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THE SHARING ECONOMY NEW PLAYERS OFFER ALTERNATIVE TRANSPORTATION & LODGING OPTIONS ALSO IN THIS ISSUE:

MEET THE FUTURE 50 COMPANIES GROWTH TRAINING PROGRAM A BREEDING GROUND FOR FUTURE 50 WINNERS MONTAGE TALENT PROVIDES HIGH-TECH EDGE FOR HIRING PROCESS

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inside

September 19 - October 2, 2016 HIGHLIGHT S Now 4 At last…the Couture project begins.

Social Media Strategies

Targeting your competitors on social media.

Made in Milwaukee

International markets convey Dorner to growth. S P E C I A L R E P O R T:

E NTR E PR E NE U R SHIP & FA MILY BU SINE S S

Innnovations 10 Montage Talent provides high-tech edge for hiring process

Real Estate Spotlight

In addition to the cover story, coverage includes a look at the Scale Up Milwaukee program’s impact on Future 50 award recipients.

Milwaukee Riverwalk a proven real estate draw.

S TR ATE GIE S

Coaching

Daniel Schroeder

Diversity

Jo Gorissen

Leadership

Patricia Lenius and Bob DeVita

COV E R S T ORY

The sharing economy New players offer alternative transportation and lodging options

BIZ CONNECTIONS Personnel File 82 Glance at Yesteryear 84 Commentary 84 BizTimes Around Town 85 The Last Word 86

SPECIAL SECTION :

F U T U R E 50

Meet 50 of the fastest-growing companies in southeastern Wisconsin.

ON THE COVER: A Bublr station at 200 W. Freshwater Way, Milwaukee. — photo by Troy Freund Photography

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Founded in 1995, BizTimes Milwaukee provides news and operational insights for CEOs, presidents, owners and other top level executives at companies in southeastern Wisconsin (Milwaukee, Waukesha, Ozaukee, Washington, Racine, Kenosha, Walworth and Sheboygan counties). Subscription Customer Service: BizTimes Milwaukee, 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120, USA, Phone (414) 277-8181, Fax (414) 277-8191, circulation@biztimes.com, www.biztimes.com

BizTimes Milwaukee (ISSN 1095-936X & USPS # 017813) Volume 22, Number 13, September 19 - October 2, 2016. BizTimes Milwaukee is published bi-weekly, except two consecutive weeks in December (the third and fourth weeks of December) by BizTimes Media LLC at 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120, USA. Basic annual subscription rate is $42.00. Single copy price is $3.25. Back issues are $5.00 each. Periodicals postage paid at Milwaukee, WI and additional mailing offices. POSTMASTER: Send all UAA to CFS. NON-POSTAL AND MILITARY FACILITIES: send address corrections to BizTimes Milwaukee, 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120. Entire contents copyright 2016 by BizTimes Media LLC. All rights reserved.

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leading edge NOW

At last…the Couture project begins

our years after first announcing plans to build a 44-story luxury apartment tower near the lakefront in downtown Milwaukee, developer Rick Barrett can finally move forward with the project. Rick Barrett, the owner of Barrett Lo Visionary Development, recently completed the purchase of the Downtown Transit Center from Milwaukee County and has begun early demolition work. The site is located at the southwest corner of Lincoln Memorial Drive and Michigan Street. “I’ve been saying just put the property in my hands and jump on my shoulders and we’re going to build this thing,” Barrett said. Over the next couple of weeks, Habitat for Humanity will be “deconstructing” the 24-year-old Transit Center to see if the organization can salvage anything for its future homes. From there, Barrett’s team will begin taking the building down from the inside out, which will take about six months. While the site is being cleared, Barrett said he will meet with potential retail ten-

ants, his architectural team and financiers. “We have tons of work to do. Now that I finally own the land, I can start having discussions with the retailers I had to put on hold, and get to work on our drawings,” Barrett said. The $122 million, 44-story luxury apartment building will take 32 months to complete once construction begins in 2017. The Couture project will have 302 apartments, about 50,000 square feet of retail space, public parking, transit connections and numerous public amenities, including a connection to the Lakefront Gateway Plaza. In 2012, Milwaukee County sought development proposals for the Downtown Transit Center site and officials chose Barrett and his proposal for The Couture. The project was delayed for years by threats of litigation by parks advocacy group Preserve Our Parks, which said the site was originally part of Lake Michigan and therefore private development was forbidden by the state’s public trust doctrine. Last year a Milwaukee County cir-

cuit court judge ruled that private development should be allowed on the site and Preserve Our Parks decided not to appeal, ending the legal dispute and finally clearing way for the project to proceed. Milwaukee County Executive Chris Abele is projecting the project will create more than 2,000 jobs and generate $68 million in new value. “Finally, after years of hard work, the county’s next great economic development project, the Couture, is moving forward,” Abele said in a written statement. “Instead of an underutilized transit center on our lakefront, Milwaukee will now have at the Couture a national model for transit-oriented development, connecting people with jobs and opportunities all over the county.” Barrett said some of the workers from other developments he has done will also

work on building the Couture. “A lot of these guys worked on the Moderne, they’re working in Oak Creek and now they will work on the Couture,” Barrett said. “My job as a developer is to make sure the next big project happens to keep these guys working. People say construction trade jobs are temporary. That’s so untrue. These jobs are real, family sustaining jobs.”

——Corrinne Hess

SOCI AL M E D I A S T R AT E GI ES

Targeting your competitors on social media Gaining as much of your industry’s market share as possible is a common strategy in any marketing plan. Stealing your competitors’ customers is a great way to grow your business, and social media ads are an easy way to start. Twitter, Facebook, Instagram and YouTube all offer tools marketers can use. Twitter makes it extremely easy to start going after the competition. In Twitter ads, advertisers can target users who follow specific Twitter accounts. So if your competitors are on Twitter, you can show ads to only the users who follow your competition. Now that’s hyper-targeted advertising. Facebook and Instagram have a similar approach to Twitter, but you cannot target your competitors’ pages directly. If your competitor is popular enough, you can target it as an interest group. Facebook defines interests as, “Things people share on their timelines, apps 4

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they use, ads they click, pages they like and other activities on and off of Facebook and Instagram.” So if your competitor has a stronger social presence, you might be able to capitalize on the work it has done for you. You can argue that YouTube (the second largest search engine after Google) isn’t social media, but I disagree 100 percent. If you can like, share, comment and engage on YouTube...it’s social. And if you have video content, you can promote your videos by using placement targeting of your competitor’s YouTube channel. Whenever someone is on your competitor’s channel, your ads could show up as a promoted video or as an ad on the competitor’s video, if that channel allows ads. Paid ads on social media allow you to

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target your message to a very relevant audience. If that audience just happens to leave your competitor for your business, it’s only icing on the cake. You’ll never know the true value of competitor targeting unless you test it yourself.

——Joe Martinez is senior manager, paid media and community at Milwaukee-based Granular.

leading edge COFF E E B R E A K

POLITIC AL BEAT

Road plan coming BY MATT POMMER, special to BizTimes

What was the smartest thing your company did in the past year? “AG got serious about the way we do new business development. We have a much more proactive mentality to enhance our ability to maintain long-lasting client relationships and receive referrals.”

What’s new at your company? “We have a lot of change in progress, including transitioning to the next generation of company leadership, which I am fortunate to be a part of. We are looking at all aspects of our operation and refining processes to maintain competitiveness.”

Do you plan to hire any additional staff or make any significant capital investments in your company in the next year? “Our high level of service keeps clients coming back and aggressive business development has led to a full pipeline of new work, so we have a real need for additional architectural and engineering talent.”

driving this project work. On a micro level, we have to be careful to not burn out our employees from pushing hard and fast on deadlines and workload.”

From a business standpoint, who do you look up to? “When I started at AG 20 years ago, one of the previous owners of the firm, Chuck Aldrian, mentored me. From the way he ran the business to his architectural and engineering knowledge, he was extremely influential to my professional development.”

What was the best advice you ever received? “My grandfather told me to work with my brain, not with my back…it will get me farther and last longer. That was when I was six years old, learning how to make change in my head while selling tomatoes and strawberries at his produce stand. It motivated me to never stop learning.”

What’s the funniest thing that ever happened to you in your career?

What’s the hottest trend in your industry?

“Thankfully, technology has evolved to the point where we no longer have to make blueprints on a machine that can suck your tie in with the paper to choke you if you aren’t paying attention.”

“Specializing in all aspects of senior living design, we see our client base capitalizing on rehabilitation and therapeutic services as revenue generators.”

What will be your company’s main challenges in the next year? “On a macro level, we are benefitting from a great construction environment for housing-related sectors. Hopefully, the economy maintains the momentum that’s

Gov. Scott Walker’s administration will soon provide details of its transportation funding plans for the 2017-’19 biennial budget. Walker has said it won’t include any increase in gasoline taxes or legislative-voted vehicle fees. The emphasis will be moved from construction and expansion of major highways to more help for local governments. It remains to be seen whether the shift will be enough to meet local government needs. A growing trend by local and county governments is adoption of their own wheel taxes. Republican legislative leaders have repeatedly asked Walker, without success, to take a leadership role in providing a long-term answer to financing the state’s highway and transportation program. During Walker’s six years as governor, the emphasis has been on borrowing to finance transportation’s growing needs. Fiscal experts say about one of every five state transportation dollars is used to pay the interest on the bonds and retire them. Fuel-efficient vehicles may be good for motorists, but they mean less tax revenues. State gas tax revenues declined 2.1 percent in the 2011-’14 period, experts report. The emphasis in Wisconsin has been on big, interurban projects. There has been less money for local aid and rural areas are feeling the squeeze. Local road projects are delayed and maintenance has often become a patchwork process. Republican leadership in the state Assembly is frustrated with Walker’s position. The transportation funding issue has gone too long without a solution, according to Joint Finance Committee co-chair John Nygren (R-Marinette). “We have kicked the can down the road long enough,” he said.

What do you like to do in your free time?

Tony Luciano

“I love spending time with family and friends fishing and cruising on our boat on Pewaukee Lake. I still haven’t caught the ‘big one,’ but nothing melts stress like the wind, waves and a fine cigar.”

Principal – director of engineering services AG Architecture 1414 Underwood Ave., Wauwatosa www.agarch.com Industry: Architecture/engineering Employees: 43 Family: Michelle, wife w w w.biztimes.com

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Matt Pommer is the “dean” of Capital correspondents in Madison. His column is published with permission from the Wisconsin Newspaper Association, but does not reflect the views or opinions of the WNA or its member newspapers.

BY THE NU MBERS

$44.6

The Milwaukee County Zoo plans to spend about $44.6 million on exhibit upgrades and construction projects over the next five years, according to an economic impact study completed this summer by a University of Wisconsin-Milwaukee economics professor.

million

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leading edge ON TH E C ALEN D AR

MA DE I N M I LWA U K E E

International markets convey Dorner to growth

ARTHUR THOMAS (414) 336-7123 | Twitter: @arthur8823 arthur.thomas@biztimes.com

aggressive marketing and new product advancements have helped the company grow substantially over the past few years. The growth has included adding 100 employees over the past three years. Terry Schadeberg, Dorner chief executive officer, said the business model, which focuses on leading technology, highquality products and short lead times, hasn't changed much since the company was founded in 1966 "The Dorner brothers created it 50 years ago; I can't take any credit for it," Schadeberg said. "It resonated with the marketplace back then and it resonates with the marketplace today." Brothers Wolfgang and Horst Dorner founded the company as a tool and die shop. In the early 1970s, they were looking for a conveyor to remove scraps from underneath their dies and were told it wasn’t possible to fit one in the small space available. Their response was to develop a low profile model that was introduced in 1973. Before long, the tool and die business was phased out and the Dorners were in the business of making conveyors. Today, Dorner’s products do more than just fit into tight spaces. Flexible belts allow conveyors to turn corners, sensors and cameras can make sure products are properly spaced, backlighting allows for better visual inspection and vacuums hold parts in place on the belt. Dorner serves a number of industries, including food handling and processing, packaging, pharmaceutical, medical and general manufacturing. As manufacturers have increased their focus on automation and productivity, the needs for Dorner’s products also have developed. “We’re dealing with pieces and units in a process,” Schadeberg said, explaining that having the exact speed, orientation and location becomes important when feeding into high-speed packaging, visual inspection systems or robotics. “We’re always kind of teamed up with much more expensive equipment that goes around (the conveyor).” Schadeberg said competition in conveyor manufacturing is largely regionalized in the United States and Dorner is one of the few national players. There’s also competition from overseas, particularly in Europe and Asia. To better compete in international markets, Dorner has completed two acquisitions over the past year. The first was Malaysia-based FlexMove, a leading manufacturer of flexible chain conveyors. Schadeberg said the move would provide a “beachhead” company for Dorner to go after sales in the Pacific Rim and Asian markets.

OCT

Solving problems for customers through new product development is one way to keep and gain market share. But when those efforts start encroaching on manufacturing and production space, it can present a problem. Hartland-based Dorner Mfg. answered the challenge with a 25,000-square-foot addition to its facility that opened earlier this year, bringing the total size to 170,000 square feet. The result was enough room for product development, along with a new laser cutter and break press. Dorner designs and manufactures conveyor systems for a wide range of applications. Expanding into new markets, more

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Professional Women’s Development Breakfast The Waukesha County Business Alliance will host a Professional Women’s Development Network Breakfast on Thursday, Oct. 20, from 7:45 to 9:15 a.m. at Western Lakes Golf Club, W287 N1963 Oakton Road in Pewaukee. The focus is Learning in Leadership, and panelists are Roxanne Baumann, director of global engagement at the Wisconsin Manufacturing Extension Partnership; Anna Ruzinski, chief of the Menomonee Falls Police Department; and Cheri Airoldi, president of Airoldi Brothers. Cost is $30. For more information or to register, visit www.waukesha.org/events.

ABOVE: Dorner’s production floor in Hartland. BELOW: Steve Kuczkowski, a member of Dorner’s service department, examines a belt.

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The ultimate guide for an interior designer's career journey’ Dorner Mfg. Corp. 975 Cottonwood Ave., Hartland Industry: Conveyors Employees: 250 www.dornerconveyors.com

In the same way, the acquisition of Geppert-Band, a German manufacturer of belt and modular belt conveyors, in May was intended to provide a base for European operations. Schadeberg said one of the biggest challenges remains finding the right employees, particularly in engineering. In production, the company has gotten creative, with a group of 12 to 16 on-call employees. This group of mainly college students and retirees provides their available hours and the company lets each know if there is work available. The on-call employees work up to 24 hours each week. The positions don’t come with many benefits, although there is an hourly premium. As a result, Dorner can flex staffing up or down to meet demand. In engineering, though, Schadeberg said the challenge is continuing to stay ahead of a rapidly advancing technology curve. Get the latest manufacturing news delivered to your inbox every Monday. Sign up for BizTimes’ Manufacturing Weekly at biztimes.com/subscribe.

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A career in interior design can be full of ups and downs that are both planned and unexpected. Local authors Aga Artka and Jenny Rebholz believe establishing a personal brand will help designers to navigate their career journey with confidence, preparedness and optimism, and show us how to do so in “The Brand of You.” Artka, a Polish immigrant and an entrepreneur educated in the field, and Rebholtz, an interior designer and owner of Milwaukee-based PushPoint Marketing, share personal stories along with resource suggestions to illustrate how a career in design (or any career path) is not linear. The book provides tips, tools and strategies for building and promoting a unique brand to achieve a path to professional fulfillment. The book speaks to students, emerging professionals or even those later in their career who are looking for inspiration. “The Brand of You” is available on www.amazon.com for $18.95.

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THE GOOD LIFE

United Way launches 2016 fundraising campaign

Secret rock ’n’ roll persona Bard Meier has had an unusual career path. He landed his current job as an educator at Hunger Task Force, informing the public about hunger issues plaguing people in the Milwaukee area – something he cares deeply about – after being asked to play Santa Claus at a holiday event put on by the organization. But for years before that, Meier toured across the country – to events like South by Southwest in Austin, Texas and the CMJ Music Marathon in New York City – playing gigs with different bands and laying down tracks as a studio musician. Meier plays guitar and piano. He also sings. You may have heard his voice singing backup on the Minneapolisbased alternative rock band Soul Asylum’s 2006 album “The Silver Lining.” In 1999, he and his band at the time, American Paint, released an album called “Eggshells for Paperbacks.” If you want to catch up on some of his latest tracks, you can find a digital album he put together at bardmeier.bandcamp.com with recordings he made over 14 years at different studios with his musician friends, including bass player Marc Perlman, a member of the Twin Cities-based alt country band The Jayhawks. Though he spent many years in Minneapolis, Meier recently moved to Milwaukee to be closer to family. “I think it keeps you sane,” he said about staying involved with hobbies you’re passionate about. “Life is short.

The United Way of Greater Milwaukee & Waukesha County has set its 2016 fundraising bar slightly higher than last year. The organization aims to raise $60.125 million over the next four months. The United Way's 2015 fundraising goal was $60 million. The money raised will support the United Way's more than 220 programs and 110 partner agencies in southeastern Wisconsin. "Our community is at a crucial tipping point,” said Richard Meeusen, chairman, president and chief executive officer of Brown Deer-based Badger Meter Inc. and campaign cochair. “The bottom line is that we have much more work to do to make our four-county region stronger, safer, healthier and more united. Gifts to the Community Fund ensure that United Way is able to address the root causes of issues that affect our community the most." The organization also announced it has set a volunteerism goal for the next four months. The United Way is hoping to get volunteers to commit to 16,750 total hours of service during its Season of Caring initiative, which began in August and will run through December. The fundraising campaign will run through Dec. 14.

——Ben Stanley

Bard Meier (right) plays with American Paint bandmate David Schultz (left) at South by Southwest. If you’re still capable of doing these things you love, I think you have to. With music, or anything with the arts, it's such a cathartic thing. I don’t play out that often now, but there are guitars around the house and a grand piano in its own room, and I’m always playing.”

——Ben Stanley

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leading edge G ET T I NG TH E R E

BR EA K ING GR OUN D

Eric Harrmann AG Architecture 1414 Underwood Ave., Suite 30, Wauwatosa Age: 33 Education: University of Wisconsin-Milwaukee – both bachelor’s in architectural studies and master’s in architecture. Current position: Senior associate Previous position: Project designer Years at company: 11

»» Why did you recently get promoted to senior associate? “Not always needing to be told what is expected of me, but instead working towards what I would expect of myself. Above and beyond, whether I’m asked or not. Developing strong client relationships in multi-family and senior living.” »» What has been your most memorable project? “Haven Hospice in Jacksonville, Florida. It was the first project where I was able to take the lead on design, working with the design team in our office to take the idea of the plan and make it a reality. The principal came up with the scheme and I was asked to model it after Florida cracker-style architecture.” »» What is your next career goal? “Eventually, I would like to become a partner of the firm and help to lead it into its next generation of ownership.”

2016 E D I T I O N

Tools Inc. Sussex-based Tools Inc. is building a major expansion, adding 41,973 square feet to its existing 63,375-square-foot facility at W248 N5500 Executive Drive. The addition is expected to be complete by November. The company’s services include design, engineering, tool and die building, stamping, laser cutting, fabrication and assembly.

——Corrinne Hess

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ON LIN E POLL

Re: Wisconsin’s dismal startup economy “(The) root causes haven’t changed much in decades and more probing isn’t necessary. What’s needed is a plan to do something about it.” - Tom Still, Wisconsin Technology Council

Re: Exporting “The statistics are overwhelmingly in favor of selling overseas. You grow faster, you become more competitive and innovative, your margins increase, you are more profitable…” - Bill Burnett, Milwaukee 7

Re: Banking regulations “DFI will continue to seek ways to make the department more efficient and accountable to taxpayers and stakeholders, while also doing our part to grow the economy for the good of businesses and consumers alike.” - Lon Roberts, state Department of Financial Institutions secretary

ibMilwaukee launched a community-wide back-to-school initiative to support neighboring Pershing Elementary School.

Have Amazon.com and other online shopping options changed your shopping habits? Yes, I shop more online now and less often at brick and mortar stores. No, my shopping patterns have not changed. Yes, but I’m shopping more at brick and mortar stores and less online.

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The human body wasnʼt meant to sit for hours on end. Standing not only allows the body to circulate blood and oxygen while regulating blood pressure, but it increases the ability to focus while combating fatigue. Incorporate sit-to-stand worksurfaces with two-leg or three-leg bases into any open, private or training spaces, and Coordinate perfectly with anyoneʼs desire to achieve a healthier way to work.

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innovations Montage Talent provides high-tech edge for hiring process

he hiring experience has changed a lot in the past eight years. With an ever-tightening labor market shifting control toward job candidates, Delafieldbased Montage Talent Inc. is aiming to transform how large enterprises go about recruiting top talent. The company, founded in 2010, already counts some of the world’s largest companies – including The Walt Disney Co., Samsung Group, Anheuser-Busch InBev SA/NV and Siemens ARTHUR THOMAS (414) 336-7123 arthur.thomas@biztimes.com Twitter: @arthur8823

AG – among its clients. Large enterprises with more than 3,000 employees make up one part of Montage’s target market. The company also is going after business in the health care industry and at large staffing firms. Regardless of the venue, Kurt Heikkinen, Montage president and chief executive officer, said candidates are looking for a hiring process that is fair, Heikkinen transparent, hightech and high-touch. The shift to a job seeker favorable labor market puts greater

emphasis on the candidate experience. When the first Montage prototypes were built in 2008, mobile technology was barely a concern. Now it is standard, he said. “The candidate convenience and the candidate insight (are) extremely important,” Heikkinen said. “Leading employers that take on a more innovative approach are the ones that are winning this war for talent.” Montage’s offering for employers is a software-as-a-service Montage created a virtual foyer where companies can incorporate product providing their brand and provide videos for candidates to learn about the voice and video interculture and hiring process. viewing, along with tools to manage the hiring process, live, real-time interview. from finding potential candidates to Employers can configure the questions bringing new hires on board. Heikkinen that candidates answer to be in the form said the product is designed to allow for of text, voice or video. Restrictions can be different configurations across job type, placed on when a question comes up, the company and country, adding that it is amount of time to record a response and “purpose built” for hiring. At the heart the ability to record a response. of the product’s capabilities is the use of The software also helps in scheduling video and voice, allowing candidates to interviews, screening candidates and inengage with potential employers in an troducing new hires to the team. on-demand setting, where they can reThe goal for Montage is to transcord answers to be reviewed later or in a form the hiring experience, Heikkinen

Montage Talent Inc. Delafield Innovation: Large enterprise video interviewing for talent acquisition www.montagetalent.com

said, noting that most hiring is still done through traditional use of resumes and telephone or in-person interviews. "There's tremendous, tremendous potential to transform the industry," he said. The original designs for what is now the Montage product focused on creating better ways for candidates to present

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themselves. Today, the product is as much about allowing companies to present their brand in a positive light as it is for candidates to get noticed. Heikkinen said maintaining the brand during the hiring process is important because the company is interacting not only with potential employees, but also with potential customers. If candidates have a bad experience, it can have an effect beyond the hiring process. “Now you’re not only losing out on the candidate, now you’re impacting your consumer brand,” Heikkinen said. He said Montage has helped employers improve efficiency in hiring by 20 to 30 percent, cut travel costs by 50 percent or reduce the time to fill a position by two to three weeks. Candidates also benefit, as they can interview from home at the time of their choosing, eliminating the need to take off from work. The approach is working for Montage. The company recently won a Wisconsin Innovation Award and has raised more than $7 million through equity offerings. It counts Milwaukee-based Baird Capital and Michigan-based private equity firm Beringea LLC among its backers. Heikkinen said he has 15 potential investors interested in the next phase of growth for the company. “These are investors from across the globe that are now calling us, in Delafield, saying that they want to invest in our business,” he said. The company has more than 70 employees and is running out of space in its downtown Delafield offices. Heikkinen, who had just received an accepted offer from a candidate before speaking with BizTimes Milwaukee and had another interview planned afterward, said the total would surpass 80 by the end of the year. “It’s important to me that we’re successful,” he said. “It’s important to me that we’re successful in Wisconsin and that we become a showcase for others that it can be done and that venture capital funding can get a great return by investing in Wisconsin.” Growing 60 percent each year in a $2 billion industry related to hiring software, Heikkinen said the biggest challenge is managing Montage’s growth. “Any time you’re growing that fast, you have to be very disciplined in marking sure you’re not growing too fast and leaving your clients behind,” he said. n

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B i zT i m e s M i l w a u k e e

real estate Milwaukee Riverwalk a proven real estate draw With public-private investment, economic stimulator runs downtown

everal key parcels in downtown Milwaukee that recently have been purchased, are for sale or are under contract have one thing in common: they front the Milwaukee River and will, in turn, have access to the Milwaukee Riverwalk. Started 25 years ago, the CORRINNE HESS P: (414) 336-7116 E: corri.hess@biztimes.com Twitter: @CorriHess

Riverwalk has grown to 3.7 miles of pedestrian access stretching from Humboldt Avenue on the city’s Lower East Side to the harbor in the Historic Third Ward. With another mile under construction and plans for an additional 1.2 miles, the Riv-

erwalk will end up running six total miles. With a $52 million capital investment, including $36 million from the City of Milwaukee and $16 million from the private sector, many people consider the Riverwalk a catalyst for the dozens of restaurants, offices and apartment buildings that have sprung up between the Third Ward and East Side. “This is the greatest economic stimulator that has ever happened to downtown,” said Schlitz Park developer Gary Grunau. “The people that are here now would not be here without the publicprivate partnership that was formed to build the Riverwalk and it is now to the point that it is much longer than any of us ever envisioned.” Mandel Group Inc. has based its entire

business plan for downtown Milwaukee around water. The Milwaukee developer is currently working on phase four of The North End and DoMUS, both luxury apartment developments located on opposite ends of the Riverwalk. “Water has an alluring quality for humans – a biophilic response that evokes very positive feelings,” said Robert Monnat, partner and chief operating officer at Mandel Group “It’s not voodoo science. It’s been proven to us through the developments we’ve completed.” The desire to enhance public outdoor spaces dates back to when Milwaukee was a socialist city, Monnat said. A 1904 sketch by architect Alfred C. Clas depicts a downtown walkway along the river. “(Mayor John) Norquist came into

