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ON THE COVER: (In alphabetical order) Catherine Alonzo, Javelina; Monica Antone, Gila River Indian

Community; Kelly Barr, SRP; Ann Becker, APS; Maja Berlin-Del Vigna, Honeywell Aerospace; Noreen Bishop, Chase Business Banking; Jenn Daniels, Town of Gilbert; Paris Davis, Washington Federal; Kimberly A. Demarchi, Lewis Roca Rothgerber Christie; Allison DeVane, Teaspressa; Amber Gilroy, CTCA; Denise Gredler, BestCompaniesAZ; Nancy Ham, WebPT; Michele Halyard, MD, Mayo Medical School, Arizona; Sandra Hudson, TrustBank; Mystie Johnson Foote, MD, Banner Medical Group; Jennifer Kaplan, Evolve PV and Marketing; Laura Lawless Robertson, Squire Patton Boggs; Shawn Linam, Qwaltec; Shari Lott, SpearmintLOVE; Fran Mallace, Cox Media; Dawn Meidinger, Fennemore Craig; Marcia Mintz, Boys & Girls Clubs of Metro Phoenix; Desirae Outcalt, Biltmore Bank; Renee Parsons, Bob & Renee Parsons Foundation; Melissa Proctor, Polsinelli; Sissie Roberts Shank, Chas Roberts A/C & Plumbing; Jane Russell-Winiecki, Yavapai-Apache Nation; Catherine Scrivano, CASCO Financial Group; Lawdan Shojaee, Axosoft; Sheryl A. Sweeney, Ryley Carlock & Applewhite; Sally A. Taylor, KeatsConnelly; Amy Van Dyken-Rouen, Amy’s Army; Katee Van Horn, GoDaddy; Ashley Villaverde Halvorson, Jones, Skelton & Hochuli; Jacque Westling, Quarles & Brady; and Jeri Williams, City of Phoenix.

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CEO Series













38  Most Influential Women in Arizona 62




89  Arizona Society of Human Resource Management 102  Arizona's Top 50 Employers

The West is




28 On the cover: The Most Influential Women in Arizona Business were photographed by AZ Big Media’s Mike Mertes at Sneaky Big Studios in Scottsdale.


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bought a house in the historic district in downtown Phoenix in 2003. When we first moved in, downtown was struggling. If we wanted to go out and eat after 2 p.m., our dining options were Subway. That might be a little hyperbole, but not too much. As downtown developed, dining and entertainment options exploded. That was a quality of life improvement. But with the positives came negatives. As those negatives became more and more commonplace (One example: transients jumping the alley wall to bathe in the pool), I ran into Sintra Hoffman at our Most Influential Women in Arizona Business event last year. The president and CEO of WESTMARC sold me on the virtues of the West Valley. The realtor should have split her commission because I bought a house in the West Valley shortly after that event. Now, Sintra and WESTMARC are selling the virtues of the West Valley to the business community. Industrial buildings are popping up all over the West Valley, the sounds of hammers building thousands of new homes can be heard in neighborhoods throughout the West Valley, and educational institutions are developing programs to build the skilled workforce needed to retain and attract businesses in the West Valley. You can read about the virtues that sold me and new businesses on the West Valley in the WESTMARC supplement inside this issue of Az Business. And don’t miss reading about this year’s class of the Most Influential Women in Arizona Business. This issue spotlights the people and associations changing the landscape of Arizona. Enjoy.

Michael Gossie Editor in chief

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SHOUT-OUTS ADVOCATING FOR WOMEN or the third year in a row, Am Law 100 firm Polsinelli has been recognized as a Gold Standard firm by the Women in Law Empowerment Forum (WILEF) for incorporating women into the highest levels of firm leadership. Just 44 law firms from across the nation received Gold Standard Certification this year.


DRIVE TO MAKE A DIFFERENCE ecognized as one of the longestrunning and most treasured charitable golf events in the Valley, the 44th Annual Lou Grubb Friends Fore Golf & Gala raised more than $600,000 to support patient care, medical education and research at Dignity Health St. Joseph’s Hospital and Medical Center and Barrow Neurological Institute. The evening featured a moving tribute to the event’s namesake, the beloved Lou Grubb, and to Robert Spetzler, MD, who is retiring as president and CEO of Barrow after 34 years of service.


IMPACTING NONPROFITS italyst Health Foundation, in partnership with the Arizona Community Foundation and the Community Foundation of Southern Arizona, has awarded Innovation Grants totaling $624,703 to five Arizona nonprofits — Arizona Legal Women and Youth Services; Chandler Fire, Health & Medical Department; Nature Conservancy; Arizona Community Health Workers Association; and Living Streets Alliance. These grants will fund projects that have a direct impact on building healthy communities around the state.


FIGHTING FOR CANCER PATIENTS rian Hummell, the Arizona director of government relations for the American Cancer Society Cancer Action Network, earned the Laurel Award for Advocacy from the Prevent Cancer Foundation. Hummell has worked to ensure that uninsured women diagnosed with breast and cervical cancer in Arizona have access to treatment coverage; that Medicaid is expanded to provide increased coverage to low-income Arizonans; that cancer patients in Arizona have access to oral chemotherapy; and that state funds for breast and cervical cancer screening programs remain intact.



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President and CEO: Michael Atkinson Publisher: Cheryl Green Vice president of operations: Audrey Webb EDITORIAL Editor in chief: Michael Gossie Associate editors: David McGlothlin | Jesse A. Millard Interns: Cianna Leparulo | Melissa King Contributing writers: Lauren Ruef | Erin Thorburn Hannah Tooker | Steven G. Zylstra ART Art director: Mike Mertes Graphic designer: Bruce Andersen MARKETING/EVENTS Marketing & events manager: Cristal Rodriguez Marketing coordinator: Kristina Venegas OFFICE Special projects manager: Sara Fregapane Executive assistant: Mayra Rivera Database solutions manager: Cindy Johnson AZ BUSINESS MAGAZINE Senior account manager: David Harken Account managers: Cindy Kurtze | April Rice AZ BUSINESS ANGELS Director of sales: Brit Kezar AZ BUSINESS LEADERS Director of sales: Sheri Brown AZ HOME & DESIGN Director of sales: Joe Freedman AZRE | ARIZONA COMMERCIAL REAL ESTATE Director of sales: Ann McSherry EXPERIENCE ARIZONA | PLAY BALL Director of sales: Jayne Hayden RANKING ARIZONA Director of sales: Sheri King Az Business magazine is published bi-monthly by AZ BIG Media, 3101 N. Central Ave. Suite 1070, Phoenix, Arizona 85012, (602) 277-6045. The publisher accepts no responsibility for unsolicited manuscripts, photographs or artwork. Submissions will not be returned unless accompanied by a SASE. Single copy price $4.95. Bulk rates available. Copyright 2017 by AZ BIG Media. All rights reserved. No part of this publication can be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from AZ BIG Media.

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wler, a pioneer in crowd-sourced information that’s building the world’s largest database of company and executive information, released its first report on CEO Likeability. Owler’s analysis, which parsed thousands of CEO reviews from site users, uncovers what people truly think of CEOs in the Valley. With the impact of social

media on the rise, this comes at a time where there’s more transparency and accountability in the corner office than ever and the nation’s top executives can’t escape public scrutiny. That said, here are the most likeable CEOs in the Valley, according to Owler:


1 2 3 4 5 6 7 8 910 88.1/100









Kent McClelland

James H. Hooker

Steven W. Moster

Charles Layne


Stewart M. Bloom

Shamrock Farms





Ernie Garcia

Peter S. Fine

William J. Amelio

Amin N. Maredia

Michael J. Masse


Banner Health


Sprouts Farmers Market



1 2 3 4 5 6 7 8 910 99.1/100










Michael Kanko

Neill Feather

Tomas Gorny

Richard Rector

Justin Gray

Rob Donat

Girish Rishi

Blake Irving

Wolfgang Koester

Sari Factor




Realty Executives


GPS Insight

JDA Software





if your CEO is the only insider on a board Leaving a CEO “home alone” can lead to poor financial performance, exorbitant CEO pay, and more financial fraud, according to a story. Corporate boards on which the only insider is the CEO have become popular over the past few years. But there’s a problem with that kind of board independence, according to a new paper accepted for publication in Strategic Management Journal. “The upside to a CEO’s power and agenda setting is they’re the expert to a degree,” says Christine Shropshire, associate professor of management at the W. P. Carey School of Business at Arizona State University. “But with the absence of an insider, no one can check the accuracy or precision of the CEOs information to the board.” The study used data on S&P 1500 firms from 2003 to 2014 to examine the consequences of loneinsider boards: • CEOs who were the lone insiders made 7.39 million more than the average of the other top executives • Companies with lone-insider boards were 27 percent more likely to commit financial misconduct • Profits were 10 percent lower on average


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IN WAGE ACCELERATION Arizona leads the nation in hourly earnings growth, according to the Paychex | IHS Markit Small Business Employment Watch, gaining 4.63 percent ($1.06) year-over-year. On a metro level, Phoenix had the second highest 12-month hourly earnings growth (4.52 percent to $24.51). Nationally, hourly earnings have increased 2.87 percent ($0.72 year over year) to $25.76.

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TRENDSETTERS Advancing three places from a year ago, Arizona was ranked as the No. 9 state for business in Chief Executive magazine’s 13th annual Best & Worst States for Business survey. The Chief Executive rankings ‘BEST & WORST reflect CEO perceptions STATES FOR of best and worst states based on a range of key BUSINESS’ measures. Arizona benefited because CEOs rank it highly in several key industries, and for its favorable living environment. In state rankings by industry, Arizona fared well in five of seven categories tracked, including No. 4 in retail, No. 5 in energy/utilities, No. 6 in technology/ telecommunications, No. 7 in pharmaceuticals/medical products and No. 9 in healthcare.


The top five states for 2017, in order, are Texas, Florida, North Carolina, South Carolina and Indiana.

THE GOOD NEWS AND BAD NEWS FOR SENIOR HEALTH Arizona seniors are seeing improvements in clinical care – a 30 percent decrease in preventable hospitalizations since 2013 – according to United Health Foundation’s 2017 America’s Health Rankings Seniors Report. But despite the gains, the state still ranks only No. 23 for senior health, according to the report.

How do customers rate Phoenix banks? J.D. Power recently released its 12th annual U.S. Retail Banking Satisfaction Study, which measures customer satisfaction with retail banks, based on responses from more than 78,000 retail banking customers of 136 of the largest banks in the United States. How did the largest Phoenix-area banks perform? Here are the Top 7, scored on a 1,000-point scale: 8

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1. FirstBank....................866 2. Chase.........................827 3. U.S. Bank.................... 817 4. BBVA Compass............ 813 5. Bank of America.......... 810 6. Wells Fargo.................804 7. Bank of the West.........797

Local tech attorney makes dinner a whole lot better Roza Ferdowsmakan, a local tech attorney and entrepreneur, launched a mobile app in the beginning of July that connects local chefs and farms to the community. The application, "bites.," will help bring a local chef into your home to cook you a meal using farm-to-table ingredients sourced from local farmers. Ferdowsmakan says the mobile app empowers both chefs and the farmers by exposing them to the community. Users can ask the chefs questions about each ingredient and learn how to prepare dishes as the chef prepares a meal within their home. Chefs of all skill ranges, from students looking for experience, the at-home cook or the pro can use the app to meet local foodies interested in learning more about locally sourced bites and unique ways to cook them. Interested? The beta (test) version of the mobile app is available for download by registering on the app’s site, After registering, you’ll be sent a link for a download through the iOS and Google Play stores. The beta version is only available in Phoenix, but the app will release across the country on Oct. 1.

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TRENDSETTERS How do business leaders

STAY FIT? The heat is an easy excuse to skip your summer workouts. But these Arizona business leaders know the importance of a healthy body to complement their brilliant minds. Here’s what they do to stay physically fit.

SANDY ABALOS, principal in charge, REDW LLC: “Cycling. It allows me to escape daily pressures, recall the freedom of my first pink Schwinn, it’s healthy and challenging.”

RICH BOALS, president and CEO, Blue Cross Blue Shield of Arizona: “From hiking and biking to power walking and weight lifting, getting out and doing something physically active is what I enjoy most.” SUSAN FREEMAN, partner, Lewis Roca Rothgerber Christie: “I’m a certified yoga teacher, and teach a free class at my law firm. Yoga practice helps me to stay calm and focused, as well as to stay healthy in mind and body.” MARYANN GUERRA, CEO, Aesthetics BioMedical: “I use fitness as my personal time and to help manage the stress of day to day life. I often come up with my most creative thinking on my runs.” BILL LAVIDGE, CEO, LAVIDGE: “I enjoy slalom course water skiing a lot. It is a great workout which I can still do somewhat competitively.”

CRAIG ROBB, managing director, Zions Energy Link: “I have always remained active in sports, moving from racquetball to squash to baseball and my new focus is on tennis.” STEVE SANGHI, CEO, Microchip Technology: “I am a daredevil and a hiking enthusiast. I have parachuted from a plane and hiked the Himalayas in India, The Eiger in Switzerland, Humphrey’s Peak and other peaks in the U.S.” 10

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As the saying goes, you never get a second chance to make a first impression — and the expression especially applies during the job hunt. Here are five examples of Resumania — real-life resume mistakes seen by Robert Half: • Marital Status: None that I know of. • Skills: I always try to be goo at what I am doing. • Education: Attended a useless diploma mill. • Summary: Ability to think inside the box. • Objective: I’m looking for my big brake.


The 2017 Cox Business Consumer Pulse on Small Businesses survey found that an overwhelming number of Arizonans visit a local small business at least once a week and locals spend more, too, if merchandise is manufactured in the United States. When selecting their top three reasons for shopping and supporting small businesses, Arizona shoppers ranked them as follows: LOCAL SUPPORT 73 percent CONVENIENCE 62 percent GREATER CUSTOMER SERVICE (than a large business)


How do Arizona cities rank for Hispanic entrepreneurs? You would think that with Arizona’s large Hispanic population and entrepreneurial spirit, the state would be a hotbed for Hispanic entrepreneurs. Wrong! While Texas had nine of the Top 20 cities on WalletHub list of 2017’s Best Cities for Hispanic Entrepreneurs, Arizona only had one: Gilbert, which ranked No. 11. The only other Arizona city to crack the Top 50 was Scottsdale at No. 44.

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Striking a chord

Digitial Air Strike CEO helps clients win customers through social media management and engagement

ALEXI VENNERI: “At the ad agency I worked with, we were really data driven and we would run what we thought were amazing campaigns,” says the CEO of Digital Air Strike. “But if the business wasn’t managing their social media and there were negative Yelp comments, we wouldn’t see website traffic lift. But when we would manage social media, we saw that it helped.” PHOTO BY MIKE MERTES, AZ BIG MEDIA



ne of the core values Alexi Venneri implemented when she co-founded Digital Air Strike was, “Whatever it takes.” “We do that for our clients, but also for our staff,” Venneri says. “We have people who have been here since Day 1 because we’re OK if you have to pick up your child from school and work a couple hours from home that night. We want to be fun. We want to be collaborative. We think about the new way to work.” Venneri was thinking about a new way to market companies when she co-founded Digital Air Strike, an award-winning digital response and social media technology company that works with thousands of clients to drive sales through social media management and engagement.

Az Business: How did Digital Air Strike come to be? Alexi Venneri: I was running an ad agency

and looking for companies or tools to help manage the social networks. That didn’t exist eight years ago, so I thought, “That’s a business. We should do that.” We found 12

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the investors and the courage it took to do something that wasn’t being done at the time.

the menu, doing things a little differently and I think that’s prevalent in the way we run the company.

