapter.

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Her interest in leukemia is profound: Kent suffers from leukemia but is in remission after being diagnosed three years ago.

Kolbe found Brase’s support has been key, advocating for Kolbe to step in temporarily for a managing partner out on maternity leave.

“Jennifer has believed in my potential, probably more than any anybody else ever has. Sometimes I wondered why, but she just saw something in me early on,” Kolbe said. “It gives me more confidence to rely on my own skill sets, and really believe I can get to where she thinks I can get to.”

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“I DESCRIBE THE OMAHA STAR AS ‘A COMMUNITY NEWSPAPER THAT HIGHLIGHTS THE GOOD NEWS IN THE COMMUNITY.’” -TERRI SANDERS

OMAHAMAGAZINE.COM DECEMBER · JANUARY | 43

43

FEATURE | STORY BY KARA SCHWEISS PHOTO BY BILL SITZMANN

GOOD NEWS

TERRI SANDERS HEADS OMAHA’S BLACK-OWNED NEWSPAPER

W

hen Terri Sanders was officially named publisher of the Omaha Star newspaper in late 2020, it was a significant achievement in a time when women still occupy only around 25% of top newspaper positions, according to a 2019 Women’s Media Center report.

What’s even more remarkable is that the Omaha Star has had a woman publisher at the helm since it was founded in 1938 by Mildred Brown and her husband, S. Edward Gilbert. Brown’s niece, Marguerita Washington, took over publication upon Brown’s death in 1989, and when Washington became terminally ill in 2015, the publication’s advertising and marketing director, Phyllis Hicks, stepped in to serve as interim publisher, followed by editor Frankie Williams in 2019. Sanders became interim publisher in spring 2020, carrying forward the Omaha Star’s legacy of female leadership.

“That is a new model in newspaper publishing,” she said.

Along with owning the newspaper, MDBMSC hosts the Junior Journalist Program to provide practical experience to high school students interested in the field and manages the Omaha Star’s extensive archives. In the interest of creating other revenue streams, Sanders plans to soon introduce merchandise featuring historic photos and issues, and the Omaha Star Copy Center now offers a spectrum of printing services to the public. Sanders is also assertively promoting the publication to the community at large.

“Any opportunity I have to make a news story about the newspaper, I do; that has gotten me on local news, I’ve had some internet shows interview me,” she said. “It’s important for people to know about the Omaha Star.”

“I don’t know that it is a deliberate choice but it is luck of the draw, and that’s what always has happened,” Sanders said. “I think now it’s a tradition.”

There have been other changes under her leadership, too, Sanders said.

The Omaha Star is the only remaining AfricanAmerican newspaper in Omaha and the only one still printed in the state of Nebraska. Sanders said it’s also believed that the newspaper is the only one in the country to have been started by an AfricanAmerican woman.

“I have added columnists. Dr. Richard Brown through Creighton University [Center for Promoting Health and Health Equity] writes frequently, there’s Michael Green from EverGreen Capital Management, and we have a steady columnist through Velma Sanders [no relation] who writes in the religious section,” she said. “And I am continually looking for news.”

The paper is unique in another way, Sanders said. It’s been owned since 2019 by a nonprofit organization, the Mildred D. Brown Memorial Study Center (MDBMSC), founded by Washington in 2007.

Sanders became executive director of MDBMSC at the same time she became publisher of the Omaha Star.

CONT. PAGE 44

44 | B2B MAGAZINE · 2021/2022

VOLUME 21 · ISSUE 6

FROM PAGE 43

Empowered to make a difference

She means positive news, as the publication has focused on since the beginning, Sanders said.

“I describe the Omaha Star as ‘a community newspaper that highlights the good news in the community,’” she explained. “You can find out anywhere who shot who or whose house burned down. But how many times do you get to find out what student just got a full-ride scholarship, or what 12-year-old just wrote a book that now appears on Amazon? We pick that good news up and tell everybody…all of those things that are of interest to our subscribers and readers.”

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News is not just limited to North Omaha, she added.

“We also focus on news in our city; we’re not limited because our readers are not just North Omaha readers. They’re from all over,” she said. “Because we are the only Black newspaper in the state of Nebraska, we need to cover everything.”