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office and that wasn’t lost on him,” Monnat said. “I’m not suggesting he was a socialist, but he had the same appreciation for public spaces. It took 100 years to do it, in typical Milwaukee fashion, but it has been done.” Norquist formed the Riverwalk Initiative in 1988 and in 1991, a public-private group, the Milwaukee Riverwalk District, was formed to help finance the Riverwalk. The MRD is still active today. Grunau has headed the group for 25 years and has led the business community's support of the Riverwalk, which has been essential to the success of the project, because public access is granted through easements. While there are dozens of commercial and residential developments that can be

GOAL S To ch an disab ge the wa iliti y poten es so tha the world

tia t all pe l. To pro every perso defines, vie vid op familie le with dis e exceptio n can ac ws and tre hieve ats their and en s have eq abilities or nal servic full ual es sp gage in the opportunit ecial need to ensure Live: ir comm that s an ies Ha unitie to live, lea d their port to nds-on, s. rn, wo co of ch help peop mprehen rk, pla alleng siv le y es, ne reach the e, vital ser Learn FUND eds or ir full vices : Pro po disab ING and su grams learn— ilities. tential— SOUR de regard pCES need and often signed less to he ed re-lea lp as the to devel op an rn—basic children y age. an d thr ive, an functions, d adults Work: FUND d be maste A RAIS sharp that he range of r ING/ and ac skills We ho traini EVEN mean lp people ng ld tive ingful prepa , placeme tunitie two annu TS lenge re for work s for nt al s and is the wo and relate • Wa individua fundraisin havin often the rkforc d ser g lk Wi ls an Play: g a go ke d corpo events tha Fu Milwa th Me – od life y to ove e—becaus vices t off careg n, healthy rat rcomi We uk . e ivers  Pro ng ch togeth ee Coun dnesda ions to ge er opporto rel programs gra cons y, Ju alty Zo t conn er  Gov m Fees ..... ax, co tructi ne o. A individ to raise for ch ected ernme ve nn family 29th at ..... life ildren funds activi : ect wit ..........  Com nt Con possi the spon uals with ev ties— and ad ble. sor or disab and aware ent to wa  Don mercial Sal tracts ......................... all so h friends ults an Act: Ou . 62% ilit es ..... ations in for an lk ne ness ..... ies. Be Janu d cessa d .........  Oth ..... .......... for ary at m a walk ry to engage in er Inc 18% stand r vibrant .......... ............... team. a corporat • Au ome living www.w comm s with ....... .......... .......... tis Re the be e 9% advoc alkwit m Aw unity those .......... .......... st ati hme.o gistration of frie arene caus ... 7% .......... inspir ng, dona who face e ma begin nds an ss Mo rg/mi ........ rke ch e s ting busin lwauk nth – 4% us all d alle ting es ee April. and su and partic nges by supporters and rai s with Ea campaign, Throu volun stain ipatin VOLU ste tee our ca g to fam se needed r Seals you can ali gh this NTEE use. in events ring, to he ilies tha gn funds R OP that Our de early to pro lp sprea your t are PORT interv d the on vid positi dicated vol UNIT entio word GIVI vely im untee n supp the therap e scholar IES NG OP have rs pacti y waitin ships ort se a ng the play an PORT Easte rvice g list week variety of essen lives s. r UNIT for en op tia is of Seals know EXEC IES you ca d to fit you portunit of those tha l role in gre UTIV ies thr n ma r ava t we make at impo s the perso E LE ou ww ke ilab ser rta gh w.east a differ a ve. ility an nce to ADER na ou level; ersea difference d intere t the week We you. l impact SHIP corpo ence: Vo lswise yo thr Th an sts ur ou ere sh lun rat .com. d . Le gifts gh vol ips; e vo teer are BOAR untee arn how Unite individua lunteer da or leade many wa make ring at D OF l gif rsh d ys to DIRE to co Way Giving ts; in-kin ys; tailored ip at the Dale Van CTOR mbine Board d gifts; even Camp Dam (Ch M3 Insu chari S rance table your perso aign. A or throu t sponsorSolution air) ★ giving gh na be Peggy s goals l financial quest gif your Kenwoo Niemer t to es Frank d & Wel (Vice Cha tablish objectives allows yo ls, LLC ir) ★ Schenc Windt u Robert Jim Mc a wit k las Bus h Glowa ting leg your iness CEO PNC Ban Mullen (Se Solution cki Robert acy. cretary) ★ k s Michel Retired, Ranus Sue Pie Nancy le Sch Roundy COO aefer ’s Pierman rman Manpow Creuziger David Commun erGroup (Treasu David Glazer rer) ★ ications Daniel ★ DEN Roger Glazer OTES Real Esta Harley- O’Callagha EXECUT Retired, Schaus Jef Bill te, f Dav IVE LEA Squ Generac Hug LLC n 52 idson ProHealt ire DER Motor Patina hes Tom Gag SHIP Co. Solution h Care 20 16 s Morgan liano GIV ING Tom Kel Sara Wa Stanley GU IDE Kelmann ly Associa lker Jean Sch | ww ted Ban Restora w.b izt k tion Massag ramka im es. co

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COURTESY DOUGLAS EDMUNDS, EDMUNDS STUDIOS

A 1904 sketch of the downtown Riverwalk by architect Alfred C. Clas.

A rendering of the fourth phase of Mandel Group's The North End development along the Milwaukee Riverwalk.

The Milwaukee Riverwalk in front of Schlitz Park.

tied to the Milwaukee Riverwalk, there are several parcels still in play along the river that will fill in the gaps of the Riverwalk once they are developed. The owners of the Shops of Grand Avenue have the 0.79-acre parking lot at 333 N. Water St., at the southwest corner of East St. Paul Avenue and North Water Street in the Third Ward, under contract and are planning a large mixed-use development on the site. The Marcus Corp. purchased a 1.24acre parcel of vacant land at 1301-1357 N. Edison St., near the northwest corner of Knapp and Water streets along the Milwaukee River and across the street from AJ Bombers restaurant, in November 2015 for $3.1 million. Baltimore, Maryland-based architectural firm InPlace Design earlier this year had renderings on its website for a 780,000-square-foot downtown development planned by Marcus at the site, which includes a movie theater, housing and offices, but Marcus has not yet commented on the project. Once the company moves forward

with development, that section of the Riverwalk will be developed, Grunau said. Nearby at 1201 N. Edison St., an investment group led by James T. Barry III, president of The Barry Co., owns a 0.59acre site that is currently used as a surface parking lot, but could eventually be developed, Barry said. Barry called the Riverwalk a visionary project for the city. “A lot of the credit goes to Gary and the Milwaukee Riverwalk District,” Barry said. “They took what was an underused asset and made it what in many ways has become the centerpiece of the whole city.” The Barry Co. currently is selling the Rojahn & Malaney Wholesale Florist property, 1005 N. Edison St., which includes an 18,784-square-foot warehouse on 0.6 acres along the west side of the Milwaukee River. “It’s a great asset to already have the Riverwalk in place,” Barry said. “I don’t know if all of the restaurants along the river would have developed as quickly without the Riverwalk and I know the Mandel Group saw it as a major amenity w w w.biztimes.com

for the people who rent from them.” Over the past 25 years, 1,559 new residential units have been completed along the river, another 875 are under construction and 428 are planned, for a total of 2,862 units. The property value has increased $870 million along the Milwaukee River during that time, according to the city. Mandel Group Inc.’s North End development, which began work on its fourth phase in January, filled a significant gap along the Milwaukee River between downtown Milwaukee and the city’s Lower East Side neighborhood with its 650unit mixed-use development along the Milwaukee River. On the other end of the Riverwalk, Mandel Group is constructing its 132unit, six-story DoMUS apartment development on East Erie Street in the Third Ward. Atlanta-based Atlantic Realty Partners also is building the first phase of The River House Development, 450 apartments at the former Gallun tannery site at 1775 N. Water St., on 1,047 feet of the Milwau-

S eptember 19 - Oc tober 2, 2 016

B i zT i m e s M i l w a u k e e

kee River. Wauwatosa-based Wangard Partners is building a 113,830-square-foot office building at the former Laacke & Joys site, 1433 N. Water St., anchored by marketing firm Bader Rutter & Associates. The Riverwalk has proven to be an effective tool for leveraging adjoining real estate values adjacent to the Milwaukee River. The condominiums and apartments with river views command higher prices or rents, are seldom vacant, and if offered for sale, move fairly quickly, Monnat said. However, participating in the Riverwalk system is not without its costs. While a large part is paid for by the city, Mandel Group has invested more than $2 million in private funds as part of its developments and has ongoing maintenance and repair costs. “We feel the return on investment is very favorable,” Monnat said. “Investment in thoughtful public urban spaces has been demonstrated time and again to have beneficial impact on private real estate values.” n 13

MARQUETTE. MILWAUKEE. BEYOND.

Being problem-solvers and agents for change in a complex world begins with being the difference right here in Milwaukee. To further our global impact, we’re building connections at home to spark innovation and embrace collaboration. We’re reaching beyond traditional boundaries to make meaningful connections with businesses and community members. We’re creating partnerships to advance research so new ideas can be explored and good ideas put into practice. And we’re continuing our work in the community in our Catholic, Jesuit tradition of service. We are Marquette. And we are proud to call Milwaukee home.

B i zT i m e s M i l w a u k e e

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MOLLY DILL

cover story

Tyler Gmyrek and Grace and Tammy Lee ride Bublr Bikes along Milwaukee’s lakefront.

BIKESHARING GETS ROLLING IN MILWAUKEE Ridership grows for Bublr Bikes

t’s noon on a gorgeous late summer Friday and Tammy Lee is taking her sister and her sister’s friend on a bicycle tour of Milwaukee’s lakefront. They ride from Tammy’s Lower East Side apartment to the historic Pierhead Lighthouse, a beacon on the southern end of the Historic Third Ward, where the Milwaukee River meets Lake Michigan in the shadow of the Hoan Bridge. The sun glints off their shades as they

BY MOLLY DILL, staff writer

approach the bright red lighthouse, smiling as the lake breeze hits their faces. The three wouldn’t have been able to take this trip just a couple of years ago. Tammy, 36, is riding her own bike. But her sister, Grace Lee, 34, and Grace’s friend, Tyler Gmyrek, 29, are visiting Tammy from Toronto, Canada without their bikes. So they rented bicycles for the afternoon from Bublr Bikes, a Milwaukee bikesharing company that allows riders to w w w.biztimes.com

rent a bike as needed. Tammy, who has the day off from GE Healthcare, clued them in to the amenity. “You see them around the city – the bright blue color,” Tammy said. Bikesharing is not a novel concept. It’s available in most major cities now. But for Milwaukee, sharing a bike is a recent phenomenon. Bublr was launched in August 2014. “We’re already familiar with these

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hourly bike rentals because Toronto has them – any big city has them,” Grace said. “We wanted to see the lakefront and this was a great way to see it. This made it really easy and convenient.”

THE LAST MILE Grace and Gmyrek picked their Bublr bikes up at a station on East Ogden Avenue, but expected they would drop them off at a station at Discovery World after 15

TROY FREUND PHOTOGRAPHY

cover story

Kevin Hardman, executive director of Bublr Bikes.

their ride. A Bublr bike can be picked up or dropped off at any of 40 stations across the city. Grace said the pricing for a Bublr bike seemed pretty reasonable. She and Gmyrek had looked into renting Divvy bikes in Chicago, but weren’t on board with the pricing. “When we were in Chicago, there was an extra fee for going over 30 minutes,” Grace said. “We heard it was less convenient, like you always had to dock it every 30 minutes.” That’s because most bikesharing systems are based on point-to-point travel, in a mission Bublr executive director Kevin Hardman calls the “last mile concept.”

“The perception to some, maybe a lot of people, is that bikeshare is for entertainment,” he said. “Bikeshare is beautiful because it completes that trip for people.” The idea is the bikes would connect a commuter to his or her final destination, bringing the person the last mile to work. For this reason, Bublr has a partnership with Milwaukee County Transit System. The bike stations are often placed near bus stops, and the buses announce when a stop has a nearby Bublr station. “We have this Route 6 that goes out to the New Berlin area and it serves BuySeasons and FedEx, but there’s a really big industrial park in New Berlin,” said Brendan Conway, spokesperson for MCTS. “How

B i zT i m e s M i l w a u k e e

do those people get from basically Moorland Road into the industrial park?” The last mile could also be to school, the grocery store, a nearby business meeting during the day or a restaurant for lunch. In late August, Raymond Rebro, 18, was using a Bublr Bike for the first time. Rebro took an MCTS bus from West Allis to Water Street and Wisconsin Avenue downtown, then purchased a 30-minute Bublr ride for $3 at the station on that corner. After he completed his payment at the machine, it buzzed for 30 seconds to allow him to remove the bike locked in dock two. After one false start, he got the bike out and was on his way to freshman

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orientation at Milwaukee School of Engineering, about five blocks away. “Once I realized I was looking at the right bike, then it was pretty easy,” Rebro said. “It’s pretty cheap – for a 30-minute ride, $3 is pretty good.” Rebro heard about Bublr on Facebook months ago, and has seen people using it. He planned his trip online by locating the Bublr station downtown and making sure there was another one near MSOE. “(Riding a Bublr is) faster and it seems pointless to take another bus. It would take more time to find a bus and get on it or wait for the bus to get there,” he said. Rebro is considering using Bublr to get to class this school year. In that case, he would get a monthly pass. The commute usage would put him in Bublr’s target ridership market. There are currently 40 Bublr stations in Milwaukee, with plans to expand to the suburbs and 55 stations by the end of the year, Hardman said. Most of those new stations will be in Wauwatosa, Shorewood and West Allis, funded through a federal Transportation Alternatives Program grant that contributed $500,000 to each city. “We’re sort of going to take a breath from here, and say, ‘OK, where are we going to go?’ In order for it to truly be that last mile solution that is accessible to many people, we’ve got to continue growing the network,” Hardman said. “We’re in this because we love Milwaukee and we want to create an easy, simple, accessible form of transportation for people who live here.” The last mile isn’t just commuters, Hardman said. It can be used to travel to or from entertainment events, as well. “Summerfest for instance – we were at Summerfest and we were very near the designated Uber stop and there was a big mass of people waiting for Ubers and some of the people were just hopping on a Bublr and going,” he said. “Two years ago, both of those options didn’t exist.”

BIKE ZEALOT Part of Hardman’s job is growing the Bublr rider base by preaching the bikesharing gospel. In August, for example, he spoke to the Metropolitan Milwaukee Association of Commerce young professionals group, FUEL Milwaukee, over lunch at the Brown Bottle at Schlitz Park. “We need to continue to get more people involved to make Bublr successful,” Hardman said. “I’m just a big be-

liever that cities are successful the deeper the choices are for the people that live and work there.” Bike enthusiasts Bruce Keyes and Barry Mainwood got the idea for Bublr Bikes in 2011 and began raising the funds and building momentum. Commercial real estate developer Gary Grunau helped them identify early seed money and set them up with an office at Schlitz Park. Keyes, an attorney at Foley & Lardner LLP, works in the U.S. Bank Center downtown. Bikeshare is great for short trips during the workday, he said. “I ride my bike to work,” Keyes said. “I know that I can go have lunch on Brady Street. This is a really great way to expand the horizons of where you can go over the lunch hour.” Mainwood, managing partner at Mainly Editing Inc. in Milwaukee, said it’s also an opportunity for tourists like Lee and Gmyrek to explore a new city from a bike seat. “The tourist is really a bonus,” Mainwood said. “Our real intent and as we continue to move forward is an economical transportation tool.” The pair, who just completed the 175mile Ride Across Wisconsin, had good visibility of the bike market in Milwaukee when they evaluated starting a bikeshare program. They determined of all the trips taken on all forms of transportation, Milwaukee was nearing 1 percent bike trips. “Approaching that said that we have enough existing that we ought to be able to bring bikeshares and other bicycling amenities and succeed,” Keyes said. Mainwood and Keyes first raised private funds, then worked on obtaining federal dollars, which have allowed further expansion. They said it’s hard to define whether the nonprofit is profitable at this point. “We have earned revenues, we have contributed revenues and then any of the revenues that would be considered above and beyond our immediate needs are getting pumped back into expansion,” Keyes said. They hired Hardman on in 2013 to bring Milwaukee’s version of bikeshare to life. Part of Hardman’s job is fundraising. Bublr has raised $5.6 million from 60 entities to help fund its operations and expansion. Hardman expects the organization will be in startup mode for a long time. Bublr has about 15 employees, most of

whom are out maintaining the bikes and rental system. Milwaukee’s bright blue rideshare bikes are manufactured by BCycle, a division of Waterloo-based Trek Bicycle Corp. The impact of Bublr goes beyond just extending public transportation in Milwaukee, Hardman said. It has the potential to create a more vibrant city, making the streets safer and getting more people on the sidewalks. Hardman also aims to make Bublr accessible to any Milwaukee resident. The system is in a cash payment pilot phase with the Housing Authority of the City of Milwaukee. Riders can pay cash at HACM to access a Bublr rental, and all HACM housing residents are eligible for a discounted $8 annual pass. The standard rate is $80 for unlimited 60-minute rides accessed via key fob. The machines only take credit and debit cards. But on a recent weekday morning, there was no activity at the Bublr station on North Sixth Street and West Galena Street in Milwaukee’s Haymarket Neighborhood, a few blocks from HACM, from 7:30 a.m. to 8:30 a.m. Residents and commuters on the corner took the bus, walked, skateboarded and called cabs for transport. “There’s technical issues to work out but we recognized very early on that making it available only to people with credit cards was leaving out a lot of people,” Hardman said.

Bublr Bikes, which launched in August 2014, has grown to 15 employees.

BUBLR RIDES BY YEAR

52,613

COMPLEMENTARY OPTIONS The big idea is for transportation options to be more varied and to complement each other. MCTS partnered with Bublr this year, and both hope to work together to integrate their systems with the streetcar that will be built in downtown Milwaukee. And the planned MCTS Bus Rapid Transit line will connect downtown with the Regional Medical Center in Wauwatosa, adding another option for commuters. “We have interior ads (on MCTS buses). We have some of our logo on some of their bikes,” Conway said. “It’s one more easy way to convince people to leave their car at home, leave their keys at home. We support anything that’s going to enhance public transportation.” Milwaukee is hardly the first city to install a bikeshare system, but watching others gave it an advantage when it came time to install its own, Hardman said. And while population density here isn’t w w w.biztimes.com

nearly as high as cities like Chicago, where the Divvy bikeshare system has found success, Bublr will succeed by providing more options, he said. “(Milwaukee) is denser than many of the cities that had bikeshare prior to us launching,” he said. “It’s denser than Indianapolis, it’s denser than Cincinnati. Bike share is here to stay, we are absolutely convinced, as a form of urban transportation.” Bublr’s adoption rate has risen dramatically this year, as people figured out how to use it and told their friends about it, he said. The Bublr station network also expanded considerably last fall and this year. As of Sept. 9, 52,613 Bublr rides had been taken in 2016, far surpassing all of

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B i zT i m e s M i l w a u k e e

2015, when 22,694 rides were taken. From its member surveys, Bublr has found riders are pretty evenly spread across generations. “What we do know is this is not exclusively millennials at all. With our regular users, the folks that have a pass, my intuition strongly says that that skews much older,” Hardman said. But at the same time, students like Rebro are an important segment. “We stayed open during last winter and most of that ridership, there was a five-month stretch from November to March…60 percent of our trips were taken by (University of Wisconsin-Milwaukee) students,” he said. n 17

CONTRIBUTED

cover story

UBER IN MILWAUKEE DRIVERS: 3,000 RIDES SINCE EARLY 2014 LAUNCH: more

than 3 million TRIPS TAKEN PER MONTH: 200,000 JULY 2016 RIDERS: 90,000

AIRBNB IN MILWAUKEE HOSTS: 200 AVERAGE NIGHTS HOSTED PER YEAR: 56 AVERAGE ANNUAL HOST INCOME: $5,000 GUESTS: 13,500 (+133 percent from 2015) *DATA FOR YEAR ENDED JUNE 30.

Tom Wiedmeyer drives for Lyft in Milwaukee. He has disco lights, glowsticks and water available for riders.

THE SHARING ECONOMY

New players offer alternative transportation and lodging options

BY MOLLY DILL, staff writer

hen Keith Schmitz’ doctor told him to go to the hospital a few weeks ago for an analysis of a potential heart problem, it was already 7 p.m. on a weeknight. The 66-year-old Shorewood resident had his wife drop him off at Columbia St. Mary’s, and then told her to head home. “Because the appointment was going to go into the night, I said, ‘Don’t worry about it,’ and I took an Uber home,” Schmitz said. “She has to go in to work the next morning and I didn’t want to have her wait up for me. It wrapped up about 11 o’clock and since (CSM is at) the corner of North and Prospect, the area was just swarming with Uber cars.” Schmitz, owner of public relations firm KRPR Inc., found out about rideshar-

ing service Uber while he was visiting his daughter in San Francisco. She works at Facebook and is familiar with the startup. “They didn’t want to take my wife and I to the airport at 6 in the morning – actually, it would have been 4 in the morning,” he said. So he used Uber to get to the airport and it went smoothly. Now that he’s back in Milwaukee, Schmitz said he would use the rideshare service again to get somewhere it’s not convenient to drive or park. For Milwaukee, sharing a bike, or a car or a home, is a recent phenomenon. Right around the time bikesharing service Bublr was launched in August 2014 (see companion story), Uber came on the scene in Milwaukee, followed quickly by competitor Lyft. Homesharing service Airbnb

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also has started to gain a foothold in the Cream City. When Uber launched its model of hailing a ride, it turned the traditional taxicab industry on its head. Rather than having riders call for a pickup or hail a cab on the street, Uber and Lyft offer riders the ability to enter the pickup and dropoff location, request a pickup, track the car’s progress toward the pickup location, rate the driver and make payment, all via a mobile app. When Uber launched in Milwaukee it had an immediate impact on taxicab ridership, said Andrea Davis, whose family owns American United Taxi Co. “When Uber comes out into a city, they like to do a bunch of promotions to get a whole bunch of riders,” Davis said.

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“They were offering rides for cheap, way cheaper than our drivers could offer.” American United and Yellow Cab, Milwaukee’s other cab service, lobbied the City of Milwaukee to prevent Uber from operating without taxicab permits. They argued ridesharing skirted licensing and insurance regulations for commercial driver services. “When Uber came to Milwaukee and they took the rides from us, the taxicab drivers, the taxicab industry did try to fight it, but Uber kept winning,” Davis said. “We said, ‘You know what, instead of trying to fight it, why don’t we start to compete with them instead?’” When Uber started promoting its Milwaukee launch, Davis was already forming a startup, BidRide, which offers a mobile app riders can use to request a ride from taxi drivers. “We’ve been to Yellow and we’ve told their drivers that they should sign up for BidRide as well, just because we want to help the taxicab industry,” she said. BidRide, which allows drivers to bid a flat fee prior to a ride, seizes on one common complaint among rideshare users: Surge pricing. Particularly on weekend nights, Uber and Lyft riders are hit with higher ride prices during peak demand. The startup now has about 100 drivers and 150 users, Davis said. In a way, it was good that Uber and Lyft came along, since the taxi industry had not changed in decades and may have needed some disruption to drive innovations like BidRide, she said. “The taxicab industry, it really hadn’t changed in 60 years and it probably would have kept going as it was going,” Davis said.

Milwaukee was the first Wisconsin city to be introduced to Uber, but the company has expanded its service since it launched in early 2014. Uber’s Wisconsin coverage area now includes the Milwaukee, Madison, Lake Geneva, Wisconsin Dells, Janesville, Kenosha, Racine and Green Bay areas. “We partner with drivers living in all the cities we operate, but we have also seen drivers who live in Milwaukee occasionally drive in those other areas of the state either to make some extra money on a busy weekend (i.e., a Packers home game in Green Bay) or to accept trips somewhere they were already planning to go (i.e., visiting family in Kenosha and driving during their stay),” said Dave Bauer, a spokesperson for Uber. Uber has facilitated more than 3 million rides since its Milwaukee launch, with an average of 200,000 trips taken each month. In July, more than 90,000 riders were transported via Uber in Milwaukee, the company said. The company has about 3,000 Milwaukee-area drivers who work varying hours to fit their schedules. Uber also indicated some of its riders use the service as a first mile or last mile solution to access public transit in Milwaukee. Both Uber and Lyft are in hundreds of cities across the country. Both companies subject drivers to criminal and driving history background checks, and they must meet minimum vehicle requirements. Lyft, which launched in Milwaukee in April 2014, declined to provide numbers on its drivers and riders. “We don’t have local specifics since we started in the market, but in the past year we’ve more than doubled rides,” said Mary Caroline Pruitt, a spokesperson for Lyft. “We’ve actually tripled our driver base in Milwaukee in the past year.” The company enters a new market when it receives interest and requests from residents, she said. And having another transportation option could potentially be life-saving. In cities with Lyft, 84 percent of drivers are more likely to avoid driving while impaired, she said.