AB: Was there an epiphany moment when you realized the impact of social media on marketing? AV: What we started to see during the

AB: Are there things about social media that other CEOs need to know? AV: They’re really not understanding

rise and adoption of social networks was it wasn’t just college kids, it was everybody. It was grandparents and parents and businesses and it wasn’t going away. Today’s consumer doesn’t trust what the media says, they don’t trust what businesses say, but they do trust what each other says. How do you tap into that? That was really the moment for me when I realized the old ways to market just aren’t going to cut it anymore. You have to find a way to be in the conversation.

AB: How can social media impact the bottom line for that CEO’s company? AV: There is a constant stream of

AB: What qualities make you an effective leader for Digital Air Strike? AV: I’m an optimist and love finding new

ways of doing things. I say, “I have an idea,” too many times a day. As a child, I wouldn’t play with board games that were given to me. I’d make up my own board games and make my own rules. I believe in ordering off

the pot of gold that is out there. Even with negative content, you’re going to find the reason why someone got annoyed — something in your business that is not going right, a trend you’re missing or a demand that you don’t know about. There is so much great information available through social media, but CEOs cannot be afraid of it.

feedback from customers and you just have to figure out a way to tap into it and leverage it. There is a lot of power in that. This isn’t just some marketing thing that the intern who works for you in the summer can handle. You cannot have your head in the sand on this because you’re going to get left behind.

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5 ways automation will forever change how we do business


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intech isn’t a trend, and now more than ever, businesses are starting to believe it. Governmental regulatory bodies like The Office of the Comptroller of the Currency granting Fintech a special charter to dodge regulatory barriers could fundamentally change everything about the future of finance. While many welcome this change with open arms, others fear the pace of adoption in an industry that’s slow to give bank customers what they want—more access to their money and a greater sense of personalization in the user experience. These customer expectations are part of raising the bar. Fintech—much more than a buzzword—is doing more than disrupting. Fintech is building partnerships with banks to deliver the technology pipeline needed to engage a generation of Millennials hungry for on-demand, personalized services. According to Deloitte, Millennials will be the prevailing global workforce by 2025, accounting for 75 percent of it in total. Automation on a mass scale has paved the way forward. Let’s look at a few ways automation is tearing down barriers to doing business.

1 2

Increased competition: Automation lowers barriers for new entrants into the market.

The McKinsey Global Institute released a study in January of 2017, assessing the impact of automation on a global scale. The research firm conveyed that while automation might be a slow-building wave, it is a far-reaching one for individuals doing fixed tasks in predictable environments. The study implicated jobs from low-skilled factory labor to white-collar professionals like doctors and engineers are under the lens of reorganization due to automation. The report says: “The effects of automation might be slow at a macro level, within entire sectors or economies, for example, but they could be quite fast at a micro level, for individual workers whose activities are automated or for companies whose industries are disrupted by competitors using automation.” This means it’s going to be much easier for the small fish to enter the same streams that the big fish have been running in for some time. We’re already seeing it with small e-commerce retailers competing with big box department stores like Macys or Nordstrom for sales. This kind of movement will only increase with the rapid expansion of automation solutions enabling businesses to focus on their core competencies with laser-like precision.

Markets free of legacy technology have an unparalleled advantage.

Riding the front of the automation wave are countries and industries that lack the burden of legacy technology. There’s no sharper advantage than being legacy-free, and many emerging international markets are picking up that edge. BRIC is an acronym for the emerging international markets showing the most promise for economic development and influence in the twenty-first century. The phrase was coined by Jim O’Neil of AB | July - August 2017 15



3 4 5

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Goldman Sachs back in 2001, identifying the nations of Brazil, Russia, India and China as those showing particular promise based on GDP and other growth factors. China is showing itself as the strongest contender, particularly in its manufacturing and technological prowess. A few years ago, a statistic said that in China there are more cellphones in circulation than people in America. There’s little holding back the rest of the world from taking the lead in tech innovation that has typically been dominated by Western Europe or Silicon Valley. Places like Brazil, China and India are picking up the pace. New entrants free of the shackles of old technology are able to scale at an impressive rate. Call it outsourcing or a global economy but moving faster is the name of the game.

Blockchain will cut out middlemen and their services completely. Blockchain has earth-shattering automation potential, and its effect in recent headlines is not overstated. Some are comparing blockchain’s expected influence on financial markets to the advent of the internet. Some of the reason why is the way it will give both sides of a transaction immediate and unprecedented access to a single truth source. Part of its novelty is that there is no central authority required to maintain or verify its record of truth. It is self-verifying, by attaching an ordered list of records called blocks. It creates a unique fingerprint that cannot be modified or altered by referencing the previous block. The audit process of the future could be completely automated. Ownership of assets including inventory could be registered and tracked using this new form of technology. The possibilities are endless, but one thing is certain, an intermediary to verify the legitimacy of these transactions is not required.

Federal regulatory branches swing open the doors to innovation. Fintech is just one example of how disruptors can change the entire mindset of an industry. But for most blazing new trails in any industry, there are a few frustrations unique to a startup. Fintechs must gain licenses to bank in each state they have customers in, which quickly translates into costly regulatory hurdles to scale. When the Office of the Comptroller of the Currency, a division of the United States Treasury Department, granted fintech a “special purpose national bank charter” back in December of 2016, this welcome news meant one less hurdle to clear before gaining traction as a business. It removed some of the built-in resistance to innovating in the financial sphere, giving fintechs the green light to proceed with their idea.

Traditional banking services will be driven by new values. As Brian Stephens National Leader of Financial Services for KPMG says: “Be prepared for customers to move money how they want, when they want.” This differs dramatically from what traditionally structured banking services have offered consumers, though we’re starting to see a positive shift with mobile banking functionality and the elimination of fees to transfer money. Financial startups and fintechs are changing all of that. Now biometrics are being used to verify bank account ownership. Imagine instead of typing in or remembering a password, account access is granted with a selfie. And if that is not futuristic enough, there’s always the idea of finance bots recommending smart investment strategies or even trading stocks in the near future. So what’s the ultimate goal of automation? To break down barriers to competition, to make finance more accessible to a broader range of people than ever before, and to outsource tasks that are not high-level, to automation. And while not every disruptor will bring qualitative change, those aimed at shape-shifting to fit customer expectations have a great chance of changing the future business landscape. Lauren Ruef is a research analyst and writer for

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about new law? Here’s how to make sure your business is compliant with Arizona’s mandatory paid sick leave



ust as Arizona businesses are settling into the new normal after the minimum wage was increased to $10 per hour in January, they’re getting hit with the second wave of the voter-approved Fair Wages and Healthy Families Act. While the first part of Proposition 206 raised the minimum wage, the second part — which went into effect July 1 — provides paid sick leave for Arizona workers. “Employees must accrue paid sick leave at a rate of one hour of paid sick leave for every 30 hours worked,” according to Jessica L. Post, a director at Fennemore Craig. “For employers with 15 or more employees, the accrual cap is 40 hours per year. For employers with fewer than 15 employees, the accrual cap is 24 hours per year.” Employers can offer more generous leave, but that is what is required under the Act, Post says. “The law is intended to benefit the lives of approximately 30 percent of Arizona’s


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workforce who work for minimum wage and/or do not earn paid sick time,” says Jodi Bohr, a shareholder at Gallagher & Kennedy. “Those workers tend to work in fast food, restaurants or retail jobs. The potential unintended consequences will be increased automation to reduce those positions and increased prices.” Bohr says at least one food establishment she frequents has already imposed a Prop. 206 service charge at checkout. Nonnie L. Shivers, a shareholder at Ogletree Deakins, says the new law allows employees to accrue and use paid sick leave for their own illnesses, their family members’ sicknesses or public health emergencies. “Some employees may see no change if they already received more generous paid time off benefits from their employer,” Shivers says, “but new employees may be able to use sick leave sooner.” While the formula seems simple — one hour of paid sick leave for every 30 hours

worked — there are intricacies of the new mandate that employers need to address: • Each employee’s pay stub must list how much sick leave has been accrued, used and received. • Informational posters about the law must be displayed in a well-trafficked area, such as a copy room or break room. If you don’t follow these procedures, you may be hit with penalties by the Industrial Commission of Arizona and/or lawsuits. Despite the seemingly simple formula, there are significant grey areas that have many employers scratching their heads. “The grey areas are numerous and, in fact, the (Industrial Commission of Arizona) continues to update its own FAQs on the fly, demonstrating its own confusion with the law,” says John Alan Doran, a member at Sherman & Howard. “The greatest confusion will lie, no doubt, in the coordination of Arizona’s paid sick leave benefit with other leave-related laws,

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Jodi Bohr

John Alan Doran

Robert K. Jones

such as the Federal Family and Medical Leave Act, the Americans With Disabilities Amendments Act and much more.” Bohr says another confusing aspect is the requirement that employers must allow employees to carry over up to 40 hours (24 hours for small businesses) of unused paid sick time from the previous year, continue to accrue up to 40 hours the next year, all while limiting paid sick time use to 40 hours per year. And Robert G. Vaught, a partner at Quarles & Brady, says employers cannot require an employee to provide documents supporting their request to take paid sick time (like a doctor’s note) unless the employee uses earned paid sick time on three or more consecutive work days. Even then, the employer can only request “reasonable documentation.”

Jessica L. Post

Nonnie L. Shivers

“But what is ‘reasonable’ can be subject to interpretation,” Vaught says. And the questions and confusion continues. “For employees who don’t earn a regular salary or hourly wage — such as commissioned or production-based employees or employees who earn shift differentials or other variable sums — determining the amount of pay due for a given day or hour off of work could be fairly subjective,” says Robert K. Jones, principal at Jackson Lewis. “There will also be many issues to sort out regarding the antiretaliation provisions, such as whether a more generous PTO policy will allow job protection to employees who take paid sick leave after exhausting their regular vacation time.” Jones says employers need to discuss the requirements and gray areas of the law with a knowledgeable advisor to come up with a

Robert G. Vaught

David Villadolid

plan and written policy that is tailored to their particular business circumstances. But with more gray areas than a barber shop in a retirement community, what is an employer supposed to do to make sure they are compliant with Arizona’s Fair Wages and Healthy Families Act? “Other than out and out prayer, the best advice is to think of the new Arizona paid leave benefit as a separate bucket, even if the paid leave benefit is woven into other leave benefits,” Doran says. “The Arizona paid leave requirements cover situations that are, in some meaningful respects, different from those under the Federal Family and Medical Leave Act and/or the Americans With Disabilities Amendments Act. Employers will need to evaluate each leave event within the separate buckets of the separate laws. This is no easy feat.”

ADVICE FOR BUSINESSES Here is advice from labor and employment experts on how to deal with the paid sick time piece of Arizona’s Fair Wages and Healthy Families Act:

the ICA over time, or even through the courts, but employers should endeavor to avoid legal risk by creating as compliant a plan as possible.”

Robert K. Jones, principal, Jackson Lewis: “While the statute is deceptively simple in its grant of an entitlement to a modest amount of paid sick leave, the implementation will be different for every employer. Only by thinking through the options permitted by the statute in advance and drafting a tailored policy will there be any assurance that the employer will fully comply with the law and avoid unanticipated liabilities.”

David Villadolid, shareholder, Burch & Cracchiolo: “If a business owner already provides vacation, sick leave or other paid time off to employees, the employer may not have to add additional time off to comply with the new statute. You may be able to revise existing policies so that they comply with the new statute.”

Nonnie L. Shivers, shareholder, Ogletree Deakins: “Employers should keep an eye on informal guidance and upcoming regulations from the Industrial Commission of Arizona to ensure they remain up to date on new and emerging advice on how to stay compliant. There are many unknowns with the law that will be answered through


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Robert G. Vaught, partner, Quarles & Brady: “Review your existing PTO policies to determine whether they need to be revised to comply with the Act’s requirements or whether you need to create an entirely new policy. Train managers and benefits personnel to make sure they understand how to evaluate leave requests and what kind of documentation they can — and cannot — ask an employee to provide.”

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How are members of the Arizona Hospital and Healthcare Association coping with the unpredictability in their sector?

LEADING THE CHARGE: Greg Vigdor is president and CEO of the Arizona Hospital and Healthcare Association, a statewide association for those organizations and leaders devoted to collectively building better healthcare and health for the patients, people and communities of Arizona. PHOTO BY MIKE MERTES, AZ BIG MEDIA

By JESSE A. MILLARD When the Republican-controlled House of Representatives passed the American Health Care Act earlier this year, the Arizona Hospital and Healthcare Association (AzHHA) came out against the bill, joining the likes of the American Medical Association and AARP.   With the debate raging on, only one thing is certain now as all eyes focus on Capitol Hill with anticipation: uncertainty.  Recently, we sat down with AzHHA President and CEO Greg Vigdor to talk about what hospitals are focused on during this roller-coaster period in our nation’s healthcare history.   A chief concern revolves around what might happen to Medicaid, which tends to lead how the market develops healthcare plans in Arizona, Vigdor explains. But Vigdor and local hospitals have their eyes on other worries, too.    Az Business: What’s the most important thing Arizona hospitals should keep an eye on in the next year?  Greg Vigdor: There’s the question. What’s going on with the insurers here in Arizona and how much money are they making? I think our perception is actually a lot. And hospitals are kind of not making great margins, so what does that mean about the business transactions with insurers? Hospitals are looking at drug costs, too. We thought prescription drug costs would be addressed at some point, but it isn’t being addressed. So we’re watching that closely.   22

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AB: How are your members proceeding with this uncertainty surrounding insurance and everything else? GV: There’s a lot more apprehension than in the past. The core thing is, I think there are people out there saying, “dealing with uncertainty is what we do. I feel a little more nervous, maybe a lot more nervous than in the past.” The American Health Care Act change could be bigger than all of the previous changes. Will we be able to actually deal with it? We’re not as sure as we have been with past changes.  AB: How will hospitals react if the Affordable Care Act is pulled and all of these folks become uninsured?  GV: It’s all just too hypothetical. What we do know is, if the AHCA proposal that passed the House just goes into effect, I think it will be a disaster for Arizona. The number of people that lose coverage and the problems that will be created are causing some serious uncertainty. The scale of what the AHCA would do, I think, is monumental. It really questions a lot of the assumptions about how our system has developed here, including the role of health plans. I’m not sure they would be interested in the Medicaid business any longer if there is no money in it. Yet, the hospitals in particular would be left to care for those patients — whether they had Medicaid or not — through the emergency rooms.

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With the skyrocketing healthcare bills, what are the alternatives to help employers cut costs?



here’s nothing quite like the renewed uncertainty around healthcare costs for employers and employees as politicians, lobbyists and activists duke it out in Washington, D.C., over health insurance.   The average annual workplace family health premium rose a “modest” three percent in 2016 to $18,142, according to the Kaiser Family Foundation Employer Health Benefits Survey.   The same report shows a slowdown of cost increases over the course of the last 15 years.  Still, costs are increasing, leaving employers spending $12,865 annually — on average — for family coverage premiums and $5,306 annually on single coverage premiums, Kaiser reports.   There might be some, hope, though. Employers have options in the face of these high premiums as the healthcare landscape disrupts itself with innovation and technology to save your bottom line.  

