BizTimes Milwaukee | April 15, 2024

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

Rick Barrett’s epic 12-year saga to build The Couture

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

BizTimesMilwaukeeBizTimesMilwaukee

Northwestern Mutual growing its downtown Milwaukee footprint

By Hunter Turpin, staff writer

Milwaukee-based financial services company Northwestern Mutual has reached an agreement with the University Club of Milwaukee to purchase its shuttered downtown building, which will be the second building the company has acquired this year near its

BY THE NUMBERS

headquarters campus.

The University Club announced in December that it had permanently closed its iconic city club at 924 E. Wells St., with plans to focus solely on its country club in Brown Deer. The 98-year-old, five-story building has 58,125

Milwaukee Tool grew its sales 10.7% in 2023 and has an annual revenue of about

$8.9 BILLION,

based on prior disclosures.

square feet of space and has an assessed value of about $2.7 million, according to city records.

The University Club property is one block north of Northwestern Mutual’s corporate headquarters campus and kitty-corner from the company’s North Office Building, which it’s in the process of renovating in a $500 million project. The company will close its Franklin campus and move 2,000 employees to the 18-story North Office Building when the building modernization project is complete in 2027. The upgrades to the North Office Building will increase the capacity for Northwestern Mutual’s downtown campus to 9,000.

Northwestern Mutual’s downtown Milwaukee headquarters campus includes four office buildings. In addition, earlier this year Northwestern Mutual acquired a four-story, 80,950-square-foot office building at 732 N. Jackson St. from Van Buren Management in exchange for a parking lot, a deal that settled a lawsuit. That building is adjacent to Northwestern Mutual’s downtown campus and located across Mason Street from the 35-story 7Seventy7 apartment tower built by Northwestern Mutual in 2018.

“As an active real estate investor, Northwestern Mutual is a steward of our downtown Milwaukee campus and neighboring

area and the opportunity to invest in the University Club property allows us to ensure the building continues to serve as a prominent, thriving downtown hub for the Milwaukee community,” a Northwestern Mutual spokesperson said in a statement.

Northwestern Mutual did not detail its plans for the University Club property or what it will pay to buy it.

In a December letter to University Club members, board president Jim Caragher noted deferred maintenance at the nearly 100-year-old city club facility as one of the reasons for closing and selling the building.

“We attempted to augment assessment funds through voluntary contributions with an eye toward making significant upgrades. However, we were unable to secure any leadership gifts to boost our fundraising,” Caragher’s letter said. “Without significant upgrades, restoring our downtown-focused membership to its previous critical mass is unachievable.”

The University Club was founded in 1898 and has occupied the six-story, red-brick, Georgian Revival-style building since 1928.

Representatives from the University Club did not respond to requests for comment about the deal to sell the building to Northwestern Mutual. 

The University Club’s downtown Milwaukee building at 924 E. Wells St.

GOOGLE

“ QUOTE UN QUOTE ”

SHARAD CHADHA

CHIEF EXECUTIVE OFFICER OF SPRECHER BREWING CO.

Sharad Chadha, chief executive officer of Glendale-based Sprecher Brewing Co., spoke recently at BizTimes Media’s annual M&A Forum, held at the Brookfield Conference Center. In a keynote conversation with BizTimes managing editor Arthur Thomas, Chadha talked about how he went from purchasing the company with a group of investors from founder Randy Sprecher in 2020, to successfully acquiring seven beverage labels and one packaging manufacturer in the span of three years. 

“You’ve heard culture eats strategy for lunch, right? Don’t be scared if you or a group of investors is buying a company and you have a vision and you want to take it in a different direction. You have to make those tough calls quickly.”

“You’ve got to put a team together and complete an acquisition in a stepby-step manner. Having done it a few times, it’s important that you follow a sort of playbook.”

“You can buy a (soda) brand for whatever you pay – one- to one-and-a-half times revenue – and you’ve got shelf space already. We’re already doing well. If I’m at a higher level than that, I’m creating shareholder value immediately.”

“I believe craft soda is where craft beer was 20 years ago.”

“As consumers’ tastes become more discerning, why should the Cokes and the Pepsis out there have all these brands (but Sprecher can’t)?”

LOCATION: Madison

FOUNDER: Padmini Chintakayala

FOUNDED: 2023

SERVICE: Ethnic food and activity subscription box

WEBSITE: nommli.com

EMPLOYEES:

2

GOAL: Secure venture funding

EXPERIENCE:

Nearly two decades in software development and consulting

Nommli sends culturally immersive experiences to customers’ doorsteps

By Ashley Smart, staff writer

IT’S OFTEN SAID one of the best ways to learn is through travel. For families, this isn’t always feasible due to time or financial constraints. That’s the inspiration behind Madison-based subscription box service Nommli.

Each Nommli box offers customers exposure to different regions of the world through customized recipes, cultural activities, playlists of music and movies, and more. The startup launched in beta mode last year, and fully launched at the start of this year.

Nommli was founded by Padmini Chintakayala. She and her husband have a deep love and appreciation for food. They would often take trips to large cities like Chicago to expose themselves to different cultures. Then, the pandemic shut the entire restaurant industry down. This, coupled with her son’s natural curiosity about the different foods his friends would eat at school, led Chintakayala to question why food experiences couldn’t be sent directly to consumers.

“A lightbulb really hit me. I thought we need some kind of ethnic representation in mainstream subscription services,” said Chintakayala.

Nommli partners with several restaurants to curate the meals sent out each month.

The company started with boxes represent-

ing the Indian, Japanese and Mediterranean cultures. Each month, customers get a box representing a different region of the world, complete with several cultural activities so families can make a night out of it.

“We’re really getting very authentic recipes from generations ago,” said Chintakayala. “You’re really getting authentic Japanese ramen from a very specific part of Japan.”

Right now, the company is relying on word of mouth to market and sell its boxes. Chintakayala’s immediate goal for Nommli is to reach 100 customers by the end of the summer.

“We’re looking to explore opportunities with school districts and to get in front of families. I think that’s where the real value is, not just for us, but for families,” she said.

Nommli has been mostly bootstrapped thus far. The startup completed the FOR-M incubator last year and won a $10,000 grant. Chintakayala hopes to end 2024 by securing some amount of venture funding.

“It really hurts me, coming from an ethnic culture, to just see a box or bag of food dropped off at your doorstep,” said Chintakayala. “We eat our food not really realizing how much culture exploration is behind it. That’s what I’m bringing together.” 

Padmini Chintakayala

The latest area economic data.

Wisconsin’s unemployment rate is at 3%.

Metro Milwaukee had population growth of 0.08% in 2023, adding 1,296 residents from the prior year, for a total of 1,560,424.

Exports from the four-county metro Milwaukee area increased nearly 7% in 2023, to $9.35 billion in goods for the year.

Home sales in the four-county metro Milwaukee area in February were up 11.2% year-over-year to 975.

Total deposits for Wisconsin banks were up 2% in 2023 to $122.4 billion.

COFFEE BREAK

Erickajoy Daniels

Founder and principal, You Do I Help

Board president, Milwaukee Athletic Club

youdoihelp.com | themacwi.com

• Erickajoy Daniels has always had a passion for “developing people” and “designing the new and different.”

• Guided by a professional background in industrial organizational psychology, she blazed a trail from the Federal Bureau of Prisons to Milwaukee-based Brady Corp. and then to Advocate Aurora Health, where she spent the past nine years leading diversity, equity and inclusion initiatives.

• Daniels left the health system in March to launch her own consulting company, You Do I Help, which focuses on organizational effectiveness and leadership development. “I’ll get to pull all my experience and apply it to different places in the nature of connecting people, elevating individuals and organizations to greater growth.”

• As board president of the Milwaukee Athletic Club – the first person of color to hold the position – Daniels is guiding one of the city’s oldest social clubs through a cultural shift that aims to better attract members of all ages and backgrounds, especially those who historically have been left out of the mix. She also wants to preserve the MAC’s longstanding tradition as a hub where business deals are made and relationships are built. “To me, that’s gold, but how do we get that gold accessible to more?”

• Since reopening in January 2022 following a $65 million renovation project, MAC membership has risen 60% to 1,200 members. Daniels and the board recently set 1,882 as its new target – a nod to the club’s founding year. She attributes the group’s “insular support” and “co-rallying” to her ability to affect change in her first year as president.

over coffee – prefers tea

prefers tea over coffee –green or rooibos. She also loves Rishi’s turmeric ginger tea served

at the MAC. 

MEET THE

This Q&A is an extended profile from Wisconsin 275, a special publication from BizTimes Media highlighting the most influential business leaders in the state. Visit: biztimes.com/wisconsin275 for more.

What was your first job, and what did you learn from it?

“I was 12 and got a Milwaukee Sentinel paper route in early January in ‘54. The Sentinel was an early morning paper, so I had to get up at 5 a.m. I attached a huge wire basket to the front forks and handlebars.”

What piece of advice has had the most significant impact on your career?

“Believe in yourself, have absolute integrity, never give up, make a difference and be easy to be with.”

If you could have dinner with any two business leaders, who would you choose and why?

“Warren Buffett: I would like to explore his thinking process in making decisions, his amazing capability to stay mentally sharp in his early 90s and tap into some of the rest of his vast wisdom. Bill Gates: What plans do the two of them have to continue their mission to induce more billionaires to make massive charitable donations like they have?”

What are some of your favorite destinations or places to visit?

“New Orleans, Montreal, Sarasota, Paris, Seattle and Jackson Hole.”

What’s your hobby or passion?

“Several decades ago I began to narrow my hobbies (motorcycling, downhill skiing, water skiing and racquetball) down to my most satisfying passion which is making a difference. I carry that out in a variety of ways: mentoring students, younger associates and enterprising young professionals; teaching college students (as a visiting instructor); fundraising and philanthropy work for MakeA-Wish, Dozer Day (a former fundraiser for the Hamilton Education Foundation), Lifecycle Housing, MU’s Center for Real Estate (along with my MLG partners) and a variety of charities.”

MIKE MOONEY

Principal, chairman emeritus and co-founder MLG Capital BROOKFIELD

In 1987, Mike Mooney co-founded Mooney LeSage & Associates Ltd., the private equity firm that would later become real estate investment company MLG Capital. Today, the Brookfield-based firm and its associated entities’ investments total roughly 36 million square feet of space, with exited and estimated current value exceeding $5 billion. Mooney has counted the likes of Quad/Graphics, Harley-Davidson, Gardetto’s, Champion International, Green Giant Foods, Crown Zellerbach Paper and Allen Bradley among his clients. Mooney’s professional civic involvement is also extensive: He is the co-founder, past president and longtime director of NAIOP Wisconsin and director-emeritus of the Waukesha County Business Alliance.

What would people be surprised to learn about you?

“I have too many to narrow down to one. As a freshman at Iowa State in ‘61, an incorrect physical cost me a chance for a football scholarship. Having little money, I needed to work. The only job opening was at a farm, so I spent eight months shoveling pig manure for $1.25 per hour, a pleasure indeed! I’m a college dropout (two-plus years at UW-Milwaukee). I’m one of three student government leaders who led the effort to change UWM’s mascot and colors from a cardinal and cardinal red to a panther and black and gold 57 years ago. After dropping out of college I spent two years walking the beams as an ironworker.”

What was your first car? How long did you drive it for?

“A 1954 Ford four door. I drove it for two years until it died.”

If you could take a one-year sabbatical, what would you do?

“Get deeply involved in one of the many nonprofits I admire.”

What’s the toughest business challenge you’ve had to overcome?

“In my mid-20s, I had a vision for creating a resort secondhome community in Ireland, primarily aimed at Irish Americans. I secured a wealthy investor. He and I raised additional funds from investors like Cary Grant and Jack Lemon. I assembled 11 parcels into a 555-acre package that included a mile and a half of frontage on the Shannon River. All the government approvals were obtained for what we called Shannonside Village. We secured a loan from a U.S.based REIT, started construction of a Pete Dye-designed golf course and our REIT went bust in early ‘73. Being overly confident, I had stupidly agreed to work for stock in the holding company, so I had borrowed money to support myself. Those lenders were kind to me because they trusted me. So, I was now broke, but rather than going bankrupt, I spent 10 years paying off my borrowings. I retained my selfrespect and reputation. That property immediately returned

to farmland. The Shannonside saga was my equivalent of a Ph.D. in real estate development, though no diploma came with it. The lessons from that experience contributed, along with that of highly astute partners and staff, to MLG’s 35 years of great success.”

What advice would you give to young professionals?

“Set your phone down, do some qualitative testing to get a clear picture of your skills and attributes. Do internships in college.”

What is one thing you would change about Wisconsin to make it even better?

“Our political parties need to eliminate their obsession with denigrating each other. We need them to be focused on bettering our lives. They have been elected to lead, not to undermine. My respect for each party has vastly diminished. Each has left the political center and gone to extremes. We need collegiality, sanity and common sense, not BS, false claims, baseless accusations and coddling of the small number of extremists.”

Is there a nonprofit cause that has special meaning to you?

“Make-A-Wish and Children’s Hospital each are providing badly needed services. Each program is aimed at helping our most vulnerable individuals, our children.”

What’s at the top of your bucket list?

“Having fun every day! Continuing to be able to contribute to MLG Capital’s success, also mentoring our current and future associates and protecting MLG’s outstanding corporate culture. Living a long, happy and healthy life with my wife, Marilyn, and our family. Finally, since I still have a lot to accomplish, hopefully the Lord will wait a long time before he takes me some night to a reunion with my longlost family and friends.” 

PHOTO ESSAY

Top Chef puts Wisconsin in the spotlight

BRAVO’S hit cooking competition show “Top Chef” is shining the national spotlight on Wisconsin’s booming culinary scene, from the historic Miller Caves to Door County’s famous cherries.

The show’s 21st season, largely filmed in Milwaukee and Madison, debuted March 20 and was celebrated by a red-carpet, VIP premiere party at Discovery World in Milwaukee. In attendance were Top Chef judges Tom Colicchio, Gail Simmons and host Kristin Kish and showrunner Doneen Arquines as well as several of this season’s cheftestants, including Milwaukee’s own Dan Jacobs, co-owner of DanDan and EsterEv. Here are a few scenes from the premiere event and the first three episodes of “Top Chef” Wisconsin.

1. Paul Bartolotta (far left), chef and owner of The Bartolotta Restaurants and a guest judge this season, with “Top Chef” judges Gail Simmons, Kristen Kish and Tom Colicchio on the red carpet at the Top Chef Wisconsin Premiere Party at Discovery World.

2. James Beard Award winning chef Dane Baldwin of The Diplomat (far right) and his wife and co-owner Anna Baldwin, with Paul Zerkel and Lisa Kirkpatrick, chefs and co-owners of Goodkind in Bay View, were among the VIP guests at the premiere event.

3. Bartolotta led a panel discussion with the show's judges and showrunner.

4. Episode 1 featured a cooking competition at Lupi & Iris in downtown Milwaukee. Starring as guest judges were Milwaukee's James Beard Award winning chefs Adam Siegel (co-owner of Lupi & Iris) and Paul Bartolotta.

5. Dan Jacobs (right), pictured here with Manuel Barella Lopez during the cooking competition at Lupi & Iris, is competing this season as the only chef from Wisconsin.

6. Episode 2 took the cheftestants to the Historic Caves at Miller Brewing Co. for an elimination challenge using a variety of bar snacks. Among the judges, pictured here raising glasses of Miller High Life, are Wisconsin comedian Charlie Berens and local restaurateur Omar Shaikh.

7. The cooking competition on Episode 3 took place at a cheese festival at the Cupola Barn near Oconomowoc and was guest judged by The Diplomat’s Dane Baldwin (far left) and celebrity chef Carla Hall.

8. Milwaukee’s own Dan Jacobs competing in the quickfire challenge featured on Episode 3, which was filmed on set in an Oak Creek industrial building.

DAVID MOIR/BRAVO

DAVID MOIR/BRAVO

DAVID MOIR/BRAVO

DAVID

Muskego-based Jackson’s bringing sweet potato chips to the masses

A MUSKEGO manufacturer housed in an unassuming grey industrial building, tucked behind a Walmart store, is churning out thousands of pounds of sweet potato chips every day.