SHARING IS CARING The philosophy of many sharing economy services is strangers helping each other out and giving each other a leg up or a sympathetic ear. Tom Wiedmeyer, owner of Hartford television commercial producer TPW

Productions, knows this concept well. He drives for Lyft in his free time – not for the extra income, but to meet new people. Wiedmeyer, 46, is better known in the ridesharing community as “Glowstick Tom” or “the disco Lyft.” He has glowstick bracelets, disco lights, music videos, starburst candy and water bottles for passengers. “We invite you to sit in the front seat, we have a conversation with you, and you’re basically a friend I haven’t met yet, but you’re a friend now,” Wiedmeyer said. The Hartford resident filled out an application to drive for Lyft before it got to Milwaukee and was one of the area’s first drivers, hired in February 2014. He mostly works weekend nights, when rides are most in demand, setting his hours as his schedule allows. The age of his riders varies, but they’re always more technologically savvy folks. He’s busiest during festivals like Pridefest and Brady Street Days and on holidays like Halloween. “I drive Lyft because I love the people I pick up. I love the stories I hear,” Wiedmeyer said. “I have a lot of deep conversations with people.” He also puts on music videos for singalongs when the time is right. “Taxis kind of ruled the roost for a while and there was no competition,” Wiedmeyer said. “A lot of the taxi drivers that would drive around Milwaukee I don’t think provided the great customer service that Lyft and our competitor do.”

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OPENING YOUR HOME TO STRANGERS Airbnb has a philosophy similar to Uber’s and Lyft’s, allowing residents to rent their homes to travelers looking for a place to stay, usually at a lower rate than area hotels. But it can also be a cash cow for homeowners renting out their properties. In November 2014, Dan Wilde, 38, and his wife, Sherry, 39, were looking for a new tenant for the other half of the duplex they owned at North 61st Street and West Wright Street in Milwaukee’s Uptown neighborhood. But the weather had turned cold and the holidays were approaching, so they didn’t think they would find one. A friend who traveled frequently suggested Airbnb, and the couple, who were already renting out another duplex property to traditional tenants, decided to give it a try. w w w.biztimes.com

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They decorated it with photos of Milwaukee icons like the art museum and Harley-Davidson motorcycles, and even got a kegerator to fill with Lakefront Brewery’s Riverwest Stein for guests. The Wildes put out a welcome book for guests with activity and restaurant recommendations, as well as background on Milwaukee and their home. One of them meets each guest upon arrival to show him or her around, and they’re available by text to answer any questions. “We try to provide that culture, when you walk into the place you get the feel of the city without having to leave and go do things,” Dan said. “It’s the alternative to a hotel where you get a much richer and more fulfilling experience than kind of the standard stay at a hotel.” Fast forward a couple years and the pair has moved out of the other half of the duplex into a single family home in nearby Wauwatosa. Both units of the duplex are rented out all the time to travelers in town for weddings, funerals, on a weekend getaway from Chicago, visiting new grandchildren and working threemonth medical rotations in the area. They’ve had guests from as far away as Norway and South Korea. “On average in the summer, there’s very few days open per month,” Dan said. “From May through the end of August, it’s rare that there’s more than five or six days open per month.” The Wildes rent their units out for between $99 and $125 per night. They make an average of $2,000 per unit each month, but in the summer that jumps to $6,000. If they were renting it out to a traditional tenant, the Wildes would make about $1,900 per unit per month throughout the year. “It pays for the mortgage on the Airbnb and our mortgage on our house,” Dan said. But there are expenses. The Wildes now have two cleaning people to turn the units over after guests leave, and they got a membership to Costco to replenish supplies. “Airbnb and the guests that we get, they’re probably screened better than you would screen for a tenant anyway,” Dan said. “With Airbnb, you get to read reviews from other hosts on those guests.” The effect of Airbnb rentals on hotels in the Milwaukee market is so far unclear. But the service is growing quickly here. The company has 200 hosts in the B i zT i m e s M i l w a u k e e

A screenshot of Dan Wilde’s Milwaukee Airbnb listing.

Milwaukee market, and about 13,500 people stayed in Milwaukee via Airbnb in the 12 months ending June 30, according to Benjamin Breit, Airbnb spokesman. The number of visitors using Airbnb in Milwaukee is up 133 percent year-over year. The typical Milwaukee Airbnb host rents out a room or home 56 days per year and makes about $5,000 annually, Breit said. Cities like Chicago and New York, with higher population densities and more robust tourism, have larger user bases. In the year ended June 30, Chicago had 5,000 Airbnb hosts accepting 315,400 guests. But Indianapolis, closer in size to Milwaukee, could provide a peek into the future. It had 1,000 hosts and 20,400 guests using Airbnb in the year ended June 30, up 231 percent from last year. “I don’t see it as a major impact,” said Greg Hanis, president of Hospitality Marketers International Inc., which has a New Berlin office. “Airbnb has had a more significant impact in markets like New York. New York, Miami, Chicago, to some extent has seen some impact from Airbnb. I don’t see it as being an overall long-term impact to hotel stays.” At the same time, some of those larger cities are starting to discuss imposing regulations on the service, Hanis said. The hotel industry says Airbnb is violating the law by renting out rooms for commercial purposes and not paying city, county and room taxes on them. The units also are likely not licensed or inspected by the health department or in proper zoning, said Trisha Pugal, president and chief executive officer of the Wisconsin Hotel and Lodging Association. “Frequently, they have homeowners insurance and not business/property,” Pugal said. “A homeowners policy would

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not cover someone renting out a property for money.” “I think the Airbnb community is all waiting for (more regulation) to happen,” Dan Wilde said. “I completely understand that it’s really kind of unfair how we don’t treat it as a hotel or we’re not taxed like a hotel.” Pugal said Airbnb has a broad impact on not only municipalities and hotels, but neighbors who may not appreciate the noise and constant rotation of overnight guests. “I think, in general, it’s actually the smaller properties that are impacted the most,” she said. “The bed and breakfasts, the motels, the smaller inns. It also can have an impact on meeting business. Room blocks for conventions.” The WHLA is working on educational materials for people considering becoming Airbnb hosts, Pugal said. “A lot of people just hear that perhaps it’s an easy way to make money and they don’t realize what they should be doing and their own personal property could be vulnerable if they don’t take certain steps to protect themselves,” she said. But Hanis says several hundred more units of Airbnb would need to be added in the Milwaukee market to have a measurable impact on hotels. The concept makes sense. It can be fun for a traveler to stay somewhere different and a consumer is likely to choose a less expensive option if it’s available, but Airbnb doesn’t have some of the amenities of hotels, such as restaurants for business meetings, Hanis said. “There’s a different clientele that goes to (Airbnb), maybe more of a millennialtype market might like them, but the traditional hotel is still the basis for where people stay when they travel,” he said. n

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entrepreneurship

& family business

Growth training program a breeding ground for Future 50 winners Eight Scale Up Milwaukee alumni to receive awards

ach year for nearly three decades, the Metropolitan Milwaukee Association of Commerce has honored 50 companies in the seven-county Milwaukee region that have experienced rapid growth. And this year, eight of them are alumni of the same Milwaukee-based growth training program. Scale Up Milwaukee’s Scalerator is a six-month training program that teaches business owners how to position themselves for future growth. It’s an initiative of the Greater Milwaukee Committee and although it’s only been around for three years, it’s already making a tangible impact on business growth in the Milwaukee area. Of the 50 companies in southeastern Wisconsin honored by the MMAC in 2016 for their rapid growth, Able Access Transportation LLC, Clearpath Connections, Diamond Discs International, Hurt Electric Inc., RSP Inc., Scathain LLC, Superior Equipment & Supply Co. and ZMac Transportation Solutions all went through the Scalerator program. “We are trying to make people louder about celebrating growth,” said Elmer Moore, executive director of Scale Up Milwaukee. “We think about making the region more ambitious and growth-oriented and part of that is formalizing and enhancing the access to resources, as well as the communication, between stakeholders in the ecosystem. It’s also working directly with businesses through programs like Scalerator to train them to grow. Our approach relies on the fact that companies and stakeholders within the region will advance growth when they recognize that they all have an opportunity and capacity to encourage growth in others.” Two of the first questions Scale Up asks companies in the Scalerator program are: “What do you need to unlock growth for your organization?” and “What can you provide to generate growth?” “We’re teaching companies to operate with a mind towards growth,” Moore said. And that can manifest in many ways.

For example, when it comes to hiring, Moore said Scale Up teaches companies to seek out potential employees who will meet future needs, in addition to current needs. “What typically happens for a company with $1 million to $10 million in revenue, they identify a gap in their organization and they hire someone knowing they could’ve filled the gap months ago. They hire that person without knowing whether they’ll be an asset in the future,” he said. “Hire for growth. If you’re a $4 million company, you don’t hire someone with experience in a $4 million company. You hire someone with experience in an $8 million company.” Scale Up is built around a model developed by Daniel Isenberg, an author and founder of the Babson Entrepreneurship Ecosystem Project at Babson College in Wellesley, Massachusetts. Isenberg championed the idea of emphasizing growth and entrepreneurship among existing companies, not just startups, and creating a collaborative ecosystem of businesses in a region that are all aiming for growth and helping one another grow along the way. Surveys completed by Scalerator’s most recent group of 18 graduates indicated the companies averaged a growth rate of around 19 percent from 2014 to 2015, the year before they entered the program, Moore said. While participating in the program from October 2015 through March 2016, however, those same companies grew by around 33 percent on average. “That’s significant,” Moore said. “When we look at the aggregated numbers for the 45 companies that have gone through the program, since January of this year they have hired over 180 employees. That’s huge.” One of those participants, a company called Scátháin that makes custom furnishings with metal, wood and mirrors, has already grown by 50 percent this year and expects to grow by another 50 percent next year. Scátháin has a growing list of impressive clients, including Lambeau Field’s w w w.biztimes.com

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1919 Kitchen & Tap, Harley-Davidson Inc. and Milwaukee Tool. Right now, Scátháin is in the midst of doing work for the new Milwaukee Bucks arena and a crop of hotels opening in the area. Angie Kobernik, Scátháin’s business manager, said the Scalerator program helped the company patch up missing elements in its business strategy that would position it better for growth. For example, before going through the program, she said Scátháin wasn’t doing any marketing. “Everything we were doing was wordof-mouth,” Kobernik said. “Doing that course, it forced us to look at where we wanted to be, and that was a major tool to

get us there. It sounds goofy and ridiculous now (that they weren’t marketing), but when you’re in the middle of the mayhem of what you’re doing, it helps to have someone smack you in the head and say, ‘Hey, how about you look at the basics?’” The program has helped create relationships with other companies in the Scale Up network that have been mutually beneficial for growth. “We met this other company,” she said. “They needed to get rid of crates and we needed crates to ship (our products). And we’re getting crates for free now. Little things like that can make a world of difference.” n

Poke restaurant planned on the East Side A Milwaukee man with several years of experience managing high-end restaurants in Chicago is opening the city’s first poke restaurant on the prominent East Side corner of East North Avenue and North Oakland Avenue in November. Poke (po-kay) is a Hawaiian raw fish salad.

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Chris Leslie works on a piece in the Scátháin metal shop.

Nate Arkush, 34, has leased 1,200 square feet of space at 1806 E. North Ave., from Milwaukee developer Robert Joseph. The site was at one time occupied by the original Pizza Man restaurant. Joseph built a mixed-use development on the site that includes apartments and 6,000 square feet of commercial space following the 2010 fire that destroyed the original Pizza Man. Arkush is planning to open FreshFin Poke in the space, which will feature signature bowls, ranging in price from $8 to $13, with the choice of tuna, salmon, shrimp, vegetables or tofu, plus the option of more than 20 add-in ingredients and sauces. FreshFin will be open from 11 a.m. to 9 p.m. daily and until midnight on Friday and Saturday. Arkush plans on hiring about 10 people.

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Arkush, who has a culinary degree from Austin Community College, will also design the menu and serve as head chef.

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Arkush, who also holds a bachelor’s degree in hospitality administration and management and a MBA from DePaul University, has spent the past 10 years in management roles with Starwood Hotels & Resorts and managed Shula’s Steak House at the Sheraton Grand hotel in Chicago. Arkush said he wanted to open a restaurant and decided on the concept after touring about a dozen poke restaurants on the West Coast and falling in love with the idea.

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R U E T 50 U F AC MM ABLE ACCESS TRANSPORTATION LLC ARIES INDUSTRIES INC. BEST VERSION MEDIA BLIFFERT LUMBER & HARDWARE BRIOHN BUILDING CORP. BSI CAPRI SENIOR COMMUNITIES CLEARPATH CONNECTIONS COATES ELECTRIC CONCURRENCY CONSTRUCTION MANAGEMENT ASSOCIATES INC. CSE INC. DIAMOND DISCS INTERNATIONAL EAGLE ENTERPRISES LTD. EDGE ADVISORS LLC EQUIPS GENERAL PLASTICS INC. HANSEN REYNOLDS DICKINSON CRUEGER LLC HEALTHFUSE HURT ELECTRIC INC. HUSCO INTERNATIONAL INC. HY-BRID LIFTS INNOVATIVE SIGNS JCP CONSTRUCTION LLC KENALL MANUFACTURING PRESENTING SPONSOR

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THE FUTURE 50 PROGRAM WAS CREATED BY MMAC’S COUNCIL OF SMALL BUSINESS EXECUTIVES TO RECOGNIZE TOP LOCAL FIRMS THAT ARE GROWING IN REVENUE AND EMPLOYMENT.

WELCOME

Future 50 companies have major economic impact The 2016 Future 50 companies have combined annual revenues of $1.19 billion and employ 3,958 people in the Milwaukee area. Together, these firms are the engine driving economic growth in our region. Many of them are hiring new employees or expanding their product offerings or facilities, and more than half are bringing new income to the area – 58 percent say at least a quarter of their business comes from outside the Milwaukee region. Future 50 companies span all industries. This year, the business services, manufacturing and technology sectors make up nearly half of winners. The Future 50 Program, administered by the Metropolitan

Milwaukee Association of Commerce’s Council of Small Business Executives, highlights inspirational success stories among privately-owned businesses in the sevencounty region. Winners have been in business for at least three years and have demonstrated significant revenue and employment growth. Since Future 50 started in 1988, it has recognized 728 companies for their accomplishments. BizTimes is the program’s media partner. Help us honor this year’s recipients at the annual awards luncheon on Friday, Sept. 23, from 11 a.m. to 1:30 p.m. at the Hyatt Regency Milwaukee. For more information or to register, visit www.biztimes.com/Future50.

FUTURE 50 Leading the way

Metro Milwaukee, and all of Wisconsin, has a reputation for being slow to change. We’ve been called conservative, stodgy and risk averse. These characteristics can have both positive and negative outcomes. For example, Wisconsin is one of only two states the Pew Center has rated as a strong performer in public pension liability – the ability to meet our obligations going forward and to fulfill other legacy costs of public employment. We save for the inevitable rainy day and we tend to do what we say we will do.

But there is certainly a downside to taking fewer risks. Earlier this month, a report by the Kauffman Foundation ranked Wisconsin dead last for new business starts, a key measure of entrepreneurial activity, and metro Milwaukee ranked almost as low among major metros. Many organizations are already working on this challenge, but much more can be done to encourage, nurture and coordinate these efforts. A good place to start is with those companies that have taken the risk and are succeeding.

The 2016 Future 50 list is full of companies that took

a good idea and applied hard work, creativity and strong business management to develop businesses that are growing in both employment and revenue – some at astounding rates. So we went to the source and asked the Future 50 winners what they thought could be done to improve the entrepreneurial climate in the Milwaukee region. Common responses included:

»» Getting rid of old and outdated rules and regulations »» Providing short- and long-term tax incentives

»» Financial institutions that support small upstart businesses and entrepreneurs »» Closer connections to area universities for both ideas and talent

Sammy Mahmood, chief executive officer of Superior Equipment & Supply Co., summed it up this way: “To make Milwaukee a place where a new generation of businesses can start and thrive, we have to…attract the right staff, build connections with resources, focus on assets and having business champions, and get the right partners involved to look beyond traditional economic development stakeholders.” Great advice!

TIM SHEEHY President, Metropolitan Milwaukee Association of Commerce

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Grown locally with far-reaching impact, we congratulate this year’s Future 50 winners – including three of our own customers. Park Bank has been dedicated to forging lasting relationships with growing businesses like yours for over 100 years. We’re proud to celebrate with you as you reap the harvest of your success and look forward to supporting you as you continue to grow.

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PRESENTING SPONSOR

Congratulations to the MMAC 2016 Future 50 award honorees. We’re grateful for your contributions to the success of our region. These businesses have been able to grow in an ever-changing economic climate by the leadership of their owners, tending to their day-to-day operations while seeking what’s over the horizon. They are the visionaries who are shaping the future of our region and will leave a lasting legacy. For over 100 years, Park Bank has grown organically – building lasting relationships with business owners by supporting their vision. We’ve walked alongside them as they’ve grown and we thank them for entrusting us with their business. We can’t wait to see what’s next over the horizon.

DAVE WERNER President & CEO of Park Bank, an independent business bank established and headquartered in Milwaukee since 1915. Park Bank is an 18-year sponsor of the Future 50, founding member of COSBE and 89-year MMAC member.

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BizTimes Media supports entrepreneurship and innovation in the Milwaukee region, which is why we continue to partner with the Metropolitan Milwaukee Association of Commerce’s Council of Small Business Executives to present the Future 50 awards. We heartily congratulate the winners of the Future 50 awards, especially the three-time Master Mettle winners who have sustained their success over time. Small to mid-size companies are the lifeblood of our economy. BizTimes Media’s mission is to provide news and operational insights to business owners and executives throughout southeastern Wisconsin. It’s no wonder we write so frequently about many of these winners in the pages of our magazine, BizTimes Milwaukee, and on our website, BizTimes.com. Thank you for letting us tell your stories! The Future 50 event would not be possible without the support of our sponsors. Thank you for recognizing the vital role these growing businesses play in our region.

DAN MEYER Publisher and owner, BizTimes Media

FUTURE 50 Table of contents: Able Access Transportation LLC..................................34 Aries Industries Inc.............................................................34 Best Version Media.............................................................36 Bliffert Lumber and Hardware.......................................37 Briohn Building Corp. .......................................................38 BSI................................................................................................39 Capri Senior Communities..............................................40 ClearPath Connections.....................................................41 Coates Electric.......................................................................42 Concurrency............................................................................43 Construction Management Associates Inc. ...........43 CSE Inc. ....................................................................................44 Diamond Discs International..........................................45 Eagle Enterprises Ltd. ......................................................46 Edge Advisors LLC..............................................................47 Equips........................................................................................47 General Plastics Inc. ..........................................................48 Hansen Reynolds Dickinson Crueger LLC..............49 Healthfuse................................................................................50

Hurt Electric Inc. ..................................................................50 HUSCO International Inc. ................................................51 Hy-Brid Lifts............................................................................52 Innovative Signs....................................................................53 JCP Construction LLC........................................................54 Kenall Manufacturing.........................................................54 Kesslers Diamonds.............................................................55 Keystone Staffing Group LLC........................................56 Kowal Investment Group LLC........................................57 Krueger Communications Inc. ......................................58 Midwest Fiber Networks – CableCom LLC.............59 Midwest Insurance Group LLC......................................60 Molded Rubber and Plastic Corp. ...............................61 Newport Network Solutions Inc. .................................62 Nissen Staffing Continuum.............................................62 OwnersEdge Inc. .................................................................63 Pattyn North America Inc. ...............................................64 Repete Corp. ..........................................................................65 Roofed Right America........................................................66

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RSP Inc. ....................................................................................67 Scathain LLC...........................................................................68 Stay-Lite Lighting Inc. .......................................................69 Superior Equipment and Supply Co. ........................70 Swarming Technology.......................................................71 SWICKtech...............................................................................72 The Starr Group....................................................................73 Trans International...............................................................74 Valentine Coffee Co. ..........................................................75 Vantage Point Corp. ...........................................................75 Villani Landshapers.............................................................76 ZMac Transportation Solutions....................................77 Profiles compiled by: Alysha Schertz Photos by: Paul Gaertner of White Dog Photography

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GOLD SPONSORS Chortek is thrilled to return as a sponsor of the MMAC/COSBE Future 50 award program. It is a privilege to participate in an event that recognizes the top businesses in southeastern Wisconsin for their exceptional growth in both revenue and workforce.

Future 50 winners embody the innovative and entrepreneurial spirit needed to make the greater Milwaukee area a wonderful place to not only do business, but to live and play. At Findorff, we are grateful for the opportunity to sponsor this year’s Future 50 awards.

The team of professionals at Chortek is grateful for the opportunity to partner with business leaders. We are proud that the Accounting, Tax, Technology and M&A services we provide have helped business leaders build and protect value in their businesses and for their families.

Findorff is one of the Midwest’s leading builders, with offices in Madison and Milwaukee. Additionally, Findorff currently employs an average of 700 construction professionals and tradespeople, and completes over $450 million in construction annually. Findorff can perform a wide range of construction services, ranging from small facility repairs and interior upgrades to new construction. We provide creative and effective solutions to meet the unique needs of our clients by delivering solutions promptly, cost-effectively and with great expertise.

CONGRATULATIONS TO ALL FUTURE 50 AWARD WINNERS AND THEIR DEDICATED WORKFORCE.

As a full-service, business-oriented law firm with a long history of supporting the aspirations and achievements of growing companies, Reinhart Boerner Van Deuren is pleased to co-sponsor the MMAC/ COSBE Future 50 Awards Program. We salute this year’s winning entrepreneurs, business leaders and job creators for the critical role they play in the economic vitality of Milwaukee – including several winners we are proud to call clients. At Reinhart, we recognize the challenges and opportunities that face growing companies and organizations. From start-up and capitalization to market leadership and succession planning, we help our clients navigate regulation, secure intellectual property, expand facilities, build capacity and accelerate growth – all while developing lasting relationships. By deeply understanding the distinct attributes of each business, our attorneys deliver a combination of legal advice, business acumen and superior service perfectly matched to each client’s unique situation.

FUTURE 50 Congratulations to the 2016 Future 50 winners. Thank you for providing valuable internship opportunities for our students and exciting career opportunities for our graduates. The Future 50 awards luncheon gives UW-Parkside the chance to acknowledge the dedication and commitment of business leaders throughout our region. It also gives us the chance to introduce businesses to top talent from UW-Parkside. One reason our graduates are so well prepared is the growing number of internships offered by our business partners in southeastern Wisconsin. The opportunity to work on today’s business challenges is a key element in our students’ educational experience. More amazing women and men have graduated from UW-Parkside in the past five years than during any other five-year period in our history. That’s important to the Future 50 winners because our graduates will be there to help your companies grow.

CONGRATULATIONS TO ALL FUTURE 50 AWARD WINNERS. WE LOOK FORWARD TO WORKING WITH YOU AS WE BUILD A GREAT FUTURE TOGETHER.

WISCONSIN COLLABORATIVE INSURANCE COMPANY (WCIC) WCIC is a joint venture between Anthem Blue Cross and Blue Shield and Aurora Health Care introducing a new product offering, Well PrioritySM. With Well PrioritySM we’re connecting payer and provider – resulting in improved quality, better engagement and reduced total cost of care. Well PrioritySM is a new point-of-service product and it enables Anthem and Aurora to share best practices and streamline processes, putting members at the very center of their care so they can get healthier and save money. Well PrioritySM uses Anthem’s Blue Priority network, which offers your employees access to quality care in 130 communities in 45 Wisconsin counties. To learn more, visit wellpriority.com

WCIC IS PROUD TO SPONSOR THE FUTURE 50 PROGRAM. WE HONOR THE LEADERS WHO CONTRIBUTE SO MUCH TO OUR COMMUNITIES.

DEBBIE FORD Chancellor, University of Wisconsin-Parkside

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MASTER METTLE Master Mettle winners are a diverse group A diverse group of southeastern Wisconsin companies comprise the Master Mettle winners for the 2016 Future 50 awards presented by the Metropolitan Milwaukee Association of Commerce’s Council of Small Business Executives.

The Master Mettle winners are companies that have been named to the Future 50 three times, the maximum number allowed. In the 2016 Future 50 class, there are 13 Master Mettle winners. Unlike in some years, when a particular industry sector is dominant, the Master Mettle companies this year represent a wide variety of industries. However, five of the firms are technology-related. »» BSI, of Waukesha, designs, builds and furnishes commercial interiors.

»» Concurrency Inc., Brookfield, provides consulting and Microsoft-focused systems integration.

BY ANDREW WEILAND, staff writer

»» CSE Inc., New Berlin, is a branded merchandise agency.

»» OwnersEdge Inc., Brookfield, is a technology firm comprised of five affiliated companies.

»» Healthfuse, Milwaukee, works with hospitals to reduce costs and increase collections.

»» SWICKtech, New Berlin, is an IT management services firm.

»» Eagle Enterprises Ltd., Milwaukee, is a commercial cleaning business.

»» Stay-Lite Lighting Inc., Pewaukee, is a commercial lighting firm.

»» HUSCO International Inc., Waukesha, is a manufacturer of hydraulic and electro-hydraulic components for automotive and mobile equipment.

»» Vantage Point Corp., Kenosha, provides a variety of technology hardware procurement and solutions, technology management services, hosting services and solutions.

»» Hy-Brid Lifts, Richfield, is a manufacturer of custom equipment and all-purpose lifts.

»» Krueger Communications Inc., Elm Grove, is a provider of communication system technology solutions.

Geographically speaking, Waukesha County dominates this year’s Master Mettle winner field with nine firms. Only two (Eagle Enterprises and Healthfuse) are located in Milwaukee County. Vantage Point Corp. is located in Kenosha County and Hy-Brid Lifts is located in Washington County.

»» Nissen Staffing Continuum, Waukesha, is a staffing firm.

FUTURE 50

Commercial real estate myths abound in the M7 region, but what’s the bottom line?

Presents:

Join BizTimes Milwaukee, Marquette University’s Bell Real Estate Program and the Commercial Association of Realtors Wisconsin (CARW) for the 2016 Commercial Real Estate Development Conference. Our expert panel will debunk some of the most common myths about local commercial development – and take your questions about office, retail, industrial, hospitality and multi-family real estate. What you learn may surprise you!