Give me access or give me a big hospital bill One Scottsdale-based self-funded healthcare company, Redirect Health, hopes to keep costs low by helping employers “utilize and maximize self-funded healthcare plans.”   After talking with Redirect Health CEO and former Phoenix Mayor Paul Johnson about healthcare, it’s fair to say he isn’t a fan of traditional insurance companies or hospitals.    Johnson says the U.S. health system has been designed around the system and its silos: doctors, hospitals, pharmaceuticals and insurance. This result is a system designed without the patient and employer in mind, he says.  One of the keys to keeping costs low is to make sure patients never even have to set foot in a hospital or hospitalaffiliated system, Johnson says.   That’s a tall order.   24

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Hospitals have been buying up doctor’s practices in mass over the past few years. It’s such a trend, the New England Journal of Medicine stated in a 2011 article that more than half of practicing U.S. physicians are now employed by hospitals or integrated delivery systems.   Since then, the trend has continued, with health systems like Banner Health buying up both doctor’s practices and urgent care facilities around the state.   Johnson says hospitals are doing this so their doctors refer patients back to the hospitals for procedures they can’t do in the office. This, in turn, drives up the cost of healthcare, he says.   But something can be done. Redirect Health’s clients’ claims are 67 percent lower than the marketplace, Johnson says.   “This is because Redirect Health helps its members access quality care at the appropriate level and place of service,” Johnson explains.   If someone needs blood work or an MRI, they don’t go to a hospital or hospital-owned lab, Johnson says. They can go to an independent facility.  “Keeping members out of the hospital is our key to drastically lower costs,” he says.   Johnson wants to re-imagine the entire healthcare system by first creating unlimited access to primary, chiropractic and physical therapy care. That means the employee does not have to

pay co-payments or deductibles for these services.   Johnson says co-payments and deductibles are barriers that keep folks from getting the care they need right away.   The end result will see patients — whether they have a chronic condition or a sudden illness — get the care they need right away, Johnson says. This is in comparison with a system where folks wait it out to avoid out-of-pocket costs until they end up in the hospital for something much more serious to their health and damaging to the wallet.  Also the self-funded model takes traditional insurance companies out of the equation, which will reduce costs because there are no more administrative costs, Johnson says. Doctors spend a lot of money getting their full claims back from insurance companies, Johnson explains.   To further improve care, Johnson’s model at Redirect Health gives patients 24/7 access to a doctor through the phone or telemedicine to help determine what the patient needs to do right away.  

All of this, “gives you an ability to begin to lower claims,” Johnson says.   Talk anytime, anywhere With rising healthcare premium costs in mind, telemedicine solutions could be a vital pathway to saving money.  Phoenix-based Akos MD is one such telemedicine firm. Akos MD hopes to help patients save money by having doctors available through the phone (meaning no lost productivity at work) and by treating a wide range of conditions that can be done over the phone.   Akos MD Founder Kishlay Anand, MD, says American Medical Association data shows 70 percent of common conditions can be treated through telemedicine.   “An Akos MD yearly subscription allows families to save significantly on their monthly premiums by buying a highdeductible health plan with much lower monthly premiums and AB | July - August 2017 25


Kishlay Anand

using a health savings account to pay for a yearly subscription to Akos MD to cover the whole family for minor health issues,” Anand says.   Patients have unlimited virtual access to their doctor through Akos, Anand says.   With telemedicine solutions like Akos, “chronic disease management for heart failure and diabetes not only help keep people healthy, but long-term (care) helps decrease cost of care as the patient’s need for high-cost care in hospitals decreases significantly,” Anand says. Maybe tradition isn’t so bad  The private sector has been showing interest in “consumerism” type plans when it comes to engaging with traditional health insurance companies, says Mike Tilton, vice president of sales for Blue Cross Blue Shield of Arizona.  Businesses are recognizing that healthcare costs are outpacing the consumer price index. With that in mind, employers are showing interest in higher deductible plans, Tilton explains.   Some employers then place the money saved through higher-deductible plans into health savings accounts or health reimbursement accounts, he adds. Employees can then spend that money any way they want, or save it for a later date and even retirement. Another universal strategy to prevent unnecessary delays in healthcare caused by out-of-pocket costs is coupling coverage for preventive care with these higher-deductible plans, Tilton says. This way, “the employee or consumer wouldn’t experience any out-of-pocket costs for a routine annual examination, a wellwoman check or an annual physical,” Tilton says. Blue Cross Blue Shield of Arizona isn’t the only healthcare institution that wants to get people in front of a doctor as early as possible. Tilton says BCBSAZ has invested into the Patient-Centered Medical Home concept. The Patient-Centered Medical Home is a model of care that puts patients at the forefront of care. PCMHs build better relationships between people and their clinical care teams. Research shows that they improve quality, the patient experience and staff satisfaction, while reducing health care costs. Insurers and doctors don’t want to learn new things about a patient while they’re in a hospital, Tilton says, which is why it’s so important to get patients engaged with a primary care doctor right away.  26

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Paul Johnson

Mike Tilton

Blue Cross also collects patient information through its online portal by having them take a health risk assessment. The assessment leads the patient down the pathway to the care they need before a condition worsens. Another tenant of consumerism is making sure consumers are making informed decisions when they pick their health plans, Tilton says. Blue Cross has invested a lot into consumerism and transparency methods, he says, so folks can make an informed decision based on what they know and the status of their health. This hasn’t always been the case. “As we expose customers to more costs, we want to make sure they know how to navigate more effectively, like the way they would purchase anything else,” Tilton says. “It shouldn’t be different, but it is. We’re working very hard to fix that.”

KEEPING DOCTORS INDEPENDENT As hospital systems buy up doctor’s practices, Blue Cross Blue Shield of Arizona has been working to keep these doctors independent. President of Sales Mike Tilton says BCBSAZ has been helping independent doctors integrate technology into their practices so they can provide a holistic care for patients. Tilton explains three other ways BCBSAZ has helped doctors stay independent:   • Making changes to how doctors are compensated  • Guidance to prescribe generic medications when appropriate  • Ensuring someone with a chronic condition is treated before it gets worse  “We’ve tried to give them the right incentives to stay independent, to stay in practice because we do know that the primary care doctor shortage is a very real issue right now,” Tilton says. 

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PLACES to beat the Arizona heat


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e can tell ourselves it’s a dry heat all we want. Sooner or later, every Arizona resident will need some relief from the triple-digit temperatures that eventually make us all feel like a hot dog that’s been left under a convenience store warming rack too long. To give you some ideas for summer respite, here are 50 places to go to beat the heat. Hotel Valley Ho AB | July - August 2017 29


Angels Trumpet Ale House: Check out the ever-changing chalkboards for dozens of unique craft beers that will cool you off on the hottest days. Arizona Diamondbacks: Cool off at Chase Field with the all-you-can-eat seats conveniently positioned one level below the Sandlot kids area. Arizona Grand Resort & Spa: This resort offers everything locals are looking for in a staycation — seven-acre water park, golf course, spa, on-site dining and more. Arizona Zipline Adventures: Beat the heat at Arizona Zipline Adventures, home of Southern Arizona’s longest and fastest Zipline EcoTour. Big Surf: As America’s original wave pool with 2.5 million gallons of water, Big Surf’s Waikiki Beach is the place to be on a hot summer day. Bitter & Twisted Cocktail Parlour: Cool off with a cocktail at this relaxed cocktail lounge and check out its creative, 16-page menu. Boulders Resort & Spa: Escape the heat with a legendary spa, four swimming pools, world-class golf and culinary adventures at the newly designed restaurants. Butterfly Wonderland: Walk among thousands of butterflies and exotic moths as they flutter between flowers and trees.

Dave & Buster’s: Beat the heat with great games, food and TVs for gamers and sports fans of all ages.

Humphreys Peak: The highest point in Arizona is an oddly snow-topped peak within the otherwise arid state.

Dolphinaris Arizona: Swim with dolphins or meet the dolphins from dry land right in Scottsdale.

Hyatt Regency Scottsdale Resort & Spa: The property features a 2.5-acre water playground with a sand beach, threestory waterslide, adult pool, Grotto Bar and gondola boat rides.

Fairmont Scottsdale Princess: The resort hauled in 830 tons of white sand from Florida for its 9,000-squarefoot Sunset Beach surrounding the pool. Four Peaks: The original and most beloved craft beer company in Arizona has been brewing since 1996 out of an old creamery. Flip Dunk Sports: Stop by to cool off with an open jump session at Arizona’s indoor trampoline gym. Golfland Sunsplash: Sunsplash operates in the summer and features 29 water-based attractions. Hilton Tucson El Conquistador Golf & Tennis Resort: The Desert Springs Oasis features sparking pools and a relaxing waterfall-fed cold plunge. Hotel Valley Ho: The retro hotel’s OH Pool always has a lively atmosphere with live music, cabanas and “Recovery Sundays.”

Churn: Create fond memories of cooling off with freshly churned ice cream. Don’t miss the strawberry. Coconino Lava River Cave: Eons ago, a rushing lava river formed this pristine passage through solid rock. Creamistry: The ice cream shop utilizes science — mixing ingredients with liquid nitrogen for a smoky and satisfying visual showcase — to bring you your creamy desert. 30

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Octane Raceway

Ice Den: There is always time to lace up your skates and hit the ice, even when it’s triple-digits in the Valley. iFly: Ever wonder what it’s like to fly? Visit first indoor skydiving operation in Arizona. JW Marriott Phoenix Desert Ridge Resort & Spa: The resort offers five pools, including a lazy river outdoor pool, Revive Spa adult pool, a serpentine waterslide and kids splash pad. Kartchner Caverns: Limestone caves with spectacular showcase chambers. Lake Havasu’s London Bridge: This immigrant bridge once spanned the Thames but is now a fixture in Arizona. LEGOLAND Discovery Center: This is described as a “highly interactive and educational two- to three-hour experience.”

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OdySea Aquarium

Lowell Observatory: Visit this Arizona observatory that is famous for investigations into Martian life and Pluto’s discovery. Lustre Rooftop Bar: Lustre Rooftop Bar at Kimpton Hotel Palomar Phoenix hosts rooftop yoga on Wednesdays and LUSTRE hosts pool parties on Saturdays and Sundays. MacAlpine’s Diner & Soda Fountain: Circa-1928 soda fountain with wooden booths, vintage decor and retro food and drinks such as egg creams. Main Event Entertainment: Gravity ropes, laser tag, karaoke, bowling, rock climbing, mini golf and more. Maya Day + Nightclub: The chic day club is the place to be if you’re looking for a Vegas pool-party feel. Musical Instrument Museum: Nearly 300 exhibits immerse visitors in the sights and sounds of the world’s instruments. Octane Raceway: The premium destination for kart racing and experiential entertainment just brought world-class virtual reality gaming to the Valley. OdySea Aquarium: OdySea holds more than 2 million gallons of water and is home to more than 30,000 animals. Ask about the Penguin Interaction Program. 32

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Phoenix Rock Gym: Experience the vertical world of climbing on 30-foot-high walls with more than 15,000 square feet of climbing surface. Pointe Hilton Squaw Peak Resort: Splash into summer at the resort’s fouracre water park featuring a lazy river for tubing, a 130-foot waterslide and three swimming pools. Ritz Carlton, Dove Mountain: Enjoy three pools, cabanas, a 235-foot water slide and splash pad, golf, spa, food and wine and acclaimed outdoor adventures. Salt Cellar: Visit this underground restaurant to cool off with Salt Cellar’s sensational seafood. Salt River Tubing: You may choose two, three and five-hour trips that include float time and shuttle bus ride. Scottsdale Fashion Square: Cool off indoors with more than 225 retailers including Nordstrom, Neiman Marcus and Barneys New York. Slide Rock: Slide Rock State Park takes its name from a natural water slide formed by the slippery bed of Oak Creek. Talking Stick Resort: Release Pool Parties at Talking Stick Resort bring in some top DJ talent courtesy of EDM

powerhouse Relentless Beats. The Baked Bear: Original-recipe ice cream sits at the heart of each one The Baked Bear’s ice cream sandwiches, which are held together by fresh-baked cookies, brownies or even donuts. Tilt Studio: This cool spot is overflowing with games, particularly those of a hightech, redemption-oriented and carnivalstyle nature. Titan Missile Museum: America’s only nuclear missile silo open to the public. Urban Jungle Fun Park: Super cool indoor facility that mashes up amusementpark-style activities and a playground to create one really cool place. W Scottsdale Hotel: The hipster hotel in the middle of Scottsdale’s entertainment district hosts the Wet Weekends pool party every Friday and Saturday. Wet ’n’ Wild Phoenix: The water park features more than 30 exhilarating attractions for families and thrill seekers alike. Wild Horse Pass Hotel & Casino: Summer rates at Wild Horse Pass include free poolside entertainment Saturdays and Sundays (steel drums, reggae, etc.) and a poolside grill.

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A MATTER OF INFLUENCE Here are tips on how to find success marketing brands to ‘influencers’


he world of marketing continues to change and marketing professionals are changing their tactics as well. Simply, today’s consumers no longer look to brands to make purchase decisions, but rather to their peers. It’s a dramatic shift and one that Hannah Tooker creates great marketing Marketing opportunities — if deployed correctly. Nielsen finds 92 percent of consumers around the world trust earned media (recommendations from friends and family, word-of-mouth and organic media coverage) above all other forms of marketing. This is where influencer marketing comes in. Utilizing influencers allows your brand to tap into their audience by using relatable people and content. While influencers aren’t exactly in your audience’s inner circle, the influencers that most audiences engage with are ones they feel most closely aligned to. Influencers are often so ingrained in the consumer’s life that they do not make much of a distinction between a real life acquaintance and their favorite Instagram star. Influence is described as the sum of the number of followers and the brand affinity (i.e, how much credibility and expertise an Influencer is perceived to have). Keeping this in mind, there are a few things to think about when deciding to take the leap into influencer marketing for your clients and their brands.


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 ho you choose matters – influence is more than just the number W of followers someone has. You want to be sure the influencer engages with their audience and provides a valuable content experience for their followers beyond just pushing out a post.


Marketing that induces consumer-to-consumer word-of-mouth generates more than twice the sale of paid advertising. Of those that were acquired through word-of-mouth, brands have a 37 percent higher retention rate.


Alignment between your brand and an influencer is key. Seeking influencers that will appeal to your audience and uphold your brand tenants is paramount for success.


Influencers can cut through the advertising clutter and talk directly to the audience. Consumers see hundreds of ads a day and we are becoming immune as a result. Influencers help to take the marketing speak out of the equation and talk to their audience like a peer or friend.


Influencer marketing is a long-term strategy. Building relationships with influencers will help increase engagement and exposure over time and strong influencer relationships help create lasting content partnerships. The addition of influencer activations to any marketing plan can help create new relationships with consumers, diversify content for your brand and increase engagement. Take the dive and see for yourself.

Hannah Tooker is the senior content manager at Santy. She prides herself on building brands by fostering meaningful relationships with audiences through serving relevant content with thoughtful promotion.