Jackson’s Chips was started as a family business by Scott and Megan Reamer of Colorado, who began making sweet potato chips in their kitchen as a way to create a snack their entire family could enjoy, especially their son Jackson who required a restrictive, low-inflammation diet due to a rare auto-immune disorder.

In 2017, the couple appeared on the hit ABC show “Shark Tank” and gained a $1.25 million investment from panelist and entrepreneur Rohan Oza.

Every day, 200,000 pounds of sweet potatoes arrive at the Jackson’s facility, located at S64 W15569 Commerce Center Parkway, in white super sacks.

By the end of the day, those sweet potatoes – sourced from farmers in Arkansas, northern Mississippi and Alabama – will leave the building as 60,000 pounds of bagged chips.

“We’re currently getting in about five truckloads a day of raw potatoes,” said James Marino, chief executive officer of Jackson’s. “We’re the only brand and manufacturer solely dedicated to sweet potatoes and avocado oil.”

A typical potato chip maker is used to dealing with perfectly rounded potatoes that are about the size of a softball. The challenge in dealing with sweet

potatoes is their irregular shape and much larger size.

“We try to control the potatoes to be on the small side, but they can get as big as eggplants,” said Marino.

Once the potatoes enter the building, they make their way through a washing station. While the potatoes already arrive in their super sacks washed and sorted, Marino said passing them through a bath of sorts is part of the frontend conveyance process.

“We don’t feel like the bath is necessary, but it happens anyway,” he said. “It’s just how the equipment was built.”

After moving through the bath, the sweet potatoes are moved through slicing equipment. That equipment can slice 200 pounds of potatoes in a matter of seconds.

From there, they are transported to the frying room. Jackson’s uses five large-scale kettle fryers to cook all of its sweet potato chips in avocado oil. The sliced potatoes generally cook between six and seven minutes.

“Kettles are small-batch fryers. The process is kind of like an inverted bell curve,” said Marino. “It starts at a certain temperature, what we call zone one. Then, the temperature dips down into zone two. Then it rises back up to its entrance temperature at the end of zone three.”

Once cooked, the chips head to a different room to be seasoned with one of Jackson’s many flavors, whether that be traditional sea salt or a more modern flavor like spicy

Top: These

JACKSON’S CHIPS

S64 W15569 Commerce Center Parkway, Muskego

INDUSTRY: Food manufacturing

EMPLOYEES: Approximately 70 jacksonschips.com

jalapeño or farmhouse ranch. The chips are then sent off to be packaged.

Demand for Jackson’s sweet potato chips has exploded, and the company has had to add both space and equipment to keep up.

Last fall, Jackson’s added 10,000 square feet of space, two new kettles and two new packaging lines. The company also added 27,000 square feet of warehousing space to store its products, three times the size of its original warehouse space.

When the company is ready to grow again, Marino said there’s room for two more production lines within the current facility. A timeline for that expansion has yet to be announced.

While Jackson’s products do have a physical presence in bigbox retailers like Costco and Festival Foods, the company is looking for alternative ways to get in front

of consumers. That might include places like airports, pharmacies and local coffee shops.

“It’s not just about being in retail environments,” said Marino. “The cool thing about snacks and chips is if you look around, they’re sold everywhere.” n

chips have just made their way through the kettle fryers.

Left: A worker grabs freshly packaged Jackson’s chips off the production line.

the Interview

AFTER 18 YEARS at the helm of West Allis-based nonprofit Beyond Vision, president and chief executive officer James Kerlin has announced his plans to retire this summer. Beyond Vision provides employment opportunities to people who are legally blind and manufactures parts for major brands like Harley-Davidson and Briggs & Stratton. BizTimes reporter Ashley Smart recently spoke with Kerlin and asked him to reflect on his time with the company. Below are portions of their conversation. See the full version at biztimes.com/ james-kerlin

What first inspired you to step into the nonprofit world?

“I never thought I would be leading a nonprofit company. I thought I might eventually run a commercial business. My father was blind for the last seven to eight years of his life. He lost his sight due to diabetes. He passed away at about 70 years old. Four years later, my mother remarried late in life. She married a man who was blind. My stepfather lost his sight in World War II to a sniper bullet that went in one eye and out the other ... I was literally having a beer with my neighbor, who happened to be on the board of directors of Beyond Vision. They happened to be doing a search for a new president and CEO.”

How much has the organization grown during your tenure?

“When I started, I was only leading the manufacturing side of the business. Our annual revenue was $2.3 million. Our mission employment was about 20 full-time equivalents. We were in a 45,000-square-foot building. The board merged the manufacturing and distribution sides of the business under my leadership 12 years ago. Today, our annual revenue is $38 million and about $21 million is from the manufacturing and call center services we provide. We employ a total of 120 people and 63 of them are blind. Today, our West Allis footprint is 130,000 square feet.”

How did you conceive of the new VisABILITY Center in West Allis?

“I started looking for a new home for Beyond Vision about 12 years ago. I could see that our growth was eventually going to be stunted as we were going to run out of physical space to grow. We wanted to find a property of the right size, on public transportation bus routes and within about five miles of our prior location. We considered several properties and even lost a bid on one. That turned out to be a blessing as it was later determined that it was a pretty contaminated brownfield. Then, in 2018, Walmart decided to shut down the Sam’s Club in West Allis. I told the board this was the property we had been looking for. They agreed and we made a bid. We may not have been the highest bidder, but Walmart loved the concept of repurposing the building to allow us to grow our mission.

“Our timing turned out to be perfect. Our builder told us that had we waited another three to six months, the materials would have cost 30% more due to the effects of the pandemic on building material costs. We finished the project on schedule and about $1 million under budget.”

How did you decide it was time to step back from the organization?

“Well, I’m 67. My family needs me to help through some health challenges with my son. As they say, ‘Do you work to live or live to work?’ I made it no secret that I was planning to retire once the VisABILITY Center was done, we got moved in, culturally integrated and financially stable. My work is done here. Time to pass the torch to someone younger to carry it on from here. It’s been one of my life’s greatest honors.”n

Presented by:

May 22, 2024 | 10:30am - 4:30pm | Brookfield Conference Center

LEARN NETWORK CONNECT

Join Milwaukee-area professionals on May 22nd for a daylong event focused on connecting business executives to information and resources crucial for business growth.

The day will kick off with Elevate Your Leadership, a keynote presentation where attendees will learn to lead with intention, purpose and skill. Following the keynote, the exhibit hall opens and the business strategy seminars begin. BizExpo brings together local business decision-makers to learn, network and connect with service providers and suppliers from throughout Wisconsin. Plan now to be part of BizExpo, southeast Wisconsin’s largest business-to-business experience.

10:00am - 11:15am | KEYNOTE PRESENTATION

Scott Wozniak, Leadership Consultant | Speaker | Author

Keynote Sponsor:

Build a Legendary Brand by Creating Raving Fans

What turns otherwise reserved people into raving fans of a chicken sandwich chain like Chickfil-A or a computer company like Apple? It’s not magic. It’s not a lucky product. And it’s not something reserved for consumer brands with luxury products.

Attend Elevate Your Leadership at BizExpo on May 22nd to learn the secret from keynote speaker Scott Wozniak, author of Make Your Brand Legendary with the Customer Experience Engine.

Wozniak will share strategies from more than two decades spent building legendary brands. Wozniak’s experience includes nearly a decade working with the founding family and executive team at Chick-fil-A headquarters to design and lead company-wide upgrades. Scott and his team have also worked with a wide range of industries from manufacturing to professional services to enterprise software.

PRICING:

ALL ACCESS PASS BIZEXPO PASS

Includes access to:

• Keynote presentation: Elevate Your Leadership

• All Business Strategy Seminars

• Exhibit Floor

$60 $50 EARLY BIRD

$30 $20 EARLY BIRD REGISTER EARLY AND SAVE – EARLY BIRD PRICING THROUGH MAY 1, 2024

Includes access to:

• All Business Strategy Seminars

• Exhibit Floor

Unlocking the Augmented Enterprise with AI

Presented by: 7Rivers

Tax Savings for Small Businesses

Presented by: SVA Certified Public Accountants, S.C.

How to be an Effective Leader in a Hybrid Workplace

Presented by: BizTimes Media

10:30am - 4:30pm |

7Rivers Inc.

Actinion

BDPros

Better Business Bureau

BizTimes Media

Camo Crew Junk Removal

Centec Security & Fire Alarm Systems

CodeBaby, Inc.

Color Direct

Colorful Concrete Solutions

Common Ground Healthcare

Crown Staffing

Culligan Water

Data Holdings

First Citizens Bank

Food For Health

Geronimo Hospitality Group

H&S Protection Systems

Horicon Bank

Humana

ICS

Idea Collective Small Business Community

Seminar Sponsors:

Connectivity Sponsor:

AI and Cybersecurity Necessities

Presented by: River Run

Dousing Your Dumpster Fires [and other problems that erase value from your business]

Presented by: BizTimes Media

Creating a Winning Culture in Times of Chaos

Presented by: QPS Employment Group

10 Best Practices to Maximize your Website

Presented by: Saturn Lounge

Presented by: MSOE

Unleash Savings: Why Reviewing Your Current Business Services is a Profit Powerhouse

Presented by: Breakthrough Business Advisors

EXHIBIT HALL | JOIN THIS YEARS EXHIBITORS:

Imperial Service Systems, Inc.

Innovative Signs, Inc..

Ixonia Bank

Kollath CPA/SustainableHR PEO

Kraus-Anderson Construction Company

Lisbon Creek Systems

Living As A Leader

Marquette University

MEDC

Midwest College of Acupuncture and Herbal Medicine

Minuteman Press Brookfield

Northwest Side Community Development Corporation

Office Furniture Resources

Olive Promotions

Ottawa University

Pavlic Vending & Modern Coffee

PLM Paving and Concrete

QPS Employment Group

RCS Commercial Interiors

Rely Contract Manufacturing

Risetech Partners

River Run

*As of 04.08.24

Saturn Lounge

Sherman Phoenix Foundation

Sky High Marketing

Source TEN

St. Coletta of Wisconsin

Staffing Partners

Stamm Tech

Summerfest

SVA Certified Public Accountants

Technology Innovation Center

The MRD Group

The Neal Group, LLC

Transworld Business Advisors of Kenosha

U.S. Bank

Ultimate Confections, Inc.

UWM - School of Continuing Education

Vaco

Viking Communications, Inc.

Waident Technology Solutions

WhirlyBall

Wisconsin Black Chamber of Commerce, Inc.

Third Ward attracting national retailers, developers

333 Water under construction in at 333 N. Water St. the Historic Third Ward.

THE REDEVELOPMENT and revitalization of Milwaukee’s Historic Third Ward has been in progress for more than 30 years now, but some would say the momentum has never been stronger. The neighborhood has become one of Milwaukee’s most vibrant, blending several land uses in its 10 square blocks.

And now the Third Ward is increasing its population density and attracting more investment from national retailers and developers.

Recently, a flurry of national retailers have set up shop in the neighborhood. In the past year, Los Angeles-based fast-casual salad chain Sweetgreen opened a location at 300 E. Buffalo St., Houston-based lighting store Visual Comfort opened its doors at 318 N. Water St., and Vermont-based Ben and Jerry’s plans to open an ice cream shop at 203 N. Broadway.

These storefronts are joining a slew of other shops and restaurants backed by national brands that have been popping up in the Third Ward since the early 2000s.

“It’s kind of like a chicken and then the egg because the retail and restaurants have been growing and flourishing, and the residential has really been following that,” said Bruce Westling, managing director at commercial

real estate firm Newmark. “A lot of the nationals you see landing have been in pursuit for years now and I think we’re going to see more, especially food and beverage, in the near future.”

In addition, a pair of large apartment developments, led by out-of-state firms, are progressing, which will add nearly 600 apartments to the neighborhood.

At the Third Ward’s gateway, Houston-based Hines is nearing completion on construction of its 333-unit apartment tower at 333 N. Water St. The 31-story building will set a new high for rents in Milwaukee at $3.99 on a price-persquare-foot basis. At the opposite end of the neighborhood, Bloomington, Minnesota-based Kaeding Development Group is about halfway done on construction of its 261-unit apartment building at 640 E. Summerfest Place. The building is set to start leasing in early 2025.

While the Third Ward has had steady development of housing over the past couple of decades, these projects’ combined 594 apartment units represent the most units the neighborhood has ever seen come online at one time, local real estate brokers said, and that’s a good thing for the more than 100 businesses in the neighborhood.

“Certainly, from a retail perspective, more people and more density almost always bode well for the attractiveness of an area to retailers of all kinds and types,” said Marianne Burish, executive vice president of commercial real estate firm Transwestern. “Anybody that relies on foot traffic loves additional density and in the Third Ward specifically, it’s a compact geographic area with cool buildings that lots of people find welcoming.”

As a pedestrian-driven submarket, brokers agree that 333 Water’s addition to Water Street will invite more businesses and consumers west from Broadway – the perennial favorite strip in the Third Ward for retailers – but traffic-calming measures would enhance Water Street.

“I’ll hear people say, ‘I’d consider that building but Water Street’s so busy,’ but it cuts both ways because that does give you a lot of visibility,” Burish said.

While most of the consumer interest in the downtown area has been focused on shopping and dining experiences, as more people move into the Third Ward, the demand for more neighborhood services will increase.

“There are definitely still some holes in the service platform in the Third Ward and downtown in general, but those things will fill in as the density continues to come into the marketplace,” Burish said. “People have been asking for a grocery store in the Third Ward for ages, for example.”

While Chicago-based Go Grocer opened a small 1,985-squarefoot store in the Third Ward in early 2023, a large grocery store is unlikely to open in the neighborhood anytime soon. Retailers such as traditional, full-service grocery stores usually want a larger site and more parking than a boutique or restaurant, and land in the Third Ward is expensive. For instance, Hines paid $6 million for its 0.8acre site. But increased population density will make the neighborhood more attractive to retailers, despite the high costs.

“As more bodies come into the neighborhood, the demand increases for certain services and it becomes increasingly more viable for some of those types of service providers who previously haven’t been able to find a way to make it economically viable,” Burish said. 

HUNTER TURPIN Reporter

P / 414-336-7121

E / hunter.turpin@biztimes.com

T / @HunterDTurpin

FEATURED DEAL

SHOPPING CENTER PORTFOLIO DEAL

Two shopping centers in Delafield and West Allis were sold for a combined $58.9 million in a deal between two New York real estate investors.

Included in the deal is five buildings at Nagawaukee Center just north of I-94 in Delafield, which have a total of 220,000 square feet of space and house several retailers including HomeGoods, Kohl’s and Marshalls. That property sold for $36.9 million. The 326,000-square-foot West Allis Towne Center, at Greenfield Avenue and 70th Street, was priced at $22 million in the deal and includes Hobby Lobby, Burlington and Ross Dress for Less stores.

Those two properties were among eight that KPR Centers of New York City bought in a portfolio deal for $180 million. This marks the second time recently that the ownership of those properties changed. At the start of this year, Kimco Realty Corp. acquired RPT Realty, before selling the Delafield and West Allis properties to KPR Centers.

perseverance

Rick Barrett’s epic 12-year saga to build The Couture PEAK

BY ANDREW WEILAND, staff writer

The arduous effort that began in 2012 to build the tallest residential building in Wisconsin is finally nearing completion.

By the end of July, construction will be complete for The Couture, a $188 million, 46-story luxury apartment tower near the lakefront in downtown Milwaukee. Residents will begin moving in this month.

The project has faced numerous challenges and setbacks since it was first unveiled 12 years ago by Rick Barrett, the founder and chief executive officer of Milwaukee-based Barrett Lo Visionary Development, the developer of The Couture.

There was a three-year dispute over the development rights of the site. It took another year to complete the sale of the property. And it took about five years to assemble the financing, including a year after some investors backed out when the COVID-19 pandemic hit.

“For the longest time, I would go to sleep at night and I would be nervous about, is this really going to happen?” Barrett recalls.

As the process dragged on with no visual signs of progress at the project site, many doubted that The Couture would ever be built. The site was sold to Barrett Lo by Milwaukee County and the project was supported by tax incremental financing from the city. At times, some impatient local government officials called for finding a new developer for the prominent property.