(1)

Commercial Real Estate Myths

BUSTED Thursday, November 17, 2016 || 7:30 - 9:30 AM Potawatomi Hotel & Casino

(2)

(3)

(4)

(5)

Panelists so far include:

Doug Nysse (1) Principal at Arrival Partners

James T Barry III (3) President, the Barry Company

Bill Bonifas (2) Executive vice president, CBRE

Robert Monnat (4) Partner, the Mandel Group Inc.

Emcee and moderator: Dr. Mark Eppli (5) Marquette University, Robert B. Bell, Sr., chair in real estate; professor of finance

Supporting Sponsors:

Event Partners:

Partnering For Growth Reinhart salutes the 2016 Future 50 Award winners, including several we are proud to call clients. As a law firm partner that helps drive growth and innovation, Reinhart delivers business solutions for your legal needs by combining a client-driven approach with intelligent, creative advice.

reinhartlaw.com Milwaukee

Madison

Waukesha

414.298.1000 Rockford

Chicago

Phoenix

Denver

A STATISTICAL LOOK AT THE 2016 FUTURE 50 APPROXIMATE CURRENT EMPLOYMENT Wholesale Trade

Manufacturing

Finance/Real Estate/Insurance

10 - 14

Technology

MAJOR BUSINESS OF 2016 FUTURE 50

Other Services

Construction

$2 - 5 million

10 10 10

$5 - 10 million $10 - 25 million $25 - 50 million

$50 + million

35 - 49

50 - 74

75 - 99

100 - 199

4 200 +

Washington

Kenosha Racine

COMBINED TOTAL EMPLOYMENT 2013 3,042 Employees

20 - 34

COUNTY LOCATION

$1 - 2 million

15 - 19

FUTURE 50 APPROXIMATE ANNUAL REVENUE RANGE

Milwaukee

Waukesha

Ozaukee / Walworth

COMBINED TOTAL REVENUE

2014 3,500 Employees

2015 3,958 Employees

15%

2016 (Projected) 4,495 Employees

13%

2013 $888,272,430

2014 $1,017,018,667

14%

2015 $1,191,056,183

14%

Growth over previous year

17%

2016 (Projected) $1,382,200,970

16%

Increase over previous year

YEAR COMPANY WAS FOUNDED

YEARS HONORED AS A FUTURE 50 C0MPANY

Prior to 1986

1986 - 1991

1992 - 1997

1998 - 2003

2004 - 2009

2010 - 2013

1st Time

2nd Time

3rd Time

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Ready for the next step in your career? UW-Parkside offers convenient and affordable professional development and degree programs created with the working adult in mind.

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Future 50

FIRST YEAR WINNER

Able Access Transportation LLC 2620 W. Silver Spring Drive, Milwaukee • www.ableaccesstransportation.com YEAR FOUNDED: 2001 PRODUCT OR SERVICE OFFERED: Non-emergency medical and paratransit service for individuals who are unable to safely transport themselves PRESIDENT: Steven Tipton, partner VICE PRESIDENT: Annette Tipton, partner PROJECTED 2016 REVENUE: $2.75 million TARGET CLIENTELE: Governmental agencies who require transportation services for their clientele. BUSINESS ORGANIZATION MEMBERSHIPS: MMAC, African American Chamber of Commerce

What has fueled your company’s growth? “Targeted long-term contracts that allow us to focus our business on stable opportunities. With these contracts, we can provide our clientele a value-added service.”

What is the biggest obstacle to your company’s growth? “The ability to find the appropriate entry level labor force to continue service growth. The transportation industry is one that has a tremendous amount of employee turnover. We plan to implement an innovative employee retention program in the near future.”

Who are the business people you admire and why? “We admire entrepreneurs who have the tenacity and dedi-

THE ABLE ACCESS TRANSPORTATION TEAM

cation to start and grow businesses. This is exciting to us. We enjoy working with and learning from these entrepreneurs.”

to the older population.”

What is the outlook for your industry?

What is your company’s most important growth strategy?

“Our industry is growing as the baby boomers continue to retire. This allows our business to provide a much needed service

“We are focused on steady and stable growth that allows us to implement new opportunities successfully.”

FIRST YEAR WINNER

Aries Industries Inc. 550 Elizabeth St., Waukesha • www.ariesindustries.com YEAR FOUNDED: 1985

PRESIDENT & CEO: Nick Kroll

challenge. We rely on skilled engineers and electronics technicians to assemble and repair our equipment. We need to constantly develop a pipeline of skilled electronics talent in the interest of supporting our planned growth.”

TARGET CLIENTELE: Municipalities and contractors performing pipeline inspection and trenchless pipe rehabilitation.

Do you plan to make any changes to your company?

PRODUCT OR SERVICE OFFERED: Rugged and reliable inspection and rehabilitation equipment for underground infrastructure professionals. Aries products include video cameras and inspection systems; cutting, lining and grouting equipment; and custom vehicles. Additionally, Aries Industries Inc. is an innovative leader in the manufacturing of closed circuit TV inspection and rehabilitation equipment in underground infrastructure and environmental applications.

“Aries has implemented many changes since there was a CEO change in 2011. These changes included the implementation of a new ERP system, the adoption of LEAN manufacturing, new processes implemented to ensure excellence in customer satisfaction, and new product developments. In addition to upgraded TV inspection technology, Aries has introduced several new pipe rehabilitation technologies to North America. These technologies have been widely accepted to assist in trenchless pipe repairs. Aries has built an excellent team of people focused on “building customers for life through service and reliability excellence.”

“Our most profound changes have already been implemented. Now, we plan to continue to execute on the course we have NICK KROLL set for the organization. Continued new product development and introduction is critical. Additionally, we have plans to expand our presence globally. We see developing countries as an opportunity for us as they begin to inspect and rehabilitate their underground pipeline infrastructure. We foresee opportunity to acquire some foreign operations to globally expand our growth and some complementary technologies.”

What is the biggest obstacle to your company’s growth?

What is the outlook for your industry?

“Recruiting and securing good technical people is an ongoing

“Our primary industries are sewer and water. The outlook for

What has fueled your company’s growth?

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these industries is strong. Water is becoming a precious resource globally. As the world’s population continues to grow, more and more stress is placed on water and the infrastructure that supports it. North America alone has many millions of miles of sewer and water pipeline that is more than 100 years old and in a state of disrepair. It needs to be replaced or rehabilitated. Trenchless rehabilitation is a non-invasive and less expensive alternative to digging up pipe.”

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Introducing Well Priority

A new health plan with more personalized care and more ways to lower costs here in Wisconsin.

Getting healthy and staying well — it’s on everyone’s priority list, right? But turning good intentions into positive actions that achieve results sometimes take a fresh approach. Well, we’ve got a plan to do just that. Well Priority — a new health plan for Wisconsin residents. It’s offered by the Wisconsin Collaborative Insurance Company, a joint venture between Anthem Blue Cross and Blue Shield (Anthem) and Aurora Health Care (Aurora). It enables Anthem and Aurora to share best practices and streamline processes, putting members at the very center of their care so they can get healthier and save money.

Our top priorities include easy access to care, living well and lowering costs

Large network Our network includes 13 of the state’s leading health systems that rank as the most efficient with the highest quality of care in the state.

Away from home care

Health and wellness programs

The personal touch

When traveling, members can get care through the BlueCard® plan*.

40+ health and wellness programs help members get healthy and stay well.

Members get around-the-clock care via 24/7 NurseLine, LiveHealth Online telehealth services and more.

Well Priority. An innovative approach for a higher level of quality care.

Coordinated care

Lower overall cost

Integrated network, provider coordination, and electronic health records help ensure coordinated care and avoid duplication.

Efficient care management and diverse wellness programs result in healthier members, lower costs and greater savings.

To learn more, contact your broker, Anthem sales representative or visit wellpriority.com

*Blue Cross Blue Shield website: BlueCard program® (accessed June 2016): bsbc.com Anthem Blue Cross and Blue Shield is the trade name of Blue Cross Blue Shield of Wisconsin (BCBSWi), Compcare Health Services Insurance Corporation (Compcare) and Wisconsin Collaborative Insurance Company (WCIC). BCBSWi underwrites or administers PPO and indemnity policies and underwrites the out of network benefits in POS policies offered by Compcare or WCIC; Compcare underwrites or administers HMO or POS policies; WCIC underwrites or administers Well Priority HMO or POS policies. Independent licensees of the Blue Cross and Blue Shield Association. ANTHEM is a registered trademark of Anthem Insurance Companies, Inc. The Blue Cross and Blue Shield names and symbols are registered marks of the Blue Cross and Blue Shield Association. Well Priority is a service mark of WCIC. ©2005. 2016 copyright of Anthem Insurance Companies, Inc. Serving Colorado, Connecticut, Georgia, Indiana, Kentucky, Maine, Missouri (excluding 30 counties in the Kansas City area), Nevada, New Hampshire, Ohio, Virginia (excluding the Northern Virginia suburbs of Washington, D.C.), and Wisconsin. 62121WIEENABS 08/16

Future 50

SECOND YEAR WINNER

Best Version Media 19355 Janacek Court, Brookfield • www.bestversionmedia.com YEAR FOUNDED: 2007 PRODUCT OR SERVICE OFFERED: Media, niche magazines, professional services OWNERS & FOUNDERS: Dave Durand, chief executive officer; Pete Ericksen, chief operations officer; Paul Lubinski, chief production officer PROJECTED 2016 REVENUE: Not disclosed TARGET CLIENTELE: Small, medium and large businesses looking to target an affluent and influential audience.

What has fueled your company’s growth? “Scaling model, a strong culture, a high-quality product, and a commitment to innovation.”

What is the biggest obstacle to your company’s growth? “Government taxes and regulations are always the largest obstacle to any strong business. The rest is all fair market and economic fun.”

Do you plan to make any changes to your company? “Yes we are. We’re planning to continue to open new markets worldwide, develop new products and services, and continue to add technology and resources to the business.”

Who are the business people you admire and why? “Richard Branson, because he is fair and Jose Delgado, because he built a business on virtue.”

DAVID DURAND

What is the outlook for your industry?

What is your company’s most important growth strategy?

“The future of niche magazines is not universally aligned. Therefore, the ‘industry’ is fragmented. Those who adapt will grow handsomely; the rest will die a slow death.”

“Strong internal culture based on the virtue of the individuals we work with. All things good are an extension of that, including innovation and efficiency.”

Congratulations! from the strategic partners behind

Best Version Media

10Ways

to Take Ownership of your Future... & Where to Start

Do you believe that there is wealth in connections?

Your team at Town Bank wishes you continued growth and success. Congratulations on your achievement!

What is the best gift you can give? Jump start your day and find these answers as futurist David Zach shows you how to create true wealth in your life and career. Find out how relationship building, investment in your community and curiosity can get you where you want to be. Breakfast, conversation, a UPAF Member Group Performance and lots of door prizes! This is not your average ‘networking’ event.

Wednesday, Oct. 12, 2016

Westmoor Country Club 400 S Moorland Rd, Brookfield 7 a.m. Registration 7:30 a.m. Breakfast and Roundtable Networking 8 a.m. Program

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Cost is $15 per person, or bring a friend and get two registrations for $20. Please register online by Oct. 4 at bit.ly/10Ways2016 For questions, contact Isabelle Koenig at ikoenig@upaf.org. This event is generously sponsored by

(4 14 ) 273-3507 • W W W. TO W NBA N K. US

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Media Sponsor

Future 50

SECOND YEAR WINNER

Bliffert Lumber & Hardware 1014 E. Chambers St., Milwaukee • www.bliffertlumber.com YEAR FOUNDED: 1904 PRODUCT OR SERVICE OFFERED: Lumber, building supplies, hardware and millwork through a mix of traditional industrial lumberyards, new construction yards and a neighborhood hardware store. VICE PRESIDENT: Eli Bliffert PROJECTED 2016 REVENUE: $70 million TARGET CLIENTELE: Builders, industrial consumers, property maintenance companies, homeowners and anyone with lumber or hardware needs of any size.

What has fueled your company’s growth? “We’re comfortable pushing into new markets and investing in our expansion. Through consolidation with our competitors, we have brought several unique businesses into the Bliffert family and we now have the ability to serve every type of client. We have traditional industrial yards, new construction yards and a neighborhood hardware store. Since 2004, we’ve expanded from two lumber yards and 20 employees to eight locations and 150 employees.”

What is the biggest obstacle to your company’s growth? “The ability for people to purchase almost anything online can be a threat to any retail establishment. But many of our customers tend to prefer the customer service and insight provided by our staff members over the ease of purchasing some-

ELI BLIFFERT

thing online. Our diverse offerings also really help us out in this regard. Chances are that someone with a substantial project will stop at their local Bliffert location rather than try to order their material online or take their chances at a big box store. By getting to know our customers, we can provide a very different sort of experience.”

What is the outlook for your industry? “The outlook remains positive. Construction activity is picking up and further improvements are expected.”

Congratulations! from the strategic partners behind

Bliffert Lumber & Hardware Meissner Tierney Fisher & Nichols S.C. wishes you continued growth and success. Congratulations on your achievement! MEISSNER TIERNEY FISHER & NICHOLS S.C. Randal Brotherhood (414) 273-1300 WWW.MTFN.COM

Congratulations Bliffert Lumber & Hardware on a well deserved award. WKMR is honored to be your business partner.

What is your company’s most important growth strategy? “Our strategy is simple, and that’s to continue providing a better experience for our customers. Bliffert Lumber & Fuel Co. operates in eight locations and each serves a unique need in our community. This also gives us a good deal of leverage: if someone needs a product or service that’s not available at their neighborhood store or yard, we can easily remedy that by calling one of our other locations.”

Congratulations to all the 2016 Future 50 Award Winners! Diversified is honored to strategically partner with following client organizations and celebrate their great successes: • • • • •

Aries Industries, Inc. CSE, Inc. Hansen Reynolds Dickinson Crueger LLC Kesslers Diamonds Trans International

We are passionate about providing clients with high value products, services, tools and education in the areas of Employee Benefits, Commercial Property & Casualty, 401k, Human Resources, Personal Insurance, Executive Benefits and Risk Management/Safety. To feel the love we have for insurance and HR -- and our clients -- contact us today.

WINTER, KLOMAN, MOTER & REPP. S.C. (262) 797-9050 WWW.WKMR.COM

P: 262.439.4700 w w w.biztimes.com

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www.div-ins.com 37

Future 50

SECOND YEAR WINNER

Briohn Building Corp. 3885 N. Brookfield Road, Brookfield • www.briohn.com YEAR FOUNDED: 1979 PRODUCT OR SERVICE OFFERED: Full-service design/build construction company with in-house architecture, interior design, general contracting, structural engineering, property management and development capabilities CEO: Nelson Williams LEADERSHIP TEAM: Breann Mila, partner; Mike Wentz, chief financial officer; Dom Ferrante, director of architecture; Cary Bilicki, vice president; Mike Byrne, vice president; Bob Goehner, vice president PROJECTED 2016 REVENUE: $50 million TARGET CLIENTELE: Briohn works with businesses in the manufacturing, distribution, printing, retail, hospitality, restaurant, office, health care and fitness sectors. Design and build services for new buildings, remodels and additions across the Midwest BUSINESS ORGANIZATION MEMBERSHIPS: CARW, NAIOP, AGC of Greater Wisconsin, United Way, UPAF

What has fueled your company’s growth? “Our firm has had the good fortune of working with a number of growing businesses that are investing in their future. Our growth is attributable to their confidence in us, and the dedication and expertise of our team of employees to earn this confidence.”

What is the biggest obstacle to your company’s growth? “We operate in a competitive environment with a number

THE BRIOHN BUILDING CORP. TEAM

of other qualified firms. To continue our growth, we have to continue to provide the outstanding design and construction solutions that our clients need, and to attract and retain the top tier of architectural, engineering and construction professionals that allow us to service these clients. Presently the confluence of low interest rates, high demand and shortage of existing inventory of buildings helps to fuel this continued growth.”

Do you plan to make any changes to your company? “We are always looking to grow our talented team. We are currently looking for a senior project manager and construction

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estimator. We anticipate a major ERP system upgrade in 2017.”

What is the outlook for your industry? “Strong. Construction is a great career, and fortunately we are experiencing a great deal of demand in the commercial, industrial and retail markets.”

What is your company’s most important growth strategy? “We continue to seek talented team members to help us deliver our outstanding design/build construction solutions to more customers. So our growth will be fueled by hiring great people and finding more great clients.”

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Future 50

MASTER METTLE WINNER

BSI W222 N630 Cheaney Road, Waukesha • www.BuildingService.com YEAR FOUNDED: 1947 PRODUCT OR SERVICE OFFERED: Our in-house experts design, build and furnish commercial interiors, with expertise in corporate, health care, learning and hospitality environments. CEO: James Kuehn LEADERSHIP TEAM: Ralph Kuehn, chairman of the board; Peter Kordus, president and chief operating officer; James Macejkovic, executive vice president and chief information officer; Roger Daniels, senior vice president of architecture & design PROJECTED 2016 REVENUE: $60 million TARGET CLIENTELE: Corporate, health care, learning and hospitality environments.

What has fueled your company’s growth? “Our people, our process and our products. Our in-house design, build, furnish process allows our clients to remain focused on their business while we build or renovate their facility. Our comprehensive approach streamlines communication and is quicker, more economical and very high-quality. Our clients find value in BSI’s 10 principles of ‘Productivity Based Design,’ which we use to design spaces that increase collaboration, innovation and productivity. The ease of doing business with BSI keeps clients coming back and referring us to friends and associates. BSI’s people-focused company culture has allowed us

to build a highly engaged, experienced team. Clients value our knowledge, expertise and long-term relationships.”

What is the biggest obstacle to your company’s growth? “Skilled labor and the continual evolution of office environments. There is an overall shortage (in the Milwaukee market) of skilled craftsmen to work in our field operations. To PETER KORDUS, JIM MACEJKOVIC, RALPH KUEHN, JIM KUEHN AND ROGER DANIELS support our client demand for quick, high-quality projects, we have a growing need for carpenters, painters, floor coverers, Do you plan to make any changes to your company? electricians, laborers, furniture installers and service personnel. This is an industry-wide issue as less young people are “Recently we’ve added in-house audiovisual capabilities. choosing to enter apprenticeship programs and the trades. We believe that there is enormous growth potential in this Additionally, the rapid changes taking place in today’s offices division, which provides: video conferencing and collaboradue to the evolution of technology and also the demographics tion tools, public address and mass notification products, of the workforce have forever changed the workplace. Elecpresentation systems, digital signage, automation and contronic tools give employees options as to where, when and how trol systems, security systems, energy management systems they work.” and more.”

Congratulations! from the strategic partners behind

BSI PRESENTS THE THIRD ANNUAL:

SitOnIt Seating & IDEON congratulates BSI on being named a 2016 Future 50 Winning Company!

2016

Thursday, November 3, 2016 || 7:30 - 9:30 am Potawatomi Hotel & Casino

SITONIT SEATING & IDEON

PLATINUM SPONSORS:

GOLD SPONSOR:

EVENT PARTNER:

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Future 50

FIRST YEAR WINNER

Capri Senior Communities 20711 Watertown Road, Suite A, Waukesha • www.capricommunities.com YEAR FOUNDED: 1991 PRODUCT OR SERVICE OFFERED: Capri Senior Communities operates communities that provide for an active lifestyle for seniors who desire to be a part of a community. They include age-restricted apartment communities, assisted living communities and memory care facilities that encourage active lifestyles and provide several amenities. FOUNDER & PRINCIPAL: James Tarantino PROJECTED 2016 REVENUE: $33 million

What has fueled your company’s growth? “Adapting our business model to meet the changing needs of our residents has fueled our growth. For example, the conversion of apartment communities to offer assisted living services that will facilitate the delivery of supportive and health care services to our residents aging in their homes. We also created the Casetta Apartments, a four unit independent living facility with individual living spaces and gathering spaces for residents. Additionally, we’ve grown with the help of a diversely talented group of company leaders and employees committed to the residents and families we serve. We’ve grown alongside our strategic partners and vendors who’ve assisted us in planning, building and operating our communities, and we’ve also benefited from reasonably priced capital and long-term financing to build our communities.”

What is the biggest obstacle to your company’s growth? “The ability to recruit and retain people in the labor market who share our mission of providing care and services to our residents and the ability of our residents to afford the cost of their specialized care as they age. We have the ability to absorb govALLISON PUTLAND, ANDY LANGE, KAREN DOERING, JIM TARANTINO, JENNIFER KESSEL, KRISTIN FERGE AND GLEN CHOBAN ernmental reimbursement reductions on behalf of our residents so they will not be required to move at the most vulnerable time of their lives.” health care providers that expand the service options available to our residents. We also plan to expand our market area and Do you plan to make any changes to your company? increase the number of communities under management.” “The changes Capri Senior Communities is planning include: What is your company’s most important growth strategy? the expansion of electronic medical records and other uses for technology to increase efficiency and expand resident “Expanding our relationships with health care providers and services; and continue to develop strategic relationships with becoming an option for people using the health care systems.”

Congratulations! from the strategic partners behind

Capri Senior Communities Congratulations Capri Senior Communities! North Shore Bank salutes your success in serving our area’s seniors. North Shore Bank

FUTURE 50 MM

PRESENTING SPONSOR

ORDER YOUR REPRINTS!

AC • COSBE

ABLE ACCESS TRANSPORTATION LLC ARIES INDUSTRIES, INC. BEST VERSION MEDIA BLIFFERT LUMBER & HARDWARE BRIOHN BUILDING CORPORATION BSI CAPRI SENIOR COMMUNITIES CLEARPATH CONNECTIONS COATES ELECTRIC CONCURRENCY CONSTRUCTION MANAGEMENT ASSOCIATES, INC. CSE, INC. DIAMOND DISCS INTERNATIONAL EAGLE ENTERPRISES LTD. EDGE ADVISORS LLC EQUIPS GENERAL PLASTICS, INC. HANSEN REYNOLDS DICKINSON CRUEGER LLC HEALTHFUSE HURT ELECTRIC, INC. HUSCO INTERNATIONAL, INC. HY-BRID LIFTS INNOVATIVE SIGNS JCP CONSTRUCTION LLC KENALL MANUFACTURING

KESSLERS DIAMONDS KEYSTONE STAFFING GROUP LLC KOWAL INVESTMENT GROUP LLC KRUEGER COMMUNICATIONS, INC. MIDWEST FIBER NETWORKS / CABLECOM LLC MIDWEST INSURANCE GROUP LLC MOLDED RUBBER AND PLASTIC CORP. (MRPC) NEWPORT NETWORK SOLUTIONS, INC. NISSEN STAFFING CONTINUUM OWNERSEDGE, INC. PATTYN NORTH AMERICA, INC. REPETE CORPORATION ROOFED RIGHT AMERICA RSP, INC. SCATHAIN LLC STAY-LITE LIGHTING, INC. SUPERIOR EQUIPMENT & SUPPLY CO. SWARMING TECHNOLOGY SWICKTECH THE STARR GROUP TRANS INTERNATIONAL VALENTINE COFFEE CO. VANTAGE POINT CORPORATION VILLANI LANDSHAPERS ZMAC TRANSPORTATION SOLUTIONS GOLD SPONSOR

MEDIA PARTNER

(262) 785-1600 • NORTHSHOREBANK.COM THE FUTURE 50 PROGRAM WAS CREATED BY MMAC’S COUNCIL OF SMALL BUSINESS EXECUTIVES TO RECOGNIZE TOP LOCAL FIRMS THAT ARE GROWING IN REVENUE AND EMPLOYMENT.

We are proud to support Capri Senior Communities and Jim Tarantino in their continued growth and success. The Schroeder Group, S.C., Attorneys at Law JOHN YENTZ (262) 798-8220 • WWW.TSGLAW.COM

Awards, cover stories, special reports, advertisements, feature stories, whatever your interests may be. We’ll provide reprints of any published material.

Congratulations Capri Senior Communities! WKMR is honored to be your business partner and applaud your outstanding success.

Winter, Kloman, Moter & Repp, S.C. (262) 797-9050 • WWW.WKMR.COM

B i zT i m e s M i l w a u k e e

Call 414-336-7128 today and allow our reprint coordinator to assist you with some proven marketing ideas.

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Future 50

SECOND YEAR WINNER

ClearPath Connections 1251 E. Wisconsin Ave., Suite B, Pewaukee • www.clearpathconnections.com YEAR FOUNDED: 2010 PRODUCT OR SERVICE OFFERED: Provider of integrated communications, connectivity infrastructure, structured cabling, situational awareness, life safety and access control solutions. PRESIDENT: Jeff Tschurwald LEADERSHIP TEAM: Jim Denor, EVP; Chad Willman, systems design; Deb Tschurwald, marketing manager

Today, the relatively strong economic conditions in our market are allowing companies to invest resources back into facilities and growth.”

What is the biggest obstacle to your company’s growth?

PROJECTED 2016 REVENUE: $6 million+

“Talent sourcing—finding highquality, skilled individuals with character to join our team.”

What has fueled your company’s growth? “Over the past five years, ClearPath has grown through a combination of organic growth and key, targeted acquisitions. Our 2015 acquisition of CremerTech has been hugely successful as we continue to integrate our two cultures, processes and of course, people. Over the years, other acquisitions added important talent to our team and additional solutions that our customers now view as indispensable. To successfully grow, we have fostered a sales-based culture, combined with an intense focus on integrated solutions and customer satisfaction. There is a strategic advantage in linking many of the technologies we represent. Customers find that bringing ClearPath in at the planning phase of a project results in better outcomes. This helps us foster long-term relationships with many clients.