Eddie Merlot’s is a cut above other steak and seafood restaurants By MICHAEL GOSSIE


ddie Merlot’s is the epitome of the classic steakhouse, but with a modern twist. Don’t let the strip-mall setting throw you off. When you walk into the doors at Eddie Merlot’s, you will be welcomed by a contemporary space that creates an elegant setting with bright natural light, light colors and lots of glass. This isn’t your father’s typical dark steakhouse interior. What’s fantastic about Eddie Merlot’s is that it presents options that offer the best of both worlds. You can choose to sit in the elegant dining area, which features a sleek lounge with a double-sided stone fireplace, two-toned woods and custom artwork that combine to create the elegance and ambience of the finest dining establishments. Or if you’re feeling a little more social, you can choose to sit in the ultra hip and bright bar area — which features a temperature- and humiditycontrolled wine room — and also serves the full menu. Beyond the amazing atmosphere is the food. Eddie Merlot’s focuses on hand-cut, prime-aged beef, seafood and wines. Wetaged, prime-grade beef (including a bonein Wagyu New York strip, an exclusive cut sourced from golfer Greg Norman’s ranch in Australia) is the calling call of


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this luxurious Scottsdale restaurant that is the first Arizona location for the high-end Indiana-based steakhouse chain. All steaks are aged a minimum of 21 days; hormone, antibiotic and steroid-free; hand-selected and primarily cut in-house. While the restaurant has built its reputation on its steaks, one of the best things about Eddie Merlot’s menu is its diversity. Beyond the steak and seafood options, you’ll find vegetarian gnocchi (pan-seared gnocchi, button mushrooms, sautéed fresh spinach, sweet corn beurre blanc), triple prime meatloaf (red wine sauce, crispy onion straws, roasted garlic mashed potatoes), Meyer lemon chicken (roasted chicken half, glazed with Meyer lemon sauce, sautéed green beans), and braised short rib stroganoff (braised short rib, red wine sauce, pappardelle pasta, rosemary mushroom cream). While all of those dishes outshine the signature dishes at other Scottsdale restaurants, you go to Eddie Merlot’s for steak and seafood. Here are some dishes you shouldn’t miss to get the best Eddie Merlot’s experience: • Trio of Medallions: Three four-ounce filet medallions with one served Oscar-style, one topped with peppercorn and the third topped with bacon gorgonzola cheese. • Dry Aged Prime Tomahawk Ribeye: This

is 32 ounces with exceptional marbling and rich nutty deliciousness. • Crab-Stuffed Shrimp: The ParmesanTabasco cream takes this dish from amazing to amazeballs. • For sides, don’t pass up the sweet potato casserole, the brussels sprouts or the cauliflower gratin. • W hen it comes to dessert, you will never forgive yourself if you leave without trying the carrot cake. This slice of heaven is big enough for the table to share … although it’s so otherworldly, you’ll want it all to yourself. Eddie Merlot’s is one of those restaurants you could eat at every day and be satisfied because you can’t go wrong with anything on the menu. But it’s the complete package — the excellent service, elegant atmosphere, superb cuisine — that make Eddie Merlot’s a can’t miss dining destination any night of the week and for any occasion.

Eddie Merlot’s

23207 N. Scottsdale Rd. Scottsdale 85255



Industry Leaders of Arizona recognizes businesses and business leaders who through hard work and innovation think beyond traditional boundaries to help lead the future of Arizona business. We are Celebrating the Industry Leaders in:

Aerospace/Defense • Software Firms/Data Support Commercial and Residential Service Contractors Food & Beverage • Healthcare Support Services


Nominate at | Deadline: August 11, 2017

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Lieutenant governor Gila River Indian Community Antone was elected to the GRIC Tribal Council in 2012, has been an advocate of the Violence Against Women Act and was appointed to the State Coalition for Domestic Violence and Sexual Assault. She also advocates for mental health issues and for awareness of sexual trafficking in tribal casinos. BEST DECISION: “In 1987, I made a decision that impacted my career. I took a risk by leaving a federal government position and took a position as a political intern working at the Gila River Indian Community executive office under Mary V. Thomas, the first female governor. Ms. Thomas mentored me on the traditions, culture and introduced me into the Tribal Government sector.”


Senior director of environmental management and chief sustainability and compliance executive SRP BEST DECISION: “The best professional

decision I ever made was to leave the private practice of law and come to SRP. My experiences at SRP have been diverse, challenging and rewarding. I am so grateful for the opportunity to work on such interesting issues with such incredible colleagues.”


ALONZO Founding partner Javelina

BEST DECISION: “Starting my business Javelina in 2012 was a big risk, but I decided to ignore the fear and do it anyway – a mantra I repeat to myself a lot to this day. Today, Javelina is a team of 10 and growing, and together we are advancing equality and human dignity through social, economic and political change. I will never regret taking the risk.” SURPRISING FACT: “I love to be physically

challenged, from running marathons to completing Tough Mudder challenges. My husband and I recently biked 250 miles along the east coast of Taiwan. You learn an incredible amount from pushing your body to do things you’re not sure you can do.”


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SURPRISING FACT: “I took a year off between undergrad and law

school and backpacked around Europe and through Fiji, New Zealand, Australia, Indonesia, China and Japan. This was well before cell phones and the only communication I had with my family was a single phone call every two weeks … It was great to have the love, support and trust of my family.”


Vice president and chief procurement officer APS Becker leads and manages the company’s extensive supply chain, procurement, warehousing, logistics and transportation functions. She also serves on the board of the Downtown Phoenix Partnership. BEST DECISION: “In 2009, our COO joined APS and offered me a position outside the law department. I’d been an attorney for 17 years and loved it. I never considered leaving law, and I almost didn’t. Our general counsel gave me some sage advice: ‘Embrace change. When opportunities like this come along, jump.’ Best decision ever.” SURPRISING FACT: “I’m a total introvert. Nobody believes this about

me. I’ve learned to adapt. But I’ll take a good book or a remote slot canyon over a party, every single time.”

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Market manager, Arizona J.P. Morgan Private Bank Bishop manages a team of professional advisors with expertise in banking, investment management, credit, fiduciary management and wealth advisory. BEST DECISION: “During the financial

crisis, I took a lateral position across the country that brought me to Arizona to help lead the market through that period. That decision created new opportunities for me. It led to a senior executive role enabling me to make a bigger impact in the business community.” SURPRISING FACT: “I am a newlywed and

new stepmom to a beautiful 9-year-old daughter, which has made my life fuller in so many extraordinary ways.”


Chief operating officer, Mercy Care Plan BEST DECISION: “The best decision was to accept a position to serve Medicaid members with Aetna through the administration of Mercy Care Plan. I had previously worked in the industry focused on commercial members. Here, I utilize my skills with the Medicaid population and I’ve found a greater sense of purpose and inspiration. I’m working with an amazing team and truly making a difference in people’s lives.” SURPRISING FACT: “I’m a hockey mom to two boys ages 15 and 16 who play travel

hockey all over the country. This requires a great deal of energy, organization and a whole lot of toughness!. We’re traveling to cold country – places like Detroit — where they battle it out. We love it.”


Mayor, Town of Gilbert

Daniels has been serving on the Gilbert Town Council since 2009. On July 19, 2016, the Gilbert Town Council elected Daniels as mayor, replacing John Lewis. She was then elected by the voters to a full term as mayor beginning January of 2017. BEST DECISION: “Observing and learning from amazing leaders has shaped my leadership style. I’ve learned to not be afraid to take risks and to extend myself beyond my comfort zone. I’ve been blessed with opportunities and experience just because I was willing to say, ‘yes.’” SURPRISING FACT: “I know the words to every ’80s rap song and I

love to dance when a good song comes on. Anytime. Anywhere.”


Vice president and general counsel of the Commercial Electronic Solutions and Engines & Power Systems businesses Honeywell Aerospace BEST DECISION: “My willingness to accept risks with my career

development. A few examples are when I left the partnership track at a law firm in Chicago to join a law firm in Germany, when I completed an eight-month expat assignment for GE in Tokyo, and the fact I’ve chosen to work in two very different, highly regulated industries in which I had no prior experience or expertise (aerospace and healthcare). As a result, I’ve met great people who supported me and pushed me outside my comfort zone and I’ve ultimately developed skills I otherwise would not have, which has made me a better lawyer and business partner.”

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Vice president/Northwest Arizona retail banking division manager Washington Federal BEST DECISION: “In 2001, Washington Federal afforded me the opportunity to move to Arizona from Oregon. In doing so, I began on a once-unimaginable career trajectory, eventually having a hand in growing our footprint to 31 branches and $1.3 billion in assets over the past two decades, not to mention a front seat in the development/opening of our first-ever regional Arizona headquarters this year.” SURPRISING FACT: “When I moved to Arizona

in 2001, I drove my three horses and two dogs all 1,200 miles … by myself … in days before smart phones … and navigation If I could do this, I could do anything.”

the apps.


Partner Lewis Roca Rothgerber Christie Demarchi has built her practice around her love of public policy and ideas, working in the areas of government law and handling complex civil appeals. BEST DECISION: “Saying ‘yes’ to new experiences as a young lawyer. My practice combines many different substantive areas and skill sets and I don’t think I would have found the mix that makes me happy without trying so many things early in my career.” SURPRISING FACT: “I am a total klutz and a

terrible athlete, but a basketball gym will always feel like home to me. My dad coached a high school team and I got to go to practice with him, instead of going to daycare.”


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Founder Teaspressa DeVane is the founder of Teaspressa, producer of the only coffee and tea hybrid beverage available in the U.S. Using DeVane’s patented production process, Teaspressa is pioneering gourmet tea preparation and creating the next generation of innovation in the beverage industry. DeVane launched Teaspressa with the mission to make a positive impact in the community and help people live healthier, happier lives. BEST DECISION: “Accepting I was not cut out to have a ‘normal’ job and taking leaps of faith. Whether quitting my job and starting Teaspressa or applying for ‘Shark Tank,’ following my gut has reaped more reward than fathomed. I learned the importance of saying ‘no’ to opportunities that don’t fit my vision.”

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Senior vice president of operations Cancer Treatment Centers of America Gilroy oversees all aspects of clinical and non-clinical hospital operations. She received her MBA from the University of Houston. BEST DECISION: “In 2011, I left consulting for Cancer Treatment Centers of America. I moved my husband, 1-year-old and 8-week-old sons to Chicago in the winter, but it proved to be my proudest professional decision. Since, I have grown my skill set beyond consulting and finance into hospital operations and executive leadership.” SURPRISING FACT: “In my spare time, I love gardening, canning and decorating.  I’m a huge HGTV nerd and can’t get enough of design and home improvement shows and magazines.”


Founder and CEO BestCompaniesAZ Gredler is a thought leader in employer branding, workplace culture and community improvement, best known for helping to create large-scale workplace awards programs, including Arizona’s Most Admired Companies and Top Companies to Work for in Arizona.


Dean Mayo Clinic School of Medicine, Arizona Campus Dr. Halyard is the Suzanne Hanson Poole vice dean of the national Mayo Clinic School of Medicine and dean of the Arizona campus. BEST DECISION: “The smartest decision was choosing to do my fellowship training at Mayo Clinic. Throughout my 30 years at Mayo, I have had tremendous opportunities to not only practice medicine in the No. 1 healthcare institution in the world, but to participate in innovative research, educational endeavors, and challenging administrative roles.” SURPRISING FACT: “My favorite pastime is to watch the Phoenix Suns. I am one of those fans who screams so loudly that I embarrass my husband and kids when they are with me at games.”


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BEST DECISION: “After reaching a vice president role leading the first Arizona company to achieve Fortune’s 100 Best Companies status, I gave up the corporate life to start BestCompaniesAZ to better our community through designing employer award programs and connecting employers and job seekers. As I reflect on the past 15 years, it’s humbling to see the impact we’ve had on hundreds of employers, thousands of employees and countless members of our community who experience the benefits of a great place to work culture.”


BEST DECISION: “I ‘fired’ myself. I was CFO at ActaMed and we were preparing to go public. I suggested we hire a CFO with public company experience and hence, took the risk to fire myself. That ended up creating a series of unforeseen opportunities in my career. I was able to move into a mergers and acquisitions role, which led to the chance to run a business we acquired, which then led directly to an operations/GM path, which then led to me becoming CEO. While at the time, I just thought it was the best decision for the business, it actually ended up being one of the smartest decisions for my career as well.”

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President TrustBank Arizona Hudson is CEO of Trust and Wealth Management and president of TrustBank Arizona. BEST DECISION: “Confidence in my vision. I do not know the words ‘can’t’ or ‘no.’ I was able to take my vision of a boutique group of professional wealth advisors who work in a holistic fashion with customized solutions and no minimums to TrustBank, a 104-year-old bank, just over four years ago. We were recently named to Chambers 2016 ‘Top High Net Wealth Advisors in Arizona.’” SURPRISING FACT: “I would rather be baiting a fish hook instead of balancing the books. I’m a low-maintenance mountain girl who enjoys horseback riding, fishing, hiking, camping and fresh air.”


Owner Evolve Public Relations and Marketing Kaplan started Evolve in 2010. With clients ranging from restaurants, retail, entertainment, real estate, medical, legal, global and international companies and nonprofit organizations, the company has grown to become a premier firm. BEST DECISION: “The smartest professional decision I made was to venture on my own in starting my firm. It was extremely difficult at the time, however, with the support of my clients, many still with me eight-plus years later, I realize it was the best thing I did to grow personally and professionally.” SURPRISING FACT: “I love watching all sports and following different tournaments and athletes. I even have the ESPN app on my phone.”


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COLLEEN JENNINGS-ROGGENSACK Executive director ASU Gammage Jennings-Roggensack is executive director of Arizona State University Gammage and ASU vice president for cultural affairs with artistic, fiscal and administrative responsibility for two cultural facilities, with additional responsibility for Sun Devil Stadium and Wells Fargo Arena for non-athletic activities.

BEST DECISION: “Transitioning from a professional contemporary dancer and choreographer to an arts presenter in Colorado. I was hired for my deep knowledge of dance and passion for getting things done. And now, I get the honor of managing one of the largest presenting houses in the country at ASU Gammage.” SURPRISING FACT: “I officiate swim meets at ASU. I am also a USA and NCAA swim official. My daughter is a four time AllAmerican swimmer.”

Leading by example. The staff and charitable partners of The Bob & Renee Parsons Foundation are proud to congratulate Renee Parsons and all women recognized as the 2017 Most Influential Women in Arizona. Renee’s leadership in creating real transformational change for underserved populations has made an incredible impact on the lives of individuals, both in the Valley and around the world, thanks to the many charitable organizations The Foundation has partnered with over the last five years.

We deal in hope. | ÂŽ

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CEO Banner Medical Group After joining Banner, Dr. Johnson Foote served as chief medical officer at Banner Thunderbird Medical Center, Banner Del E. Webb Medical Center and Banner Medical Group before taking on her current role. SURPRISING FACT: “I have a wonderful karmic story. I became pregnant when I was 16 years old. I chose to place the baby for adoption. Twenty-three years later, the young man that I had last seen as a 3-day-old baby was sitting in front of me at a diner in Rawlins, Wyo. It was amazing. The decision to place my baby for adoption also helped influence my decision to become an OB-GYN.”



Medical director of neurorehabilitation Barrow Neurological Institute Dr. Kwasnica’s expertise includes physical and neuro-rehabilitation. She also treats patients with complex brain and spinal cord injuries. She is a member of the American Academy of Physical Medicine and Rehabilitation, the Academy of Academic Physiatrists, and the American Academy of Cerebral Palsy and Developmental Medicine.

BEST DECISION: “The smartest professional decision I ever made was to return to Arizona to practice at Barrow Neurological Institute. As someone raised in Arizona but who attended medical school and training in Chicago, I wasn’t sure if I would return. It gives me even greater satisfaction to serve the community in which I was raised.”

CEO Qwaltec Linam is the CEO and co-founder of Tempe-based Qwaltec, which provides space systems operations and engineering services. She has extensive experience in space systems operations and has supported numerous government and commercial space programs, including NASA’s Space Shuttle program where she began her career as an astronaut instructor. BEST DECISION: “My decision to leave a government job at NASA for a private sector job with commercial satellites was a pivotal decision in my career. It was difficult to give up the job security and benefits of a civil servant job, but leaving took me on a path that led to cofounding and running my own company.”


Partner Squire Patton Boggs

BEST DECISION: “Working with people who are smarter

than I am. I’m privileged to work with the most committed, creative, driven, client-focused team imaginable. On a daily basis, they inspire and motivate me. Our clients do the same. They ask the toughest questions and push me to keep learning each day.” SURPRISING FACT: “Before attending law school, I studied vocal and piano performance at a number of renowned conservatories, including Oberlin, Aaron Copland School of Music, and New England Conservatory and placed in or won a number of national and international piano competitions. My most prized possession is a 1936 Model M Steinway.”