“This is too valuable of a site for the City of Mil-

waukee and Milwaukee County to waste a decade trying to get its act together,” said then-Milwaukee County Board Supervisor John Weishan Jr. in September 2018.

“With all the development going on downtown, surely someone can do better than the nothing we’ve seen for the past seven years,” said then-Ald. Bob Donovan in July 2019.

“No developer in Milwaukee thinks this building will be built. Nobody,” said Ald. Robert Bauman in May 2020.

Large, complicated real estate developments take time, but The Couture’s 12-year saga required a substantial amount of perseverance. Some developers facing the significant obstacles that confronted the project may have cut their losses, dropped it and moved on. Barrett says he never considered giving up.

“I don’t have that in me,” he said. “I believed in it so deeply, and I just feel like if I hadn’t finished this it would have been a profound failure for me in every sense of the imagination.”

“It was an effort of just believing in a project that would make such a big impact on our skyline as well as on our pedestrian streetscape and our transit system,” said Matt Rinka, partner and founder of Milwaukee-based Rinka, the design firm for The Couture. “I give credit to a lot of people on all of our teams that continued to not just believe in the project but put effort towards it. It was definitely a team effort.”

VALERIE HILL

The bus barn

The Couture’s story really begins in October 1992 when Milwaukee County opened its new Downtown Transit Center facility at 909 E. Michigan St. The facility replaced a parking lot and was near the former site of the Chicago and North Western Railway depot (known as the Lake Front Depot) that was demolished in 1968. From the beginning, some were critical that such a facility was built at a valuable location near the lakefront. The Downtown Transit Center was intended to serve as both a bus transfer and storage facility. It turned out to be useful for bus storage and many called it a “bus barn.” But few passengers used it. Instead of being a hub of activity with people hopping on and off buses and transferring to other buses there, the Downtown Transit Center felt like a ghost town.

About 18 years after the opening of the Downtown Transit Center, the idea that the site should be put to a higher and better use began to take hold. The 2010 downtown Milwaukee plan recommended improvements for the lakefront area. That led to the formation of the Long-Range Lakefront Planning Committee, an advisory group that in 2011 recommended the Downtown Transit Center site be redeveloped.

Milwaukee County issued a “request for interest” for the site. Four development firms submitted proposals: Barrett Lo (then known as Barrett Visionary Development), Wauwatosa-based Irgens, Wauwatosa-based Wangard Partners and Minneapolis-based Ryan Cos. Barrett submitted the most ambitious project, with the original plans for The Couture calling for a 44-story building with 180 apartments, a 180-room hotel, a restaurant and retail space. The other three proposals called for of-

Key milestones in The Couture’s journey

1992: Downtown Transit Center opens

2011: Long-Range Lakefront Planning Committee recommends redevelopment of the site.

July 2012: Plans for The Couture unveiled to the public.

July 2012: Preserve Our Parks objects to legality of private development at the site.

June 2015: Circuit Court judge rules The Couture development allowed to move forward.

August 2016: Sale of site to Barrett Lo closes.

August 2016: Demolition work begins.

March 2020: COVID-19 pandemic hits U.S., several financial backers for The Couture drop out.

May 2021: Barrett Lo closes on financing for project.

May 2021: Construction begins.

April 2024: First residents move into The Couture.

Architect Matt Rinka did his original sketch of The Couture in the middle of the night on the back of hotel stationary paper.

^ The Downtown Transit Center on East Michigan Street was demolished in 2017 to make way for The Couture.

^ “Coming soon” signage adorned the fencing around the development site for years before The Couture finally broke ground.

^ RINKA

fice buildings combined with other uses.

Ultimately, then-Milwaukee County Executive Chris Abele and a selection committee picked The Couture proposal for the Downtown Transit Center site redevelopment.

“In my mind, it was more than just creating a development,” Rinka said. “It was about trying to design a beautiful building and put up a building that I think spoke to the future of the city and the way I think the future generations in our community want to see themselves. Not just as a rust belt city, but a city that I think is poised for a really bright future. This building was designed to make that kind of statement.”

Track record

By then, Barrett had made a name for himself by developing The Moderne, a 30-story luxury residential building at 1141 N. Dr. Martin Luther King Jr. Drive. Many were skeptical that a development like The Moderne could succeed on the west side of downtown Milwaukee. Nothing like it had been built in that area before.

Barrett began work on developing The Moderne in 2006. It was one of several large developments planned in the downtown area at the time, and nearly all of them died when the Great Recession took hold in 2008. But Barrett refused to give up on The Moderne and found a way to get it done. He got two loans from the city for a total of $9.3 million and a $41.4 million loan from the AFLCIO Investment Trust Corp. guaranteed by the U.S. Department of Housing and Urban Development’s Section 221(d)(4) program. Construction finally began on The Moderne in early 2011 and was completed in 2013. The Moderne was a challenging project and proved Barrett’s ability to persevere and find a way to get it done. But The Couture would be far more difficult.

Fight for site control

The first major obstacle for The Couture project was in establishing the right to actually build it on the site.

Parks advocacy group Preserve Our Parks objected to The Couture, saying a private development shouldn’t be allowed on the site because it was filled lakebed and was originally under water and part of Lake Michigan. The group pointed to the state constitution’s public trust doctrine that preserves public access to waterways and severely limits development on filled lake beds.

Preserve Our Parks managed to delay The Couture for three years as it threatened to file a lawsuit, which prevented county officials from obtaining title insurance for the site so it could be sold to Barrett. Numerous attempts were made to clear the issue up.

State Department of Natural Resources reviews in 2011 and 2012 indicated that the site did not fall under the public trust doctrine and could

The Couture capital stack

Total cost: $188 million

million

million

million

$28.5 million in equity from Barrett Lo Visionary Development and other investors from across the country.

$17 million joint venture equity investment of from Boca Raton, Florida-based WhiteStar Advisors LLC.

$24.5 million in preferred equity from New York-based MidHudson LLC.

$13.95 million syndicated loan from Old National Bank (primary lender), Incredible Bank and Commerce State Bank (since acquired by Summit Credit Union).

$104.7 million loan from JLL Real Estate Capital LLC, backed by the U.S. Department of Housing and Urban Development. Acquired by the AFL-CIO’s Housing Investment Trust.

be developed. In 2013, the state Legislature inserted a provision in the state budget establishing an official Lake Michigan shoreline that would allow The Couture to be built. Then in 2014, a similar standalone bill was passed and signed into law.

None of it worked. The county still couldn’t get title insurance for the site due to the Preserve Our Parks lawsuit threat. So, on Christmas Eve in 2014, the county filed its own lawsuit seeking a court ruling that would clear up the matter once and for all.

In 2015, now-retired Milwaukee County Circuit Court Judge Christopher Foley ruled that because The Couture development would not harm public access to the lakefront, it could proceed on the site. Preserve Our Parks could have appealed the ruling but finally gave up.

“We fought because we were right,” said Jim Goulee, president of Preserve Our Parks. “We had definite proof.”

Goulee said the group had surveys done to make its case, but the state changed the law and

“created a fictitious shoreline for that area.”

“It is what it is,” he said. “Now it’s there. It’s a nice-looking building but we still feel it was built on filled in lakebed. But there’s nothing we can do about it. Just accept it for what it is.”

“Painstaking” is how Barrett described the site development rights battle.

“It was very, very trying,” he said, adding he felt something ultimately would be done to determine where developers could and could not build near the downtown lakefront.

“This city needed that,” Barrett said.

More than a year after Foley’s ruling, at the end of August 2016, the sale of the Downtown Transit Center site to Barrett Lo was finally completed. The county sold the site for $500,000 – well below its appraised value of $8.9 million – in effect providing a subsidy for The Couture.

Finally, Barrett had site control for The Couture. But the most challenging part of the project still lay ahead.

Financing The Couture

Assembling the $188 million in financing to build The Couture would take five more years. Barrett said he traveled “coast to coast” and spoke to 150 different groups to raise money and equity.

“A lot of them didn’t even know where Milwaukee was, to be honest,” Barrett said. “There’s coastal bias on equity. We’re kind of like a flyover state, a flyover city.”

Meanwhile, major demolition work began at the site in late 2016 and was completed in early 2017. For the next four years, the site sat vacant while many wondered if construction would ever begin; some local officials grew impatient.

“I’m not really interested in what the excuse is. I would just like the project to be done,” Weishan said in September 2018.

Despite the concerns of some elected officials, Abele and then-Milwaukee Mayor Tom Barrett stood behind the project. For Barrett, no relation to the former mayor, that support was critical.

“They never bailed on me,” he said. “They never quit.”

The Couture plans had been updated in 2014 with the elimination of the hotel – replaced by more apartments – and the addition of a transit hub, including a streetcar stop, and a public park. The city agreed to provide $17.5 million in tax in-

cremental financing for the public elements of the project.

The county was required by the federal government to provide transit amenities to the site by the end of 2020 or else it would have to pay back $6.7 million in federal funds provided to build the Downtown Transit Center. County officials worked with the Federal Transit Administration to extend the deadline.

Finally showing some progress in financing

The Couture, Barrett Lo announced in November 2018 that it was invited by HUD to apply for the same loan guarantee program it had used for The Moderne.

But then, in January 2019, Barrett Lo missed its deadline to complete the HUD application. The firm was granted a four-month extension, and then another two-month extension, but failed to meet them.

Still, Barrett wasn’t giving up on the project and the firm began working with Milwaukee-based Baird to help secure the final financing.

Then, in October 2019, radio talk show host Mark Belling was first to report that Barrett Lo hadn’t paid its property taxes for The Couture site. The firm was nearly nine months late on paying its property tax bill which, with interest, was more than $400,000. At the time, Barrett said the over-

due bill was “an oversight on our part.” Within a few days, Barrett Lo paid the property tax bill, but it was an embarrassing episode and further eroded public confidence in the project.

COVID curveball

By early 2020, with the help of Baird, Barrett Lo finally had its financing assembled for The Couture.

And then the COVID-19 pandemic hit. Some of the project’s financial backers bailed.

A few firms that planned to invest in The Couture had significant holdings in hotels and senior housing. They were devastated by the pandemic and had to pull out of The Couture project.

“Once COVID hit, we threw all of those cards up on the table and were like, ‘OK we’re starting over.’ That’s how crazy it was,” Barrett said. “From my perspective, we had to pause.”

Barrett Lo needed to find some new investors. The silver lining was the Federal Reserve – in an attempt to prop up the economy during the pandemic – cut the federal funds rate to near zero, helping Barrett Lo get a favorable interest rate for The Couture’s financing and making the project more feasible.

“At that point, we were able to garner a whole different grouping of investors, a whole different

^ March 2024: The Couture reaches its final stages of construction.

^ May 2023: An east-facing view of The Couture rising from the ground.

JOSH WANKOWSKI

grouping of equity players,” Barrett said. “We happened to get a very good rate (3.3%), which helps this building and locks it in for the future and gives it the ability to succeed.”

Asked if The Couture would be feasible in the current interest rate environment, Barrett said, “absolutely not.”

In June 2020, Barrett announced that his firm had secured enough equity to finance construction of The Couture. The firm submitted a new loan guarantee application to HUD, which was approved in November.

New development agreements between Barrett Lo and the city and county were struck in December. A major issue was that the city was required to get the lakefront streetcar line, which runs through The Couture, operational by July 31, 2022, or it would have to pay back a $1.4 million federal grant. Later, an extension was granted until October 2023, when temporary Sunday-only service began for the lakefront line.

There were still a few hang-ups to overcome before construction could commence. Barrett Lo agreed to cover any liability associated with the federal grant for the streetcar line.

In March 2021, recently ousted City Attorney Tearman Spencer refused to sign a modification to the city’s development agreement with Barrett Lo.

The change stipulated that Barrett and his partner Tan Lo would donate $100,000 to the city’s anti-displacement fund, which assists low-income homeowners facing displacement caused by rising property tax assessments. Spencer said Ald. Bauman, who requested the change to the deal, had

overstepped his authority in doing so. A compromise was struck in which the funds were placed in escrow pending a review of a special counsel. A year later, the Common Council ended its dispute with Spencer and returned the funds to Barrett Lo.

Finally, in May 2021, Barrett Lo closed on the

^ March 2022: Crews poured 2.8 million pounds of concrete to set the building’s foundation.

HUD-backed loan for The Couture. The loan was the largest FHA loan amount HUD has executed in Wisconsin, and the largest for its Midwest region since 2000, said HUD spokesperson Gina Rodriguez.

Construction hurdles

On May 11, 2021, the first piece of equipment appeared at The Couture site, pounding the ground to break up the concrete. Ground was finally broken for the project nearly nine years after it had been presented to the public.

The actual work of building The Couture came with its own set of challenges. In 2017, the city agreed to provide another $2 million for the project to move a 48-inch sewer pipe that was discovered underground at the site.

That wasn’t the only surprise. A We Energies duct box wasn’t where it was expected to be. There were 48 pile foundations on the site, but they were all in different locations than what was expected. Plus, a foundational wall for the 833 East office building and a U.S. Bank Center parking garage were on The Couture’s foundation site, which also had to be worked out.

“Whenever you dig, you’ve got these unforeseen conditions that you try to hedge against, you try to guard against but ultimately you can’t, you

simply can’t,” Barrett said. “It’s the

tions.”

None of the issues threatened the project, but in February 2022 Barrett acknowledged that construction was behind schedule.

When finally completed in July this year, the construction project for The Couture will have taken more than three years. And it will be completed about 12 years after it was first proposed.

“Good things take time, extraordinary things take longer,” Barrett said.

biggest exposure to the developer when you are in subsoil condi-

^ A look inside two different units on the eighth floor of The Couture.

Testing the market

Now that its construction is nearing completion, the question remains of how successful The Couture will be in the marketplace. Will Barrett Lo be able to fill the building’s 322 apartments and 42,000 square feet of commercial space and operate The Couture at a profit? As of press time, 62 of the apartments have been leased, including the two penthouse units renting for more than $11,000 a month.

The Couture is having “a pretty strong start overall” with its early apartment leasing, said Gard Pecor, a senior market analyst with CoStar Group.

Rents at The Couture, on a per-square-foot basis, are the second highest in Milwaukee, behind the 31-story, 333-unit 333 Water building nearing completion in the Historic Third Ward. Competing against each other, The Couture and 333 Water will test the strength of the downtown luxury apartment market.

“I think we do have demand for more class A luxury (apartment) development,” Pecor said. “It will just be a slower lease-up period than we’re used to. With two of them developing at the same time, we could see lease-up rates run a little bit longer. I don’t think we’ll see structural lease-up problems at all, I just think it might be a little bit prolonged compared to what we’re used to.”

“I hope that (The Couture is) successful,” said

one Milwaukee real estate executive who did not want to be named. “I really applaud them for taking that risk and putting that building up. It’s a remarkable achievement. I would have never done that. My cojones are not big enough to do that deal. I just wouldn’t do that deal. The business metrics just scare the s--t out of me. I know too much about what it takes to operate a building over the long haul to know how challenging that building can be

as a rental property going forward, just the maintenance costs and operational costs of running that building.”

But after everything he went through to get The Couture built, Barrett says he isn’t daunted by the challenge of making the building’s operations successful.

“The vision was we’re going to lead the market,” he said. “And we will. We will lead the market.” 

Proud Team Members for the Couture , Milwaukee

^ A north-facing view of Milwaukee’s skyline from a unit on the 35th floor of The Couture.

F Street wraps up construction on first phase of Lakeshore Commons

BY HUNTER TURPIN, staff writer

A UNIQUE DEVELOPMENT in Oak Creek is progressing as F Street Group redevelops a lakefront property into a dense 35-acre residential neighborhood.

Construction started in 2021 and the Milwaukee-based development and investment firm is wrapping up work on the $80 million first phase of the project, which includes two apartment buildings with a combined 199 units, 28 townhomes for sale, 28 townhomes for rent and nearly 60 single-family lots.

Situated between Lake Vista Park and Bender Park just east of 5th Avenue, the development is unique to Oak Creek due to its small lot sizes, neighborhood amenities and its walkability. The density of the development is similar to a traditional city neighborhood, which allows for larger open spaces that are open to all residents.