Do you plan to make any changes to your company? “The entire ClearPath team THE CLEARPATH CONNECTIONS TEAM constantly reviews new technologies and solutions that fit into our portfolio of how we help our customers. We regularly review our complete mix of benefits for our team to make sure that we are offering not just a great place to work, but a great company to work for. Finally, we continue to look for and consider acquisitions of companies that will complement our portfolio of products and services.”

What is your company’s most important growth strategy? “Our goal is much like that of our customers: utilize today’s

rapidly changing technology, from both the administrative and customer-facing perspectives, to understand and follow best practices in everything we do. Finally, infuse all that we do with the golden rule, knowing that treating our customers, co-workers and suppliers as we would like to be treated makes ClearPath a better company and citizen.”

CONGRATULATIONS TO OUR STRATEGIC PARTNERS Aries Industries, Inc. Best Version Media Capri Senior Communities ClearPath Connections CSE, Inc. General Plastics, Inc.

Molded Rubber & Plastic Corp. Pattyn North America, Inc. RSP, Inc. Stay-Lite Lighting, Inc. SWICKtech Villani Landshapers

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Future 50

FIRST YEAR WINNER

Coates Electric 21675 Doral Road, Suite B, Waukesha • www.coateselec.com YEAR FOUNDED: 2009 PRODUCT OR SERVICE OFFERED: Full-service licensed electrical contractor serving customers in commercial, medical, institutional, residential and industrial sectors in and around southeastern Wisconsin. OWNER: Brody Coates PROJECTED 2016 REVENUE: Not disclosed TARGET CLIENTELE: Commercial, medical, institutional, residential, multi-tenant and industrial business and general contractors in southeastern Wisconsin.

What has fueled your company’s growth? “Customer relationships and adaptability have fueled our growth. We continue to strive to exceed our existing and new clients’ needs in the safest, most cost-effective and efficient way possible. Being able to adapt to customer needs, regulatory changes and technology enhancements has allowed us to maintain efficiency. Implementing standardized processes to ensure a consistent outcome. We pride ourselves on professionalism, ethical standards and commitment to quality.”

What is the biggest obstacle to your company’s growth? “Managing growth. In the past, we had struggled with finding the right team members to support our growing business. We are fortunate now to have secured some great individuals that are dedicated to the company’s mission and vision.”

Do you plan to make any changes to your company? “We are constantly changing to adapt to more efficient, cost-effective and safer procedures to remain competitive in our industry. This allows our employees to utilize the best equipment and techniques to provide our customers with the best overall experience.”

Who are the business people you admire and why? “All business owners, for the hard work and sacrifices they make.”

BRODY COATES

What is your company’s most important growth strategy?

What is the outlook for your industry? “Southeastern Wisconsin is seeing a significant growth in the construction industry and is expected to see that growth continue in upcoming years. Coates Electric has a strong backlog of work and continues to increase its workload by obtaining new customers while also retaining existing customers.”

New overtime rules – changing work environments and pay. Employers, are you ready?

“A focus on our employees. One person can only take a company so far and then you need a cohesive team to take it to the next level. Through innovative thinking, understanding and communicating customer needs, Coates Electric’s team assures customer projects are being completed on time and within budget. Having a team with these same goals is what continues to fuel the company’s growth.”

Congratulations! from the strategic partners behind

Coates Electric Congratulations to Coates Electric. We are proud to be a partner in your success.

KONTNEY COMPUTER GROUP

On Tuesday, May 17, the Department of Labor announced new rules on overtime pay, thereby raising the salary level at which employers are required to pay overtime. These changes impact the majority of profit and non-profit organizations, and the DOL estimates that 4.2 million U.S. workers who are currently exempt will now be eligible for overtime compensation. Employers are required to implement these changes by December 1, 2016. For a summary of the new rules and a copy of our webinar replay addressing these changes, implementation strategies and much more, please visit www.dkattorneys.com/newexemptionrules or contact Laurie E. Meyer at 414.225.1419 / laurie.meyer@dkattorneys.com of our Labor & Employment Team.

Kyle Kontney ( 2 6 2 ) 6 6 2 - 0 8 1 1 • W W W.K ON T N EY.C OM

BROOKFIELD | GREEN BAY | MILWAUKEE

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Future 50

MASTER METTLE WINNER

Concurrency Inc. 13600 Bishops Court, Brookfield • www.concurrency.com YEAR FOUNDED: 1989 PRODUCT OR SERVICE OFFERED: Business consulting and Microsoft-focused systems integration PROJECTED 2016 REVENUE: $26.5 million TARGET CLIENTELE: Medium, large and enterprise-size businesses in Wisconsin, Illinois, Minnesota and Indiana BUSINESS ORGANIZATION MEMBERSHIPS: PMI, ISACA, AIIM & IAMCP

What has fueled your company’s growth? “Best-in-class consultants, event marketing, close Microsoft partnership and long-term satisfied customers.”

What is the biggest obstacle to your company’s growth? “Finding top talent.” JAMES SAVAGE

Do you plan to make any changes to your company? “We recently moved our headquarters from northwest Brookfield to a large, technology-centric building the company purchased in Brookfield’s Bishops Woods office park.”

What is the outlook for your industry?

Who are the business people you admire and why?

What is your company’s most important growth strategy?

“Bill Gates and Steve Jobs, for their vision, tenacity and perseverance.”

“Partnering long-term with customers and guiding them along their digital transformations.”

“Positive growth, continuing the transition of IT to the cloud.”

SECOND YEAR WINNER

Construction Management Associates Inc. 4015 80th St., Kenosha • www.cmaofwi.com YEAR FOUNDED: 1991 PRODUCT OR SERVICE OFFERED: General contractor for multi-family and commercial properties CEO: Steve Mills LEADERSHIP TEAM: S.R. Mills, president; Jonah Hetland, COO; Michael Bowe, CFO PROJECTED 2016 REVENUE: $50 million TARGET CLIENTELE: Developers, apartment building owners, commercial property managers BUSINESS ORGANIZATION MEMBERSHIPS: KABA

What has fueled your company’s growth? “Our ability to exceed expectations and provide a quality project on time and within budget, which has rewarded us with repeat clients and many referrals.”

What is the biggest obstacle to your company’s growth? “Finding talented project managers and superintendents.”

What is the outlook for your industry? “I feel the outlook is very promising, especially for future

S.R. MILLS, JOHN REINHART AND JONAH HETLAND

apartment building growth. We consider this our specialty and have a very large pipeline in multiple states.”

What is your company’s most important growth strategy? “Our focus is on establishing relationships and obtaining referrals by over-performing for our clients on all of our projects.”

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Future 50

MASTER METTLE WINNER

CSE Inc. 5400 S. Westridge Drive, New Berlin • www.cseideas.com YEAR FOUNDED: 1979 PRODUCT OR SERVICE OFFERED: Branded merchandise agency specializing in being a one-stop shop for the online fulfillment of promotional merchandise, uniform, recognition, name badge and banner/POS programs.

Do you plan to make any changes to your company? “Yes, we plan to continue to invest in our I.T. infrastructure, and add ‘heat seal’ as an additional manufacturing/service option. We also plan to earn ISO 14001 certification and continue to add more employees.”

PRESIDENT & CEO: Tom Savio LEADERSHIP TEAM: Charles Caliendo, CIO; Jeff Arndt, CFO; Mark Ziskind, COO PROJECTED 2016 REVENUE: $50.6 million TARGET CLIENTELE: Fortune 1000 companies BUSINESS ORGANIZATION MEMBERSHIPS: Advertising Specialty Institute, Legacy Buying Group, Embroidery Trade Association, Promotional Products Association of Wisconsin, Facilis Group, Waukesha County Business Alliance

What has fueled your company’s growth? “The main factors fueling our growth are a passion for delivering exceptional service, an unparalleled commitment to creativity, an uncompromising commitment to quality and operating with an ‘of course we can’ attitude.”

What is the biggest obstacle to your company’s growth? “Finding quality people with the desire, drive and passion to continually exceed client expectations.”

Who are the business people you admire and why? “Travis Kalanick and Garrett Camp of Uber, for dramatically changing the rules in a mature industry; Reed Hastings of Netflix, for continuing to evolve his company and not only TOM SAVIO changing the entertainment industry, but also changing the way entertainment is consumed; and Elon Musk, for his vision.”

What is the outlook for your industry? “We believe CSE will continue to outpace industry growth,

CLOSE-KNIT RELATIONSHIPS

which is forecasted to be a positive 3 to 5 percent.”

What is your company’s most important growth strategy? “Continue to deliver exceptional service, customized solutions and be the most creative agency in the industry!”

SCALABLE SOLUTIONS THE BANK FOR BUSINESS At PNC, we take a different approach to banking because we’re a different type of bank. Our local insights, combined with our large-scale resources, allow us to provide our clients with a broader range of thinking toward any challenge, big or small. The heart of our approach lies in our collaboration across capabilities, because we know that merging ideas can lead to more meaningful solutions for small businesses and large corporations alike. And it’s this diverse thinking that allows us to help with all your financial needs, from banking and asset management to personal investments and wealth. It’s why we’re the bank for business. Learn more at pnc.com/cib or contact Chris Goller, Regional President, at chris.goller@pnc.com. CAPITAL MARKETS | CORPORATE AND SMALL BUSINESS BANKING INSTITUTIONAL ASSET MANAGEMENT | M&A ADVISORY PNC is a registered mark of The PNC Financial Services Group, Inc. (“PNC”). Bank deposit, treasury management and lending products and services, and investment and wealth management and fiduciary services, are provided by PNC Bank, National Association (“PNC Bank”), a wholly owned subsidiary of PNC and Member FDIC. PNC uses the marketing name PNC Institutional Asset ManagementSM for various discretionary and non-discretionary institutional investment activities conducted by PNC Bank, and investment management activities conducted by PNC Capital Advisors, LLC, a registered investment adviser. PNC does not provide services in any jurisdiction in which it is not authorized to conduct business. ©2016 The PNC Financial Services Group, Inc. All rights reserved.

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CIB ENT PDF 0816-088-352003

Future 50

SECOND YEAR WINNER

Diamond Discs International 8530 West National Ave., West Allis • www.diamonddiscs.net YEAR FOUNDED: 2007 PRODUCT OR SERVICE OFFERED: Multi-faceted distributor, light manufacturer and wholesaler of construction tools specializing in professional-grade, diamond-edged cutting tools, power gas saws, handheld power tools and safety equipment. PRESIDENT & OWNER: Ugo Nwagbarocha PROJECTED 2016 REVENUE: $5 million TARGET CLIENTELE: Road-building firms, utility contractors, professional concrete-cutting firms, asphalt-paving firms, public works departments, transportation departments, general construction firms, municipalities, marble and granite fabrication firms, masonry contractors, tile contractors. BUSINESS ORGANIZATION MEMBERSHIPS: Metropolitan Milwaukee Association of Commerce, Greater Milwaukee Committee, The Business Council, National Association of Minority Contractors – Wisconsin, African American Chamber of Commerce – Wisconsin, Wisconsin Underground Contractors Association, Wisconsin Concrete Pavement Association, Wisconsin Transportation Builder’s Association, Scale Up Milwaukee, Better Business Bureau - Wisconsin

dedicated the resources and efforts to innovatively provide the highest levels of value to our long-term business client relationships, aiding in our clients’ long-term success.”

Do you plan to make any changes to your company? “Due to record growth and expansion, our firm is in the process of evaluation and acquisition of a larger commercial real estate property in the greater Milwaukee area for Diamond Discs International’s new global UGO NWAGBARAOCHA headquarters. Our strategic goal is to directly or indirectly create at least 20 to 30 new employment opportunities in the greater Milwaukee area over the next two to three years after the acquisition of a new headquarters.”

What has fueled your company’s growth?

Who are the business people you admire and why?

“Direction, dedication and innovation. We have executed strategic initiatives that have established Diamond Discs International’s value to the infrastructure/construction industry. As a national industry leader, Diamond Discs International has

“Cory Nettles, president of Generation Growth Capital, for his vision and leadership in the local business community. Ted Kellner, president of Fiduciary Management, for demonstrating a successful business accomplishment and business lead-

ership in the community. Thelma Sias, vice president of WEC Energy Group for her leadership in the community.”

What is your company’s most important growth strategy? “Diamond Discs International’s industry-proven infrastructure construction tools, products and value-added services, including innovative custom-designed tooling and diversification of our product line, will continue our firm’s growth and add value to the industry.”

Congratulations! from the strategic partners behind

Diamond Discs International

Congratulations Diamond Discs International on winning the Future 50 Award. WKMR is proud to be your business partner.

what did you do at work today?

WINTER, KLOMAN, MOTER & REPP, S.C.

“I met a mother who’s building strength and stability for her family. Together, we raised the walls of her future home.” THIS IS TEAM BUILDING.

( 2 6 2 ) 7 9 7 - 9 0 5 0 • W W W.W K M R.C OM

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Future 50

MASTER METTLE WINNER

Eagle Enterprises Ltd. 333 N. 121st St., Milwaukee • www.eagle-clean.com YEAR FOUNDED: 1992 PRODUCT OR SERVICE OFFERED: Full-service commercial cleaning; carpet cleaning; specialty floor care; cleaning programs that meet medical, child care and food grade cleaning specifications; green cleaning programs. PRESIDENT & OWNER: Amy Gottheardt-Muench PROJECTED 2016 REVENUE: Not disclosed TARGET CLIENTELE: Owner-occupied office space, schools, colleges, churches, light manufacturing space, food production facilities and any customer looking for an exceptionally managed, consistent, clean space. BUSINESS ORGANIZATION MEMBERSHIPS: WBENC, MMAC

What has fueled your company’s growth? THE EAGLE ENTERPRISES TEAM

“A dedication to holding true to our core values of providing exceptional customer service at a fair price. Word-of-mouth and high customer retention speak to the quality of our service and assist with new customer acquisition. Businesses are recognizing more these days that the old adage ‘you get what you pay for’ rings very true in the janitorial industry.”

customer contact and service. We are the only janitorial company in southeastern Wisconsin that has such a low customerto-manager ratio.”

What is the biggest obstacle to your company’s growth?

Who are the business people you admire and why?

“Staffing. It is difficult at times to find hardworking, dedicated individuals.”

Do you plan to make any changes to your company? “We have reorganized our operations staff to allow for greater

“

“We continue to experience steady growth. I think that most companies are in a bit of a holding pattern pending the upcoming presidential election.”

What is your company’s most important growth strategy? “Continue to focus on providing the best customer service in our industry – we believe that the growth will follow.”

Congratulations! from the strategic partners behind

SOONER OR LATER, EVERY FAMILY BUSINESS OWNER HAS TO ASK, ‘HOW DOES THIS BUSINESS SURVIVE BEYOND ME?’

“

Family Business Legacy Institute

“My late father is the person I admire the most and who has shaped me as a business owner. He was a man with strong worth and business ethics. He believed it was possible to change and grow with the times and technology while maintaining ‘old-fashioned’ values.”

What is the outlook for your industry?

Eagle Enterprises Ltd Congratulations, Eagle Enterprises Ltd.! Cornerstone Community Bank is proud to be your banking partner.

– Rick Marino, Owner, Ram Group, Inc.

Family Business Legacy Institute provides learning opportunities, team-building and experienced counsel for families in business together. We’re here to help you navigate the tough decisions and protect the legacy you’ve built. Now accepting new members. Learn more at FBLI-USA.com

CORNERSTONE COMMUNITY BANK

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Family Business Legacy Institute IT’S NOT JUST BUSINESS. IT’S FAMILY.

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Future 50

SECOND YEAR WINNER

Edge Advisors LLC 6737 W. Washington St., Suite 1100, West Allis • www.edgeadvise.com YEAR FOUNDED: 2012 PRODUCT OR SERVICE OFFERED: We guide business owners through the complexities and challenges of everything from mergers and acquisitions, to recruiting, to accounting and tax, to marketing and more. CEO: Andrew Lehmkuhl LEADERSHIP TEAM: Kara Tess, COO; Marshall Watry, CFO PROJECTED 2016 REVENUE: $1.8 million TARGET CLIENTELE: Business owners in the professional health care field, with the majority of clients coming from the dental, radiology, chiropractic and veterinary fields. BUSINESS ORGANIZATION MEMBERSHIPS: National Association of Certified Valuators and Analysts, Institute of Dental CPAs, Wisconsin Institute of Certified Public Accountants, National Society of Certified Healthcare Business Consultants

to find good talent. We seek individuals who are not afraid of hard work and, from time-to-time, long hours. Each respective area of our business requires a unique skill set, so finding individuals with the required skills and abilities, along with the desire to work hard, remains a challenge for us.”

Who are the business people you admire and why?

What has fueled your company’s growth? “The growth of Edge Advisors is primarily attributed to referrals and word-of-mouth. We value the relationships we build with each client and strive to know a client’s business as well as he or she does. This allows us to make recommendations that are in line with the client’s values and business goals, while continuously moving the needle of success forward.”

What is the biggest obstacle to your company’s growth? “The biggest obstacle to growth we face remains our ability

“Gail Goodman said MARSHALL WATRY, MIKE BARK, KARA TESS AND ANDY LEHMKUHL it best when she said, ‘starting a small busistood the test of time and have found longevity and success ness takes a lot more than a great idea. It takes passion, comwith their businesses.” mitment and a willingness to take on any challenge in pursuit of your dream.’ We couldn’t agree more, and we have the utWhat is the outlook for your industry? most respect for small business owners who have built their “The outlook for our industry remains strong. We have diverbusiness through dedication, persistence, resourcefulness sified ourselves in a way that will allow us to change with the and hard work. We especially admire those who have withrespective industries we serve.”

FIRST YEAR WINNER

Equips 3470 N. 127th St., Brookfield • www.equips.com YEAR FOUNDED: 2008 PRODUCT OR SERVICE OFFERED: Equipment management and consulting services for financial institutions. We are a centralized management partner for clients on every item inside of a typical branch - ATMs, drive-ups, vaults, security equipment, copiers, teller cash equipment, coin machines and more. We arrange service companies and manage service calls through our E-LINK software platform. PRESIDENT: Adam York LEADERSHIP TEAM: Steve Van Eerden, EVP; Beth Gettig, VP of operations; Judy Cotter, VP of accounts; Jason Grams, director of service. PROJECTED 2016 REVENUE: Not disclosed TARGET CLIENTELE: Community-sized banks and credit unions all across the United States. BUSINESS ORGANIZATION MEMBERSHIPS: MMAC, Financial and Security Products Association, Wisconsin Bankers Association

What has fueled your company’s growth? “Our E-LINK management platform simplifies the management of service events for all equipment in a financial institution’s branch. We provide expert management advice to the leaders of banks and credit unions on how to use equipment to advance their organizational strategy in the branches. Our clients rave about us and stay with us; 96 percent continue every year. Our culture is vibrant. People who visit our offices can

sense the energy, drive and enjoyment that we have working together. We are a team in the best sense of the word.”

What is the biggest obstacle to your company’s growth? “Getting the word out effectively about what we do. People do not have a folder for us in their minds, so we have an education process ADAM YORK ahead of even starting a sale. We are a one-ofa-kind offering. It takes people awhile to absorb the concept.”

change within their branches. The need for a support company like Equips has never been greater and will likely increase in the years ahead.”

Do you plan to make any changes to your company? “We are always making changes! But nothing is in the works that would be a departure from the principles and products that are currently fueling our growth.”

What is the outlook for your industry? “Incredible. Financial Institutions are going through real

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What is your company’s most important growth strategy? “First, adding human resources who can keep up with our current talent and make us stronger; second, keeping our IT tools always relevant to our clients; and third, expanding our expertise into more product areas.”

B i zT i m e s M i l w a u k e e

Future 50

FIRST YEAR WINNER

General Plastics Inc. 2609 W. Mill Road, Milwaukee • www.genplas.com YEAR FOUNDED: 1987 PRODUCT OR SERVICE OFFERED: Custom plastics thermoforming, vacuum and pressure forming, fabrication and assembly. PRESIDENT & OWNER: Robert G. Porsche PROJECTED 2016 REVENUE: $13 million TARGET CLIENTELE: Non-automotive transportation, bus, rail, marine, truck, medical equipment, agriculture equipment and point-of-purchase

What has fueled your company’s growth? “The overall organizational commitment, from the bottom to the top of our company, to be the best in our industry. We love to grow each year as it is our passion and have chosen to be the best in what we do. There are no exceptions to excellence, so each day we work to continue this journey and philosophy.”

ble our physical plant size under one roof and moving the many large pieces of equipment into position so we may operate in the most efficient manner possible. This includes purchasing only the most technical superior equipment available in our industry.”

What is the biggest obstacle to your company’s growth?

Who are the business people you admire and why?

“The need for more great employees that want to be a part of our journey. Attitude is everything, as we have learned we must train the expertise that we seek. Skilled employee in a niche segment of the plastic industry is usually not a choice, but hiring good people is our answer, as we must train and support their growth in our journey of greatness.”

“I admire our Sen. Ron Johnson, who put his plastic extrusion business on hold to attempt to change all of our lives in a very difficult political environment. He has set aside wealth and fortune to pursue a vision of a better way to help us all live.”

Do you plan to make any changes to your company?

What is the outlook for your industry?

“We are now completing an expansion that will nearly dou-

“We believe our company and industry are at the right place

BOB PORSCHE

and time to continue our upward trend. We see some stability in a crazy and wild worldwide economy, with suppliers and customers all being on the same page and all looking for secure growth. Customers have requested that we step up to meet their needs and future growth expectations and the answer has, without question, always been ‘yes.’”

Congratulations! from the strategic partners behind

General Plastics Inc. Mayer Galligan Law, LLC congratulates General Plastics on their 2016 Future 50 Award. Best of luck going forward.

MAYER GALLIGAN LAW, LLC

We are extremely proud to be named a Future 50 Winner. Thank you to all of our staff for all of their hard work in helping us become a Future 50 Winner. We also thank all of our customers, suppliers, and partners that have helped us become who we are today! 48

General Plastics, Inc. Milwaukee, WI 53209 Phone: 414-351-1000

“We Form Concept into Reality” ™ B i zT i m e s M i l w a u k e e

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Future 50

SECOND YEAR WINNER

Hansen Reynolds Dickinson Crueger LLC 316 N. Milwaukee St., Suite 200, Milwaukee • www.hrdclaw.com YEAR FOUNDED: 2011 PRODUCT OR SERVICE OFFERED: Litigation law firm that focuses on complex business and patent litigation. PARTNERS: Tim Hansen, Toby Reynolds, Erin Dickinson, Chuck Crueger

Who are the business people you admire and why?

“A unique business model focused on low overhead, innovative fee structures and a need in the legal market for a boutique firm focusing on high-end litigation. We also capitalized on opportunities to associate with like-minded, complementary law firms. Further, the economic downturn made it possible for us to hire and retain incredibly talented lawyers and staff.”

“We looked to three other boutique, litigation-focused firms in developing the model for our firm: Susman Godfrey (Houston); Bartlit Beck (Chicago) and Boies Schiller (New York). All three are smaller firms that handle some of the most challenging lawsuits in the country. They embody many of the traits we aim for: creativity, flexibility and some calculated risktaking. We’d be happy to add our name to that list.”

What is the biggest obstacle to your company’s growth?

What is the outlook for your industry?

“In some sense, space. Finding a workspace that can grow with the firm, reflect a professional but unstuffy aesthetic, and not exceed the budget is a challenge. As a newer firm, we also have to maximize every opportunity to brand and market ourselves to create awareness.”

“Nationally, there has been a decline in commercial litigation. But we are busier than ever. This reflects a demand for a better model, not a reduction of conflict in the business world. Business disputes are sometimes unavoidable. Businesses should not be deterred from acting because it costs too much to de-

PROJECTED 2016 REVENUE: $12 million TARGET CLIENTELE: Privately held companies with $50 million to $500 million in annual revenue and publicly traded companies. We are, of course, pleased to represent smaller private companies and individuals as well.

What has fueled your company’s growth?

ERIN DICKINSON, TIM HANSEN, CHUCK CRUEGER AND TOBY REYNOLDS

fend yourself or assert your rights. We also monitor legal and regulatory developments. Business clients are constantly challenged by new rules and restrictions. We try to create solutions before our clients are confronted with a problem that emerged literally overnight.”

Congratulations! from the strategic partners behind

Hansen Reynolds Dickinson Crueger LLC

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Future 50

MASTER METTLE WINNER

Healthfuse 324 E. Wisconsin Ave., Suite 1300, Milwaukee www.healthfuse.com YEAR FOUNDED: 2011 PRODUCT OR SERVICE OFFERED: Healthfuse works with hospitals to reduce cost and increase collections with regard to third party revenue cycle vendors. We help hospital executives to more effectively source and manage revenue cycle vendors. PRESIDENT, CEO & OWNER: Nick Fricano CO-OWNER: Mike Zimmerman PROJECTED 2016 REVENUE: Not disclosed TARGET CLIENTELE: Hospitals and Health Systems BUSINESS ORGANIZATION MEMBERSHIPS: TEC, HFMA

What has fueled your company’s growth? “Excellent service that is provided to our clients, along with significant financial gains attributed to enhanced vendor management, has created a loyal and growing network for Healthfuse.”

What is the biggest obstacle to your company’s growth? “Regulatory changes within health care have put more financial pressures on hospitals than ever before.”

Do you plan to make any changes to your company? “Healthfuse is committed to continuous learning and im-

THE HEALTHFUSE TEAM

provement.”

What is the outlook for your industry?

What is your company’s most important growth strategy?

“While there are regulatory changes in the health care space, revenue cycle outsourcing is a $30 billion industry and is growing exponentially—up 70 percent in the last 10 years, and up 30 percent in the last two years alone.”

“We believe in focus at Healthfuse. It is increasingly important for us to remain laser focused on providing excellent service to our clients, creating and operating cutting-edge technology and continuing to market throughout the industry.”