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Founder and CEO SpearmintLOVE Lott started her online baby and children’s clothing and accessories store in her closet three years ago and used social media to grow sales 1,269 percent in 2016 over 2015. BEST DECISION: “Committing early on to build an Instagram audience. In the early days of SpearmintLOVE, I had no money for marketing. Instagram was instrumental in building my audience, as well as zeroing in on what products they wanted. With nearly 500,000 social media followers that are our most loyal customers, it all started with the decision to focus on Instagram.”


Vice president Cox Media Mallace joined Cox Media/Cox Communications in 1992 as a national sales manager and, since that time, has held a number of roles with increasing responsibility in Arizona, Atlanta and California. Mallace’s leadership and service also extends to the community, where she has served on Cox Charities and is on the boards for the Fresh Start Women’s Foundation and Make-AWish Foundation.

SURPRISING FACT: “I started my career

BEST DECISION: “I have hired and surrounded myself with the very best talent and then I make sure I get out of their way.”

as a chemist. My education was in the sciences and I had no background in business or marketing prior to starting my company.”

wanted to be a talk show and movie director/producer. Do you think it’s too late?”

SURPRISING FACT: “I secretly have


CEO Boys & Girls Clubs of Metro Phoenix Mintz has more than 25 years of global and national experience, including serving as president of the JCL Health Foundation and senior vice president of community benefit for HonorHealth. Earlier in her career, she worked in the Bay Area for a multi-use campus and eight years in global program development. BEST DECISION: “To proactively cultivate strong mentor relationships. The advice and counsel I have received from great mentors has significantly impacted my diverse career and opened up opportunities I would not have thought about on my own.” SURPRISING FACT: “I have traveled to over 45 countries including

Siberia and Cuba.”


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Director Fennemore Craig Meidinger practices in the area of natural resources, real estate and environmental law, with a focus on mining, public land utilization (state and federal) and permitting. BEST DECISION: “I was in an administrative assistant for a Fortune 500 company during law school. After graduating, I was offered an in-house counsel position with that company. I later transitioned to private practice, but the in-house experience allowed me to understand what clients need to be successful in a fast-paced business environment.” SURPRISING FACT: “I received a full

athletic scholarship from Arizona State University to play volleyball.”

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Vice president relationship manager Biltmore Bank BEST DECISION: “I realized early in my career that the best way to learn is never to say ‘no.’ It requires stepping outside your comfort zone both in what you think you know and what you think you can do. I’ve gotten to do many extraordinary things, both personally and professionally, that I wouldn’t have had the opportunity to do if I had said, ‘I don’t know how,’ or, ‘It’s not my job.’ I started in banking as a part-time teller. Now I’m part of our bank’s executive team, managing a $100-million portfolio, all due to saying ‘yes.’” SURPRISING FACT: “I am a car enthusiast, so it would surprise most people to know that I didn’t get my driver’s license until I was 24.”

MELISSA PROCTOR Shareholder Polsinelli

BEST DECISION: “Moving to Arizona, without a doubt. I was initially motivated by family and quality of life reasons. But, I am astounded by the speed at which Arizona companies are growing, and their understanding that growth sustainability will be driven in large part by marketing to customers outside the United States. It is a very exciting time to be in the field of international trade here right now.” SURPRISING FACT: “While running for president of my fifth-grade

class, I telephoned the White House and asked for then President Ronald Reagan’s support of my campaign. Although I wasn’t able to speak to him directly, I did receive a letter from the president wishing me luck, and I won the election.”


President and CEO Chas Roberts A/C & Plumbing Roberts Shank took over as CEO in 1999 after her father passed away and the company soon doubled in size. BEST DECISION: “Growing up, knowing I wanted some management position within the company, I spent time working in almost all of our divisions so that I understood the business from a day-to-day operations view. This enabled me to have a clearer understanding of the entire business when I took over.” SURPRISING FACT: “I spend much of my down time riding horses and competing. I find it can be either relaxing or exhilarating, depending on what you choose to do on any given day.” 54

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Co-founder Bob & Renee Parsons Foundation Parsons has helped shepherd the Bob & Renee Parsons Foundation through more than $120 million of giving in the past five years. BEST DECISION: “The decision to take on

the community outreach program at GoDaddy in 2009. Doing so introduced me to the organizations in the Valley making a difference in so many people’s lives. This experience enabled me to learn the philanthropic landscape of the Valley and help direct funds to those organizations that were making a difference.” SURPRISING FACT: “I grew up in an entrepreneurial family and started working in one of our restaurants as soon as my parents allowed me to. I was 13 years old.”

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Chairwoman Yavapai-Apache Nation In the early days of the Internet, RussellWiniecki started a cutting-edge ISP, sold it at its peak, then pioneered an energy medicine clinic. She currently serves as the first female YavapaiApache chair in more than 40 years and was elected as the president of the Inter Tribal Council of Arizona Board of Directors. BEST DECISION: “Beginning my business career

for myself instead of working for someone else, which taught me hard work and made me resilient. I learned early on the value of employees, to treat them well and that bravery works surprisingly well.” SURPRISING FACT: “I was a bodybuilder before

inventing myself as a businesswoman and politician. I benched my body weight when I was three months pregnant.”


Senior vice president and general counsel Blue Cross Blue Shield of Arizona Salazar oversees BCBSAZ’s legal and human resource divisions. As the healthcare industry faces ongoing changes, Salazar is instrumental supporting the company’s commitment to its employees and members. BEST DECISION: “The best career choices I made were to work for companies that aligned with my own values along with the quality of their leadership. When I look back at the few jobs I held that didn’t turn out the way I expected, it was due to either misalignment of core values or lack of inspiring leadership.” SURPRISING FACT: “I moved a lot when I was growing up, and I

mean a lot. My father worked for the Department of Justice and we moved every year or two.”


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CATHERINE SCRIVANO President CASCO Financial Group

BEST DECISION: “I made a choice to have an independent practice — no partners and no product affiliations — just pursue my own values and vision and surround myself with people with great ideas and great integrity.” SURPRISING FACT: “If it were not for some good fortune and wonderful influences along the way, mine could have been more of a cautionary tale — an example of what not to do. Challenges and poor choices early in life led me to learn some lessons the hard way. I am consistently grateful for the opportunities I have been given to thrive and am inspired to mentor and give to others.”

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CEO Axosoft As the CEO of Axosoft, Shojaee has become one of the few women in the Valley to lead a technology company.

BEST DECISION: “I decided to not used my doctorate in physical therapy in the conventional, be a PT way. I ended up using all my training and knowledge in bedside manners to create great teams.” SURPRISING FACT: “I got my private pilots license at age 18. I took my now husband for a flight as a semi-new pilot and I was always taught by my instructor to speak my thoughts out loud. When we came in for the approach I said, ‘Oh no, I don’t think we are going to make it.’ … It scared him straight into marrying me.”


Shareholder Ryley Carlock & Applewhite Sweeney joined Ryley Carlock & Applewhite in 1984 and has served in various management capacities during her career. She practices energy, water, environmental, electric utility and special taxing districts law. BEST DECISION: “It is rarely a single, momentous decision that

results in success. It is a lifetime of decisions, guided by core philosophies – get an education, work hard, be honest, be kind. And always have a dog.” SURPRISING FACT: “I own my family farm in Kansas. I can talk soybean yields

and wheat prices with the best of them.”


CEO KeatsConnelly In 2016, Taylor became CEO of KeatsConnelly. With nearly $7 million in revenues, KeatsConnelly is the largest cross-border wealth management firm in North America that specializes in helping Canadians and Americans realize their dreams of a cross-border lifestyle. Taylor, who didn’t finish her first college degree until age 35, is the immediate pastpresident of Soroptimist International of Phoenix and appointed member of the Arizona College Savings Plan Program Oversight Committee. BEST DECISION: “Making the decision to not give up seeking excellence in myself and others, and keep pushing myself to succeed when the going got tough.” SURPRISING FACT: “I used to race motorcyles.”


Olympic gold medalist and founder of Amy’s Army Van Dyken-Rouen earned six Olympic gold medals in swimming. After being paralyzed in an ATV accident, she created Amy’s Army, a spinal-cord injury foundation, and has become a medical research advocate. BEST DECISION: “Being open, honest and VERY raw in my speeches was a key decision I made early on. I think it allows people to really connect with my feelings at every step of my career and since my accident. No reason to sugarcoat anything.” SURPRISING FACT: “I’m actually a huge homebody. I love cuddling with my dog, Kuma, and just hanging around my house. Traveling is nice, and a part of my job, but being at home is where I’m the happiest.”


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Congratulations Denise Gredler!

Az Business Magazine’s 2017 Most Influential Women in Arizona. “I consider Denise one of the founders of employer branding and she has unquestionably been a pioneer and thought leader in educating economic leaders about how corporate culture affects employee productivity and retention.” - Stephanie Burchfield, Burchfield & Wolin Public Relations, BWPR, Inc.

“When I was first introduced to Denise, I was informed she was one of the most connected people in the valley. That was true then and is even more true today.” - Deborah Peck, Ph.D.

“You could say that Denise changed leadership in Arizona companies and completely transformed HR. Now there are numerous workplace awards in Arizona, many of them developed by Denise, and all of them influenced by her.”

DENISE GREDLER CEO and Founder BestCompaniesAZ

- Lee Vikre

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Vice president of global engagement and inclusion GoDaddy Van Horn drives the business imperative for GoDaddy that more diverse teams build better products. BEST DECISION: “Moving back to Arizona. I was working out of state and realized for my personal and professional growth, Arizona was it for me. I moved back and started working for GoDaddy and made sure my boss and other senior leaders knew that I was open to working on the tough projects and assignments. This afforded me the opportunity to learn and grow my skill set in HR and as a leader.” SURPRISING FACT: “I am the youngest of seven kids, which made for a fun childhood.”


Partner Jones, Skelton & Hochuli Villaverde Halvorson is a passionate supporter of diversity efforts within her firm and her community and serves as chair of the firm’s Diversity Legal Writing Program. She is vice president of the Los Abogados Bar Association and was selected for the 2017 Hispanic National Bar Association Top Lawyers Under 40 Award.

BEST DECISION: “My decision to intern for Rep. Ed Pastor in Washington, D.C., was my first exposure to politics, public service and the law. I pursued a legal degree as a direct result of the experience and encouragement I received that summer.” SURPRISING FACT: “I backpacked solo throughout Europe for a summer.”

JACQUE WESTLING Partner Quarles & Brady

BEST DECISION: “Believe it or not – getting political(ish). I’m passionate about helping make Arizona a great place for our local businesses. Through my work with the Arizona Bar Association, I have helped draft two corporate bills that streamline and modernize corporate laws affecting restructurings, mergers and acquisitions; and through my work with the Arizona Technology Council, I have helped to support legislative initiatives to promote our technology businesses in the state.” SURPRISING FACT: “I live for the Arizona

Cardinals and know almost every single one of our players, from their position to their height to their alma mater. Seriously – quiz me! And if they are playing a home game, I am most likely watching them in person.”


Chief of police City of Phoenix Williams is Phoenix’s first female police chief and oversees an operating budget that exceeds $600 million. BEST DECISION: “In 2011, I decided to leave my home and 22-year career with the City of Phoenix to accept the chief of police position in Oxnard, Calif. Although this decision came with many unknowns and new challenges, I was not going to let fear keep me from growing. The experience I gained in Oxnard allowed me to return as chief of the best police department in the fifth-largest city in the nation. SURPRISING FACT: “I did not grow up wanting to be a police

officer. Actually, I applied as a flight attendant, but was turned down because of my size.”


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IN ARIZONA Join the celebration as we toast to the 2017 Most Inuential Women in Arizona Business

August 23, 2017 5:30 - 8:00pm Chateau Luxe 1175 E Lone Cactus Dr, Phoenix, AZ 85024

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Nomination Deadline: September 8, 2017 AZ Business magazine recognizes the vital role that in-house counsel plays and acknowledges the accomplishments of leading in-house attorneys. Candidates in each category will be recognized for extraordinary legal skill and achievements across a full range of in-house responsibility, exemplary leadership and for contributions to the Arizona community at large. Go to to nominate today


How can we attract more women to



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he technology industry is one of the fastest-growing and most prosperous sectors in the world economy today. In 2016, 2,500 technology jobs were added in Arizona alone, according to a data analysis report from the U.S. Bureau of Labor Statistics, the U.S. Bureau of Economic Analysis, EMSI and others. Despite the explosive growth of the industry and the capital pumped into it, industry leaders have yet to conquer one major disparity: the gender gap. While statistics on women and minority groups are improving, they remain unacceptable. Google, Facebook and Yahoo all report employee makeup dominated by white and Asian males. On average, these technology giants employ 33 percent fewer women than the U.S. workforce as a whole. CompTIA’s 2017 Cyberstates report breaks down data and trends in the United States’ technology industry. Statistics include technology employment gender ratios, which reveal women hold only 34 percent of the country’s technology jobs. A 2016 study done by Psychology of Women Quarterly found women who work in the science, technology, engineering and math (STEM) fields demonstrated lower psychological well-being than their male counterparts do. This was attributed to the exclusion and isolation women experienced from men in the work environments. Women also face an uphill battle to gain leadership roles in the total workforce. At the current rate, it will be 2085 when women reach parity in leadership roles in our country, according to a report entitled “The Women’s Leadership Gap” by the Center for American Progress. Despite earning 60 percent of both undergraduate and master’s degrees, women in 2014 made up just 20 percent of executives, senior officers and management in U.S. high-tech industries. As recently as 2016, 43 percent of the 150 highest-earning public companies in Silicon Valley had no female executive officers at all.

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Despite concerns, there is great hope for Arizona. Our state boasts three cities in the Top 50 of’s 2017 analysis of the best cities for women in technology.

are not provided the immediate respect that some Leaders in technology and education need of their male counterparts are afforded. Women in to change the context of their environment Arizona still fight to earn the respect of their peers, to not only become more accepting and employees, partners and buyers. empowering towards women but also to support While Arizona still needs to make improvements the elimination of gender biases that disrupt to see more female leaders in technology-related the learning cycle. Empowerment programs fields, we are closing the gender gap faster than aren’t enough if we do not make changes at the many other well-established technology hubs in psychological level. the country. The solution for expansive change isn’t More also can be done during early education Steven G. Zylstra obvious but leaders in technology are beginning to encourage women to explore STEM education to have serious conversations about gender and Technology programs. This starts with teachers, parents and racial equality, especially here in Arizona. It is up investment in educational programs that not to these leaders to empower women by funding equal education only accept but also celebrate young women pursuing STEM, such opportunities and providing avenues for women to pursue career as the newly launched Girls in Tech Phoenix Chapter. According paths in technology, as well as other STEM fields. To move forward, to the Psychology of Women Quarterly study, women as of 2016 we must continue to foster a willingness to develop new solutions. were less likely than men to pursue careers in STEM fields due to The Arizona Technology Council has been a leader in advocating factors such as gender ratios in STEM classes, lack of support from for diversity in technology and working to propel, educate and teachers and mentors, and lack of inclusion and civility. empower women in technology, as well as young girls interested Despite concerns, there is great hope for Arizona. Our state boasts in STEM careers, through programs like Women in the Workforce. three cities in the Top 50 of’s 2017 analysis of the This committee and its events are organized by and feature some of best cities for women in technology. Tucson, Chandler and Phoenix the strongest female technology leaders in Arizona. The events were rank 23rd, 31st and 50th, respectively, in this study that analyzes created specifically to empower women by giving them a voice, and gender pay gap, income after housing costs, technology jobs filled are held in both Phoenix and Tucson. To find out more about the by women and four-year technology employment growth. That’s not Women in the Workforce Committee and its events, we encourage to say female technology founders haven’t had more than their fair you to visit the Council’s website share of obstacles in Arizona. It is still more difficult for entrepreneurs who are women to access capital and funding, and women leaders Steven G. Zylstra is president and CEO of the Arizona Technology Council. 64

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RISING FORCE WESTMARC and economic developers hope new data attracts employers who want to utilize the West Valley’s skilled workforce



f the West Valley could speak for itself, it would confidently articulate that in addition to compromising 15 unique communities with more than 50,000 businesses, it also houses a population of 1.5 million people. With equal tenacity, the West Valley would share about “her” ever-growing robust workforce that includes Banner Health, Luke Air Force Base, Amazon. com, American Express, APS (Palo Verde) and many more competitive top-target industry employers. It would tell you all this and more, with pride and assurance, laced with the best kind of humility of a thing that knows its worth without reducing or downplaying others. Although the West Valley isn’t a person with an audible voice, companies near and far, local economic development officials and loyal residents gladly serve as the voice with a mission of growing an exceedingly competitive entity. One of the West Valley’s most avid supporters and interpreters, WESTMARC, is joining forces with some of the Valley’s most prominent decision makers, educators and analysts to develop and showcase a workforce that’s skilled, strong and unstoppable in attracting new businesses near and far.