“It’s a carefree lifestyle, you don’t have to deal with day-to-day maintenance, you don’t have to buy a lawn mower or snow blower,” said E.J. Herr, director of project delivery for F Street.

The project is also the culmination of a yearsold effort by the City of Oak Creek to clean up and redevelop the swath of lakefront land formerly used for heavy industrial purposes by companies such as Newport Chemical Co., DuPont and EPEC Polymers.

While the apartment buildings, which opened late last year, are more than 50% occupied, filling up the single-family lots and homes has been a slower process. Of the 49 lots ready to be built on for the development’s first phase, 11 have been purchased and eight additional speculative homes have been built as of late March, which is slightly less than the developers anticipated when the

project was proposed in 2020.

Herr attributes this to economic headwinds such as higher interest rates and development costs which pushed up the asking prices of the homes and shrinking demand. High mortgage rates also reduced demand.

The for-sale townhomes start at $395,000 and single-family homes and lots start at about $476,000 and, though the for-sale housing market remains tight in metro Milwaukee and nationally, homes above a certain price see less demand, according to Herr.

The less-than-expected demand also pushed F Street to shift its construction methods.

Initially, the firm planned to build most of the buildings using a construction process known as modularized construction, in which entire sections of the homes or townhomes – including systems, fixtures and finishes – would be built in a factory off-site. The sections of the structure, which can include several rooms or even an entire floor of the home, are then transported to the project site on flatbed trucks and put in position using cranes.

“It looks a little more like building with Legos,” said Chad Griswold, partner at Rinka, the architecture firm for the project.

When done right, modularized construction can be a faster, less wasteful and more cost-effective, as well as making quality control easier, according to Herr and Griswold, since most of the building happens in a climate-controlled facility using assembly line-like systems.

For F Street, the idea was that if the homes sold quickly, it would be more efficient to build them modularly.

“One benefits most from off-site modular construction when you’re faced with having to deliver a high volume of homes at one time and there are similarities or repeatable or common elements,” Herr said. “The process is very efficient, environmentally friendly, safer, and more comfortable for workers.”

While the practice is becoming more popular globally with 6% of new construction being modular in North America in 2022, according to the Modular Building Institute, it’s still a relatively new practice in southeast Wisconsin. Only a few companies offer the service in the state, according to Herr; thus, Lakeshore Commons’ buildings were being built in a facility in Wausau, requiring a four-hour transit period and creating logistics challenges.

Those challenges, combined with comparatively lower demand for the end product, pushed F Street to only use modularized construction for 12 of the nearly 20 single-family homes.

As a result, F Street built more of the buildings, including the townhomes and apartment buildings, using panelized construction, which is another form of prefabricated building, but instead of having all the fixtures and finishes built off-site, they show up in wall panel kits.

“We initially decided to utilize off-site modular construction means and methods to deliver the single-family and villa homes, but determined that panelized kits and a hybrid site-built approach was the best solution for Lakeshore Commons,” Herr said.

As future phases of Lakeshore Commons are built, which will include more single-family homes, Herr said F Street would consider modularized construction again.

“I think looking at the bigger picture with the construction industry in general, I think modular building is where things are going, but you have to have more people embracing it as a form of means and methods,” Herr said. ■

A mix of modularized and panelized single-family homes at Lakeshore Commons.

Member-driven. Member-strong.

ABC is proud to represent the construction pros who build communities and shape the world. We make sure your voice is heard. Together, merit construction speaks as one.

Win work. Develop careers. Transform the industry.

Become an ABC member today.

Real estate industry contends with difficult financing environment

BY HUNTER TURPIN, staff writer

THE FORMULA to finance real estate projects is in a vice as rising construction costs, inflation, higher interest rates and bank failures have headlined the complex economic landscape in recent years.

Real estate developers are having to find ways to adapt and close the gaps in financing in order to get their projects off the ground. However, not all projects will pencil out and the ones that do are taking longer to finance and are requiring more complicated financing packages.

ECONOMIC HEADWINDS CREATE PERFECT STORM

To finance a project, developers typically get most of the money in the form of debt, usually from a traditional lender like a bank, and fill in the gaps with equity from investors and other capital streams.

Developers generally prefer to get as much of their development costs as possible covered by debt because it’s the cheapest to pay back.

Historically, multifamily housing developers, for instance, could secure upwards of 80% of their project costs this way, meaning only 20% of their costs needed to be covered by investors, which is more expensive as investors generally expect at least a 9% return, experts said. However, due to rapidly increasing construction costs and higher interest rates, banks are only covering around 60% or 65% of development costs, leaving a much larger gap for developers to fill.

“That extra equity is difficult to come up with, and oftentimes, even if developers have the ability to come up with it, they would choose not to

because the returns they get on that amount of equity are just insufficient to take the risk associated with the project,” said Pat Lawton, senior vice president, commercial real estate regional manager at Racine-based Johnson Financial Group.

Further, following a few notable bank failures in 2023, lenders and their regulators are more concerned about liquidity and are being cautious about the amount of money they are willing to lend for any one project, according to Lawton, creating more of a financing gap.

WEATHERING THE STORM

There are ways to close the gap, but they are expensive, time-consuming and not sustainable in the long run, developers said.

For instance, apartment developer Mandel Group recently closed financing on two suburban Milwaukee projects: Caroline Heights, a 237-unit apartment complex in Elm Grove, and Norden Range, a 270-unit apartment complex in Oconomowoc.

For Norden Range, Mandel covered 60% of the project costs with traditional debt, but gathered it from three different banks, allowing each bank to contribute a smaller amount.

“That takes a lot of time and effort, and you’re asking friendly competitors to cooperate on a deal,” said Bob Monnat, senior partner at Mandel.

Norden Range also attracted a good amount of attention from investors due to the project’s highend finishes and amenities, as well its attractive location in Oconomowoc, where city officials recently passed an updated housing ratio that will

limit the amount of new multifamily housing that can be approved.

“That accrues to the benefit of the projects that are approved,” Monnat said.

For Caroline Heights, Mandel received tax incremental financing (TIF) from the Village of Elm Grove to help cover the costs of bringing a Lake Michigan water main in from Wauwatosa.

Leveraging government programs – like tax credits, loans and grants or TIF – is one solution, Lawton said, but it adds time to the development process and might require altering projects.

Another way developers are closing the gap is through mezzanine debt. Mezzanine debt typically has a higher interest rate, and developers typically want to refinance quickly once the property is stable.

Milwaukee-based New Land Enterprises used a mezzanine loan to finance its mass timber apartment tower, Ascent, in downtown Milwaukee. New Land refinanced Ascent in February with a new $98 million loan after the property had stabilized.

COMING OUT OF THE STORM

While financing challenges are pervasive throughout the country and evident across all segments of real estate, some projects are coping better than others.

Multifamily and industrial projects are most likely to get financed over office, hospitality and retail projects currently, according to Lawton, though as demand softens in the industrial market, lenders’ appetite for speculative industrial projects has decreased as well.

Within multifamily, suburbs can fare better right now because suburban projects can often be built over phases, while urban projects are typically one and done.

“For phased projects, if leasing was good the first time and the market is good, you just build new buildings,” Lawton said. “While the moment you go in the ground on a high-rise project, you’re all in.”

With many expecting interest rate cuts on the horizon and construction costs plateauing, Lawton said he’s optimistic about where the market is heading.

“I think those will have a significant effect not just from the way the numbers work, but also psychologically,” he said.

However, developers say that with construction costs as elevated as they are and shifts in lending, there likely will not be a return to the easier project financing of a few years ago.

“With every property every year, you have to create a certain financial outcome that pays the debt, pays the investors, operates the property and hopefully there’s a little leftover for the developer,” Monnat said. “Each part of that is becoming tougher and tougher.” ■

Mandel Group’s Caroline Heights project in Elm Grove.

ENGBERG ANDERSON ARCHITECTS

EXCELLENCE LOOKS HOW

Congratulations to CG Schmidt President Eric Schmidt on being named a BizTimes Notable Leader in Construction, Real Estate & Design for 2024!

At CG Schmidt, we don’t just build buildings. Our projects lay the foundation for your company’s future. They’re spaces where businesses can grow, partnerships are formed and employees can thrive. As your trusted building partner, we recognize that the success of your work ultimately depends on ours, and we look forward to working with you today so we can build a better tomorrow, together

ours,

EVENT COVERAGE

Where is Waukesha County headed?

BIZTIMES MEDIA’S WAUKESHA COUNTY 2050 event will explore how Waukesha County will continue to evolve in the coming decades. From housing and commercial development to workforce training and manufacturing, there are many challenges shaping the county’s direction. Ahead of the event, which takes place on April 17 at the Brookfield Conference Center, BizTimes asked panelists for their vision for the county’s future:

Matt Neumann, chairman and CEO, Neumann Companies Inc.

“America has a housing crisis, both affordability and availability. Waukesha County is no exception. Our county’s footprint of land isn’t growing. Either we find ways to act on solutions for the housing crisis, or Waukesha County will be out of land and our younger workforce will be living in surrounding counties.”

Neumann has been working in real estate, home building and solar energy development for 20 years and is the second-generation family leader of Pewaukee-based Neumann Companies Inc., one of the largest home builders in Wisconsin. He’s also founder and chairman of solar project development firm SunVest Solar.

Rachel Bahr, president, Xiogenix

“The move to personalized medicine is significant, and many companies specialize in solving a single piece of the puzzle. Companies, health care providers and research organizations must cooperate differently to provide the best patient outcomes. Our pipeline of talent wants to make an impact. Are we brave enough to make that happen in Waukesha County?”

With more than 20 years of leadership experience in the automotive, aerospace, architectural and biosciences industry verticals, Bahr currently leads Muskego-based Xiogenix, a biotech company developing automation and consumables for regenerative medicine processes in the tissue banking and cell and gene therapy industries.

“Advanced manufacturing in Waukesha County in 2050 will be characterized by high levels of productivity (enabled by automation and AI), high wages and an increasing portion of the state’s growing population. Fundamentally underpinning this rosy future has been a 2020s-created culture of lifelong and continuous learning.”

Prior to leading New Berlin-based Pindel Global Precision, a contract manufacturer of precision machined components, Berrien spent nine years as a U.S. Navy SEAL. He came to Wisconsin while working for GE Healthcare in 1999. He acquired Pindel in 2012 after a two-year acquisition search.

“In 2050, Waukesha County will see a vibrant advanced manufacturing sector that adheres to its history of enterprising small and medium-sized companies leading the way. We will see a population close to 500,000. County government will continue to be responsive to the residents, while leading the state in financial prudence.”

Farrow was elected as Waukesha County Executive in 2015 after serving in the Wisconsin State Senate and State Assembly. He has also been involved in committees and summits on international trade and infrastructure at the federal level. Prior to elected office, Farrow ran multiple small businesses in the home service industry. ■

Sponsor Message:

As Wisconsin’s largest family-owned financial services company, we’re proud of the legacy we’ve built, serving families and businesses for over 50 years. What matters most is doing what’s right – for our customers, associates and our communities. Our roots are here; our focus is here; our decisions are made here.

Johnson Financial Group is a privately owned financial services company offering business banking, personal banking and wealth solutions through Johnson Bank and Johnson Wealth.

We care passionately about helping our communities thrive and our team is committed to building a future for Wisconsin we can all be proud of. For more information visit, JohnsonFinancialGroup.com/wi-businesses.

Matt Haas | SVP, Business Banking Manager | 262.523.8272 | mhaas@johnsonfinancialgroup.com

Partner:

Bill Berrien, owner and CEO, Pindel Global Precision

Paul Farrow, Waukesha County Executive

Blending trends with tradition: The Commodore highlights the momentous evolution of Lake Country’s dining scene

BY MAREDITHE MEYER, staff writer

WHEN THE BARTOLOTTA RESTAURANTS opens its newest fine dining restaurant and event venue on the shores of Delafield’s Nagawicka Lake this spring, it will mark somewhat of a “coming of age” for Lake Country’s dining scene in its evolution from early days of lakeside resorts, private yacht clubs and high-end supper clubs, to its reputation today as a burgeoning culinary destination for diners across the state.

“I think from the Lake Country perspective, the perception was always, in order to find a fine dining restaurant, you would have to drive to the Milwaukee metropolitan area or to some other location. … That has changed a lot,” said Bob Duffy, director of economic development for the City of Oconomowoc and a Lake Country native.

THE NEW WAVE

The Commodore will breathe new life into a historic waterfront property that first opened in the early 1900s as the Pleasant View Hotel and Resort and was most recently home to Weissgerber’s Seven Seas Restaurant, which closed in 2020 after four decades in business. David Herro and

Jay Franke of HF Hospitality Group purchased the property and enlisted the Milwaukee-based restaurant group as its operating partner.

Described by chef and owner Paul Bartolotta as a “living time capsule of Nagawicka Lake and the Lake Country community surrounding it,” the 27,000-square-foot, multi-story venue has been restored to honor the past – its main-level dining room was designed to look and feel like a 1920s-era yacht club – while also embracing modern-day Lake Country culture and preserving the physical longevity of the 3.9-acre property.

The Commodore will join a host of other new, independent restaurant establishments – from fine dining and farm-to-table to pub-style and lakeside-casual – that have popped up in recent years around Lake Country, particularly in its community’s downtown areas, as the population in northwestern Waukesha County continues to grow, said Duffy. Spots like Coco’s Seafood & Steakhouse, Lago Su Bella and Sobie’s Restaurant in Oconomowoc, Belfre Kitchen and i.d. in Delafield, along with the soon-to-open La Tavola on the Beach in Pewaukee and The Inn in Hartland are

all part of a recent wave of culinary attractions that have helped raised Lake Country’s profile as a dining destination for locals and visitors alike.

PRESERVING THE PAST

On the other side of the spectrum, Lake Country is home to a handful of Wisconsin’s most iconic – and longest-running – restaurants that have stood the test of time as destinations in and of themselves.

Nashotah’s Red Circle Inn, for instance, is considered Wisconsin’s oldest restaurant, with origins dating back to 1848 and past owners who include Frederick Pabst and later Aat Groenevelt, the owner and founder of Provimi Veal. The fine dining establishment and event venue is now owned by Beloit-based Geronimo Hospitality Group, which purchased it in 2022 from Norman and Martha Eckstaedt after nearly three decades of ownership and invested in interior and exterior improvements throughout the property. Geronimo Hospitality Group is an affiliate of Hendricks Commercial Properties, founded by billionaire Diane Hendricks.

It was a similar situation for local entrepreneur Jim Lindenberg, who purchased the Union House (opened as a hotel in 1961) in Genesee Depot four years ago, with intentions of upholding the top-notch reputation its former owners had cultivated over 30 years and giving the building a needed facelift. He’s stuck to that plan, and then some. Since purchasing the fine dining restaurant

The Bartolotta Restaurants and HF Hospitality team in front of the former Seven Seas Restaurant building in Delafield, opening soon as The Commodore. THE BARTOLOTTA RESTAURANTS

in 2020, both sales and hiring have increased annually. Saturdays are typically sold out and demand for its 50-person upper-level event space is on the rise, said Lindenberg.

“People like the location, they like the history and they like the consistent high-quality food,” he said, adding another big draw for longtime customers is familiarity with the front-of-hose staff, some of whom have worked there for 15 to 30 years.

CARRYING ON TRADITION

The Golden Mast Inn on Okauchee Lake is another longstanding Lake Country dining mainstay, thanks to a family legacy now spanning three generations. German immigrants Hans and Maria Weissgerber opened the Golden Mast in 1967, followed by the Seven Seas Restaurant in 1981 and Gasthaus in Waukesha in 1983.

Today, as the only remaining property in the Weissgerber family empire, the Golden Mast is owned by Hans Weissgerber Jr. and operated by his daughter, Lisa Weissgerber-Marks, who is carrying the family business into its third generation.

These days, that means toeing the line between tradition and innovation. For example, the

menu at the Golden Mast still features a handful of German dishes from Hans Sr.’s old-world family recipes. But in order to appease the varying tastes, preference and dietary restrictions of modern-day diners, the restaurant also offers a variety of small plates and casual fare, said Weissgerber-Marks.