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Sanders said the newspaper has a robust subscriber base and remains primarily a print publication, although it’s seeing more online pickup through its website (theomahastar.com) and digital publishing platform Issuu. Readers can purchase the Omaha Star at retail and service outlets in and around North Omaha and at the newspaper’s offices at 2216 N. 24th St. The paper transitioned from a weekly to a biweekly in 2016, but Sanders said she’s readying to change it back.

“In 2022, the plan is to return to a weekly newspaper,” she said. “We want to be the cutting-edge news.”

Sanders’ background is clearly a perfect fit for pushing the Omaha Star forward. She has a bachelor’s degree in public relations and journalism from Creighton University. She’s a self-described “serial entrepreneur” with a history of successful ventures, from event management to technology concierge services. She’s been associated with several North Omaha entities, including the Great Plains Black History Museum (vice president of marketing/development and executive director) and the Omaha Economic Development Corp.’s Fair Deal Village MarketPlace (site manager).

OMAHAMAGAZINE.COM DECEMBER · JANUARY | 45

“SHE’S PASSIONATE ABOUT THE MISSION, SHE’S A LIFELONG RESIDENT OF NORTH OMAHA AND SHE’S ALWAYS BEEN INVOLVED IN THE COMMUNITY, I THINK SHE IS REALLY ADVANCING THE LEGACY OF MILDRED D. BROWN.” -CYNTHIA GOOCH-GRAYSON 2020 Winner

“I have always worked in the community,” she said.

“I laugh and say, ‘the only jobs I’ve ever had are on 24th Street.’”

Ernest White, a MDBMSC board member and American National Bank executive, has worked with Sanders on numerous projects throughout the years.

“If I need somebody to turn something around, she’s my first call. She’s my go-to person,” he said.

“She’s done amazing work at the Star.”

MDBMSC board member Cynthia GoochGrayson, who is also Metropolitan Community College’s associate vice president for equity and inclusion, noted Sanders’ dynamic nature.

“She’s passionate about the mission, she’s a lifelong resident of North Omaha and she’s always been involved in the community,” Gooch-Grayson said.

“I think she is really advancing the legacy of Mildred D. Brown.”

“I actually knew Mrs. Brown, so I feel it’s an honor and I certainly strive to carry on the legacy she established,” Sanders said. “It is a joy to come to work every day; I enjoy what I do and the people that I meet.”

Visit theomahastar.com for more information.

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OFFICIAL BALLOT BEST OF B2B

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

Who in Omaha has the best business lunch? What photographer puts business events in the right light? December 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 2021/January 2022 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, 2021. 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

PROFESSIONAL SERVICES

BUILDING SERVICES

Accounting Office

Air Compressors

Advertising Agency

Carpet & Rug Cleaning

Architectural Firm

Commercial Interior Design

Branding Agency

Concrete Repair/Replacement

Business Insurance

Door Company

Business Lawyer

Electrical Service

Collection Service

Environmental Air Control

Commercial Photographer

Fence Company

Employee Benefit Company

Fire Protection

Employment Agency

Garbage Collection

Employment Lawyer

General Contractor

Health Insurance

Heating/AC Service

Immigration Lawyer

Janitorial Service

Insurance Agency

Landscape/Lawn Contractor

Local Entrepreneur

Locksmith

Public Relations Firm

Office Furniture

Real Estate Lawyer

Office Sanitizing

Retirement Planning

Moving Company

Social Media Consultant

Painting Contractor

Video Production

Parking Lot Maintenance

Worker’s Compensation Lawyer

Pest Control Company

48 | B2B MAGAZINE · 2021/2022

VOLUME 21 · ISSUE 6

Picture Framing

Business Services

Plumbing Company

Advertising Specialties

Property Management

Auto Glass

Real Estate – Commercial

Auto Leasing

Roofing Company

Background & Drug Screening Service

Security Equipment/Systems

Business Broker

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Business Telephone Services Computer IT Services

Financial Services

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Bank

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Credit Card Merchant Processing

Corporate Gifts

Investment Company

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Customer Service Delivery Service

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Delivery Vehicle Dealer

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Mailing Lists

Restaurant – Business Happy Hour

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Restaurant – Business Dinner

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Travel & Event Planning

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Business Conference Venue

Printer

Event Photography

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Event Planning Service

Third Party Logistics

Florist

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Hotel

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Travel Agency

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