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About WESTMARC WESTMARC, a public/private partnership of 15 communities, the business and education sectors, provides opportunities for members to interact and communicate on issues vital to moving the West Valley forward. WESTMARC is committed to its members’ success and its mission of enhancing economic development and quality of life in the West Valley. WESTMARC communities Avondale Buckeye El Mirage Gila Bend Glendale Goodyear Litchfield Park Peoria

Phoenix Sun City Sun City West Surprise Tolleson Wickenburg Youngtown


Sintra Hoffman, president and CEO of WESTMARC, was one of Az Business magazine’s Most Influential Women in Arizona Business in 2016. Her professional background includes more than 19 years of experience in local, state and federal government. PHOTO BY MIKE MERTES, AZ BIG MEDIA

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Brian Friedman

West Valley employee statistics are finally hitting home Did you know that 37-percent of healthcare employees reside within the West Valley? In fact, it’s Maricopa County’s leading industry. Why, then, are only 21 percent of healthcare jobs actually located in the West Valley? If that raises an eyebrow, this will lift the other: 34 percent of finance and insurance workers in Maricopa County live in the West Valley, yet only 12 percent of the jobs are located there. If both brows are raised, and you’ve added a head scratch, you’re experiencing a reaction similar to that of economic developers and leaders in the West Valley. Intermingled with confusion has been an element of frustration among Maricopa County’s key players, whose responsibility it is to attract new businesses. The frustration, until recently, has derived from the way data has been collected in workforce reporting. Prior to recent initiatives, analytic information was historically recorded based on place of employment, rather than residency. “This issue of details involving employment occupation information rather than residence put the West Valley as a whole at a great disadvantage,” explains Scott Whyte, Peoria’s economic development director.  Why? “Companies look at workforce availability first and foremost. How many skilled and talented individuals required by a company are available – not just bodies, but skilled workers? Not having accurate data puts us in a position of hardship,” Whyte says. Thanks to the efforts of Maricopa Association of Governments (MAG), Dr. Shade Shutters, EMSI and additional West Valley partnerships, inaccurate reporting is hopefully an issue of the 68

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Dave McAlindin

Scott Whyte




Percentage of finance and insurance workers in Maricopa County who live in the West Valley, yet only 12% of the jobs are located there.

1.6 million Number of people who live in the West Valley.


Percentage of Phoenix residents who live west of I-17. Phoenix has a population of 1.5 million.


Average annual income for households in the West Valley.


Percentage of the West Valley population that is workforce age.

past. How will this impact the West Valley’s employment reporting and efforts to attract new business? “We can statistically show proof of having a skilled workforce,” says Buckeye Interim Economic Development Director Dave McAlindin, “rather than simply saying it.” McAlindin adds, “In the past, the only way we could prove our workforce migration, was to tell prospective company decision makers to get up in the morning,


Percentage of the West Valley workforce that commutes outside of the region to work in other parts of Maricopa County.


Percentage of manufacturing workers in Maricopa County who live in the West Valley, yet only 16% of the jobs are located there.


Percentage of healthcare workers in Maricopa County who live in the West Valley, yet only 21% of the jobs are located there.

watch the news and observe the traffic headed east on the I-10.” According to WESTMARC’s President and CEO Sintra Hoffman, the improved methods of data sourcing aren’t simply correcting a significant discrepancy in workforce statistics, they are soliciting much more granular occupational data. “With our partnership with MAG and the work of Dr. Shutters this year, we have been able to look more deeply into specific occupations and learn more

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about the 69 percent of West Valley resident commuters traveling east,” Hoffman says. “This targeted data is a significantly improved way of messaging the West Valley to companies.” Sarah Murley, of Applied Economics, will add to the refinement and eventual execution of the new West Valley workforce data, says Glendale Economic Director Brian Friedman. “Sara is analyzing the data and coalescing all the information to be easily read and digested,” he says. Same players, but a new and better game In reality, the heavy hitters of a skilled workforce have been in the West Valley for some time now. The assumption or perception that it hasn’t is something for which the current three-phase WESTMARC workforce study has labeled as “grossly outdated.” The emergence of accurate reporting, however, has and will continue to enable invaluable players to rise from bench to limelight. How will this change the desirability of the West Valley in the eyes of businesses seeking a new location? The short answer: business will boom. Turn your attention to Glendale as a perfect example. With a current population of 250,000 and a workforce of 120,000, Glendale is expected to rise to 350,000 residents by 2040 with 200,000 jobs. “Driving the entire Valley of The Sun, Glendale has about 32 million square

TOP EMPLOYERS Here are the West Valley’s top employers in the industries targeted for growth by WESTMARC: Banner Health 6,683

FedEx 1,308

Luke Air Force Base 5,072

Shamrock Foods 1,204 4,538

JBS Packerland 1,200

American Express 3,240

Arizona State University 1,187

APS/Palo Verde 2,624

HonorHealth 1,145

PetSmart 2,061

JPMorgan Chase 945

Abrazo Healthcare 1,726 Swift Transportation 1,324

Grand Canyon University 903 Humana 940

feet in total space — office, retail and industrial — and now we’re in a place where we’re welcoming more jobs than people,” Friedman says. Further west, Buckeye is experiencing an explosion in population, with 654 housing permits – a 46 percent increase over last year — with an anticipated 2,000 permits projected for 2017, making it the No. 1 population-based rising West Valley city. Great news indeed. The West Valley steadily fills homes, has attractive space for a number of desirable industries and plenty to attract new businesses, but let’s revisit how this plays into the workforce. The proverbial players in the limelight are a multifaceted workforce highly skilled in healthcare, transportation, distribution, business service and manufacturing. If you’d like another analogy, think about whales and barnacles. They have a perfect symbiotic relationship. If you’re thinking the barnacles represent the West Valley workforce, think again. The West Valley workforce is a beautiful Orca who just made her most impressive “sky hop” and she’s about to be covered in barnacles. As new businesses continue to realize the breadth of an existing and evergrowing skilled workforce through improved and substantial data sourcing, with any luck I-10 East will look much less like an ant parade during the 8 a.m. and 5 p.m. commute. Who is in the limelight? As Hoffman previously stated, the improved employment data analytics

FUTURE WORKFORCE West Valley cities’ employment estimates for 2050:

Glendale 206,900 // Buckeye 143,600 // Surprise 120,300 // Peoria 118,000 // Goodyear 104,600


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WESTMARC aren’t simply illuminating more accurate numbers, they’re shedding light on who comprises the West Valley’s skilled workforce. “We know through MAG mapping and the site selection community that we have a strong skilled FIRE (finance, insurance, real estate) workforce,” Friedman says. Beyond the West Valley’s robust workforce, composed of skills in advanced business services, healthcare, STEM professions, advanced manufacturing, IT and aerospace, there is another invaluable demographic from which to acquire skilled workers. “Every year, an estimated 400 Luke Air Force veterans separate from the military,” Hoffman explains. “This means we have highly skilled people available in this region now. This gives the West Valley a paramount opportunity to acquire highly skilled individuals to make an existing impressive workforce even more formidable.” Of course, WESTMARC’s relationships with educational entities like West-Mec, Arizona State University, Northern Arizona University, Maricopa Community Colleges and more are also producing educated, skilled and available qualifiers to fill the existing needs of targeted top industry employers, all of whom are lucrative to the continued prosperity of the West Valley’s economic development upturn.   We’ve built the workforce, now … will they come? If the data provided by the collaborative efforts of MAG, EMSI, Dr. Shade Shutters and Sarah Murley prove true, we can expect business to grow exponentially over the next decade and beyond. A new means of collecting data is the No. 1 source of gratitude. Finally, the West Valley’s workforce is being recognized for what it is: a powerhouse. “Together,” Friedman says, “Our cities in the West Valley collectively house 1.6 million people strong. We are definitely a force to be reckoned with and will only get stronger. All our economic directors are meeting now on a routine basis. United, we are encouraged, proud and pleased that the West Valley has matured and is in a good position to have a good future.” The West Valley may not have “her” own voice, but does she really need it? After all, she has the numbers, a soluble workforce and finally, a way to show it. 72

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OCCUPATIONS OF WEST VALLEY RESIDENTS Here is a breakdown of the occupations of West Valley residents in the industries targeted for growth by WESTMARC:


Computer systems analysts...............................................4,020 Insurance sales agents.....................................................4,017 Loan officers..................................................................2,732 First-line supervisor administrative support..........................9,161 Accountants and auditors..................................................5,112


Registered nurses..........................................................12,471 Medical scientists...............................................................308 Medical transcriptionists......................................................278 Medical assistants...........................................................4,189 Medical secretaries..........................................................3,865

STEM occupations

Engineering technicians.......................................................541 Drafters............................................................................959 Life scientists....................................................................742 Physical scientists..............................................................765 Computer occupations....................................................21,442 Advanced manufacturing team assemblers...........................2,477 First-line supervisors of production.....................................2,100 Machinists.....................................................................1,452 Computer-controlled machine tool operators............................381 Welders, cutters, solderers and brazers................................1,328


Electricians....................................................................3,243 Software developers, applications.......................................3,516 Computer systems analysts...............................................4,020 Software developers, systems software...............................2,282 Information security analysts................................................711


Electrical/electronic equipment assemblers.............................925 Industrial engineers.........................................................1,025 Aerospace engineers...........................................................232 Mechanical engineers.........................................................785 Avionics technicians............................................................153

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Class act WESTMARC

West Valley educational partnerships grow to superhero proportions



ew, more accurate methods of data sourcing have revealed a stalwart West Valley workforce comprised of highly skilled professionals in healthcare, finance and insurance, manufacturing and much more. In tandem with a quantifiable means of relaying this information to prospective businesses, there’s even more to the story. As the West Valley finally has a way to prove its value with a skilled workforce and attractive quality of life, education is making its mark ­– and it’s brighter than a bat signal in the sky. West Valley industries are lighting the beacon Hopefully, you are familiar with the bat signal, most notably, from the late Adam West’s pop-culture Batman series. Whenever someone was in need of superhero help, they summoned Gotham’s cave-spelunking hero by projecting the bat symbol into the sky. West Valley businesses and employers may not have a tailormade beacon to shine for all to see, but many have formed steadfast relationships with area education outlets, including ASU


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NUMBERS Here is the education attainment of West Valley residents:


High school graduate or equal


Some college or associates degree


Bachelor’s degree or higher

To accommodate Palo Verde, West-MEC implemented a program that enables students to begin a program starting their junior year that allows them to experiment with a variety of trades. In their senior year, students can have dual enrollment on the same campus and finish high school with a number of stackable credentials. If they choose to stay on for a third year to acquire an associate’s degree, they are all but ensured a position with Palo Verde. So much is the demand for positions seeking experienced, educated and skilled HVAC, welding and manufacturing workers, that West-MEC has a 90 percent program completion rate and 97 percent graduation rate with a 100 percent job-placement assurance. While the multiple West-MEC campuses in Surprise, Buckeye, Glendale and Deer Valley respond to the call for educated and skilled employees, Grand Canyon University has 11 advisory boards representing 200 mostly westside companies with whom they partner. “With nearly 30,000 students studying in Arizona through our ground campus and online operations (another 50,000-plus study online throughout the world),” says GCU President Brian Mueller, “most of our graduates seek employment in Arizona and the West Valley specifically.” A ‘WV’ for all educational entities to see Perhaps even more exciting than the partnerships higher education institutions have with local West Valley industries is the partnerships they have with one another. “GPEC identified that the No. 1 barrier to new business acquisition in the West Valley is education,” says Maricopa Community Colleges Chancellor Dr. Maria Harper-Marinick. This is a two-pronged problem. First, when a new business formally surveys the educational opportunities in the West Valley, they want to make sure their children are going to get a good education before they decide to relocate their families. West, Grand Canyon University, Thunderbird School of Global Second, business leaders want to know that there is education Management, Trine University, Pierce University, Midwestern infrastructure in place to give them the skilled workforce they University, Communiversity at Surprise, West-MEC and Glendale, will need to effectively run and grow their business. Glendale North and Estrella Mountain community colleges. For example, according to Harper-Marinick, Maricopa County’s The partnerships that businesses and entities like WESTMARC workforce will need to capture 61 percent of skilled nurses to have with surrounding colleges and universities have, in essence, meet demand in the foreseeable future. become a beacon. When there is a need for skilled employees, “It won’t happen simply through ASU graduates,” Harperindustry leaders are now approaching West Valley schools for help. Marinick explains. “We don’t start any new programs until an industry comes to This is where CEP (current enrollment partnerships) are a us,” says Diane McCarthy, West-MEC’s director of government payoff for the West Valley, and most likely for Arizona as a whole. relations and business partnerships. Thanks to Maricopa Community Colleges, ASU, NAU, GCU and And they do. other prominent higher education entities coming together, the “Palo Verde Nuclear Generating Station came to us,” McCarthy numbers are changing. says. “They have all these skilled workers who are retiring and “These partnerships will enable nursing students, as an example, that workforce will need to be replenished, and not simply to achieve a nursing license in three years,” Harper-Marinick says. with nuclear experts, but with skilled carpenters, mechanics, “One year of community college and two at a university.” instrumentation control operators and individuals capable of Educational partnerships are effectively bridging the gap by fulfilling specialized craft jobs.” utilizing initiatives like “reverse transfer.” AB | July - August 2017 75


“If a student has completed 60 out of 64 credits,” HarperMarinick says, “and the remaining four is all that’s required to obtain an associate’s degree, a student can transfer credits back to a community college and take the equivalent ASU course to complete the necessary credits.” Programs like these and others that encourage the continued enrollment of a 72 percent part-time student population are vital in the prosperity and elimination of negative stigmas of West Valley education. As a result of West Valley focused educational partnerships, high-demand occupations and the fastest growing occupations are being tracked and accommodated. Where and what is the skilled workforce demand? “Welding, precision machining, aircraft mechanics, auto collision and repair are our Top 5 most in-demand vocations,” says McCarthy. GCU, for its part, is the largest provider of teachers to West Valley K-12 schools, as well as the largest provider of nurses to West Valley hospitals and clinics, according to Mueller. “Our business graduates are sought after for their entrepreneurial spirit,” adds Mueller. “Accountants, worship leaders and professionals in computer science and IT are very prevalent and we will have our first engineering graduates in about 12 months.” ASU and University of Arizona graduates comprise a bulk of graduates in education, medical and business professions. Collectively, these educated, highly skilled graduates — along with the educational institutions that mold them — aren’t simply altering the numbers, they’re changing the story; they are changing the West Valley. So, new businesses, when you need it, your skilled workforce is ready and waiting, and you don’t even need to beam a “WV,” into the sky. WESTMARC and a host of economic development experts are ready to welcome you to your new home.