Plus, with food costs on the rise – making dining out more expensive – the restaurant has had to get creative, offering year-round events such as pig roasts, wine tastings, summertime cocktail cruises and a new “dinner and a show” series.

“We try to do all different kinds of things that caters to all different kinds of age groups to continue to come out here,” said Weissgerber-Marks.

“Our biggest draw is obviously driving out to the lake.”

Given the scarcity of available lakeside property – especially following a surge in demand for Lake Country real estate amid the COVID-19 pandemic – she said it meant a lot to her family that the Seven Seas property was preserved for its original use and will continue to serve the public for years to come.

“Once these places close out on the lakes, you don’t get them back,” she said. “So, to have somebody come along and want to preserve that and be able to still offer the public the opportunity to dine on the lake out here, that’s awesome.” ■

Outdoor seating at The Golden Mast, with a view of Okauchee Lake.

THE EXECUTIVE

A LOOK AT LIVING THE GOOD LIFE IN SOUTHEASTERN WISCONSIN, FEATURING HIGH-END APARTMENTS AND HOMES ON THE MARKET, LUXURY REMODELS AND LAVISH INTERIOR DESIGN.

Penthouse unit at 333 Water

333 N. Water St., Milwauke

Monthly rent: $9,425

Situated just south of downtown Milwaukee in the Historic Third Ward, 333 Water’s penthouse units offer modern apartment living with all Milwaukee has to offer at its front door. At 1,800 square feet, the largest of the penthouse’s seven units has three bedrooms and two bathrooms, and floor-to-ceiling windows that offer sweeping views of downtown Milwaukee, Lake Michigan and the adjacent Milwaukee River. Hardwood floors and quartz countertops complete the units. With a pool deck and a floor of amenities on site, 333 Water is located along the RiverWalk and near the Summerfest grounds and Milwaukee Intermodal Station, as well as numerous shops and restaurants.

Unit 4301 at The Couture

909 E. Michigan St., Milwaukee

Monthly rent: $8,075

Billed as a destination for Milwaukee’s most discerning renters, The Couture’s striking silhouette is transforming the city’s skyline. With panoramic views of Lake Michigan and downtown, this 1,700-square-foot unit on the 43rd floor features three bedrooms, two-and-a-half bathrooms and a private terrace overlooking Lake Michigan’s vast waters. The apartment features designer finishes, floor-to-ceiling windows and custom wood cabinetry, creating an elevated, modern space. On the lower levels, the building’s amenities include a fi tness center, outdoor terrace and swimming pool, business center, bike parking and storage, dog park, underground heated parking and electric vehicle charging stations.

Penthouse unit at 7Seventy7

777 N. Van Buren St., Milwaukee

Monthly rent: $7,995

Located in the heart of downtown Milwaukee, 7Seventy7 offers gracious apartment homes that feel like a high-end hotel. This three-bedroom, two-bathroom penthouse unit has dramatic dark cabinetry with undercabinet lighting, a gas range and a polished limestone backsplash in its kitchen, lighted-frame mirrors in the bathrooms and upgraded closet systems in the bedrooms. The true scene stealer is the amenities, with two full floors dedicated to entertainment, including fi tness centers, private bars, private workspaces and a golf simulator.

RINKA

BOZZUTO

TOP LUXURY HOMES ON THE MARKET IN SOUTHEASTERN WISCONSIN

W303 N5985 Settlers Lane, Hartland

Listing price: $5.75 million

This 6,500-square-foot mid-century residence sits on a 2.3acre site overlooking Beaver Lake with more than 340 feet of prime swimming frontage. Complete with fi ve bedrooms and three bathrooms, the rear of the house opens up with floor-to-ceiling windows looking out to mature trees and the lake. The boat house and extra fi ve-and-half car garage is ideal for lake toys. Listed by Katy Sayers, Keller Williams Realty-Lake Country.

N1959 Solar Lane, Lake Geneva

Listing price: $8.25 million

With 160 feet of lake frontage, this nearly 5,000-square-foot home offers breathtaking views of the glistening waters of Geneva Lake. A great room provides a fireplace flanked by built-ins and French doors to a blue slate patio. With a walkout lower-level rec room, a large kitchen island and eating area, the home is perfect for indoor-outdoor entertainment. More views are tucked away in a family room with a second fireplace and a wet bar. The home includes seven bedrooms, including a first-floor suite with a private stone patio, and seven bathrooms. Listed by Patricia Forbeck, Compass Wisconsin-Lake Geneva.

W4321 Lake Shore Drive, Lake Geneva

Listing price: $5 million

This 2-acre lakefront legacy property on Geneva Lake is as rare as it gets. Built in 1926 and totally renovated, the 3,550-square-foot home features four bedrooms – two with balconies – three full bathrooms and two half-baths. With windows galore and soaring ceilings, stunning views are available from almost every room. A leveled front yard leads to 64 feet of lake frontage with enough space for additions such as a pool, pool house or a new garage. In the meantime, enjoy a built-in grill, two fire pits and a pier that can house up to three boat lifts. Listed by Dan Hodgman of Dawn McKenna Group, Coldwell Banker Realty.

COMPASS WISCONSIN

CHRIS KAYSER

REDFIN

Functional bathroom

Contractor: Wade Design & Construction

Project cost: $80,000-plus

For this bathroom remodel, the owners of a Mequon home approached Mequon-based Wade Design & Construction looking for a serene sanctuary that would allow them to move their washer and dryer to the secondfloor space. Crews reworked the bathroom’s layout to include a discreet laundry area that kept the overall room visually appealing. The result was a bathroom that enhanced the family’s daily life, allowing them to enjoy the space with their young children, while also providing much-needed storage in a compact and decorative way. To achieve the finished look, designers pulled inspiration from nature and mid-century architecture, ensuring the new design was properly integrated into the historic home. Materials used in the remodel include custom maple cabinetry and shelving, Kohler Co. plumbing fixtures and bathtub and quartz countertops.

Modernized kitchen

Contractor: Refined Renovations

Project cost: $350,000

A young couple expecting their second child asked Wauwatosa-based Refined Renovations to help them reimagine their sprawling Mequon executive estate into a snug homestead with high style and low-maintenance finishes. The home’s existing kitchen had a peninsula countertop which bisected the large space and separated it from the family room. The space was dark and heavy with oversized wooden ceiling beams and a variety of dark wood tones. The couple wanted a large island for homework and art projects, a casual eat-in and an opening into the adjoining family room. To fulfill those wishes, designers crafted a kitchen that embraces simplicity and light with walnut and cream cabinetry, easy-care quartz countertops, Zellige tile and a storage-laden island offering space for homework, cooking and entertaining.

The room’s oversized beams were finished in a shade of cream – just a touch darker than the walls – to better scale them to the size of the space, while also echoing the arched Portuguese door frame silhouette used elsewhere in the home. A cheerful eat-in dining space was also added to keep the family near the pancake-flipper on a weekend morning. Legacy stools with brass details provided a final touch of high style.

RYAN HAINEY

MICHAEL KASKEL/ARCHITECT JUSTIN RACINOWSKI

Backyard Transformation

Contractor: Outdoor Living Unlimited

Project cost: $400,000

In this transformation of a dated backyard, designers and construction crews at Waukeshabased Outdoor Living Unlimited were approached by the owners of an Oconomowoc home about transforming an overgrown backyard and weathered deck into an inviting yet modern oasis for family gatherings and entertaining. The focal point of the space is an upscale, 20-foot by 40-foot, inground pool with a sundeck, deep end, auto-cover and accent lighting. A paving-stone pool deck and patio provides plenty of room for sunbathing. The design fulfilled three client requests: a space under a shade tree for yoga, a tanning area wide open to the sun and a fire pit for roasting marshmallows. Closer to the house, the firm replaced what was once a deteriorating deck with a TimberTech composite deck, replete with a full outdoor kitchen consisting of a grill, side burner, mini fridge and granite countertop. The firm also constructed a large retaining wall with steps to create access to the exposed basement, securing the perimeter of the backyard with a black aluminum rail for safety and style.

INTERIOR DESIGN

Spandrel Table | Forged Dining Chair

$8,420 - $9,490 | $2,280

Scathain, Milwaukee

Two standouts from Milwaukee-based Scathain’s debut furniture line, launched in May 2023. Like the rest of the dining tables, chairs, mirror frames and consoles in the collection, both pieces are partially customizable.

The wood Spandrel table is described as “solid but airy” and designed after the “negative spaces and volumes created by archways.” It’s shown here in white oak with natural finish and is also available in walnut with natural finish, and ash with tobacco stain, garnet stain or antler stain finish. Dimensions range from 30 inches wide and 72 inches long to 48 inches wide and 120 inches long.

The subtly curved wooden seat and soft leather back of the Forged Dining Chair are mounted on tapered metal legs, with a midnight finish. Available in two styles of leather: distressed paprika (pictured) and distressed anthracite.

SCATHAIN

Mid-century modern lake cottage

Jessica Jubelirer Design, Whitefish Bay, Palm Beach, New York and California

Styling credit: Mieke ten Have

Interior designer Jessica Jubelirer created an artistic oasis for her young family at their lakeside cottage in the village of Chenequa. As featured last year in Architectural Digest, Jubelirer – a Milwaukee-area native who does projects across the country and was recognized by Architectural Digest as a New American Voice in design – transformed a rundown midcentury lake cottage into a beautiful yet functional summertime dwelling using antique finds, custom pieces and eclectic textiles. In the kitchen, reclaimed Portuguese tiling is the backdrop for a French range and a repurposed refrigerator – it came with the house and Jubelirer added her own touch by wrapping its exterior in hand-blocked English fabric. Off the kitchen, the dining room features vintage Thonet chairs around a spacious table. Jubelirer created a serene home office housing a vintage Pierre Jeanneret desk and a Biedermeier chair, setting this work space with depth, personality and texture.

Maxwell Sectional | Patricia Chandelier

$14,225 | $3,590

Stone House Collective, Shorewood

Staged inside Stone House Collective’s new retail store on North Oakland Avenue in Shorewood, this signature grey “window pane” sofa and coco-beaded light fi xture are stunning additions to a modern-looking, cozy-feeling living room.

The Maxwell sectional, pictured in Michael Granite, includes a right one-arm sofa and left one-arm chaise that extends 63.5 inches. The piece includes two 20-inch throw pillows.

Suspended overhead is the Patricia chandelier. The body, which drops 25 inches from its metal base, consists of coco beads woven tightly into three overlapping concentric rings that move languidly in either an oval or round profile. It’s slight ruffle along the edges creates a flirtatious silhouette.

DOUGLAS FRIEDMAN

N OTA BLE LEADERS IN CONSTRUCTION, REAL ESTATE & DESIGN

BizTimes Milwaukee is proud to present its inaugural showcase of Notable Leaders in Construction, Real Estate & Design, recognizing accomplished professionals who have designed and constructed the region’s built environment and are changing Milwaukee’s skyline. The individuals on the following pages were nominated by their peers and highlight the talent in the region.

METHODOLOGY: The honorees did not pay to be included. Their profiles were drawn from nomination materials. This list features only individuals for whom nominations were submitted and accepted after review by our editorial team. To qualify for the list, nominees must be based in southeastern Wisconsin, must be employed by a construction, commercial real estate, architecture, engineering or commercial design firm and have worked on significant projects during the past 18 months.

TIM GOKHMAN MANAGING DIRECTOR

NEW LAND ENTERPRISES

When you think of multifamily real estate development in Milwaukee, it is almost impossible not to think of New Land Enterprises.

“Tim and his team are developing the highest quality, class A residential buildings in the state,” said Michael Adam, chief executive officer of ADAM Aerospace. “The world’s tallest mass timber building is in Milwaukee. Tim and his team did that.”

New Land developed the Ascent, a 25-story hybrid mass timber building that opened in July 2022 at 700 E. Kilbourn Ave. in downtown Milwaukee.

“New Land is helping define the future of sustainable building through mass timber. Thanks to Tim and his team, the world is looking to MKE to see what they accomplished,” said Adam. In addition to his work at New Land, Gokhman volunteers on multiple boards, including the Milwaukee Jewish Federation, East Side Business Improvement District (BID 20), Council on Tall Buildings and Urban Habitat, and WoodWorks.

“As a business leader in a different industry, I don’t know all the workings of the construction industry, but I do know that Tim and his team have had more recent positive impact on this city than any other real estate company I can think of,” Adam said.

NORTHWESTERN MUTUAL

As the assistant director of construction management at Milwaukee-based Northwestern Mutual, Tracy Lutterman oversees the company’s campus building-improvement portfolio, manages the facilities master plan and leads project teams that execute corporate construction projects.

“She leads the charge for building improvement projects within Northwestern Mutual’s 3.5 million-square-foot corporate facilities across Milwaukee, Franklin and New York, steering a team of project managers and spearheading transformative initiatives that have resulted in world-class, modern workspaces that enhance the employee experience,” said Scott Wollenzien, senior director of facility planning and operations at Northwestern Mutual.

Lutterman was design lead for the company’s New York campus and is leading the execution of its $500 million North Office Building modernization project.

“This ambitious undertaking will dramatically update Northwestern Mutual’s downtown Milwaukee campus, transform the city’s skyline and leave a lasting mark on the community,” said Wollenzien.

TERESA WADZINSKI

PRINCIPAL AND LEARNING STUDIO DIRECTOR

EPPSTEIN UHEN ARCHITECTS

Teresa Wadzinski is a registered architect, principal, shareholder and learning studio director at Milwaukee-based Eppstein Uhen Architects. Over her 22-year career, she has worked with more than 25 Wisconsin school districts on building projects, including her home district of Nicolet Union High School.

“She has consistently worn many hats as she helped lead the Nicolet project – including taxpayer and parent,” said Kit Dailey, engagement specialist and principal at EUA.

“Teresa’s dedication to building strong relationships and facilitating open dialogue was instrumental in creating a supportive working environment for all,” said Dr. Greg Kabara, superintendent of Nicolet Union High School.

Wadzinski started at EUA as an intern and provides a path for other women in leadership, according to Dailey, who said, “Her journey from intern to studio director makes her approachable and relatable to team members at every stage of their careers.”

Wadzinski now oversees a team of more than 40 architects and designers. “Teresa has created an environment where team members genuinely want to stay and grow,” said Maclain Schramm, project manager and associate at EUA.

ERIC SCHMIDT PRESIDENT CG SCHMIDT

Eric Schmidt, president of Milwaukee-based construction firm CG Schmidt, is in his third year as president, a role that followed his more than 30 years with the firm and in the industry.

Schmidt has led multiple strategic initiatives to grow the company, expand services, and engage community and local business opportunities, colleagues say.

Schmidt opened the firm’s western regional office in Madison in 2006. The firm recently opened a new office in Tempe, Arizona. In his tenure, Schmidt also led the firm’s mentor/protege program with Milwaukee-area minority-owned construction management firm, JCP Construction.

CG Schmidt is also serving as construction management advisor to Racine Unified School District’s $600 million, 30-year referendum to make upgrades to more than two dozen schools in the district.

Schmidt sits on the board and is a current member of various Milwaukee-area community organizations including the Milwaukee County Historical Society, the Greater Milwaukee Committee, the YMCA of Metropolitan Milwaukee and St. Francis Borgia Catholic School.

LYSSA OLKER

DESIGN PRINCIPAL AND VICE PRESIDENT HGA

Lyssa Olker, design principal and vice president at HGA, has worked for the architecture firm since 2004 and is past president of the Milwaukee chapter of the American Institute of Architects.

She has been involved with Kinship Community Food Center (previously the Riverwest Food Pantry) for more than five years.

“We’ve worked closely with her on several architectural and design projects for Kinship,” said Wayne Breitbarth, managing director at Kinship. “She has been an integral collaborative partner and leader throughout the planning for a new future food center, office and social enterprise. She does a tremendous job of leading the way on design ideas, space planning and making sure that our facility is representative of our organizational culture. We were one of the early participants in a program she founded to do pro and low bono design services for nonprofits like ours.”

Olker has also been involved with projects including Sherman Phoenix, 88Nine Radio Milwaukee, Kellogg PEAK Initiative, The Wisconsin Black Chamber of Commerce Entertainment Center, Meta House, Central Standard Crafthouse & Kitchen, The Brewery, 1700 Pull Up, Evolve Church and Mitchell Street Art Collective.