SECOND YEAR WINNER

Hurt Electric Inc. N57W14502 Shawn Circle, Menomonee Falls www.hurtelectric.com YEAR FOUNDED: 1996 PRODUCT OR SERVICE OFFERED: Electrical construction: new and remodeling for institutional, commercial, industrial and educational customers. We also specialize in lighting and lighting controls, motors and motor controls, fire alarm systems, HVAC and temperature controls. PRESIDENT & CEO: Henry Hurt LEADERSHIP TEAM: Ron Rechlicz, vice president and treasurer; Tim Jahn, vice president and secretary PROJECTED 2016 REVENUE: $8 million TARGET CLIENTELE: Customers wanting quality work with regard to their building controls, fire alarm system, security system, lighting and motor controls

HENRY HURT

Do you plan to make any changes to your company?

What has fueled your company’s growth? “Customers know what they want. We deliver on our promises to our customers. They refer us to other customers. We work very hard to maintain our existing relationship and the opportunities for growth present themselves. We are also involved in several projects with public dollars being used. This has allowed us opportunities to grow as we work with much larger contractors.”

What is the biggest obstacle to your company’s growth? “Cash flow and qualified manpower.”

“Yes. We are in the midst of bringing in some younger talent into our management. We are working on a succession plan for the future of the company with young people in mind.”

Who are the business people you admire and why? “Gerv Rose – a man of integrity. Always focused on doing what’s right. He has led his company, Roman Electric, to a new focus. There are many leaders like him who have the vision to see what’s ahead and can transmit that to others, like his successors, Phil and Gabe Rose. There are many others who have had a positive affect on our industry – Greg Eisenhardt, Mike

B i zT i m e s M i l w a u k e e

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Kelliher, Dave Washebeck, Rick Martiny, Joe Klein, Steve Pacl and Bob Rayburn. These men are all leaders in our industry who have had a great influence on how I handle my business. Additionally, I really appreciate my business partners Tim Jahn and Ron Rechlicz. I couldn’t do it without them.”

What is the outlook for your industry? “Great opportunities are ahead of us.”

What is your company’s most important growth strategy? “Deliver on your promise. Quality work is always a repeat business.”

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Future 50

MASTER METTLE WINNER

HUSCO International Inc. 2239 Pewaukee Road, Waukesha • www.huscointl.com YEAR FOUNDED: 1985

from concept to production quicker than our competition.”

PRODUCT OR SERVICE OFFERED: Designer and manufacturer of hydraulic and electro-hydraulic components that improve the overall efficiency, controllability and performance of automotive and off-highway mobile equipment.

What is the biggest obstacle to your company’s growth?

EXECUTIVE CHAIRMAN & OWNER: Gus Ramirez CEO & OWNER: Austin Ramirez PROJECTED 2016 REVENUE: $375 million TARGET CLIENTELE: Off-highway machine markets that focus on construction, agriculture and mining, as well as automobile manufacturers around the globe.

What has fueled your company’s growth? “HUSCO’s strong sales growth is attributable to the company’s ability to consistently and creatively push the boundary of what is possible in ways that create immediate value for our customers. This is accomplished as a result of HUSCO’s ability to attract and retain outstanding employees in all areas of the business who are focused on maintaining exceptional quality, cost and delivery performance, leveraging our global manufacturing footprint to serve customers locally in the U.K., China, India and Brazil; developing new products and improving manufacturing technology that enables HUSCO to offer technically differentiated products, and taking a product

“HUSCO has experienced strong growth domestically as well as internationally and has made significant investments in equipment and staffing in the U.S., as well as in the U.K., China and India in order to achieve this growth. The ability to instill the company’s culture with new employees, particularly those outside of the U.S., and educate them on the company’s key AUSTIN RAMIREZ competitive advantages such that they understand how they can help execute and improve upon those competitive advantages has been a critical challenge the company has successfully overcome. The economic volatility in much of the developing world is another continuing obstacle to our growth.”

What is the outlook for your industry? “Although HUSCO will achieve record sales in 2016, business conditions in our industry remain relatively weak. Our growth is driven by increased market share, which offsets the tepid economic recovery in the U.S. and weak business conditions in Europe, Brazil, India and China.”

What is your company’s most important growth strategy? “In order to maintain strong future growth, HUSCO is focused on three primary pillars: maintaining exceptional quality, cost and delivery, continuing to leverage our global manufacturing footprint to benefit from growth in international markets, and developing new technologies that differentiate our products in the marketplace with a particular emphasis on improving fuel efficiency. With rising global fuel costs combined with the impact of government-mandated improvements in fuel economy, HUSCO’s customers are focused on developing construction equipment and automobiles with improved fuel efficiency.”

Congratulations to our

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B i zT i m e s M i l w a u k e e

Future 50

MASTER METTLE WINNER

Hy-Brid Lifts 2647 Hwy 175, Richfield • www.hybridlifts.com YEAR FOUNDED: 1981 PRODUCT OR SERVICE OFFERED: Custom equipment, all-purpose Hy-Brid Lifts line of scissor lifts in electric and push-around models. The all-purpose lifts offer exceptional capabilities in a heavy-duty but lightweight design, are easy to maneuver and reach working heights up to 20 feet. Contractors and maintenance technicians can use them from start to finish for a wide range of applications in industries as diverse as construction, drywall, electrical, HVAC, industrial manufacturing, painting and plumbing. PRESIDENT: Steve Kissinger LEADERSHIP TEAM: Lynn Kissinger, vice president; Justin Kissinger, marketing manager; Sarah Kissinger, PHR, SHRM-CP PROJECTED 2016 REVENUE: Not disclosed TARGET CLIENTELE: Equipment rental companies and construction equipment distributors BUSINESS ORGANIZATION MEMBERSHIPS: AEM, IPAF, SAIA, ARA

What has fueled your company’s growth? “Three things are fueling our growth: brand recognition, improved economic conditions and new product innovation.”

What is the biggest obstacle to your company’s growth? “Currently, the strength of the dollar is one of our biggest obstacles to company growth. The strength is great for domestic sales, but at the same time, has greatly slowed our international growth.”

Do you plan to make any changes to your company? “Change is a must to stay ahead of the competition, some changes we know, but others aren’t as clear, which is why we have a strong management team to handle the unknown. Currently, we are working on quite a few changes to increase manufacturing efficiency and reach new customers, along with developing several customer improvement programs.”

What is the outlook for your industry? “The domestic outlook for our business hasn’t looked better and we are hopeful the global outlook will improve in the near future. We are currently on pace for a record year.”

JUSTIN, SARAH, LYNN AND STEVE KISSINGER

growth plan, for when the conditions improve we are ready to get better penetration; and new product introductions to diversify our product makeup, which will allow us access to more markets.”

What is your company’s most important growth strategy? “Our growth strategy involves deeper penetration in more domestic markets; further development of our international

Congratulations! from the strategic partners behind

Present:

Hy-Brid Lifts Expectations Exceeded! Hybrid Lifts by Custom Equipment Outstanding People, Product, & Service Congratulations from Steve the Insurance Guy!

Thursday, October 6, 2016 || 7:00 - 10:45 AM Join us to learn from successful company leaders who are planning for tomorrow today. Bring your questions and your best ideas, this event is a must-attend for manufacturing leaders ready to embrace key Next Generation Manufacturing strategies at a world-class level.

CYGANIAK PLANNING INC.

Alan Antoniewicz, President/COO, Spancrete Group, Inc. (1) Joel Quadracci, Chairman, President & CEO, Quad/Graphics (2) Michael Reader, President, Precision Plus (3) Moderator: Joseph Weitzer, Ph.D, Dean, Center for Business Performance Solutions, Waukesha County Technical College (4)

Learn more: biztimes.com/mfg

Steve Flewellen (26 2) 783-6161 • CYG A NIA K P L A NNIN G . C O M

B i zT i m e s M i l w a u k e e

Sponsors:

S eptember 19 - Oc tober 2, 2 016

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Future 50

FIRST YEAR WINNER

Innovative Signs 21795 Doral Road, Suite B, Waukesha • www.innovative-signs.com YEAR FOUNDED: 2001 PRODUCT OR SERVICE OFFERED: Indoor murals, wall paper, commercial real estate and job site signs, tradeshow displays, vehicle graphics, political yard signs, indoor/outdoor banners, directional and way finding signs, and POP displays for retail. Electrical signs for retail, office and industrial buildings, including LED channel letters, monument and pylon signs. We also represent four vendors for electronic scrolling message signs for schools, banks, health care and retail centers. PRESIDENT: Chad Schultz VICE PRESIDENT: Stephanie Schultz

“The biggest obstacle we face is being able to have enough manpower at the right times. We are not a cyclical business, but we have moments throughout the year that are busier than others. It is never the same time each year, so sometimes it is hard to forecast when we need extra help. When we do need more manpower, it has been a struggle to find qualified candidates to interview.”

Do you plan to make any changes to your company?

PROJECTED 2016 REVENUE: $2.5 million TARGET CLIENTELE: Every business will need our services at some point throughout the year. We like to target brand new construction for office, retail and industrial buildings. We also focus on companies that are brand new, merging, changing company name or logo as well as companies that are moving.

“Yes, in the near future we will be upgradCHAD SCHULTZ ing our equipment to make us more efficient in manufacturing and printing. This includes hiring more qualified staff members. We plan on moving to a more efficient building soon, as well.”

Who are the business people you admire and why?

What has fueled your company’s growth? “The main reason for the growth for Innovative Signs is having a great staff that can execute when leads, referrals and repeat business are presented to us. We put a large effort into networking with our associations and asking everyone we meet to think of us when an opportunity presents itself.”

What is the biggest obstacle to your company’s growth?

“The people I admire the most are the ones that have faced adversity, struggled and came out stronger in the end. During 15 years of business, there have been highs and lows. We keep moving forward and get better every year. It has been fun talking to people who are able to look from the outside into our business and show how we are unique and different and that we are going in the right direction.”

Congratulations! from the strategic partners behind

What is the outlook for your industry? “The industry outlook is great. Municipalities are starting to allow more creative signs, electronic message centers and LED conversions. The M7 region has so much construction going on that it is very good for the sign industry.”

What is your company’s most important growth strategy? “Right now, we are hiring more people for project management, sales and installation. This will allow us to continue to provide service second to none to those that reach out to us. We have a huge amount of opportunities and we need to execute.”

Working Parents’

Luncheon

Innovative Signs

Thursday, October 13, 2016 11:30am - 1:30pm

Congratulations, Innovative Signs! Cornerstone Community Bank is proud to be your banking partner.

Italian Community Center, 631 E. Chicago Street Downtown Milwaukee (free on-site parking)

$42 Per Person or $500 for a Corporate Table of 8

(Corporate tables will be recognized on event program.)

All profits from this event will go to Ebenezer’s “Support Programs Fund.”

CORNERSTONE COMMUNITY BANK (262) 251-9050 BANKWITHCORNERSTONE.COM

Visit www.EbenezerChildCare.com or send a check with the attendee name(s), title, company, phone, and email address to: Ebenezer Child Care Centers, Inc. 1496 S. 29th St. Milwaukee, WI 53215

Congratulations Innovative Signs! SVA is proud to be your Strategic Business Advisor.

Mindfulness Matters In today’s hectic world, we all need to learn to slow down and be more aware of what’s going on directly around us. At this luncheon, you will learn what mindfulness is and how to use this technique to help you get through your hectic work day, as well as in your role as a parent. All registrations must be received by October 3, 2016 Questions? Call 414-643-5070.

SVA

Thanks To Our Sponsors! Joel Nettesheim (262) 923-5150 SVAACCOUNTANTS.COM

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Future 50

FIRST YEAR WINNER

JCP Construction LLC 1849 N. MLK Drive, Suite 200, Milwaukee www.jcp-construction.com YEAR FOUNDED: 2007 PRODUCT OR SERVICE OFFERED: Commercial construction labor and general construction management. PRESIDENT: James Phelps LEADERSHIP TEAM: Jalin Phelps, vice president field operations; Clifton Phelps, vice president of administration PROJECTED 2016 REVENUE: $7.5 million TARGET CLIENTELE: Large commercial construction BUSINESS ORGANIZATION MEMBERSHIPS: MMAC, AGC, Business Council, AACC

What has fueled your company’s growth? “The demand for quality construction companies.”

What is the biggest obstacle to your company’s growth? CLIFTON, JAMES AND JALIN PHELPS

“Access to capital and access to skilled workers.”

Do you plan to make any changes to your company? “We plan to continue to hire great talent in the office and in the field.”

entrepreneurial spirit and commitment to leveraging the invisible hand to leave Milwaukee a better place than they found it.”

of a robust economy before things begin to cool off.”

Who are the business people you admire and why?

What is the outlook for your industry?

What is your company’s most important growth strategy?

“There are a couple, but the characteristics they all share is an

“I believe the construction industry has two to three great years

“Smart growth that maintains our culture.”

FIRST YEAR WINNER

Kenall Manufacturing 10200 55th St., Kenosha • www.kenall.com YEAR FOUNDED: 1963 PRODUCT OR SERVICE OFFERED: Kenall offers luminaires designed according to industry best practices and certified performance standards with an attention to cleanability and infection control. Additionally, Kenall offers sealed enclosure lighting for containment, controlled and sealed spaces; food-processing lighting that features sealed, NSF listed, high-efficiency lighting products; correctional lighting designed to deter even the most determined attempts to destroy, enter or vandalize; transportation lighting designed to meet the specialized demands of parking and tunnel applications, including high performance, corrosion resistance and serviceability; and TekLink lighting control systems offering a range of options designed to meet a variety of applications.

“Currently, our growth is sustainable and running at a manageable pace. We have a multi-faceted approach to sustaining a pipeline of talented employees and technical production labor. Additionally, we continue to pursue new markets and apply innovation across our current markets.”

PRESIDENT & CHAIRMAN: James W. Hawkins

Do you plan to make any changes to your company?

PROJECTED 2016 REVENUE: Not disclosed TARGET CLIENTELE: Lighting specifiers including architects, engineers and lighting designers, as well as facility managers, building owners, electrical contractors and distributors.

What has fueled your company’s growth? “New products and new markets. The advancement of solid state lighting, developing state-of-the-art technologies across product lines, regulatory changes and mandates that support energy conservation, rebates and incentives from government and local utilities.”

What is the biggest obstacle to your company’s growth? 54

KENALL MANUFACTURING IN KENOSHA

“Regarding changes to the company, we are continuously in flux to remain ahead of the curve in a fast-moving industry. We promote a culture of continuous improvement, constantly striving for change that benefits growth, profitability and the ability to hire talented employees. As of July 2016, we will be ISO registered.”

What is the outlook for your industry? “According to a recent study by the Fredonia Group, the ‘demand for lighting fixtures in the U.S. is forecasted to grow 7.7 percent annually to $32.5 billion in 2018.’ The study goes on to state, ‘LED fixtures to account for over half of all sales in 2018.’”

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What is your company’s most important growth strategy? “Overall, our most important growth strategy is investment in, and development of, advanced technologies. An exciting example of Kenall’s technology commitment is Indigo-Clean, a continuous disinfection technology patented and proven to kill harmful bacteria linked to hospital acquired infections. Unlike UV light, Indigo-Clean uses safe, visible light to automatically and continuously kill harmful bacteria in the air and on hard and soft surfaces, representing a breakthrough in helping to reduce HAIs. Kenall carries the exclusive license to commercialize this technology in the U.S.”

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Future 50

FIRST YEAR WINNER

Kesslers Diamonds N96 W16920 County Line Road, Germantown • www.kesslersdiamonds.com YEAR FOUNDED: 1980 PRODUCT OR SERVICE OFFERED: Kesslers Diamonds specializes in diamond jewelry. Specifically, diamond engagement rings; however, we sell a considerable amount of diamond earrings, diamond pendants and diamond bracelets. PRESIDENT & CEO: Richard Kessler “Kesslers is the only employee owned retail jeweler in North America. As a result, there are currently 132 owners.” PROJECTED 2016 REVENUE: $32 million TARGET CLIENTELE: Kesslers’ main client focus is on males and females ages 21 to 35.

What has fueled your company’s growth? “Kesslers is basically a marketing company. Our media of choice is radio advertising. The other fuel for our growth is our conservative use of money. We will never spend more than we earn, which allows us to ride the highs and the lows of a fluctuating economy.”

What is the biggest obstacle to your company’s growth? “Because of our conservative approach to finance, our growth is limited by available cash, whether it is internal or external.”

Do you plan to make any changes to your company? “Kessler’s continues to change on a regular basis based on in-

dustry trends, consumer demands and economic conditions. We love change. It’s what keeps us on top.”

Who are the business people you admire and why? “Roy Williams, who is a marketing genius. Tony Robbins, the greatest brain trainer ever. Gov. Scott Walker who actually runs our state like a responsible businessman, who is not afraid to make the hard decisions.”

RICHARD KESSLER

What is the outlook for your industry? “I expect continued consolidation. Last year, 760 jewelry firms in the U.S. and Canada closed their doors. The majority of them closed due to lack of succession planning, not poor business practices. I expect that to continue for the foreseeable future.”

What is your company’s most important growth strategy? “Differentiation! We continue to innovate and create marketing opportunities that others haven’t thought of.”

Congratulations! from the strategic partners behind

Kesslers Diamonds Seattle

Minneapolis-St. Paul

Congratulations on this outstanding recognition. Wishing you continued success.

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B i zT i m e s M i l w a u k e e

Future 50

FIRST YEAR WINNER

KeyStone Staffing Group LLC 2323 N. Mayfair Road, Suite 412, Wauwatosa www.itskeystone.com YEAR FOUNDED: 2012 PRODUCT OR SERVICE OFFERED: Talent sourcing for manufacturing companies in southeastern Wisconsin PRESIDENT & CEO: Bob Rowe LEADERSHIP TEAM: Tim Galante, partner; Peter Ryan, partner PROJECTED 2016 REVENUE: $6 million TARGET CLIENTELE: Our primary clients are manufacturing companies seeking long-term, career-minded talent BUSINESS ORGANIZATION MEMBERSHIPS: BBB, Wisconsin Association of Staffing Services, HRMA, MMAC

What has fueled your company’s growth? “There are countless ‘staffing’ companies in the market who provide primarily temporary help. KeyStone sources highquality manufacturing talent for a career connection with our customers. This is a big distinction in the employment industry and has proven to be a highly sought after specialty service for the marketplace.”

What is the biggest obstacle to your company’s growth? “Like most fast-growing companies, finding talent in a robust employment market.”

THE KEYSTONE STAFFING GROUP TEAM

Do you plan to make any changes to your company? “KeyStone will be making its third office expansion at our corporate office in Wauwatosa and will be opening a Fox Valley operation in late 2016.”

an already depleted talent market and bringing innovative solutions to our customers is the challenge.”

What is the outlook for your industry?

“Continue providing the very best talent and sourcing strategies for our customers.”

“The outlook for the industry is strong; however, adapting to

What is your company’s most important growth strategy?

Presented By:

Congratulations! from the strategic partners behind

KeyStone Staffing Group LLC

Congratulations KeyStone Staffing Group LLC! SVA is proud to be your Strategic Business Advisor.

SVA

Call for Nominations Recognize the people and organizations that are making a difference every day by providing superior health care in our region. Categories Include:

Joel Nettesheim (26 2) 923-5150 • S VA A CCO U NTA NT S. C O M

Advancements in Health Care Behavioral Health Community Service Corporate Achievement in Health Care Executive Leadership

First Responder Health Care Staff Nurse Physician Volunteer

To nominate a hero, visit biztimes.com/hero 56

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Future 50

FIRST YEAR WINNER

Kowal Investment Group LLC W238N1660 Busse Road, Suite 100, Waukesha • www.thekowalway.com YEAR FOUNDED: 1987 PRODUCT OR SERVICE OFFERED: Kowal Investment Group is a familyowned financial advisory organization that works closely with business owners, retired individuals and those nearing retirement, providing a conservative and sensitive approach to investment management. We focus on all areas associated with retirement, including: estate planning, investments, retirement income, taxes related to retirement and insurance. PRESIDENT: Jeffrey Kowal, CLU CHFC AEP LEADERSHIP TEAM: Aaron Kowal, CFP, managing director and senior financial advisor PROJECTED 2016 REVENUE: $3.3 million TARGET CLIENTELE: Our target clientele are individuals and/or couples at or near retirement age, with $500,000 or more in retirement assets. In addition, we work closely with business owners. BUSINESS ORGANIZATION MEMBERSHIPS: Metropolitan Milwaukee Association of Commerce, Waukesha County Business Alliance, Hartford Chamber of Commerce, Financial Planning Association of Wisconsin, National Association of Insurance and Financial Advisors of Southeast Wisconsin, Young Presidents’ Organization

ment planning, called the Kowal Way, has been refined over decades. Our clients come first; it’s always been that way.”

What is the biggest obstacle to your company’s growth? “Market volatility, competitive environment and a changing regulatory environment.”

THE KOWAL INVESTMENT GROUP TEAM

What is your company’s most important growth strategy?

Do you plan to make any changes to your company? “We are planning for continued growth, organically and through acquisition opportunities.”

What has fueled your company’s growth? “Our company is governed by strong values of respect, honesty, communication and traditions, which serve as the foundation for our success. Our highly-focused approach to retire-

What is the outlook for your industry? “Very positive. We are excited for opportunities to grow and to continue helping our clients.”

“We will continue to provide our clients with the highest level of integrity, professionalism and diligence. We plan to continue encouraging employees to participate in professional development, study groups, continuing education classes and regional conferences to further their personal and professional growth. We want our employees to be the highest performing in our industry.”

Congratulations! from the strategic partners behind

Kowal Investment Group W237 N2889 Woodgate Rd.

Congratulations to the Kowal Investment Group. Your Chortek team is proud to be your business partner and wish you continued success.

Real Estate Management

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Serving Diverse Tenant Needs

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B i zT i m e s M i l w a u k e e

W239 N2890 Pewaukee Rd.

262-513-3750 57

Future 50

MASTER METTLE WINNER

Krueger Communications Inc. 12515 Knoll Road, Elm Grove • www.kciteam.com YEAR FOUNDED: 1959 PRODUCT OR SERVICE OFFERED: Krueger Communications simplifies complex communication for its clients. We have expertise in all facets of communication systems: network, telecom/HD camera surveillance, IT and carrier. PRESIDENT: Allen Krueger, Jr. CHAIRMAN: Al Krueger, Sr. PROJECTED 2016 REVENUE: $5 million TARGET CLIENTELE: Krueger is focused on clients who know how technology can help drive business and desire help to achieve strategic goals in technology. We focus on clients who have multiple locations, with user counts ranging from 50 to 250 users. However, most of our clients today, due to our years in business, are organizations with a single location but a need for remote user integration. BUSINESS ORGANIZATION MEMBERSHIPS: Wisconsin Association of Legal Administrators, Better Business Bureau, MMAC

What has fueled your company’s growth? “First, we want to thank every one of our customers and all of our partners we work with today. Through our growing network of business relationships, we are able to continue to do great things for every one of our clients. Of course, like any small business, it comes down to the team and a sound strategy. At Krueger, we continued to innovate our internal

systems and processes to ensure we can create a unique competitive advantage for our customers in all areas of technology. Understanding business is first and technology comes second is so important in the technology space. Our team’s focus is to help a client understand what the technology means for them and what options may have different long-term impact to their business. We spend time with a true needs analysis to uncover what is the right step for the client’s business and when.”

What is the biggest obstacle to your company’s growth?

ALLEN KRUEGER, JR.

“The largest obstacle our company faces is online retailers. Online retailers are out there pushing cloud systems and offerings, from telecom to IT. Since it’s so new, there isn’t much information out there, positive or negative, to help businesses understand what direction they should go. For this reason, Krueger has continued to help educate clients on when cloud is right and how Krueger cloud offerings can help deliver the ideal hybrid approach for most businesses. Online retailers and most cloud providers are trying to sell a commodity with little to no added services. This is where businesses get caught in a tough spot and turn back to Krueger for help when online retailers don’t sell them the right products or oversell

their business on what cloud can really do for them. Krueger offers any and all technologies, including cloud services. It is now a matter of thorough education of businesses to help deliver the right end solution.”

Do you plan to make any changes to your company? “Krueger is currently taking applications for new team members ranging from sales professionals, to IT or telecom engineers. As we continue to narrow our internal business strategy and process, we can now begin to look closely at maximizing our size in each divisional area.”

Your team works hard for your company’s ROI-We can help, too! We work with companies interested in using LED Lighting to drive down energy costs and add to the bottom line. LED lighting is extremely cost-efficient. It produces more light with less energy than fluorescent, metal halide, high pressure sodium, and other outdated, inefficient technologies. We’re here in the Milwaukee area, we source directly from a wide variety of lighting manufacturers, and we stock key products locally. This allows us to offer Wisconsin business owners and contractors an easy way to: • Add directly to profits by saving big on annual ENERGY costs and long term maintenance. • Help determine lighting needs with just a few key questions. • Transition quickly and become eligible for help in shortening the payback period. Rebates and incentives are offered here in Wisconsin (for our DLC products). Our typical customers include: • • • • •

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Future 50

FIRST YEAR WINNER

Midwest Fiber Networks/ CableCom LLC 6070 N. Flint Road, Glendale • www.midwestfibernetworks.com YEAR FOUNDED: MWFN: 2001 CableCom: 1998 PRODUCT OR SERVICE OFFERED: Communication infrastructure services from construction to managed fiber and bandwidth connectivity, colocation and private cloud services. MANAGING PARTNER: Nik Ivancevic LEADERSHIP TEAM: Kelly Ivancevic, partner; Cheri Grainger, COO; Teri Severinsen, CFO PROJECTED 2016 REVENUE: $21 million TARGET CLIENTELE: Enterprise, government, higher education, education K-12, health care and telecom BUSINESS ORGANIZATION MEMBERSHIPS: BICSI, MMAC, WICPA, MRA

What has fueled your company’s growth? “Consumers’ desire for faster broadband access that has led to a growth in larger fiber infrastructures to help meet the needs of today’s speeds and for what the future may bring with the ever-growing ‘Internet of Things.’”