Maria HarperMarinick

Diane McCarthy

Brian Mueller

HIGHER education

Here are some of the higher education facilities in the West Valley:


ASU West Campus Thunderbird School NAU at Glendale NAU at Estrella Mountain NAU at North Valley

COMMUNITY COLLEGES Glendale Community College Estrella Mountain Community College Rio Salado Community College Buckeye Education Center



Here is the breakdown of the number of Arizona State University and University of Arizona graduates living in the West Valley: Aerospace 225 Agriculture 356 Art 1,373 Business 8,210 Criminal justice 1,652 Design/construction 917 Education 10,319 Engineering 2,148 Information 4,433


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Law 425 Mathematics 291 Medical 8,547 Multiple majors 1,153 Political 1,044 Science 2,189 Social 4,663 Technology 1,800 Tourism 382

Arizona Automotive Institute Arizona College Grand Canyon University DeVry University Franklin Pierce University Midwestern University Ottawa University Universal Technical Institute ITT Technical Huntington University


West-MEC: Central Campus, Northeast Campus, Southwest Campus, Northwest Campus, Diesel Campus, Start@WEST-MEC

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Improvements in quality of life make marketing the West Valley easier for economic developers


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By ERIN THORBURN “I see trees of green, red roses too, I see them bloom for me and you. And I think to myself what a wonderful world.” – Louis Armstrong If you replace the red roses with cactus in the famous Louis Armstrong serenade, “What a Wonderful World,” you’ve captured the essence of the West Valley. Don’t be quick to chastise West Valley advocates for being overly sentimental. After all, thanks to a new method of collecting data, the West Valley assets have become more apparent than ever – from roses and cacti to an impressive skilled workforce, attractive housing options and enough retail offerings to make even a major metropolis blush. The quality of life in the West Valley has never looked better and champions of the West Valley challenge you not to sing her praises.   Becoming even more of a wonderful world west of the 17 Of 1.5 million Phoenicians, 40 percent reside west of the I-17. Why? Imagine a mash-up of all the diversity, culture and novelty of a city with the nuance, charm and intimacy that comes from a small town. You’ve just envisioned the West Valley, but don’t take my word for it. “One area where the West Valley really shines,” says Brian Friedman, economic director for Glendale, “is that we have all the offerings of a cosmopolitan region, but there is something

different and something to be proud of in our communities and what they offer individually.” In Glendale’s case, there is a lot to offer. “Westgate alone boasts 21 restaurants,” Friedman explains. “We also have the sports arena, Cabela’s, Tanger Outlet (which just finished a third addition), American Furniture Warehouse, John Simon medical facility, Credit Union West with an impressive 80,000 square feet of space, Conair and more.” The “more” according to Friedman, is approximately 2.8 million square feet of non-residential space. “I remember when the arena was the only thing out there,” Friedman says, “and observing a sign stating ‘$0.75 per square foot.’ Now, that same property is worth $19.75 per square foot.” Nearby, Peoria is drawing attention for the development of P83, a comprehensive entertainment district housing a sports complex, dining and shopping among its various offerings. “We have received a proposal for a nine-acre development near the sports development along the Loop 101 and Peoria Avenue with Plaza Companies,” says Scott Whyte, Peoria’s economic development director. New additions have also been added to West Valley sister cities: Goodyear’s Estrella Falls commercial area, Tolleson’s downtown redevelopment efforts and the expansive Skyline Regional Park in Buckeye, to name a few.

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More than quality brick and mortar The image and offerings of the West Valley extend beyond purely aesthetics and retail square footage. “This summer, we’re kicking off a quality of life committee,” explains WESTMARC President and CEO Sintra Hoffman. “Years ago, we didn’t have executive housing or a vehicle for highlighting our impressive workforce. We have that now, in addition to 3,000 square miles of unique offerings.” Hoffman brings to light the charm and culture of West Valley hot spots like Wickenburg, alongside cities such as Buckeye, that in addition to having an air of historical magnetism, also has the caliber of housing of which she refers. Even beyond a well-stocked retail pool and housing, the West Valley has an incredible recreational portfolio that includes Skyline Regional Park, White Tank Mountain Regional Park, Estrella Mountain Regional Park and Lake Pleasant Regional Park, to name a few. All of which offer residents and visitors anything from hiking and biking to special family programming and several seasonal recreation options. The West Valley also accommodates the desires of sports fans. Serving as a primary hub for the Cactus League, baseball enthusiasts can catch a spring training game at Goodyear Ballpark, Peoria Sports Complex, Camelback Ranch and Surprise Stadium. Of course, football fans are graced with Glendale’s sports arena should they want to catch a Cardinals game. While the West Valley certainly boasts its share of impressive venues from sports and entertainment to outdoor recreation, there are equal, if not more intimate city-specific opportunities in which residents may partake. For example, it’s a little-known fact that the West Valley has a wide-range of health and wellness outlets and opportunities. “We’re working on an eight-page brochure that visually highlights the specific offerings within the West Valley,” Hoffman says. “Including local yoga studios and classes, gyms, boot camps and wellness outlets.”   Quality and quantity, even more value added to quality of life While the housing, amenities and recreational aspects of the West Valley are clearly bountiful, there are other factors that contribute to the wonder of West Valley life. “I was actually raised in East Phoenix, but chose to move to the West Valley,” explains Goodyear Economic Director Michelle Lawrie, “because of it being known as a quality community that has a great reputation statewide.” In fact, Lawrie’s home city, Goodyear, has been consistently recognized by national and state entities, as one of the best communities in which to live. According to Lawrie, this has much to do with amenities 80

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Brian Friedman

Sintra Hoffman

Michelle Lawrie

Scott Whyte

as it does to Goodyear’s low poverty rate, high average household income, positive employment growth and the fact that Goodyear is acknowledged as a safe place to live. Many West Valley cities share these attributes and more. Educational offerings, for example, only further add to the quality of life and opportunity within the West Valley. Arizona State University has a West Campus, Northern Arizona University has several campuses and of course, there is a host of highly reputable community colleges, private colleges and career technical education facilities — from Estrella Community College to Grand Canyon University and West-Mec, as examples. For those who live, work and play in the wonderful world of the West Valley, they stand behind its charm, value and culture, and so do those whose jobs it is to ensure the longevity and safe keeping of a cherished quality of life. “Many of us have known each other for a long time,” explains Friedman. “We know what opportunities are available; we know what we have to offer. We also know that it’s rightfully and statistically the time for the West Valley to shine.”

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RISING FROM Commander steers Luke Air Force Base as an economic engine and community leader


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f you reside in the West Valley, you likely know that some of the nation’s top pilots, crew chiefs and intelligence specialists — in addition to the F-35 training program — are all synonymous with Luke Air Force Base. What you may not be aware of is that Luke has a direct economic impact of $653 million, an indirect value calculated at $1.1 billion, and a total economic impact totaling $2.17 billion in Arizona. While Luke’s economic contributions are undoubtedly invaluable, the value added in perpetuating a healthy, skilled and impressive West Valley workforce is priceless.  “Luke has tremendous value as a workforce,” says WESTMARC President and CEO Sintra Hoffman. “As a result of Luke expanding the F-35 program, there is a tremendous opportunity to maximize capital investment. It also allows us to build and tap into our pool of defense contractors and talent that comes out of that base.” According to Hoffman, Lockheed Martin, although downsizing in some areas, is growing operations on the base with 750 personnel working at Luke and continuing to grow.  “The relationship and benefits between the F-35 program and Lockheed Martin are exponential,” says Glendale Economic Development Director Brian Friedman. “Luke is a $2 billion industry that moves the state, not just the West Valley.” Indeed, but there’s no denying the force of Luke’s contribution in moving the West Valley workforce ahead. In addition to contractors, each year 400-plus members separate from Luke’s military population. These individuals are highly skilled and prepared to meet the needs of a range of professional occupations.  

“This talent pool is an asset to the West Valley in two ways,” explains Hoffman. ”Typically, they stay in this area once they separate and invest in homes as well as integrating into and adding value to the workforce.” With aerospace as one of the West Valley’s target markets, this makes Luke personnel all the more coveted once they’re ready to enter the workforce. To get a closer look at the impact Luke AFB has on both the military and on the surrounding communities, Az Business sat down with Brig. Gen. Brook Leonard, who took command of the 56th Fighter Wing from outgoing commander Brig. Gen. Scott Pleus one year ago. Az Business: What does it mean to you to return and lead Luke Air Force Base after completing the F-16 Qualification Course at Luke back in 1995 as a distinguished graduate? Brook Leonard: It is an honor to return to the 56th Fighter Wing that in many ways formed the foundation of my family and flying career. In fact, over the July 4th weekend in 1994, I drove to Colorado Springs to get married to my bride of now almost 23 years. This was our first home together and we love being back. On the professional side, for more than 75 years, the 56th Fighter Wing has been building the future of airpower. It is in our DNA. We build the future by fostering skills and habits into our students that graduate and quickly use those skills in combat and into our instructors who spread out across the Air Force and make it a better place to serve. So it is a once-in-a-lifetime opportunity to serve and give back to the Wing that gave so much to me and my family. AB | July - August 2017 83

WESTMARC LEADING THE WAY: Luke Air Force Base in Glendale held a change of command ceremony on July 13 as Brig. Gen. Brook Leonard took command of the 56th Fighter Wing at Luke Air Force Base in July 2016. Leonard is a command pilot with more than 2,900 flying hours, including 576 combat hours. Most recently, he served as senior military assistant to the secretary of the Air Force at the Pentagon. PHOTOS PROVIDED BY LUKE AIR FORCE BASE

AB: How has Luke Air Force Base changed since you were first there more than 20 years ago? BL: In many ways, the base has not changed and in others it has changed a lot. One thing that has only gotten better, and in fact is the best in country, is the relationship the community has with the military in general and specifically Luke Air Force Base. Only through teamwork and an incredibly strong relationship can you combine the world’s largest fighter wing inside the fifthlargest metropolitan area in the country. On the other hand, 20 years ago, Luke was an established and mature F-16 training base and now we are the largest F-35 base and on the leading edge in maintaining and operating the newest fighter in the Air Force inventory, the F-35A. We are still learning a lot and are not even halfway in our journey toward having six F-35A squadrons at Luke in the future. So we have a strong focus on daily operations, but also a campaign mindset with an eye on the future implications of each one of those decisions.   AB: What do you see as the strengths of Luke Air Force Base? BL: The strengths of Luke Air Force Base are its incredible capability to develop airmen and train fighter pilots and its 84

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action-based, difference-making community relationship. If you averaged out what we do in a year, you would see we fly more than 100 sorties (flights), teach more than 200 hours of academics and graduate four students every day. Over the last 76 years, Luke has mastered the training of pilots across numerous different types of aircraft. Most recently and ongoing is the F-16, and now we are doing that with the F-35A. Developing airmen and training fighter pilots is in our DNA, but we could not do any of that without the support from the community. AB: How is F-35 training going so far at Luke? BL: Currently, we produce more than 1,200 graduates a year from multiple specialties, including pilots, nurses, maintainers, air battle managers, lab technicians and intelligence officers, to name a few. On the pilot and maintenance side, we are currently training personnel from many partner countries, including Singapore, Australia, Norway, Israel and Japan, in addition to U.S. personnel. Every day for the next three to five years, you will see F-35A training increase dramatically as we build from 55 F-35As currently at Luke to 144. Otherwise, the other training that we do will stay the same, with the F-16 training slowly decreasing over that time, but not going away entirely.  

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WESTMARC AB: President Trump said he plans to increase defense spending. How could that increase impact Luke Air Force Base and the surrounding areas? BL: Increased defense spending would most likely be seen in terms of manpower, readiness and modernization. Additional manpower, is our most critical need to relieve the strain placed on our airmen after more than 26 years of being engaged in conflict across the globe. Even as we grow the F-35A mission at Luke, the manning and infrastructure that supports that mission’s growth has not been commensurate. Hopefully, increased defense spending would go to improving the infrastructure that enables everything we do on base. Even without an increase in spending, Luke Air Force Base will continue to grow as we grow the F-35A mission.   AB: You’re currently remodeling a building at Luke to become a veterans support center. Why is that important to those serving at Luke and what kind of impact do you hope the center makes in the communities surrounding Luke? BL: Developing airmen is our top focus and the Veteran’s Support Center is one of many initiatives under that focus. This center will not only support those who are no longer serving, but will also help those currently serving develop themselves for increased responsibility while on active duty, as well as higher potential if and when they are no longer on active duty. The center will support skills development, as well as professional planning programs. Overall, I see it as a commitment to continuously develop all our airmen — past and present. AB: What is the biggest challenge you’re facing now as the commander at Luke? BL: Our biggest challenge is to say “no” to some good things in order to say “yes” to some great things. Every airman I have ever

met will expend every ounce of energy to get everything done. The important part is to get the most important things done, especially in a resource-constrained environment. To get there, we have three “shaping” objectives focused on developing leadership, communication and continuous process improvement. To get to great, we plan to empower and entrust everyone as a leader, let everyone know what we value and the direction we need to go and give them the tools to prioritize and make the right decisions. AB: What are your primary goals as commander at Luke? BL: Our vision is to lead the Air Force in developing airmen and training fighter pilots. To do that, we are focused on developing airmen and teams, increasing the quantity and quality of training and strengthening mission support processes and infrastructure. We have 10 more specific objectives underneath those “lines of effort,” with three of them that primarily describe “the how” and we call them our shaping objectives. The three “shaping” objectives are intentionally and consistently developing airmen as leaders, establish robust communication and strategic alignment, and create an integrated, wing-wide process improvement system. Another, critical piece is our objective that focuses on community. We not only want to be in the community, we want to be a part of it. We focus on showing our community their Air Force and building a relationship of trust with them. One way we seek to demonstrate how much we value our relationship with our community is what we are calling our Luke Service Blitz. On June 16, the entire base spent the whole day in the community doing service projects and saying thank you for the outstanding support we receive every day. Michael Gossie contributed to this report.


THE GENERAL • Brig. Gen. Brook J. Leonard is the commander of the 56th Fighter Wing at Luke Air Force Base. • General Leonard entered the Air Force in May 1992 as a graduate of the U.S. Air Force Academy. • He earned his pilot wings from Euro-NATO Joint Jet Pilot Training at Sheppard Air Force Base, Texas, and completed the F-16 Initial Qualification Course at Luke Air Force Base in 1995 as a distinguished graduate. • He has held a variety of flying assignments and leadership positions to include weapons officer, flight commander, and operations officer. • He is a command pilot with more than 2,900 flight hours, including 576 combat hours. • Luke Air Force Base is General Leonard’s second tour as a wing commander, having previously commanded the 51st Fighter Wing at Osan Air Base, Republic of Korea, from 2013 through 2015.


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evolution of HR

What are the issues and trends that are changing the way human resource professionals do business? By MICHAEL GOSSIE


he “employee experience,� the uncertainty in healthcare, paid sick time, Millennials and the continuing evolution and impact of technology are just some of the challenges that are changing the way human resource professionals do their jobs. Az Business assembled experts in the HR arena for a roundtable discussion of what business leaders can expect and how business leaders should react to changes that are coming in human resources.