“She is not only a visionary, but sticks around to make it happen,” Breitbarth said.

JOSH BROWN EXECUTIVE VICE PRESIDENT

BLIFFERT LUMBER

Josh Brown has had an impact on the growth of Milwaukeebased Bliffert Lumber and its family of companies since the first day he started working there in 2001, according to Eli Bliffert, owner of Bliffert Lumber Family of Companies.

Starting at the lumber counter right after graduating from the University of Wisconsin-Madison, Brown moved up the ranks to inside sales, then estimator to manager and now in his current role as executive vice president. His skills and leadership have helped Bliffert Lumber grow from two locations and 20 employees to 14 locations and more than 400 employees.

In addition, Brown built Bliffert Lumber’s multifamily division. “Starting from scratch, his vision and guidance developed the division into one of the largest in the state of Wisconsin. Over this time, Josh has become a guiding figure in the industry,” Bliffert said. “Josh is a trusted resource across the construction industry in our state. From single-family builders to large commercial developers, Josh Brown is someone the industry trusts.”

Brown has also served as president of Milwaukee NARI.

VINCE SENESE PROJECT EXECUTIVE GILBANE BUILDING CO.

Vince Senese is a project executive at construction firm Gilbane Building Co. in Milwaukee. In this role, Senese is involved in preconstruction, procurement, GMP (guaranteed maximum price) development and construction-phase activities.

During his 12 years with Gilbane, Senese has risen through the ranks, first working as a construction intern, then being hired as a full-time office/project engineer before being elevated to project manager and now project executive.

Senese’s portfolio of work includes the ProHealth Care Pewaukee campus, the Discovery World renovation project, Milwaukee County Zoo west entrance buildings, various renovations at Schlitz Park in downtown Milwaukee, and recently the St. Camillus East Residence in Wauwatosa, which is a 15-story independent living building.

Senese is currently overseeing Northwestern Mutual’s $500 million North Office Building modernization project in downtown Milwaukee.

“On this challenging urban high-rise project, Vince is responsible for leading the extensive amount of on-site project staff consisting of multiple companies and trades,” said Fred Wenger, sales and marketing specialist at Gilbane.

ROBERT MONNAT SENIOR PARTNER

MANDEL GROUP INC.

If you look anywhere in the city of Milwaukee, and in many of Milwaukee’s suburbs, you can see the impact that Robert Monnat has had not only on the built environment, but also on communities and neighborhoods, according to Josh Roling, partner at Foley & Lardner LLP.

Monnat is a senior partner at Milwaukee-based multifamily housing development firm Mandel Group, a position he took in 2020 after spending many years as the firm’s chief operating officer. During his career at Mandel Group, Monnat has led numerous developments in downtown Milwaukee, particularly along the Milwaukee River — including the DoMUS apartments and Marine Terminal Lofts condominiums in the Historic Third Ward.

More recently, Monnat has led developments along West National Avenue in West Allis, including the SoNa Lofts, a 110-unit apartment development, and Maker’s Row, a retail and restaurant development.

In January 2024, Mandel Group closed on the acquisition and financing of a portion of the former Olympia Resort, which will be developed into 270 luxury apartment units known as Norden Range.

Monnat also has been an instructor for the ACRE Program (Associates in Commercial Real Estate).

BRIAN ENDRES

VICE PRESIDENT WALBEC GROUP

Brian Endres, vice president at Waukesha-based Walbec Group is a veteran team member, having started as a project manager in 1997. He currently serves as the vice president of manufacturing, overseeing the operations of Walbec’s 100-plus mines throughout the Midwest.

Endres has a history of leadership in the construction industry, having served as the former chairman of the National Asphalt Pavement Association’s IMPACT Leadership Group, past president and executive committee member of the Wisconsin Asphalt Paving Association, and former board member of the Aggregate Producers of Wisconsin.

He also is the president of the Wisconsin Transportation Builders Association board of directors and vice chairman of the National Asphalt Pavement Association’s Pavement Economic Committee.

Endres is also involved in several civic organizations, including City Forward Collective, a team of school leaders, educators and advocates working together to eliminate inequity by improving education opportunities in the city of Milwaukee.

He has also been a big brother for Big Brothers Big Sisters of Milwaukee for more than 10 years.

JENNIFER DOEDE MANAGING PARTNER PLAN NORTH PARTNERS

Colleagues see Jennifer Doede, managing partner at owner’s rep project management services firm Plan North Partners in Milwaukee, as a dedicated business owner who goes above and beyond to ensure her clients’ success.

“One notable example is her work with Ajja, a restaurant in Raleigh, North Carolina, where her company’s efforts resulted in finding them $100,000 in savings,” said Lisa Proeber, owner of The Middle Six.

“Beyond her professional accomplishments, Jenny is deeply invested in giving back to her community through service work. She serves as a board member for the West Suburban YMCA in Wauwatosa and volunteers with her dog, Otis, as a pet therapy team through Pet Partners at different locations in Milwaukee,” Proeber said.

Doede has also served on the board of the Wisconsin chapter of the American Society of Interior Designers, volunteered with the Sojourner Family Peace Center and provided pro bono interior design services for various Milwaukee nonprofits.

She has received numerous awards for her work, including: the Crystal Star ASID Wisconsin Award in 2019, the Risen Award from CBRE in 2019, the Presidential Award from Henricksen in 2014 and the Chancellor’s Leadership Award from UW-Stevens Point in 2007.

PAUL MILLER

DIRECTOR OF PROJECT MANAGEMENT BUKACEK CONSTRUCTION GROUP INC.

Paul Miller, director of project management at Racine-based Bukacek Construction Group, joined the company in 2020 and made an immediate impact, according to Andrea Bukacek, owner and chief executive officer.

“Paul quickly demonstrated that he could handle our largest and most prominent relationships while serving as a leader within the organization,” she said.

Miller serves as an educator, mentor and leader for the project management team.

“As the company transitioned from an ESOP to private ownership, Paul’s background was instrumental in evolving process and culture,” said Bukacek. “Paul is a natural mentor and his experience as a supervisory training program instructor with the Wisconsin Association of General Contractors was critical in enhancing our construction methodologies.”

“It was a pleasure to work with Paul on the build-out of our Innovation and Technology Center,” said Dean Bratel, vice president of corporate engineering at Bukacek client Twin Disc. “Paul’s leadership was instrumental in staying on budget and completing the project on time. His calm demeanor, professionalism and attention to detail were keys to its success.”

Congrats, Josh Brown!

This recognition for your impact on the success of Bliffert Lumber and the construction industry statewide is well deserved.

Building more opportunity for you.

The Bliffert family of companies continues to grow on the philosophy of providing more for our customers.

More products, more resources, more services from design to building support, more quality, more ways to help you build it right so you can enjoy it more.

Build it better, built it local with more from the Bliffert family of companies.

Visit one of our locations in the Milwaukee and southeast Wisconsin areas.

www.bliffertlumber.com

CHRIS COGGINS PROJECT EXECUTIVE VJS CONSTRUCTION SERVICES

Chris Coggins, project executive at Pewaukee-based VJS Construction Services has more than 27 years of experience in the construction industry. His career with VJS began in 2010 as a project manager. His leadership in VJS’s education market and ability to manage complex construction projects led to Coggins’ promotion to project executive in 2020, colleagues say.

“Chris embodies professionalism, construction expertise and leadership,” said Craig Jorgensen, president and chief executive officer of VJS. “He actively guides the firm’s plan while encouraging and nurturing our next generation of project leadership.”

“Coggins guides VJS’s public education strategic market, advances VJS’s mission and develops critical relationships within the public education sector,” Jorgensen added.

Coggins is currently leading the construction management for Milwaukee Public Schools’ Esser II and Esser III Projects, overseeing safety, interior and athletic renovations in 50 schools. He also manages major renovations and additions at JerstadAgerholm School in Racine, including a 30,359-square-foot addition that features a gym and a 156,890-square-foot renovation to modernize learning spaces, upgrade ADA compliance, install sprinkler systems and enhance safety measures.

SEAN FARCHMIN

VICE PRESIDENT OF SELF-PERFORM SERVICES

VJS CONSTRUCTION SERVICES

Drawing from his own family legacy in the construction industry, Sean Farchmin upholds the VJS Construction Services familyfocused tradition. As the vice president of self-perform services at the Pewaukee-based firm, Farchmin’s hands-on management style reflects his familiarity with the field.

Farchmin has a proactive approach to project management. Recognizing the value of time and resources, he works toward early completion when possible, without sacrificing standards, according to Katie Farchmin, founder and chief executive officer of Optimal Marketing.

“By anticipating potential hurdles, Sean and his team devise solutions to preemptively address them, saving both time and money for the company and clients,” she said. “At the heart of his success is his ability to foster a collaborative and cohesive team environment. Through transparent communication and a shared commitment to excellence, he and the VJS team ensure that projects are executed with attention to detail, consistently surpassing client expectations.”

Farchmin is also active in his community, supporting his children’s school, Boy Scouts of America and the YMCA of Metropolitan Milwaukee.

JASON SCHNEIDER

PARTNER AND VICE PRESIDENT OF CONSTRUCTION

VJS CONSTRUCTION SERVICES

Jason Schneider, partner and vice president of construction at Pewaukee-based VJS Construction Services, has more than 23 years of experience in the construction industry. His career with VJS began in 2002 as an intern. He became a partner in 2015.

“Jason has demonstrated leadership from the moment he joined VJS as an intern. He has effectively managed significant projects such as Saint John’s On the Lake – South and North Towers. His critical thinking, customer focus, and mentorship have proven invaluable to our team’s growth and success. I expect him to continue making a significant impact on our company’s trajectory,” said Craig Jorgensen, VJS president and chief executive officer.

Schneider has been involved in projects including the construction of Veit’s 37,184-square-foot regional office in New Berlin and Stair Crest, a 215,000-square-foot senior living community in Muskego. Currently, he is leading the construction management of Evoni Apartments, a five-story, 285,513-square-foot luxury residential apartment complex in the Historic Third Ward in Milwaukee with 261 units.

Schneider is also involved with advisory boards at MSOE and Marquette University.

KATIE KAWCZYNSKI

PARTNER AND DIRECTOR OF ARCHITECTURE

VJS CONSTRUCTION SERVICES

An architect for 15 years, Katie Kawczynski has spent the past 10 years of her career at Pewaukee-based VJS Construction Services as the firm’s first in-house architect.

In 2017, Kawczynski became a licensed architect. She was named partner and director of architecture at VJS in 2020, making her the first woman to ever hold a partner/ownership, non-family position at the firm.

Formerly, design-build services represented 5% of VJS’ annual volume. Under Kawczynski’s leadership, it now represents 20% of VJS’ volume, a 400% increase in the past few years.

She has been involved in projects including the expansion of Summit Packaging Systems, covering 77,000 square feet in Racine, and the transformation of the Fox Run Development in Waukesha. This property, formerly a shopping center, has been redeveloped into a mixed-use commercial project.

Currently, Kawczynski is leading the construction management of Wildeck Inc.’s new corporate office and innovation center in Waukesha. This new campus is more than three times the size of Wildeck’s current facility and spans nearly 22 acres.

JIM OLSON ARCHITECTURAL DIRECTOR

ICONICA

Jim Olson began his career in 1993 at Milwaukee-based Zimmerman Architectural Studios, where he worked with southeastern Wisconsin clients Rockwell Automation, WE Energies, Children’s Wisconsin, Johnson Controls and S.C. Johnson.

Since 2021, Olson has been architectural director at Madisonbased Iconica, a full-service design-build architecture, engineering and general contracting firm.

Early in his career, Olson refined his architectural design skills through traditional project delivery before transitioning to a design-build delivery focus. His current role challenges him with complex commercial projects that need to control their risk, according to Iconica president Mike Walters.

“Jim’s foresight in forecasting workload and leadership in navigating projects sets the standard for excellence in designbuild construction and sets the foundation to deliver superior outcomes for our clients,” said Walters.

Olson also mentors interns and engages with UW-Milwaukee’s School of Architecture and Waukesha County Technical College students through their Architecture and Construction Advisory Committee. Beyond architecture, he has served as president of Corporate Casual, a group fostering professional growth.

BRADLEY HOFFMANN

SENIOR VICE PRESIDENT AND TECHNICAL DIRECTOR

RINKA

Bradley Hoffmann is a senior vice president and the technical director for Milwaukee-based architecture firm RINKA. He has been involved in many projects in Milwaukee over his 20 years in the profession, including the soon-to-becompleted Couture apartment tower in downtown Milwaukee.

Hoffmann has been involved in the project from its inception in 2012, leading the construction documents for the tower through the three-year construction administration of the project.

He has navigated the project’s technical complexities to successfully topping out through his depth of knowledge and experience in code, construction, municipal issues and contractor relationships, according to Chad Griswold, partner at RINKA.

“Bradley possesses a great attitude to all challenges and is a guy that simply always gets it done, a must-have on any complex construction project. We are so lucky to have him on our Couture team,” said Rick Barrett, chief executive officer of Barrett Lo Visionary Development, the developer for the project.

“(Hoffmann) possesses the technical, business and people skills unsurpassed in the architectural community,” said Rod Rinzel, director of development at Van Buren Management.

Iconica proudly congratulates Jim Olson on his well-deserved recognition as a 2024 BizTimes Notable Leader in Construction, Real Estate, and Design.

We highly value Jim’s foresight in project navigation and his commitment to excellence in design-build to ensure superior outcomes for our clients.

One Revolution at a Time. iconicacreates.com

Transforming businesses with integrated architectural, engineering, and construction services.

RYAN O’TOOLE VICE PRESIDENT BUSINESS DEVELOPMENT

HUNZINGER CONSTRUCTION CO.

Ryan O’Toole, vice president of business development for Brookfield-based Hunzinger Construction, started with the company in 2000, working as a laborer while in college.

In 2005, he became an assistant project manager, working to support project managers. In 2009, he was promoted to project manager and was then running projects himself. In 2019, after running the tenant improvement division for six years, he was named to his current position and joined the core leadership team of Hunzinger.

Under his leadership, Hunzinger’s average annual revenue grew 37% from $251 million to $344 million, ensuring hundreds of union-labor, family-supporting jobs remain local, said Joan Zepecki, director of corporate affairs and director of DEI at Hunzinger.

“At his core, he is a builder, and real estate professionals, developers and owners know they can trust his expertise and counsel as accurate and true. He brings an insight into what works and what doesn’t, and he utilizes the full strength of Hunzinger Construction Co. to make sure projects get done on time and within budget,” Zepecki said.

MIKE STERN

DIRECTOR OF PROJECT MANAGEMENT

FINDORFF

Once an intern, now the director of project management, Mike Stern has spent all 14 years of his construction career with Madison-based J.H. Findorff & Son Inc.

Stern has served as the construction manager for multiple Findorff projects for Marquette University, including the renovations of the College of Nursing, the College of Business Administration and The Commons, a $100 million new residence hall, the largest capital project in the university’s history.

Stern also serves on the Marquette University Civil Engineering Academic Advisory Committee, helping review civil engineering curriculum and engaging with students.

“Mike serves as a mentor each year to our senior design class, he mentors co-ops from Marquette that work for Findorff and he is always willing to provide tours of the projects Findorff is working on … going well beyond what we typically expect,” said Mark Federle, associate dean for academic affairs at Marquette.

“Mike is quite simply a wonderful and kind person, and the type of leader that makes me feel optimistic about the future leaders in Milwaukee,” said Lora Strigens, vice president of planning and strategy at Marquette.

PETER TODD

VICE PRESIDENT OF CONSTRUCTION

FIDUCIARY REAL ESTATE DEVELOPMENT

With more than two decades in planning, design and construction, Peter Todd is considered a transformative figure in the real estate industry, according to Michael Streit, executive vice president of JLL.

As the vice president of construction at Milwaukee-based Fiduciary Real Estate Development since 2015, Todd has led the construction of multifamily and mixed-use projects encompassing 9.3 million square feet and 6,500 apartments in southeast Wisconsin, Madison and the Chicago suburbs. He also has worked in the health care and higher education sectors, where he has overseen the development and renovation of 2.5 million square feet of facilities.