What is the biggest obstacle to your company’s growth? “Finding enough qualified talent at all levels within each department to continue the growth of all the business units and the delivery of high-quality services to our customers.”

Do you plan to make any changes to your company? “Adding strategic personnel within each division to continue

NIKSA IVANCEVIC

growing the companies as a whole and expanding into new service offerings outside of our current footprint as we look for other growth opportunities for expansion.”

connectivity requirements will continue to drive our growth for better and faster network access solutions.”

What is the outlook for your industry?

“Flexibility to meet our current customers’ needs and wants for better and faster offerings and developing new business relationships to continue our growth.”

“Strong growth and expansion based upon consumers’ need. As the number of connected things continues to grow, greater

SAVE THE DATE! WEDNESDAY, MAY 24, 2017

What is your company’s most important growth strategy?

Congratulations! from the strategic partners behind

Midwest Fiber Networks / CableCom LLC Congratulations! We are proud to partner with you and help you achieve such great success. ASSOCIATED BENEFITS AND RISK CONSULTING Bob Kotecki 1-800-258-3190 WWW.ASSOCIATEDBRC.COM

Congratulations Midwest Fiber Network. We look forward to helping with your continued success! TDS TELCOMMUNICATIONS CORP. RESERVE YOUR BOOTH! CONTACT LINDA CRAWFORD TODAY! (414) 336-7112 || linda.crawford@biztimes.com

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1-844-351-7796 WWW.TDSVOIP.COM

B i zT i m e s M i l w a u k e e

Future 50

FIRST YEAR WINNER

Midwest Insurance Group LLC 2574 Sun Valley Drive, Suite 205, Delafield www.midwestinsurancegroup.com YEAR FOUNDED: 2000 PRODUCT OR SERVICE OFFERED: Insurance products and services for businesses and families. OWNERS: Troy Peterson, Jeremy Cardenas PROJECTED 2016 REVENUE: Not disclosed TARGET CLIENTELE: Businesses and families throughout the Midwest. BUSINESS ORGANIZATION MEMBERSHIPS: Independent Insurance Agents of Wisconsin

What has fueled your company’s growth?

JEREMY CARDENAS AND TROY PETERSON

“The constant refinement of processes, maintaining established relationships with partner insurance carriers, and most importantly, having the right people internally to partner with our clients.”

employee recruitment and continued focus on agency acquisition, including new locations throughout the Midwest.”

What is the biggest obstacle to your company’s growth?

Who are the business people you admire and why?

“As our business has grown over the past three years with new employees, it has changed the dynamics of our business, but through good communication, we have been able to maintain our company’s core culture and values.”

“There are many great business leaders to admire but Steve Jobs has always stood out as a leader. He had the ability to anticipate his customers’ needs and to develop products and services that exceeded people’s expectations.”

Do you plan to make any changes to your company?

What is the outlook for your industry?

“The main areas of focus as we continue to grow are expanded

“Our industry has always been competitive and that requires

PRESENTS THE THIRD ANNUAL:

us to be constantly working on ways to make ourselves better for our clients. The insurance industry has benefited from technological advances that are making it easier for companies, agents and customers to do business, with many more advances on the horizon.”

What is your company’s most important growth strategy? “Continue to develop innovative insurance solutions for our clients in order to expand our competitive advantage in the insurance market.”

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Corporate giving is a good thing, right? But what does that mean and how does it impact organizations of any size? A recent UHN study reveals some key benefits:

2016

Of people who have volunteered in the past 12 months... 96% say that volunteering enriches their sense of purpose in life 95% say they are helping to make their community a better place

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Future 50

SECOND YEAR WINNER

Molded Rubber & Plastics Corp. 13161 W. Glendale Ave., Butler • www.mrpcorp.com YEAR FOUNDED: 1921 PRODUCT OR SERVICE OFFERED: Contract manufacturer of innovative medical device components and assemblies, specializing in clean room molding and micro molding of silicone, thermoplastic and rubber materials. PRESIDENT & CEO: Gregory Riemer PROJECTED 2016 REVENUE: $35 million TARGET CLIENTELE: Medical device OEMs BUSINESS ORGANIZATION MEMBERSHIPS: MMAC, Wisconsin Manufacturers & Commerce, TEC, Society of Plastic Engineers, Society of the Plastic Industry

What has fueled your company’s growth? “Hard work, dedicated employees, and forward thinking shareholders and board of directors.”

What is the biggest obstacle to your company’s growth? “Continuing to find, attract and hire talented people that fit our culture.”

Do you plan to make any changes to your company? “MRPC has recently completed the acquisition of a company in New England. We are working on integrating this new business into our organization. Through this process, our goal is to change our company to become more efficient and profitable.”

GREGORY RIEMER

140120

What is the outlook for your industry?

What is MAC your company’s Ad 3 most important growth strategy?

“Due to the aging baby boomer population in the United States and emerging markets of Asia and India, the demand for health care and medical devices will continue to grow. As a result, the outlook for our industry is strong.”

Congratulations! from the strategic partners behind

Molded Rubber and Plastic Corporation (MRPC) Rose & deJong congratulates MRPC on this honor! We look forward to continued collaboration in the future.

“Our most important growth strategy is to focus on continually 4.6875” x 5.5” so that we are able to provide world improving our company class service and value to our customers.”

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Future 50

SECOND YEAR WINNER

Newport Network Solutions Inc. W134 N5500 Campbell Drive, Menomonee Falls • www.newportnetworksolutions.com YEAR FOUNDED: 2008 PRODUCT OR SERVICE OFFERED: Full-service communications contractor designing and implementing data, voice, wireless and video surveillance network infrastructure. OWNER: Jason Berthelsen LEADERSHIP TEAM: Eric Berthelsen, COO; Tyler Denham, director of business development PROJECTED 2016 REVENUE: Not disclosed TARGET CLIENTELE: Commercial construction, relocation and remodels— small businesses, enterprise customers whose growth requires a trusted and responsive contractor for their communications infrastructure. Additionally, we partner with technology advisory firms who find value in our expertise in helping implement their proposed solutions. BUSINESS ORGANIZATION MEMBERSHIPS: MMAC, CARW, IFMA, BICSI, ABC

port. Our team members are at the customer’s location. This requires we hire the right team members to ensure a high quality of service.”

Do you plan to make any changes to your company? “Newport continues to pursue growth opportunities through market expansion.”

ERIC AND JASON BERTHELSEN

What is your company’s most important growth strategy?

Who are the business people you admire and why?

What has fueled your company’s growth? “Doing our job well and paying attention to the details while providing a cost effective solution in a competitive market. We place a premium on communicating with our customers and exceeding expectations.”

What is the biggest obstacle to your company’s growth? “Hiring and developing quality technical professionals to ensure our field team portrays the image and core values of New-

“We have been fortunate to work with many seasoned professionals over the years. We have found that businesses focused on the customer and operating with a strong discipline of the business are the most successful.”

What is the outlook for your industry? “Excellent. Our growth corresponds with a strong construction market, as well as benefits from an ever growing reliance on technology.”

“Developing new relationships with growing and forwardlooking companies. We provide excellent service, which has to be the foundation of a long-term relationship. We strive to make our part of your technology upgrade as painless as possible. We will anticipate the needs of a given project, communicate what a client can expect and then deliver. Newport will always continue to explore added service offerings, either by direct attainment of the required technical expertise or by expanding our partner relationships.”

MASTER METTLE WINNER

Nissen Staffing Continuum 801 N. Barstow St., Waukesha • www.nissenstaffing.com YEAR FOUNDED: 1997 PRODUCT OR SERVICE OFFERED: Services for temporary, project, temporary-to-hire, direct hire, pay rolling, piece rate studies in industrial, skilled and office settings, vendor on-site services, assessments, volume light industrial staffing. PRESIDENT: Scott Nissen PROJECTED 2016 REVENUE: Not disclosed

Who are the business people you admire and why?

TARGET CLIENTELE: Industrial, skilled, office, clerical, technical and professional companies BUSINESS ORGANIZATION MEMBERSHIPS: WOW Workforce Development Centers, Waukesha County Business Alliance, MMAC, SHRM, American Staffing Association, Wisconsin Association of Staffing Services, United Way, Waukesha BID, La Casa de Esperanza, Helping Christian Link Careers

What has fueled your company’s growth? “Nissen Staffing Continuum places our clients, company and team before self. Our mission statement of providing human capital solutions to our clients while assisting our associates in meeting their career objectives, where we can create and grow value, says it all. Our desire to meet our clients’ objectives with urgency scripts our success.”

What is the biggest obstacle to your company’s growth? “In a tight employment market, finding the right talent is always our biggest challenge. The biggest obstacle to our growth

is only limited by the ability of our new staff to learn the unique challenge of mining for the very best talent available while assessing the skill and cultural fit to make a desired match of the staffing user’s talents and needs.”

“We admire local companies that have placed a priority on developing their best asset – their employees. Companies that focus on engaging their workforce through THE NISSEN STAFFING CONTINUUM TEAM training, development, providing creative workplace programs and initiatives to drive a desired company culture, are admirable.” ment to the candidates we serve.”

What is the outlook for your industry?

What is your company’s most important growth strategy?

“We believe there is a fundamental shift in workforce management solutions which include the right mix of contingent and permanent workers to accelerate organizational growth and agility. The staffing and recruiting industry has grown faster than the overall economy the last two years. We see tremendous opportunity for our team members to bring value-added partnerships to our clients and career growth and develop-

“As our industry sees significant growth, our role as consultative partners with our clients becomes more and more important. As businesses continue to focus on creative workforce management solutions, our promise to stand beside our clients as an integral part of their strategic planning team allows us to focus on providing workforce management solutions that meet and exceed their expectations.”

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Future 50

MASTER METTLE WINNER

OwnersEdge Inc. 3325 Gateway Road, Brookfield • www.ownersedgeinc.com YEAR FOUNDED: 1985 PRODUCT OR SERVICE OFFERED: OwnersEdge Inc. is a 100 percent ESOPowned holding company that strives to invest and build sustainable businesses throughout the Midwest. The five affiliated companies within the OE portfolio include CC&N, a company that provides cabling, fiber and wireless infrastructure, DAS and security systems, integrated voice, data and video collaboration; NEXT Electric, an electrical contractor specializing in design, installation and ongoing support for all types of commercial, industrial and institutional projects; BAYCOM Inc., a leading provider of mission-critical voice, mobile data and video solutions to public safety and commercial clients; TourGuide Solutions, a provider of wireless tour guide and conferencing equipment to manufacturing companies, museums and attractions; and BAYCOM Cellular Inc., which offers the very latest in cell phones, smartphones and tablets from Motorola, Samsung, HTC, Apple and LG Electronics. CHAIRMAN & CEO: Lisa Reardon PROJECTED 2016 REVENUE: $58 million TARGET CLIENTELE: Owners looking to sell their businesses to an ESOP company. Our best fit are businesses that will engage employee ownership culture and sellers who are looking to leave the legacy of their business intact by giving back to employees who have helped the business to be successful. BUSINESS ORGANIZATION MEMBERSHIPS: MMAC, WCBA, YPO, The Executive Committee (TEC), Executive Agenda, MRA, Milwaukee Metropolitan Society for Human Resources, WCTC - Intern Advisory Council Association for Corporate Growth, Wellness Council of Wisconsin

What has fueled your company’s growth? “We have grown organically and through acquisitions. This April we closed a deal on three new businesses - BAYCOM, TourGuide Solutions and BAYCOM Cellular.”

What is the biggest obstacle to your company’s growth? “The biggest obstacle we have is talent acquisition. We have a number of job openings throughout all our businesses and we expect that trend to continue.”

THE OWNERSEDGE TEAM

Do you plan to make any changes to your company? “Our biggest change is our corporate-wide rollout of the Gazelles, Scaling Up methodology. We have cascaded a meeting cadence to all five businesses and we feel certain the focus on strategic planning will help us to continue to scale and grow.”

What is the outlook for your industry?

Who are the business people you admire and why?

What is your company’s most important growth strategy?

“I am inspired by author Patrick Lencioni. He continues to provide sound leadership insight through his best-selling books.”

“We are actively looking to add three more diversified acquisitions to the ESOP holding company over the next several years.”

Congratulations! from the strategic partners behind

OwnersEdge, Inc.

“The five businesses are diversified into five different industries. All industries are showing growth for the remainder of 2016 and well into 2017.”

Strong leaders build strong companies

BSG congratulates the employee owners of OwnersEdge for your well-deserved 2016 Future 50 recognition! The Benefit Services Group, Inc. (262) 521-5700 • WWW.BSG.COM

All the best to OwnerEdge, Inc. - well done!

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Organizations that invest in training and development see returns in higher revenue and stronger employee engagement. The Center for Business Performance Solutions can help you create an effective leadership development plan for your business.

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Future 50

SECOND YEAR WINNER

Pattyn North America N76 W30500 County Road VV, Hartland • www.pattyn.com YEAR FOUNDED: 2010

ufacturing facility workers to increase their productivity in conjunction with the rate of our sales demands.”

PRODUCT OR SERVICE OFFERED: Automated systems for bulk packaging including handling, filling and packing of bulk products into polybag-lined cases, crates, trays, tins, pails, drums or purex cases. As a full-service solutions provider, we guide the customer from the initial briefing to the after sales service.

Do you plan to make any changes to your company?

PRESIDENT: Lars K. Nielsen

“We are developing a plan for the expansion of our warehouse and storage facilities, and we are in the process of hiring two new skilled technicians for our service department.”

PROJECTED 2016 REVENUE: $11 million TARGET CLIENTELE: Major food manufacturers in North America BUSINESS ORGANIZATION MEMBERSHIPS: Packaging Machinery Manufacturers Institute, American Oil Chemists’ Society, Metropolitan Milwaukee Association of Commerce, International Nut and Dried Fruit Congress

Who are the business people you admire and why?

What has fueled your company’s growth? “Our growth has been a result of industry recognition of Pattyn equipment’s high standards and flexibility. We have proven our ability to support major industries with high-performance line equipment with applicable sanitary standard requirements.”

What is the biggest obstacle to your company’s growth? “Our biggest challenge has been to find skilled labor, specifically engineering talent. There continues to be an ongoing need to adapt our infrastructure and organization due to our rapid growth. A new challenge has been the ability of our man-

“It is the company owners with a LARS K. NIELSEN broad overview for new business opportunities who are influential. The ones who look for opportunities in acquisitions to strengthen their position in the market, but do not lose focus on their core business goals, or sacrifice commitment to customer service, are an example of how to achieve a desired balance between growth and integrity.”

What is the outlook for your industry? “In general, North American businesses are on a steady course of positive growth for automation. In addition, (efforts around

the country to increase minimum wages) are driving companies to implement automation. Both of these factors favorably impact our sales.”

What is your company’s most important growth strategy? “We continue to identify ways to meet the need for efficiency and cost savings of packaging processes through optimization, while maintaining or increasing the level of food safety.”

Congratulations! from the strategic partners behind

Pattyn North America, Inc. We are delighted to celebrate again with our clients and friends at Pattyn North America! Thank You!

Pattyn North America is proud to be named a Future 50 company for a second year. Thank you to our employees, customers, business partners, and families. Our success is due to your dedication and commitment, and we sincerely appreciate your support.

OAK HILL BUSINESS PARTNERS

We couldn’t have done it without you!

( 4 1 4 ) 8 5 2 - 0 01 5 • W W W.OA K H I LLBP.C OM 262-966-0300 | www.pattyn.com salesusa@pattyn.com

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Future 50

FIRST YEAR WINNER

Repete Corp. W226 N6283 Village Drive, Sussex • www.repete.com YEAR FOUNDED: 1964 PRODUCT OR SERVICE OFFERED: Automation solutions for the feed milling industry. Design of both software and hardware needed to completely automate a feed mill. We provide design, development, commission, service and continuous update programs. PRESIDENT & CEO: Wade Leverett

tomatic data publishing (and) new pre-batching systems that can work both with our new products and with our competitors’ products. We teach our systems designers that we must innovate to survive. But more importantly, we must innovate in order to provide the value our customers are seeking.”

OWNERS: Lori Peterson, Matt Peterson

Do you plan to make any changes to your company?

PROJECTED 2016 REVENUE: Not disclosed

“Yes. Currently, we provide only automation software and panels for the animal feed milling industry. We have begun to provide an extended set of services associated with our core business. We are beginning to offer electrical services to our customers. This removes our MATT PETERSON customer from between the electrical vendor and ourselves, and allows us to take advantage of efficiency our customers would not otherwise be able to. In addition, we are industry, along with continued innovation, and you have the now setting up partnerships around the globe. These partnerrecipe for success.” ships are intended to offer both core and extended services usWhat is your company’s most important growth strategy? ing native speaking people local to our customers in our target countries. We currently ship to 34 countries and this move is “Currently we do 40 percent of our business off shore. Our projection is that we will convert this to sixty percent over intended to allow us to expand our presence worldwide.” the next five years. As labor cost continues to rise around the What is the outlook for your industry? world, automation will continue to rise as a solution.” “The outlook is very bright. The feed milling business tends Our strategy is to take Repete worldwide. We will use our to grow at the same rate as the human population. As middle knowledge and best practices proven, in our industry, to spearclasses expand around the world, protein-based diets are behead our sales around the globe. Couple this with worldwide coming the standard. Couple this with the best products in our local sales and service and we predict a great season to come.”

TARGET CLIENTELE: Feed milling companies that make the food that all types of animals and fish consume.

What has fueled your company’s growth? “Repete has committed itself to providing value to our customers through innovation. We began our current journey over seven years ago when we decided to rebuild our core technology from the ground up. We brought the best minds in our industry together and designed a new platform for the automation industry that now allows us to be competitive, offering higher levels of automation and a higher level of quality. We introduced our new platform, known as FLX, (pronounced flex), four years ago and each year since we have seen double digit growth. Over the last four years, we have continued the trend toward innovation by releasing new associated product offerings like au-

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B i zT i m e s M i l w a u k e e

Future 50

SECOND YEAR WINNER

Roofed Right America 429 W. Boden St., Milwaukee • www.roofedright.com YEAR FOUNDED: 2006 PRODUCT OR SERVICE OFFERED: Innovative commercial roofing, sheetmetal, masonry restoration and construction services in the Midwest.

people our clients are genuinely delighted to interact with.”

PRESIDENT: Khary Penebaker

What is the biggest obstacle to your company’s growth?

OWNERS: Ricardo Herrera, Adam Brissman, Joshua Sparks

“There are two ways to look at obstacles in the construction industry. The relative length of time it takes to train and deploy new tradesmen—it can be several years before they reach the highest skill levels—is definitely our limiting factor. This, in turn, leads to what many in the reputable construction industry would most likely point to as the largest problem, which is disreputable and unskilled roofing/sheetmetal contractors encouraging building owners to cut corners in specifying improper materials, methods or simply breaking building codes to lower the upfront cost to the building owner.

PROJECTED 2016 REVENUE: $14.5 million TARGET CLIENTELE: Commercial and industrial property owners and developers seeking technical fixes to complex building envelope problems designed and implemented turnkey by our seasoned waterproofing experts.

What has fueled your company’s growth? “Training and retaining the best people is our success strategy: we have over 75 percent of the same employees working here from the day we started. Our process usually involves bringing employees into the company with no prior construction experience, then giving them the opportunities to learn new skillsets to advance not only their technical and installation prowess, but also their place as invaluable assets at our company. The multiple paths for advancement and differing skillset opportunities are coupled with the feeling of complete respect and family atmosphere we offer here at Roofed Right. In turn, we have employees who take safety seriously, perform their job functions at extremely high levels and, most of all, are

ADAM BRISSMAN, RICARDO HERRERA AND KHARY PENEBAKER

Who are the business people you admire and why?

What is the outlook for your industry?

“I am continuously impressed by the leadership team at Google for their leadership in projects few have the courage to undertake, many which aim to advance the plights of the people who need it the most in the world. Bill Gates, Warren Buffett and Elon Musk are some people who seem committed to helping people as a whole through their business activities and that’s the vision we have here at Roofed Right as well: the business is the people in it, and it exists to help all of them while increasing benefits to society as a whole. It’s not a zero sum game here and that is what we instill in all our employees.”

“It is fortunate that our industry serves a need rather than a desire. Protecting building assets is typically a high priority, and it is a stable strong market. The market is continuing the recovery from deferred capital investment in buildings from the recession, but is starting to level off and return to prerecession levels. We are also seeing better educated owners, for the most part, who are beginning to investigate products claims and contractor qualifications much more in-depth, which is leading to better outcomes for the building owner and the area in general.”

Congratulations! from the strategic partners behind

Roofed Right America

ORDER YOUR REPRINTS!

Congratulations on being recognized as a 2016 Future 50 Winning Company! PNC Chris Marschka (414) 270-7838 WWW.PNC.COM

Roy Wagner and everyone at von Briesen & Roper congratulate Roofed Right America on this honor!

Awards, cover stories, special reports, advertisements, feature stories, whatever your interests may be. We’ll provide reprints of any published material.

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Future 50

SECOND YEAR WINNER

RSP Inc. 5412 W. Burnham St., Milwaukee • www.rspinc.com YEAR FOUNDED: 1960 PRODUCT OR SERVICE OFFERED: A full-service custom contract manufacturer with operations in the U.S. and China. Our experience and expertise includes membrane switch circuits, plastic injection molding, silicone molding, printed circuit board assemblies, wire harnesses, packaging and full turn-key assemblies. Our services include mechanical and electrical engineering, design-formanufacturing, product testing, warehousing and logistics. CEO & OWNER: Michael Ryan PRESIDENT & OWNER: Paul Ryan PROJECTED 2016 REVENUE: $10 million TARGET CLIENTELE: We work with large and small businesses in the automotive, health care, consumer and industrial markets; anybody who makes anything is a potential client.

What is the biggest obstacle to your company’s growth? “Our strategy is to partner with the right customers who have product needs that fit well with our expertise. Every new product design, prototype and manufacturing ramp-up gets our full attention so we are very careful not to overextend ourselves. We manage our growth carefully to ensure that every project is a success.”

Do you plan to make any changes to your company?

BUSINESS ORGANIZATION MEMBERSHIPS: SGIA

What has fueled your company’s growth? “We have developed a culture driven by teamwork, continuous improvement and a belief that everything we produce needs to be perfect. We truly partner with our customers to understand their needs and requirements to ensure every project is successful. Our customers get the benefit of our deep manufacturing experience and knowledge, giving them a leg up on their competition.”

PAUL AND MIKE RYAN

“Of course! We have a five-year plan in place that includes advanced technology research and development, additional automation and infrastructure improvements. However, I believe the most important changes we will make are the ones we can’t anticipate as we react to the market, technology and our customer demands.”

Who are the business people you admire and why? “I admire small business owners. They put their heart, soul, and money on the line every day. These are the people who

develop new and innovative products, keep the economy churning, drive employment growth, and make up the bulk of RSP customers.”

What is your company’s most important growth strategy? “Our goal is to establish a level of trust with our clients so that as they grow and have additional needs, we are the first and only option they consider. Almost all of our largest customers started with small orders and the relationship grew over time. RSP is here to grow with our customers.”

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Proud to be a 2 time Future 50 winner!

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Future 50

FIRST YEAR WINNER

Scathain LLC 422 S. Fourth St., Milwaukee • www.scathain.com YEAR FOUNDED: 2012 PRODUCT OR SERVICE OFFERED: Scathain crafts artistic furnishings and functional accents with a focus on wood, metal and mirror. With the designers and the artisans working under the same roof, Scathain also offers a unique environment for custom creations to be made. OWNER: John McWilliam PROJECTED 2016 REVENUE: $2.5 million TARGET CLIENTELE: Scathain’s clients are in hospitality or corporate settings. They range from boutique hotels to private residences, celebrity homes to local museums, corporate offices to fine dining establishments.

THE SCATHAIN TEAM

What has fueled your company’s growth? “In the beginning, Scathain was fueled entirely by word-ofmouth marketing. We pride ourselves on our reliability, both in terms of customer service and impeccable craftsmanship. Because of that, we were able to acquire a steady stream of clients thanks to the organic conversations that took place. Since then, we have increased our formal marketing efforts to take it to the next level.”

What is the biggest obstacle to your company’s growth? “The trickiest part of this business is balancing staff with capacity demands while trying to scale.”

Do you plan to make any changes to your company?

What is the outlook for your industry?

“While we won’t be forgoing our custom pieces, we will be putting a greater emphasis on launching product lines.”

“There seems to be an inexhaustible list of opportunities in custom and production manufacturing. There is also a great void in reliable customer service. I am certain that our outlook is becoming exponentially more positive as we continue to position ourselves as leaders in our industry.”

Who are the business people you admire and why? “Steve Kinewski from Brass Light Gallery. He has such sincere passion for his product, and he has a hands-on approach to management that doesn’t just keep his company afloat, but allows it to thrive.”

Congratulations! from the strategic partners behind

What is your company’s most important growth strategy? “We will continue to be on the lookout for key, long-term staff who will help us build a unique product and company culture.”

P R O U D LY P R E S E N T S T H E 2 0 1 7

WISCONSINBIZ

Scathain LLC

ECONOMIC DEVELOPMENT | RESEARCH & INNOVATION | BUSINESS GROWTH

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Future 50

MASTER METTLE WINNER

Stay-lite Lighting W233 N2800 Roundy Circle West, Suite 100, Pewaukee • www.stay-lite.com What is the biggest obstacle to your company’s growth?

YEAR FOUNDED: 1971 PRODUCT OR SERVICE OFFERED: Nationwide lighting, electrical and sign maintenance for industrial, commercial and retail buildings.

“The existing Stay-Lite team surpasses our customer expectations and they thrive doing so. Finding equally great talent requires creativity and agility.”