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Adam Boyd

Kent Brockelman

Eric Knott

April Miller

Jessica Pierce

The five roundtable experts are:

Adam Boyd, associate, Radix Law Kent Brockelman, managing partner, Coppersmith Brockelman Eric Knott, MBA, PHR, CLRL, founder and chief strategist, FinePoint HR April Miller, Arizona market director, Workway Jessica Pierce, executive director, Career Connectors Question: What trend or issue is going to have the biggest impact on human resources in Arizona? Adam Boyd: “The employee experience” is a trend I predict will soon have the biggest impact on human resources in Arizona. Many job seekers say they desire improved work spaces and more “rewards.” I recommend that HR executives work with their companies to engage employees with an embedded company culture to both attract and retain qualified employees. Kent Brockelman: Legally, the change in administration in Washington, D.C. has led to uncertainty about various federal laws that affect employers, including the Affordable Care Act, changes to the Fair Labor Standards Act and immigration enforcement. Employers and their human resources professionals must live with that uncertainty while adapting to an increasingly complex patchwork of state and local laws that seems to be filling the void created by relative inactivity on the federal level. Eric Knott: Innovation. Our chambers and government representatives have worked hard to make Arizona a magnet for start-ups, technology and business innovation, and it worked.  Arizona’s HR executives need to pivot to a highly competitive talent environment, modernizing total compensation packages, fostering internal mentorship programs and establishing best-inclass workplaces in order to keep and attract top talent. April Miller: The biggest issue surrounds the continued political turmoil, and its impact on human resources specific legislation — including the Affordable Care Act, immigration, Department of Labor, OSHA, EEOC. Without clear guidance, it is going to continue to be extremely difficult to ensure compliance until clear guidance and direction is provided.  92

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About AZSHRM The Arizona Society for Human Resource Management (AZSHRM) is the state council for the Society of Human Resource Management (SHRM). Representing local chapters across Arizona, AZSHRM is the trusted resource to engage, educate and advocate for HR professionals. AZSHRM’s objectives are: • Prepare and educate practitioners and leaders • Recognize excellence in the profession • Act as thought leaders in HR and business strategies • Appropriately influence state legislation and legislators • Support and promote SHRM state chapters and memberships • Establish outstanding statewide HR conferences • Information:


"To generalize, Millennials seem less interested in leading traditionally structured work lives, ranging from the shape of their work days to the arc of their careers. Successful employers will attend to flexible employment relationships and creative work environments." Kent Brockelman

Jessica Pierce: The whole topic of drug usage, both legal and illegal is having a big impact on HR in Arizona. If Arizona passes legalized marijuana, the way to implement the law and respond to employees will be a difficult road to navigate. Then the drug epidemic in America is having an impact on HR. Employers need to have resources to assist affected employees, and they will need help navigating reduced employee productivity. Question: What is the biggest legal issue facing the human resources industry in Arizona? Adam Boyd: Proposition 206 – the Fair Wages and Healthy Families Act –  a ballot initiative passed November 8, 2016, is the biggest legal issue facing the HR industry in Arizona. The Act entitles employees to accrue earned paid sick time beginning July 1, 2017. The Act also imposes new posting and recordkeeping requirements. Kent Brockelman: The biggest legal issue at the moment is Arizona’s law requiring almost all employers to provide their employees with paid sick time.  The effective date was July 1. Employers large and small are wrestling with a multitude of issues, including whether to adapt existing PTO policies to the requirements of the new law or create separate paid sick time banks. While well intended, the new law might have the unintended consequence of taking PTO or vacation time away from employees in favor of paid sick time the employees may not use. Eric Knott: Although there are a number of close seconds, the largest legal issue has to be healthcare. HR professionals must understand the changes taking place in healthcare regulation and 94

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work with their brokers for solutions catered to the organization’s workforce. Staying ahead of the changes is a significant strategic advantage for an organization, paying-off financially and in terms of employee engagement. April Miller: Marijuana and the Workplace. As the legal status of marijuana continually changes, employers face new compliance challenges. Accommodations and limitations of adverse actions for employees using medical marijuana are included in legislation in Arizona and  10 other states. Whether you work in these states, or any of the 23 states with legislation on marijuana, staying compliant will mean staying up to date on your state’s marijuana legislation. Jessica Pierce: The new law around Paid Sick Leave in Arizona that went into effect on July 1. There is a lack of guidance, and we will likely be dealing with this for the rest of the year. Question: How have Millennials changed the workforce and workplace? Adam Boyd: This is an important question because by 2020, Millennials will make up 50 percent of the workforce. That number will grow to 75 percent by 2025. Millennials pose a challenge because they have different expectations for advancement, frequently leave jobs after two to four years, and prefer to work remotely. HR professionals should work to ensure that their company has provided a strong technology platform to keep millennials engaged. Kent Brockelman: To generalize, Millennials seem less interested in leading traditionally structured work lives, ranging from the shape of their work days to the arc of their careers. 

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"HR executives now need to be versed in cultures and laws across the nation and the world." Jessica Pierce

Successful employers will attend to flexible employment relationships and creative work environments. Eric Knott: Overall, HR departments have done well preparing their organizations for the shifting worker demographics. However, formal, structured mentoring programs are still spotty, but they’re key to developing and engaging Millennial talent.  Developing these programs will keep the workforce engaged, focused, advancing and will serve the organization well as knowledge is transferred and employees are empowered. Productivity and satisfaction increase in highdevelopment cultures. April Miller: The challenge is not with Millennials, but rather with the continued use of legacy approaches that worked for prior generations. Millennials continue to have different needs (such as flexibility), which will frustrate leaders until those same leaders accept those changes as the “new norm.” Leaders today need to stop managing to their own expectations and start managing to the expectations of the newer generation. Jessica Pierce: The numbers of Millennials hitting the workforce brings in much new talent that is inexperienced, so there is a growing workforce skills/readiness gap. Many workforce agencies, associations, nonprofits and companies are working in partnership with colleges, universities and certification schools to address the skills gap. Companies do need to be open to internships to help address the challenge so that the millennials can gain work experience in a field with the growing workforce need. Question: How has technology changed human resources?  Adam Boyd: Technology has become ubiquitous in the workplace, and that technological evolution has extended to HR 96

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executives. The most striking way “man machine collaboration” and technology has affected the role is regarding recruitment and decision making during the hiring process. Kent Brockelman: The use of technology to replace subjective decision making in the workplace has the potential to reward merit by removing unconscious biases, and perhaps reduce legal liability for claims requiring a showing of intentional animus. However, the critical importance of a human resource professional’s judgment and ability to connect and communicate with other people is not likely to wane anytime soon. Eric Knott: HR executives are falling in love with meaningful, clean, just-in-time data. HR can now provide data just like a finance or operations department.  The technology embedded in HRIS software is slick and incredibly useful in strategic decision making.  The challenge is for HR executives to become more datadriven, more informative with their senior leader peers, and more inclusive of industrial applications for social media. April Miller: Technology continues to provide human resources executives with immediate, on-demand information. The difficulty lies in making long-term human resources decisions with short-term data. Immediate access to data should be tempered with trending and cautious change, rather than immediate and radical change. Jessica Pierce: HR executives now need to be versed in cultures and laws across the nation and the world. Work from home technologies (such as the company Open) have developed entire systems to manage the working from home office. Companies have managed employees from across the world for years, but it is a trend that will continue to grow. Every function of HR is affected with employees working across the globe: Talent acquisition, compensation and benefits, training and development, risk management, employee relations, etc.

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"As the Baby Boomer generation continues to retire and looks to Arizona as a desired retirement location, the employment outlook is extremely positive." April Miller

Question: How do you see the employment outlook in Arizona over the next several years? Adam Boyd: Arizona’s employment rate has closely mirrored the national average and I would expect that to continue. As for potential growth sectors: construction, hospitality services and financial services sectors have all seen growth year-over-year and I expect that to continue. Kent Brockelman: Most projections show Arizona continuing to enjoy solid job growth in the next few years. If the state wants to enjoy an abundance of higher-paying jobs, it must invest much more in education and generally become more progressive in ways that are important to a younger and more educated workforce. Eric Knott: Arizona’s economy is strong. Employment in Arizona is strong.  With the support of state and municipal governments as well as our incredible local universities, Arizona will continue to be a magnet for growth-oriented, technologyoriented companies.  This influx of talent and capital will continue to improve the already robust employment environment for the state. April Miller: As the Baby Boomer generation continues to retire and looks to Arizona as a desired retirement location, the employment outlook is extremely positive. Not only does this continued influx of retirees provide a plethora of needs (housing, service, medical, etc), but they also offer a new workforce for those companies savvy enough to create part-time opportunities for those who want to “keep busy” but not necessarily want to work full-time. Jessica Pierce: The employment outlook in Arizona is strong and seems to be growing even stronger. As we manage the skills gap, contingent workforce/contractors will be prevalent. Arizona also has a strong startup ecosystem that seems to be growing. 98

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Annual Conference What: The Arizona Society for Human Resource Management’s (AZSHRM) 2017 Annual Conference — Past. Present. Future. When: Tuesday, Aug. 29, 2017 at 7 a.m. until Friday, Sept. 1 at 12:30 p.m. Where: Renaissance Glendale Hotel & Spa Why you should attend: Learn about the most pertinent issues and challenges facing human resource professionals in Arizona and how to manage those challegnges, opportunity to network and share information with thought leaders in your industry, learn how human resources and human capital are transforming the workplace in Arizona and much more. To register:

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FOUNDATION Employee network groups are good for employees and good for business


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NETWORKING GROUPS: Carmen Jandacek (LGBT Alliance), Lupe Martinez (Hispanic Organization for Leadership and Advancement), Paul Wilson (Veteran Engagement Transition Retention Network), Julie Wilson (Women in Search of Excellence) and Kasey Cortes (NextGen) are part of some of APS’ Employee Network Groups. PHOTO PROVIDED BY APS

ecruiting a diverse workforce is good for business. Retaining a diverse workforce is even better. Retention happens when a company truly respects and leverages the different backgrounds, experiences and viewpoints of its employees. APS is a company that celebrates diversity daily. One way APS has made diversity a part of its company culture is through its Employee Network Groups, which include the Hispanic Organization for Leadership and Advancement (HOLA), the Lesbian, Gay, Bisexual and Transgender Alliance (LGBT), Native American Networking Organization (NANO), Network for Urban Engagement (NUE), NextGen, Palo Verde Women in Nuclear (WIN), Palo Verde Young Generation in Nuclear (YGN), Veteran Engagement Transition Retention Network (VETRN) and Women in Search of Excellence (WISE). These groups focus on professional skills, volunteerism and fundraising, and networking, and were established with the intent to develop future leaders of the company. Carmen Jandacek, APS director of ethics and founder of the APS LGBT Alliance employee networking group, says that after 20 years in human resources, she has seen first-hand how these groups have impacted retention. “Employees tend to remain loyal to a company when they are encouraged to challenge themselves, to develop additional skills, and to advance within their chosen fields,” said Jandacek. “Unity between employee and employer are also strengthened when it’s clear a company values the people who work there – not just the work they do, but who they are.” She explains that APS employee network groups both forge connections and promote career development, noting that their growth has occurred organically. “These groups were not created by executive decree or mandated from the top down, but are self-organized, voluntary groups formed around the basis of a

common attribute such as experience in the utility industry, gender, ethnicity or race. Membership is open to all APS employees to support inclusivity across all employee networks.” Julie Wilson, president of the APS Women in Search of Excellence Group (WISE), the largest employee resource group at the company with more than 575 members, says leadership development is a big part of her group’s focus. “We have a comprehensive leadership development program called Exploring Leadership,” said Wilson. “Each year, 12 women are selected for the program, which includes a series of sessions on a variety of topics over the course of six months. At the end of the program, our participants give a presentation to APS leadership.” She says WISE also offers opportunities to pair members with company officers for one-on-one mentorships, and offers “mentoring circles” on topics including career development, networking, and balancing work and family. The impact of employee network groups extends well beyond employees, with all APS employee network groups making community involvement a top priority. “The LGBT Alliance spearheaded company involvement in the Phoenix Pride Parade for the past three years, and our involvement has grown significantly since we first got involved,” said Jandacek. The APS Hispanic Organization for Leadership and Advancement (HOLA) group participates regularly in community volunteer events such as a recent telethon for Phoenix Children’s Hospital. Jandacek says employees tell her on a regular basis that the company’s networking groups have changed their lives. “The benefits to employees, the company and the community are overwhelmingly positive,” she said. “Without hesitation, I would recommend employee network groups to any large company looking for an innovative way to show support and encourage leadership development among all employees.” AB | July - August 2017 101




With the economic downturn fading in the rearview mirror, Arizona has been able to add more than 66,000 jobs since October 2016, which is when the state’s falling unemployment rate leveled off to about 5 percent. As economic indicators show that we can expect steady growth in the state’s job market, Az Business ranks the state’s largest non-government employers.


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COMPANY INDUSTRY 1. Banner Health Hospitals and medical centers 2. Walmart Stores Department stores 3. Kroger Co. Supermarkets 4. (tie) Wells Fargo Banking and financial services 4. (tie) McDonald’s Corp. Fast-food restaurants 6. Albertsons Companies Supermarkets 7. HonorHealth Hospitals and medical centers 8. Intel Corp. Microprocessors and technology services 9. Raytheon Co. Missiles and defense technology 10. JPMorgan Chase Banking and financial services 11. (tie) Bank of America Banking and financial services 11. (tie) American Airlines Air transportation 11. (tie) The Home Depot Home improvement stores 14. Dignity Health Hospitals and medical centers 15. Bashas’ Supermarkets Supermarkets 16. (tie) Honeywell International Aerospace, building products 16. (tie) CVS Health Retail pharmacies 18. Target Corp. Department stores 19. Freeport-McMoRan Inc. Copper and gold mining 20. America Express, Credit cards financial services 21. UnitedHealthcare Health insurance 22. Mayo Foundation Medical treatment, research, education 23. Circle K Convenience stores 24. Marriott Internatonal Hotels, timeshares 25. Pinnacle West Capital Corp. (APS) Electric utility 26. State Farm Property/casualty insurance 27. Walgreen Co. Drug stores 28. Inc. Online retailer 29. Salt River Project (SRP) Power and water management 30. Costco Membership warehouse stores 31. (tie) Apollo Education Group University of Phoenix 31. (tie) United Parcel Service Package delivery and logistics 33. Abrazo Community Health Network Hospitals and medical centers 34. Southwest Airlines Air transportation 35. General Dynamics Corp. Aerospace defense products 36. Phoenix Children’s Hospital Pediatric medical services 37. Starbucks Coffee shops 38. Lowe’s Companies Home-improvement stores 39. Sprouts Farmers Market Healthy supermarkets 40. TMC Healthcare Tucson Medical Center 41. Grand Canyon Education Grand Canyon University 42. USAA Financial services for military families 43. (tie) FedEx Corp. Package delivery and logistics 43. (tie) Macy’s Department stores 45. Boeing Co. Aircraft and space systems 46. Amerco U-Haul truck and equipment rentals 47. Northern Arizona Healthcare Hospitals and medical centers 48. Carondelet Health Network Hospitals and medical centers 49. (tie) PetSmart Pet supplies and services 49. (tie) GoDaddy Technology services



43,128 33,910 21,248 15,000 15,000 14,490 11,500 11,000 10,706 10,300 10,000 10,000 10,000 9,000 8,525 8,000 8,000 7,967 7,460 7,321 7,048 6,820 6,800 6,662 6,339 6,300 6,066 6,000 5,377 5,016 5,000 5,000 4,697 4,573 4,500 4,486 4,200 4,193 3,980 3,865 3,862 3,800 3,700 3,700 3,663 3,607 3,600 3,552 3,500 3,500

+3,270 -946 +4,392 -71 -781 NC +900 -300 +1,106 +800 +200 NC NC +1,000 NC -2,000 +800 -267 -570 +242 +286 +546 NC +3,142 -68 +1,100 +156 NC +49 +212 -700 NC +207 +134 +200 +280 +296 +53 +496 +143 +362 +200 +100 NC -175 +19 +200 -308 -56 -40

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AzBusiness magazine July/August 2017  

Don’t miss reading about this year’s class of the Most Influential Women in Arizona Business. This issue spotlights the people and associati...

AzBusiness magazine July/August 2017  

Don’t miss reading about this year’s class of the Most Influential Women in Arizona Business. This issue spotlights the people and associati...