One of Todd’s achievements is the establishment and leadership of the Fiduciary construction team, Streit said.

“The construction team that Todd created allowed Fiduciary to thrive in the face of the COVID pandemic,” said Streit. “The team delivered several hundred million dollars of development all on time and within budget through this once in a lifetime unprecedented disruption.”

Todd has received the Joseph J. Jacobs Master Builder Award and a place on the Engineering News Record’s “Top 20 Under 40” list.

ADAM ARTZ SENIOR PROJECT MANAGER/PRINCIPAL PINNACLE

ENGINEERING GROUP

Adam Artz is a senior project manager, principal and founding member of Milwaukee-based Pinnacle Engineering Group. His responsibilities center around land due diligence, site planning, infrastructure needs, assessments, value engineering and project entitlements/approvals for development projects of all types.

Prior to his current role, Artz focused on infrastructure planning, design and permitting for projects. A focus on value engineering and a relentless pursuit of demonstrating “value add” performance has led to deep relationships that drive repeat clients, according to Donald Hoeft, chief financial officer and principal at Pinnacle.

“His expertise in land development often puts him in the position of subject matter expert for the entire project team,” said Hoeft. “He takes the lead on pushing the project forward no matter the obstacle. Over the span of his 20-plus year career, he has been involved in thousands of development projects spanning over 20,000 acres of land featuring more than 50 million square feet of buildings on behalf of developers, owner’s representatives, design-build companies and direct owner-occupier companies.”

SHANNON METOXEN

VICE PRESIDENTMILWAUKEE DIVISION MANAGER

JP CULLEN

Since 2020, Shannon Metoxen, vice president - Milwaukee division manager for Janesville-based JP Cullen, has led the division to 60% growth. He has not only secured additional work, but also fostered collaborations that extend beyond projects, colleagues say.

“Shannonhasbeenapartofourconstructionteamfor25years,his knowledge throughout has been invaluable,” said James Nelson, chieffi nancial offi cer of Fort Healthcare, a client of JP Cullen. Metoxen also leads JP Cullen’s diversity and inclusion committee and works to increase representation in the industry. He has been involved in WRTP BIG Step and sits on the City of Milwaukee’s Residents Preference Program Review Commission.

A member of the Oneida Tribe, Metoxen was recognized as one of Wisconsin’s Most Infl uential Native American Leaders in 2023. President of the Associated General Contractors of Greater Milwaukee, Metoxen’s role refl ects his dedication to the industry, according to Mark Kessenich, general manager and chief executive offi cer of AGC.

“With Shannon as board president, we will move the needle on key issues related to health and safety, workplace development, labor relations and working with government offi cials,” Kessenich said.

GREG

HAZENFIELD

VICE

PRESIDENT

CAMPBELL CONSTRUCTION JC INC.

Greg Hazenfield, vice president of Mukwonago-based Campbell Construction has brought innovation not only to the company, but also to the construction industry, according to colleagues.

“With thorough communication and problem-solving skills, he has implemented many company-wide systems and procedures,” said Raquel Lamb, chief marketing officer at Campbell Construction.

“The impact on the internal team transfers to the outside market and our client base by his use of innovative construction solutions, expert consulting, and knowledge and accuracy with timelines and budgets.”

Hazenfield began his construction career as a yard operation attendant 12 years ago.

From there, he rose to his current role, where he has managed $121.5 million worth of construction value in new commercial construction projects.

“Greg is a leader, mentor and example for the Campbell Construction team, and he is involved in the local Mukwonago and surrounding communities. He has lead events such as ‘Touch a Truck,’ benefitting community families and ‘Battle for Bautch,’ a fundraising event for cancer research,” Lamb said.

TOM IRGENS EXECUTIVE VICE PRESIDENT

IRGENS PARTNERS LLC

Executive vice president Tom Irgens joined Wauwatosabased development firm Irgens Partners in 2009 as a development representative. He became manager of asset management in 2012, vice president in 2014 and stepped into his current role in 2019. He is also a member of Irgens’ board of directors.

Irgens’ responsibilities include mentoring new and existing team members. His accomplishments include the acquisition of Innovation Park, including acquiring 25 acres, entitling land with the City of Wauwatosa and Milwaukee County and negotiating an $18 million, three-building TIF package.

He also completed development of the Golf Parkway Corporate Center and Hydrite Chemical Co. headquarters, both located in Brookfield.

“In my dealings with Tom Irgens on developments, he has been well-prepared, reasonable and realistic,” said City of Brookfield Mayor Steven Ponto. “Tom follows through and delivers highquality developments, which add substantial value to our community. It’s a pleasure working with him.”

MIKE VOGEL

PRINCIPAL AND SENIOR STRUCTURAL ENGINEER GRAEF

With a career spanning nearly 30 years, Mike Vogel has demonstrated leadership in the field of structural engineering, contributing to some of Wisconsin’s most iconic landmarks as senior structural engineer at Milwaukee-based engineering firm GRAEF.

Vogel has been involved in the development and enhancement of iconic sports arenas, including American Family Field and Lambeau Field, and numerous other notable projects, including the Resch Expo Center in Ashwaubenon, Milwaukee Bucks 5th Street Parking Structure and Training Center, Meritus RICU in Maryland and Marquette University’s O’Brien Hall, which houses the College of Business Administration.

Recently, Vogel has led the structural engineering efforts for the Baird Center expansion in downtown Milwaukee. As the lead structural engineer, he has collaborated with architects, owners and other project stakeholders. Vogel also heads up the company’s GRAEFaccelerāte process.

Vogel earned his bachelor’s and master’s degrees from Marquette University, where he has also served as an adjunct professor of structural steel design.

PAT KRESSIN VICE PRESIDENT GRAEF

Colleagues say that in a field that demands expertise, vision and unwavering dedication, Pat Kressin, vice president of Milwaukee-based engineering firm GRAEF, exemplifies the best in construction real estate and design.

“What truly sets Kressin apart is his unrestrained passion for making a meaningful impact on GRAEF’s client projects and the communities they serve,” said Justyce Dixon, corporate communications leader at GRAEF. “His creative thinking is incomparable, and he consistently presents visionary, outside-the-box ideas combined with a pragmatic approach to implementation.”

The developments Kressin has been involved with include the Iron District, MKE Dog Park, Komatsu South Harbor Campus and The Couture as well as Bayshore shopping center, the Milwaukee Art Museum, Potawatomi Casino Hotel and Drexel Town Square.

“As principal in charge on these projects, Kressin’s role was pivotal, ensuring that each endeavor not only met but exceeded expectations. His dedication to excellence has left an indelible mark on the Milwaukee landscape,” Dixon said.

Make Workforce Health your strategic partner

As your strategic ally, Froedtert & the Medical College of Wisconsin Workforce Health leverages the expertise and innovation of our health system to deliver top-rated care. We offer services you can trust to meet the needs of your business, employees and budget.

Workforce Health partners with employers to bring personalized solutions through health screenings, wellness programs, workplace clinics, occupational health services and cost management strategies.

Workplace well-being is an essential aspect of a positive and productive work environment. It includes employees’ physical, mental and emotional health, as well as overall engagement in their work. Providing resources and opportunities for employees to prioritize their health is proven to foster a positive work environment, improving employee satisfaction and retention.

Emerging workplace wellness trends we see and can help you navigate include:

• Mental health support

• Holistic well-being approaches

• Virtual and digital solutions

• Technology innovation and AI-driven solutions

• Flexible options for remote staff and family members

• Focus on employee engagement and experience

• Emphasis on prevention and chronic condition management

• Supporting work/life balance

To measure your success, Workforce Health tracks program participation and satisfaction, impact on health risks and clinical outcomes, value on investment and return on investment. Partnering with Workforce Health gives clients access to proven solutions with demonstrated results from trusted experts.

Not sure how to get started? Don’t be afraid to start small with something that works best for your organization. We can help you survey your employees’ interest as a good place to begin. Workforce Health can also share a list of top-choice programs making a difference among the organizations and individuals we serve and discuss how to adapt to meet your organization’s needs. For example, making access to services convenient and affordable through workplace programs or clinics helps increase employees’ engagement in their health.

Companies more experienced with the workplace well-being journey should review what works well for their organization now, identify key barriers to engagement and set long-term goals for their workforce.

Working with a trusted wellness partner like Workforce Health ensures a breadth of offerings uniquely tailored to your business and goals.

Contact us for more ideas for a healthier workplace.

Embracing flexibility

Leadership in a hybrid work environment

AN EXECUTIVE I work with has ultimate responsibility for a 400-person call center team. In late 2023, the organization mandated that all 400 employees return to the office. Half of the employees quit and went in search of a hybrid option. This situation is a statistical representation of what research tells us.

» 55% of the employees claim that they prefer to work from home for at least three days per week, according to a study conducted by Pew Research.

» The Remote Work and Compensation Pulse Survey says 48% of employees prefer to work remotely permanently, whereas 44% want a hybrid working model.

» According to a recent Gartner report, The State of Hybrid Work in 2024, 80% of companies have adopted hybrid work models. A notable portion of employees prefer these hybrid schedules. Many of them would sacrifice other work benefits to keep them longterm.

» According to the Forbes Scoop 2024 Flex Report, more organizations will realize the benefits of offering flexibility – including increased productivity, increased employee engagement, and the ability to attract top talent. By the end of 2024, more than twothirds of U.S. companies will adopt flexible and remote work options.

Why do employees want a hybrid work opportunity?

It is critically important to understand what matters to your employee. While you are interested in their productivity, they are interested in their fulfillment. Fortunately for you, the ability to perform excellent work contributes to employee fulfillment, along with their environment. So, why does a hybrid work opportunity matter so much to employees? Below is a partial list of reasons:

» A blend of less-interrupted work time at home supported by collaboration during work-from-office days.

» Stress related to juggling childcare and coordinating school drop offs and pickups is reduced.

» A flexible working model – one that takes the needs and preferences of employees into consideration – improves mental health.

» Commuting time is reduced.

» Employees who prefer solitude for enhanced creativity, reflection, and uninterrupted flow of thought experience the satisfaction of greater productivity.

The long-standing question that remains for leaders is “How do I successfully embrace the flexibility and work-related preferences my team members are looking for while maintaining the productivity I am responsible for?”

The simple question is, “How do I provide effective leadership?” Effective leadership balances accountability for results with the care and concern of people. Care and concern of people involves acknowledgment of the preferences of these people.

Here are some suggestions:

» Make sure you have specifically asked each one of your employees what their preferences are related to working in the office and working from home.

» To the best of your ability, acknowledge and honor these preferences.

» Understandably, situations will exist in which preferences cannot be fully honored, and some in which preferences simply cannot be honored at all. In these situations, it is important to acknowledge and demonstrate empathy. “I understand this is important to you.” (pause) “I’m sorry that I (and the compa-

ny) am not able to accommodate your preference.” In this situation, we are not making their situation better, but also by choice of words, we are not making it worse. For most employees, a feeling of being dismissed or of having preferences disregarded further exacerbates dissatisfaction.

» Work in collaboration with your employees to establish clear expectations and boundaries around a flexible work arrangement. For example, what are the core hours in which the employee needs to be working and accessible (assuming before and after hours work is part of a flexible arrangement), in what way will you communicate in real time, how often will you meet to ensure work is on track, priorities are agreed upon, and the employee is supported?

» Prioritize the mental health and well-being of your employees by establishing a mindset of support and understanding as employees navigate the intersection of their professional and personal lives.

Leading a hybrid workforce involves a blend of understanding and acceptance of this evolving work reality, flexibility in honoring the needs and preferences of the employees, a clear structure for communication, and genuine care of your employees. 

ALETA NORRIS

Aleta Norris is a partner and co-founder of Milwaukee-based Living As A Leader, a leadership training, coaching and consulting firm. She can be reached at ANorris@ LivingAsALeader.com.

The backbone of business

Project management tools are a necessity

EMAIL IS NOT, and never was meant to be, a project management tool. Yet so many companies cling to it with all their might, trying to make it so. And even with all of its impressive features, extensions, and AI capabilities, many things can slip through the cracks and get missed or overlooked. These are just more opportunities for a project to crumble apart, miss a deadline, or fail.

Implementing a solid project management tool is one of the first things I do as a fractional CMO if the company I am working with doesn’t already use one. I couldn’t imagine life without it.

When using a good project management tool, you’ll never hear people say:

» “I don’t remember getting your email.”

» “Oh, I just found your email in my junk/spam folder.”

» “Sorry, her email was buried in my inbox.”

And my favorite:

» “Oh, here. I got it. You put your reply in the same email with the details of some other projects we’re working on. Isn’t there a better way we can keep everything organized?”

A project management tool is a cloud-based system designed to help marketing teams plan, manage, and execute their projects efficiently and effectively. Simply put, PMTs are the backbone of business. From overseeing the launch of new products to managing marketing campaigns and projects, PMTs ensure the marketing function runs smoothly, with no potholes, bumps, roadblocks, or hiccups.

THE TOP BENEFITS OF USING A PROJECT MANAGEMENT TOOL:

Efficiency and organization

PMTs act as a beacon of order. They help streamline tasks, align deadlines with achievable milestones, and keep everyone on track. With every team member having a clear overview of their roles and responsibilities, PMTs streamline operations.

Improved communication

Effective communication is the lifeblood of a successful project. A robust PMT enhances team collaboration by offering clear lines of communication, updates, and feedback loops. It fosters transparency and helps eliminate delays and miscommunications that often plague projects. (Tip: Quality of input is critical in using any tool or system. PMT users must be thorough and descriptive to achieve optimal project success.)

Enhanced productivity

Productivity has nothing to do with working harder. It has everything to do with working smarter. By providing visual project timelines and tools for easy task management and tracking (e.g., dashboards and Gantt charts), PMT software enables teams to focus on high-priority items and benchmark their progress.

Time management

Time is money. PMTs assist in breaking work down into actionable steps, enabling the efficient allocation of time and resources. Timelines can be closely monitored and adjusted in real-time, allowing for proactive management against potential overruns.

Budget control

A sound project management tool offers comprehensive budgeting features to assist in monitoring and tracking expenses, avoiding cost overruns, and ensuring projects deliver within financial constraints.

Risk management

Projects are rarely undertaken without risks. A robust project management solution includes features that help identify and assess potential pitfalls. By having these in plain sight, teams can plan for contingencies, lessening the impact of unforeseen events. Additionally, using a PMT in and of itself greatly minimizes the risk of project failure.

Scalability

As your business and your teams grow, so will the number of projects in your organization. Project management software is scalable in terms of accommodating more extensive projects and offering features that support complex, multifaceted tasks.

Reporting and analytics

For data-driven business leaders, a project management tool’s analytics and reporting capabilities provide insights into project performance, team efficiency, budgeting, and areas that may require corrective action.

Client satisfaction

With the proper use of a PMT, external and internal clients can easily track the progress of their projects. They can monitor budgets and ETAs and ensure all projects are on task.

Remote team coordination

In the age of remote work, a project management tool becomes the central hub for teams spread across different time zones. It facilitates the seamless coordination of efforts, ensuring that location does not impede project progress.

Improves company morale and culture

As the number one cause of friction and frustration in any relationship is poor communication, successfully implementing a PMT will improve your company’s morale. A PMT will also naturally improve culture through notable improvements in teamwork, accountability, and responsibility. 

SCOTT SEROKA

Scott Seroka, the president of Brookfieldbased Seroka Industrial Branding, is an entrepreneur, consultant, trainer, and mentor. He can be reached at (414) 628-4547.

Tip Sheet

Douglas found that while 80% of executives know that their companies’ success depends on introducing new products and services, more than half agreed that their companies dedicated insufficient resources to support innovation.

A Harvard Business Review article broke down the core elements of innovation – finding new ways to grow – into six categories.

When people hear the word innovation, they likely associate it with big companies like Apple or Google. But every company aspires to be just as innovative as those big names. A series of three surveys conducted over six years by consulting firm Maddock

1. New processes - Companies should aim to sell the same products at higher margins by cutting production and delivery costs, automating where possible, and cutting fat in the supply chain or manufacturing process.

2. New experiences - Sell more of the same stuff to the same people. “An example is the Apple Store experience, which many would argue is as compelling as the company’s products,” according to the article.

3. New features - Sell enhanced stuff to the same people by adding small improvements. The newest version of the iPhone always has a slightly better camera and a few new features.

4. New customers - Introduce the product to new markets with needs similar to your core. “For Apple, this goes back to reaching the mainstream rather than the design community,” the article says.

5. New offerings - Make sure you’re developing an entirely new product and not just making enhancements.

6. New models - Sell your products in new ways. Reimagine how to go to market by creating new revenue streams, channels and ways of creating value. The article points to something as simple as a subscription model. 

BizConnections

BANKING

Jennifer Sheehy joins Wisconsin Bank and Trust

Wisconsin Bank & Trust welcomes

Jennifer Sheehy as Milwaukee Market President. Jennifer and her local team will be directly responsible for continuing to grow the commercial banking presence and portfolio of the bank across the Greater Milwaukee area. Jennifer has over 25 years of diverse experience in commercial banking in the Milwaukee area, most recently with J.P. Morgan Chase. Wisconsin Bank & Trust is a division of HTLF Bank, through its parent company, Heartland Financial USA, Inc., operating under the brand name HTLF, (NASDAQ: HTLF). HTLF Bank is Member FDIC and Equal Housing Lender.

INSURANCE

West Bend Insurance Company announces Jacques appointment as CEO

In a significant leadership transition, West Bend Insurance Company is pleased to announce the promotion of Rob Jacques to Chief Executive Officer (CEO). Jacques, who has dedicated over 24 years to the company, also currently holds the position as President an appointment he’s held since 2022 where he represented the Commercial Enterprise division as a senior officer. In his expanded role as President and CEO, Jacques is set to guide West Bend’s corporate strategies and operating principles into a new era.

BANKING

Jasmine Mercado

Joins Spring Bank

Spring Bank welcomes Jasmine Mercado as Vice President to our Commercial Lending team. With two decades of financial expertise, Jasmine has been in the financial trenches, navigating balance sheets, crunching numbers, and translating a customer’s vision into action. At Spring Bank, Jasmine will strive to connect businesses with the resources they need to flourish, empowering entrepreneurs and privately held small business owners to reach their full potential. Jasmine’s unwavering commitment to fostering community impact aligns with Spring Bank’s ethos, ensuring unparalleled service and support for our clients.

BANKING

Waukesha State Bank Promotes

Kyle Geis

Waukesha State Bank has promoted Kyle Geis to the position of mortgage consultant - team lead. Geis will continue to originate mortgage loans in addition to mentoring and coaching assigned mortgage consultants in all facets of mortgage banking.

BANKING

Waukesha State Bank Promotes Kristen Bulfer

Waukesha State Bank has promoted Kristen Bulfer to the position of mortgage consultant - team lead. Bulfer will continue to originate mortgage loans in addition to mentoring and coaching assigned mortgage consultants in all facets of mortgage banking.

BANKING

Heather Nelson promoted to President & CEO Spring Bank proudly announces the promotion of Heather Nelson to President & CEO, while also welcoming her to the Board of Directors. As CEO, Heather assumes the critical role of guiding the organization’s strategic direction as it expands. Her commitment to equipping small privately held businesses with the financial tools they need to succeed will guide the Bank’s future focus. Heather remains committed to leading Spring Bank with the same passion, integrity, and dedication that has defined her career. Under Heather’s leadership, Spring Bank reaffirms its commitment to exceptional service and economic empowerment.

BANKING

Waukesha State Bank Promotes Dan Flood

Waukesha State Bank has promoted Dan Flood to vice president –commercial banking officer. In his new role, he will continue to be responsible for prospecting, developing and managing commercial loan portfolios.

BANKING

Waukesha State Bank Hires Commercial Banker

Waukesha State Bank has hired Scott Weiland, Jr. as commercial banker. In his new role, Weiland will be responsible for prospecting, developing and managing commercial banking relationships.

BANKING

Egle Vaske joins Spring Bank

Spring Bank welcomes Egle Vaske as a Commercial Lending Officer. With 15 years of banking experience, predominantly in commercial lending, Egle brings invaluable market insight to our esteemed team. Her expertise lies in crafting tailored financial solutions for businesses, with a particular focus on supporting small privately held enterprises. Egle is passionate about facilitating her clients’ success by delivering tailored products and services. Committed to fostering growth and driving economic development within the community, she embodies the ethos of exceptional service synonymous with Spring Bank’s mission.

BANKING

Waukesha State Bank Promotes Yer Yang

Waukesha State Bank has promoted Yer Yang to assistant vice president - assistant credit officer. In her new role, Yer will support in overseeing credit risk strategies and policies across the bank.

INSURANCE

Blaschka Joins

Robertson Ryan Insurance Board of Directors

Robertson Ryan Insurance recently welcomed Patti Blaschka, Vice President and Shareholder, to their Board of Directors. Patti has been an active and invaluable member of Robertson Ryan since she joined in 2016.

MTFN Announces

Attorney Jacob A. Sosnay Promoted to Shareholder

Jacob plays a critical role in MTFN’s litigation practice group and will continue his mentorship by recognizing and fostering legal talent within the firm. He will also continue to be a key figure in contributing to the firm’s ever-growing success.

LEGAL SERVICES

MTFN Announces

Attorney James M. Sosnoski Promoted to Shareholder

Before MTFN, James served as a law clerk for Supreme Court of Wisconsin and for the Wisconsin Court of Appeals, District II. James has displayed his significant appellate experience as a law clerk into his litigation and appellate work.

BANKING

The Equitable Bank and TEB Bancorp Inc. Promote Sattler to Chief Executive Officer

The Equitable Bank and TEB Bancorp Inc. announced the promotion of Tom Sattler to Chief Executive Officer effective April 1, 2024. Sattler will also retain the role as President for each entity.

BANKING

The Equitable Bank, S.S.B. and TEB Bancorp, Inc.

Announce Changes to Leadership

The Equitable Bank and TEB Bancorp Inc. announced that Jenny Provancher has been promoted to Chairman of the Board. Jenny has been with the Bank for the last 38 years most recently serving as the Chief Executive Officer.

NONPROFIT

VERSITI BLOOD RESEARCH INSTITUTE INCREASES SIZE OF PLANNED EXPANSION

Milwaukee-based Versiti has increased the size of the planned expansion of its Blood Research Institute building at the Milwaukee Regional Medical Center campus in Wauwatosa by 19,000 square feet.

The nonprofit first announced plans to expand the research institute in April 2023. At that time, the plan was to construct a $63.5 million, 60,000-square-foot expansion, but the organization is now moving forward with a $79 million, 79,000-square-foot project.

Versiti currently has about 90,000 square feet of space at

CALENDAR

its Watertown Plank Road research facility. The expansion will nearly double Versiti’s research capacity, adding approximately 100 new jobs and generating an estimated $19 million in additional tax revenue for the state of Wisconsin over 30 years. It is being funded in part by a $10 million state budget earmark. Construction is slated to begin later this year with an estimated completion date in 2026. HGA is serving as the architect for the expansion, and Mortenson is the general contractor.

—Cara Spoto, staff writer

NONPROFIT SPOTLIGHT

LA CASA DE ESPERANZA

410 Arcadian Ave., Waukesha, WI 53186 (920) 547-0887 | lacasadeesperanza.org

Facebook: facebook.com/LaCasaDeEsperanza

Instagram: @lacasadeesperanzawi

Franciscan Peacemakers will host a retirement celebration for its longtime executive director, Deacon Steve Przedpelski, on Wednesday, May 1 at 5:30 at Mount Mary University Alumnae Dining Hall, 2900 Menomonee River Parkway, Milwaukee. Tickets are $60-$100.

The Milwaukee Rep will host its 2024 Curtain Call Ball on Saturday, May 11 at the Associated Bank Theater Center, 108 E. Wells St., Milwaukee. Individual tickets are $400.

The Boys & Girls Clubs of Greater Milwaukee will host its MVP Salute to Youth 2024 on Monday, May 20 at 5 p.m. at the Baird Center, 400 W. Wisconsin Ave., Milwaukee. Tickets are $50-$2,500.

The Autism Society of Southeastern Wisconsin will host a gala on Saturday, June 15 at 5 p.m. at the Baird Center’s rooftop ballroom, 400 W. Wisconsin Ave., Milwaukee. Individual tickets are $250.

DONATION ROUNDUP

Northwestern Mutual financial advisor

Brian May was the company’s 2024

Most Exceptional Community Service Award winner, receiving a $25,000 grant for Solstice Sanctuary. | Elmbrook Education Foundation raised more than $30,000 at its 2nd Annual Explore STEAM Event. | Cousins Subs donated $10,500 in Make It Better Foundation grants. Grant recipients were Oak Creek Lions Foundation, Raise and Relish Inc. and Wisconsin Adaptive Sports Association. | Landmark Credit Union donated $58,680 to Children’s Wisconsin through its annual Chain of Hearts Campaign. | Firehouse Subs donated $30,000 in life saving equipment to the Town of Brookfield Fire Department. | Epic3, an owner of area Weed Man franchises, donated $42,000 to Ronald McDonald House Charities Eastern Wisconsin.

LinkedIn: linkedin.com/company/la-casa-de-esperanza-inc/

Year founded: 1966

Mission statement: La Casa de Esperanza’s mission is to provide opportunities to achieve full social and economic participation in society, with emphasis on the Hispanic population.

Primary focus: To provide services for all social, ethnic and economic backgrounds from birth to late adulthood.

Number of employees: 128

Executive leadership:

» Shari Campbell, president and CEO

» Ailec Gonzalez, chief administration and finance officer

» Patrick Larkin, vice president of weatherization

» Amy Orta, director of children’s education programs

» Cindy Retzack, director of operations

» Pascual Rodriguez, executive principal

» Gina Sachez, director of the center for financial stability

» Maria Wadina, chief growth officer

Board of directors:

» Raul Gutierrez, chairperson, U.S. Bank

» Jesus Cabrera, chairpersonelect, Southwest Key Programs

» Bradley Piazza, past chairperson, WCTC

» Xochitl Driscoll, secretary, Shorewest Inc.

» Andrew Gutierrez, treasurer, ProHealth Care

» Anselmo Villarreal, member at large, Southwest Key Programs

» Sue Koprowski, WCTC

» Carmen Lerma, Anthem Blue Cross Blue Shield

Ways the business community can help: Donating, volunteering, promoting.

Key fundraising event: La Casa de Esperanza’s 59th Annual Gala in 2025

The first new company truck

This 1933 photo shows Roman Rozmarynowski (second from right) with his entire crew and a 1932 Ford, the first new truck he bought for his business, Roman Electric Co. Rozmarynowski started the business (today based in West Allis) in 1929, just a month before the stock market crashed.

— Submitted photo. To submit your company’s historic photos, visit biztimes.com/glance

Stay engaged on education

THE METROPOLITAN Milwaukee Association of Commerce and the Greater Milwaukee Committee raised a lot of eyebrows when they expressed vocal opposition to the Milwaukee Public Schools referendum for a $252 million property tax increase.

MMAC in particular, under the leadership of new president and former Republican state legislator Dale Kooyenga, engaged in an active campaign in opposition to the MPS referendum, which was approved by Milwaukee voters earlier this month.

Opponents of the referendum focused on the impact of the property tax increase on Milwaukee residents and businesses and questioned how it would result in improved performance for Milwaukee students.

MPS said the tax increase is needed to prevent budget cuts. Supporters of the referendum said property tax caps imposed by the state and inadequate state funding have made it impossible for the district’s funding to keep pace with

inflation and have adequate resources. Several other school districts in the state also had referendums for property tax increases, and nearly all of them were approved by voters.

Many supporters of the MPS referendum expressed outrage about the MMAC’s vocal opposition. Their thinking: how dare members of the business community, especially those who don’t live in the city, oppose a funding increase for Milwaukee schools.

But many Milwaukee business owners (city residents or not) are property owners in the city and are therefore major property taxpayers for MPS. They deserve to have a voice, even if they are nonresidents and don’t get a vote.

There’s an even bigger reason business leaders in Milwaukee should care about MPS. Today’s students are tomorrow’s workers and entrepreneurs and it’s vital that they get a good education so they can contribute to society and make our community a better place to live.

For that reason, the MMAC and the business community needs to remain engaged in supporting high-quality schools in Milwaukee and holding education leadership accountable.

The education landscape in Milwaukee includes MPS, charter and voucher (choice)

schools. Supporters of public education often complain that public funding for voucher schools takes financial resources away from public schools. The voucher schools have said their public funding is inadequate compared to what the public schools receive and last year the state approved a significant increase.

Despite the wishes of some MPS supporters, voucher and charter schools in Milwaukee aren’t going away. Many families believe those schools are the best option for their kids and they deserve to have that choice.

Enrollment at MPS has steadily declined over the years as more voucher and charter schools have emerged, but Milwaukee Public Schools still educates just over half of the city’s students. MPS, voucher and charter schools all play a vital role in educating Milwaukee children. They all need financial support, and their leaders need to be held accountable. ■

5 MINUTES WITH…

KEVIN GIGLINTO

President and CEO, Marcus Performing Arts Center

WHEN KEVIN GIGLINTO learned in late 2022 that the Marcus Performing Arts Center was looking for a president and chief executive officer to replace outgoing CEO Kendra Whitlock Ingram, the Marquette University alum threw his hat into the ring early. With 25 years of experience leading arts organizations, including the Chicago Symphony Orchestra and The John F. Kennedy Center for the Performing Arts in Washington D.C., Giglinto reached out to a search firm he thought might be tasked with looking for a successor. The following spring, he was selected from a pool of 60 applicants to lead downtown Milwaukee’s longtime performing arts venue. In a recent interview with BizTimes reporter Cara Spoto, Giglinto talked about his affinity for Milwaukee and his desire to make the Marcus Center a cultural gathering place for all residents.

BEYOND THE STAGE

“The strategic plan I oversaw at the Kennedy Center is almost exactly the same as the newly completed strategic plan here at the Marcus Center. That plan is aimed at defining what the organization’s role is in the community and having an impact that goes beyond just what happens on the stage. It’s about really engaging and connecting with young people,

creating educational opportunities for kids to get exposure to the arts, and creating a cultural gathering place where people can come and enjoy the space without buying a ticket. You create a campus that’s inviting, that has meaningful experiences celebrating the role of culture in the city.”

BUILDING RELATIONSHIPS, ELEVATING EXPERIENCES

“I want us to always be elevating artists and artistic experiences. It’s a very people-oriented business. You have artists who create things, and you’re bringing audiences in to connect to those experiences. And there’s a lot of people behind the scenes who make it all happen. It’s not a transaction. It’s a relationship that you have with an audience member because it’s a meaningful experience to them. At the heart of it all, it is how you relate to the people who have taken time and money to come and experience something that you’re delivering. So, you need to make sure that you give them the best experience possible.”

BACK IN THE BREW CITY

“This is my first CEO role and I’m delighted to have it, but it’s really my affinity and affection for Milwaukee that excites me. I love the city. I love the region. I spent a lot of time here, not only at Marquette. For the last 35 years, Milwaukee has been like a second home. I’ve seen it change and evolve, and there’s so much development and so much that’s positive. Milwaukee is at the center of the American conversation, including who we are as a culture. And I think that gives us a chance to have our values represented.” ■

VALERIE HILL

WE’RE ALL BUSINESS.

Experienced. Capable. Responsive. All things you expect from your banking partner when navigating complex tranactions in a rapidly changing marketplace. Ixonia Bank provides an elevated banking experience with tailored and innovative financing solutions that will exceed your expectations.

$7,500,000 Equipment Financing

$6,600,000 Refinance Working Capital for Growth

$4,000,000 Working Capital and Equipment Financing

$3,400,000 Acquisition Financing for Industrial Buildings

$2,000,000 Working Capital Financing

$1,300,000 Real Estate Construction

$1,300,000 Acquisition Financing

$1,200,000 Acquisition of Medical Facility

$720,000 Industrial Real Estate Financing for Growth

$700,000 Equipment Financing

$350,000 Working Capital Financing