PRESIDENT: Kirk Tuson PROJECTED 2016 REVENUE: Not disclosed TARGET CLIENTELE: Building owners and property managers with anywhere from one site to thousands — local, regional and national — in markets including retail stores, grocery stores, convenience stores, shopping centers, automotive dealers, office buildings, banks, churches, commercial and industrial buildings.

Do you plan to make any changes to your company?

BUSINESS ORGANIZATION MEMBERSHIPS: National Association of Lighting Management Companies, Professional Lighting and Sign Maintenance Companies of America, Illuminating Engineers Society, Building Owners & Managers Association, Wisconsin Grocers Association, Plant & Facilities Management Association, Wisconsin Petroleum Marketers & Convenience Store Association, Energy Star Partner, Association of Energy Engineers, Metropolitan Milwaukee Association of Commerce.

What has fueled your company’s growth? “Our ability to expand to meet customers’ needs and the ability of the Stay-Lite team to execute. We have expanded our self-perform footprint to 12 states. Our customers value how we perform and want us to cover bigger regions.”

“We are expanding our Pewaukee office and shop to accommodate the growing staff. This expansion will provide the space and layout to enhance teamwork, communication and resultant effi- THE STAY-LITE LIGHTING TEAM ciency. We are continuing to utilize and develop communication technology to support a Stayservice providers to maintain all their sites. Lighting technolLite team covering 12 states and partners covering 49 states.” ogy is changing rapidly, which requires lighting management Who are the business people you admire and why? companies to keep ahead of the technology curve. We are pre“I truly admire the Stay-Lite employees. They come to work pared to maintain existing systems or upgrade to current technology where appropriate.” every day charged and motivated to exceed customers’ expectations. They treat each other with respect, kindness and humor; all while ensuring Stay-Lite continues to grow and What is your company’s most important growth strategy? “We need to continue to be aggressive. This means we will conis profitable.” tinue to expand and invest to capture new opportunities. We What is the outlook for your industry? will also continue to seek out and hire top talent who will help drive continued success.” “The customers with multiple sites in broader regions want MASTER METTLE WINNER

Congratulations! from the strategic partners behind

Stay-Lite Lighting Inc. Congratulations from the Northern Oak Team!

NORTHERN OAK WEALTH MANAGEMENT, INC. (414) 278-0590 WWW.NOR THERN-OAK.COM

THE FUTURE IS BRIGHT Your team at Town Bank wishes you continued growth and success. Congratulations on your achievement!

Thanks to our customers, employees and vendor partners for contributing towards our growth. We are grateful for the work we’ve done together and look forward to an even brighter future.

TOWN BANK (414) 273-3507 WWW.TOWNBANK.US

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Future 50

FIRST YEAR WINNER

Superior Equipment & Supply Co. 4550 S. Brust Ave., St. Francis • www.superiorequipmentsupply.com YEAR FOUNDED: 1984 PRODUCT OR SERVICE OFFERED: Equipment, services and value that every food service operation needs to be successful. Superior Equipment sells supermarket and restaurant equipment, including commercial dishwashers, deep fryers and furniture, to businesses and institutions that are starting up or remodeling. CEO: Sammy Mahmood VICE PRESIDENT OF SALES: Mike Mahmood PROJECTED 2016 REVENUE: $10 million TARGET CLIENTELE: Regional and national multi-unit operators, school systems, hospitals, assisted living facilities, hotels, government and supermarkets throughout the U.S.

What has fueled your company’s growth? “A key element that has fueled our company’s growth is trusting our gut, but paying attention to business indicators. Our gut instinct is a great catalyst for growth, but we don’t rely on it alone. Instead, we look to your business reports to assess growth opportunities. Indicators to consider include: sales pipeline, sales conversion ratios, product profitability and market trends.”

What is the biggest obstacle to your company’s growth? “Cash flow is one of the biggest obstacles impacting growth for the company. Expansion requires investment – inventory,

marketing, new hire recruitment, etc. If the balance and timing of the cash in and out of your business isn’t optimized, then staying on top of your expenses can quickly get tricky.”

Who are the business people you admire and why? “I have a deep admiration for Sir Richard Branson’s tenacity, and I admire his personal brand. I’ve been drawn to his amazing business sense, thirst for adventure, and desire to give back to the world. The combination of those characteristics is both rare and appealing. He has taught me four lessons that have helped guide and inspire me, including: live in the moment, have fun, give back and don’t ever give up.”

SAMMY MAHMOOD

What is the outlook for your industry? “Market research publisher SBI reports that the global food service equipment industry is worth $20 billion and is expected to grow. From the company’s location in Milwaukee, Superior has direct access to both the Milwaukee and Chicago metropolitan areas. The market for the company’s services largely depends on economic factors that affect the population as well as the growth of food retailers and food service companies in each area. There are more than 15,000 foodservice businesses operating in Wisconsin, and the industry in Wisconsin generated $7.3 billion in sales in 2011. Chicago has the second largest

restaurant industry in the U.S. and restaurant job growth has outpaced all other sectors over the last decade.”

What is your company’s most important growth strategy? “Our company’s most important growth strategy is to have the right leaders for our growth. We found that leadership quality is critical to our growth, that our first task is to hire highquality executives, and that certain competencies are more important to some growth strategies than to others. It takes a mix of leaders and talent to pursue a variety of growth strategies simultaneously.”

Presented By:

Congratulations! from the strategic partners behind Superior Equipment & Supply Co

Congratulations Superior Equipment & Supply Co! EWH is proud to be an integral partner in your business’ success.

EWH SMALL BUSINESS ACCOUNTING S.C.

Call for Nominations Recognize the people and organizations that are making a difference every day by providing superior health care in our region. Categories Include:

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Future 50

FIRST-YEAR WINNER

Swarming Technology 2222 N. Farwell Ave., Suite 200, Milwaukee • www.swarmingtech.com YEAR FOUNDED: 2011

proximately twice the square footage to accommodate our growing staff. In addition, Swarming is expanding its reach to overseas markets, establishing a new office in Kiev, Ukraine. This business venture abroad is creating reciprocal benefits for our domestic clientele by way of an overall increase in resource availability.”

PRODUCT OR SERVICE OFFERED: Web services provider specializing in design, development and hosting solutions for the Magento E-Commerce platform. PRESIDENT & CEO: Ian Baxter CREATIVE DIRECTOR: Alyssa Otter PROJECTED 2016 REVENUE: $3 million TARGET CLIENTELE: Businesses and partnering organizations seeking e-commerce solutions through establishment or enhancement of the Magento E-Commerce platform.

What is the outlook for your industry?

What is the biggest obstacle to your company’s growth? “Staying competitive with larger firms and markets is always going to be a formidable challenge. While Milwaukee has experienced some significant strides with respect to becoming a competitive marketplace for web development over the past five to 10 years, quality opportunities and personnel can be limited, particularly in the absence of innovation and perseverance. Our current team, however, is vehemently dedicated to building a Swarming brand that not only attracts new clientele, but high-caliber talent as well.”

Do you plan to make any changes to your company? “Currently, Swarming Technology is in the process of expanding our Milwaukee office on the Upper East Side, adding ap-

“The web development industry has never been stronger, especially considering recent development trends that make e-commerce platforms more accommodating for mobile users. The online IAN BAXTER shopping process is becoming more streamlined across all mediums. Consumers are responding by purchasing approximately 50 percent of their goods from web-based platforms. The steady increase in revenue via e-commerce over the past five years is creating a more imminent need for businesses to establish an online presence, and these businesses are more readily turning to companies such as Swarming to develop solutions to meet their needs.”

What is your company’s most important growth strategy? “Specialization has been a major point of focus for our company over the past two years. This focus stems from the belief that in order to really excel in this industry, we need to be excep-

Congratulations! from the strategic partners behind

Swarming Technology Congratulations to Swarming Technology! Our organization sincerely appreciates being a valued and trusted business partner.

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tional at what we do. We need to provide a service or level of quality that no one else in our market can. To accomplish this, we need to focus on our strengths. Our particular strength is the Magento E-Commerce Platform, and frankly stated, we want to be the best at it. As a team, we want to achieve such an intimate familiarity with the platform that we become the obvious choice for any business looking to pursue Magento as an e-commerce solution. This specialization has been the catalyst for our recent growth, and will continue to play an integral role in our future success in the industry.”

Gregory C. Enes

PRINCIPAL

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To learn more, ask for: Mark Wierman. Tom Pasch. Wendy Sowinski. Matt Zastrow.

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Since 1918

Future 50

MASTER METTLE WINNER

SWICKtech 15700 W. Cleveland Ave., New Berlin • www.swicktech.com YEAR FOUNDED: 2004 PRODUCT OR SERVICE OFFERED: IT management services for medium to large companies and organizations; including managed private cloud storage, information technology security, infrastructure management and monitoring. SWICKtech provides all the tools needed to align technology with day-to-day business needs. SWICKtech specializes in cloud computing, business application support and IT project consulting, network and server infrastructure management, backup and disaster recovery services, and help desk support. PRESIDENT & OWNER: Gary Swick

What is the biggest obstacle to your company’s growth? “It’s no secret technology is significantly changing every day and there is a major shift happening towards cloud-based environments and business process automation. SWICKtech is implementing new Microsoft-centered strategy across our service offerings and product lines to align with the biggest leader of the IT industry.”

VICE PRESIDENT & OWNER: Isaac Monteagudo

Do you plan to make any changes to your company?

PROJECTED 2016 REVENUE: $5 million TARGET CLIENTELE: Privately-held manufacturing, distribution, goods-handling and investment companies that are security-minded, have new leadership, are growing or investing in technology with 50 or more computers and have headquarters that are located in southeastern Wisconsin.

What has fueled your company’s growth? “Our growth has been achieved through dedication to our core values, including developing relationships, being open and honest, having fun every day and being passionate about whatever you do. The passion of our engineers and analysts to learn new technologies, paired with truly listening to our clients’ day-to-day issues and long-term planning fuels our strategies and ability to execute.”

GARY SWICK

“While we will continue to provide extremely stable IT environments for our clients, SWICKtech will be switching to the ‘Full Microsoft Stack’ to align with continued growing technology needs. Areas such as Hybrid Cloud Environments for backup and shared storage, Office 365 for business collaboration and e-mail support are a few of the newer programs businesses will be using daily to accelerate growth.”

Who are the business people you admire and why? “Jim and Tom Palzewicz of ActionCOACH of Elm Grove. Both leaders continue to inspire our company to greatness. Satya Nadella of Microsoft for his vision of technology for the future, and finally the SWICKtech team for their continued dedication to technology solutions and excellence for our clients.”

What is the outlook for your industry? “Stable server and network IT infrastructure will continue to be the foundation for every area in business to continue helping businesses grow. Continued emphasis on cloud based solutions for mobile access to information and increased awareness of cyber security solutions to protect critical business information. Business Process Automation will become even more important to assist clients to efficiently complete their everyday tasks utilizing all the tools Microsoft and other IT applications have to offer. SWICKtech will continue to research and develop new strategies to ensure clients get the most out of their technology investment.”

Congratulations! from the strategic partners behind

SWICKtech Congratulations SWICKtech! SVA is proud to be your Strategic Business Advisor.

SVA

Leveraging TECHNOLOGY to Accelerate GROWTH It’s the SWICKtech Way Thank you to our clients and employees for helping SWICKtech become a Future 50 Business Award winner for the third year in a row! Call or text today for top-notch technology consultation and support at 262.333.0222 or check out www.theSWICKtechway.com!

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Future 50

SECOND YEAR WINNER

The Starr Group 5005 W. Loomis Road, Greenfield • www.starrgroup.com YEAR FOUNDED: 1956

sonnel to attain significant additional degrees and designations with the objective of being very deep in our abilities to identify and quantify risk and then tie it back to our customers’ KPI’s.”

PRODUCT OR SERVICE OFFERED: Improving the risk wellness of our business and personal customers of commercial insurance, group benefits, and auto and home insurance. In addition, we provide continuing legal education to lawyers and law firms. PRESIDENT & CEO: Tim Starr

What is the biggest obstacle to your company’s growth?

EXECUTIVE VICE PRESIDENT: Mary Starr TARGET CLIENTELE: Technology firms, law firms, health care, contractors, non-profits, manufacturing firms.

“Keeping up with the constantly changing landscape of improvement which includes technology, educational requirements and changing governmental regulations.”

BUSINESS ORGANIZATION MEMBERSHIPS: PIA, IIAW, WELCOA, NAHU, WAHU, Marsh Berry & Associates, WELCOA, NAHU, WAHU, South Suburban Chamber of Commerce, MMAC, NARI

Do you plan to make any changes to your company?

What has fueled your company’s growth? “Our employee team is definitely our competitive differentiator. They have allowed our agency to set and attain some pretty significant goals. The fact that we have focused on building a culture by design rather than default has been critical. Our culture emphasizes total well-being; that has been significant to our overall success. Our employees know we care and they have made that clear in voting us the ‘number one insurance agency to work for in the Midwest’ as per Business Insurance magazine in 2015. Additionally, we have the most stringent educational requirements we are aware of, requiring our per-

“Those sharing their research and results in applying performance metrics and disciplines, like Sean Covey in ‘4DX- the Four Disciplines of Execution.’”

principles for the first time in its history. Businesses learned to apply risk management to commercial insurance years ago and they are just now realizing and learning those principles can be applied to group benefits, with results altering the continual year after year rate increases. The winners will be those companies that sincerely apply the necessary resources combined with the resources and guidance of benefit agencies that have the knowledge and resources to help.”

What is the outlook for your industry?

What is your company’s most important growth strategy?

“Highly competitive in commercial and personal auto and home. Group benefits is all about applying risk management

“Adding quality personnel to continue applying the ‘Improvement of Risk Wellness’ to our customers.”

“Continue to grow organically wherein a central vision is shared and pursued by our teammates, culminating into a relationship that improves the risk wellness of our customers.”

Who are the business people you admire and why?

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E A S T E R

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THE STARR GROUP TEAM

W I S C O N S I N

MISSION Easter Seals Southeast Wisconsin disabilities provides exception or special needs and play in their communit and their families have al services to ensure that all people equal opportuni ies. with ties to live, learn, work

Congratulations! from the strategic partners behind

The Starr Group Congratulations The Starr Group! SVA is proud to be your Strategic Business Advisor.

2222 S. 114th Street West Allis, WI 53227 (414) 449-4444 easterseals wise.com facebook.co m/eastersea lswise @ESSouthea stWI

GOALS

To change the way the world disabilities so defi that every person nes, views and treats potential. To provide exceptionalcan achieve their full all people with services to disabilities or ensure that families have special needs equal opportunitie and their and engage in their communitie s to live, learn, work, play s. Live: Hands-on, comprehen port to help sive, vital services people reach and suptheir full of challenges, needs or disabilities.potential—regardless Learn: Programs designed to learn—and help children FUNDRAI often and adults SING/EVE needed to developre-learn—basic functions, NTS FUNDING master skills We hold two and thrive, SOURCES as they age. annual and be sharp and active tunities for individualsfundraising events and corporation that offer opporWork: A range • Walk With of s to get connected: Me – Wednesday that help people training, placement and Milwaukee , June 29th related services prepare County Zoo. at the for the workforce— meaningful A family event together to work is often because raise funds to walk the key to overcoming lenges and and individuals having a good chalwith disabilities. awareness for life. sponsor or Be a corporate Play: Fun, healthy form a walk programs for team. Registration in January caregivers to children and at www.walkw begins relax, connect adults and ithme.org/m constructive with friends • Autism Awareness ilwaukee and engage activities—a ll so necessary in life possible. cause marketing Month – April. Through to living the best this campaign,  Program Fees business with you can align Act: Our vibrant .................... Easter Seals your community  Government ................ to help and raise needed 62% stands with Contracts .................... of friends and those who face  Commercial supporters funds to provide spread the word .... 18% Sales .................... to families that challenges advocating,  Donations .................... by volunteering ............ 9% donating and are on the therapy scholarships early intervention participatin , inspire us all ....................  Other Income g in events ... 7% and sustain support services.waiting list for .................... that our cause. .................. 4% GIVING OPPORTU VOLUNTE NITIES ER OPPORTU Easter Seals NITIES knows the personal Our dedicated is of great importance volunteers play impact your positively impacting gifts make an essential to you. There make a difference: role in are many ways the lives of have a variety Volunteer or to level; corporate of opportunitie those that we serve. We leadership volunteer days; at the Board weekend to ships; individual fit your availabilitys throughout the week tailored event and gifts; in-kind you can make sponsorand interests. United Way a difference Learn how Giving Campaign. gifts; or through your through volunteering www.easter to combine sealswise.c A bequest gift at your om. charitable giving personal financial objectives allows you EXECUTIV goals to establish E LEADERS with your HIP a lasting legacy. BOARD OF DIRECTO RS Dale Van Dam (Chair) ★ M3 Insurance Solutions Frank Windt Schenck Business Peggy Niemer ★ DENOTES Sue Solutions (Vice Pierman ★ Chair) EXECUTIVE Kenwood & Wells, LEADERSHIP Pierman Communications LLC Robert Ranus Jeff Squire Retired, Roundy’s Jim McMullen ProHealth Care Daniel O’Callaghan (Secretary) ★ PNC Bank Harley-Davidson David Glazer Motor Co. Tom Kelly Robert Glowacki David Glazer Real Nancy Creuziger Kelmann Restoration Tom Gagliano Estate, LLC (Treasurer) ★ Michelle Schaefer CEO ManpowerGroup Morgan Stanley Bill Hughes COO Patina Solutions Roger Schaus Jean Schramka Retired, Generac Massage Envy Sara Walker Associated Bank Tari Emerson Charter Steel 52

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220 $10,412,37 9 D: 1934

YEAR ESTABLISHE

SERVICE AREA Easter Seals Southeast Wisconsin serves six counties: Milwaukee, Waukesha, Washington , Ozaukee, Kenosha and Racine.

2016 GIVING GUIDE | www.biztime

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B i zT i m e s M i l w a u k e e

Future 50

FIRST YEAR WINNER

Trans International N93 W16288 Megal Drive, Menomonee Falls • www.ticominc.com YEAR FOUNDED: 1975 PRODUCT OR SERVICE OFFERED: Freight, bill, audit and payment services to shippers and manufacturers. Additionally, Trans International has a robust logistics services team that provides in-depth analysis into transportation spending, and has a full-service IT group that manages and creates new web-based transportation applications. Offerings include web-based routing and rating, international spot quote portals, domestic expedite spot quote portals, and a full reporting suite. CHIEF ECONOMIC OFFICER: Jaime Syring CHIEF SALES & MARKETING OFFICER: Denise Lawien PROJECTED 2016 REVENUE: $5.8 million TARGET CLIENTELE: Manufacturers who ship goods and directly pay for their freight. Targets should have substantial transportation spending and shipment volume upwards of 10,000 shipments per month. BUSINESS ORGANIZATION MEMBERSHIPS: WBENC, WBDCChicago, MMAC, WMC, Transportation Intermediaries Association, Michigan Manufacturers Association

What has fueled your company’s growth? “In the last two years, Trans International changed its sales strategy and client service approach. This has fueled the current growth. A company must not only grow new business, but also maintain existing business. There has also been an investment in the sales strategy to work closer on expanding busi-

ness internally and externally. TI invested in new recruiting tools to find best job fit for candidates to increase stability in staff. The management team emphasized employee engagement and we created a program to incorporate all staff in key teams for process improvement. The culture has truly shifted now that the employees can see their work in action and know that their input is very important. From this engagement, TI has fueled better quality outputs on data, integrity and service.”

What is the biggest obstacle to your company’s growth?

DENISE LAWIEN AND JAIME SYRING

“Being ‘small’ is both an obstacle and an advantage to Trans International. At times, TI may be seen as too small to compete with the giants in the industry; however, we see this as an advantage to being nimble, responsive and adaptable to clients. Competition will continue to be a large obstacle and the United States markets for our services are well saturated. Finding the right people would be the number one obstacle to growth. We do not have a sales issue in finding the business, but supporting it on close and finding the qualified people we need is becoming more and more difficult. “

Who are the business people you admire and why? “Steve Jobs, as an incredible visionary and pioneer. Warren Buffet, as a successful investor and advocate for business.”

What is your company’s most important growth strategy? “Expanding outside of North America. The need to be international and global has never been greater than today. This year, Trans International will launch its first client in Europe.”

Congratulations! from the strategic partners behind

Trans International Congratulations Trans International! SVA is proud to be your Strategic Business Advisor. SVA SVA Business Advisory Services Team (262) 641-6888 SVAACCOUNTANTS.COM

Roy Wagner and everyone at von Briesen & Roper congratulate Trans International on this honor! VON BRIESEN & ROPER, S.C. (414) 276-1122 VONBRIESEN.COM

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Future 50

SECOND YEAR WINNER

Valentine Coffee Co. 5918 W. Vliet St., Milwaukee • www.valentinecoffeeco.com YEAR FOUNDED: 2009 PRODUCT OR SERVICE OFFERED: Roasters of specialty-grade coffee FOUNDER & CEO: Robb Kashevarof PARTNER & COO: Joe Gilsdorf PROJECTED 2016 REVENUE: 35 percent growth TARGET CLIENTELE: Anyone with discerning taste in coffee, food and wine. BUSINESS ORGANIZATION MEMBERSHIPS: Specialty Coffee Association of America, Roasters Guild, Wauwatosa Chamber of Commerce, American Indian Chamber of Commerce

What has fueled your company’s growth? “The specialty coffee industry continues to be a strong growth market. Our uncompromising attention to quality and responsibly sourced, farmed and roasted coffee has anchored our philosophy. We are fortunate and appreciative that our efforts are recognized by the consumer as we continue to grow organically.”

What is the biggest obstacle to your company’s growth?

JOE GILSDORF AND ROBB KASHEVAROF

“Keeping up with capital and human resource needs.”

Do you plan to make any changes to your company?

“Joe Bartolotta has been a continued mentor for us.”

“We will continue to improve quality standards while increasing our retail presence and wholesale reach.”

What is the outlook for your industry?

Who are the business people you admire and why?

What is your company’s most important growth strategy?

“Healthy. Specialty coffee is maintaining robust growth, with commensurate competition.”

“Protecting the integrity of our product and maintaining our high level of customer service. In other words, continuing to deliver consistently delicious coffee.”

MASTER METTLE WINNER

Vantage Point Corp. 5700 77th St., Kenosha • www.vpcinnovations.com YEAR FOUNDED: 2006 PRODUCT OR SERVICE OFFERED: A wide variety of technology hardware procurement and solutions, technology management services, hosting services and solutions. OWNERS: Ryan Sorensen, Nick Preuss PROJECTED 2016 REVENUE: $42 million to $45 million TARGET CLIENTELE: Consumer, B2B, small and medium business, enterprise, health care, education, government and public entities.

What has fueled your company’s growth? “We combine homegrown technology, services and procurement software to support a wide range of B2B clients through B2B telephone sales, B2C procurement and IT service contracts”

What is the biggest obstacle to your company’s growth? “Effectively managing growth in a sustainable way. As well as ensuring we have the right people in the right places to respond quickly and effectively to our sudden growth surges.” THE VANTAGE POINT CORP. TEAM

Do you plan to make any changes to your company? “We are looking forward to expanding into new market segments in both Canada and the U.K. by 2018.”

try, with favorable forecast and projections for growth.”

What is the outlook for your industry?

What is your company’s most important growth strategy?

“We are looking forward to another amazing year in our indus-

“We believe it’s incredibly important that we all work togeth-

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er to make what is seemingly impossible, possible. Creating the best place for the best people to work using independent thinking and not settling for mediocrity.”

B i zT i m e s M i l w a u k e e

Future 50

FIRST YEAR WINNER

Villani Landshapers N59 W14397 Bobolink Ave., Menomonee Falls • www.villani-landshapers.com YEAR FOUNDED: 2000 PRODUCT OR SERVICE OFFERED: Commercial and residential landscape maintenance and design CEO, PRESIDENT, OWNER: Gino Vallani PROJECTED 2016 REVENUE: $8 million TARGET CLIENTELE: Residential design/build clientele, homeowners in southeastern Wisconsin with home values of $400,000 and above, commercial landscape designers/builders, maintenance and snow removal clientele, business/industrial parks, condominium communities, health care campuses, universities and schools, and municipalities.

What has fueled your company’s growth? “Overall, our company culture of education and support has created an ideal environment for growth. We value learning at all levels of the organization, and our commitment to growing our people at all levels has driven the company’s growth and development. We’ve learned how to recruit the right people for each position and have learned how to develop line-level employees into managers, and managers into true leaders. On the business development side, we’ve learned how to position our brand in the market and attract and develop salespeople who can bring our offerings to the marketplace.”

What is the biggest obstacle to your company’s growth? “Landscaping is both a very seasonal and a very front-end-

loaded business; we need to keep up with the rapid pace of training to staff appropriately for both of these challenges. Generally speaking, we are working in what people perceive to be an unskilled trade; however, there is a definite skill to landscaping work. We need to take an unskilled labor force and train them to the exacting skills and standards that we expect. Working to get people to understand this can be a challenge. Finally, a rapidly inflating employee roster means that management gets spread thin at times and there are many more employees to manage than there are an appropriate number of managers to lead them.”

GINO VILLANI

Do you plan to make any changes to your company? “We are constantly working on improving our company. Currently, we are upgrading our internal software to be compatible with future technology. We are also looking to address some of our staff training challenges by developing a series of training videos. Recently, we have launched our commercial union division, United Landshapers, which opens up more opportunities within the commercial construction space.”

Who are the business people you admire and why? “Within the landscape industry, I admire Mariani Landscape in northern Illinois. Having visited his site and observed his operations, I’m impressed by how professional and organized everything is, how much care for the employees is evident in everything they do, and what a great culture has been developed throughout the organization.”

Presents:

Thursday, November 17, 2016 || 7:30 - 9:30 AM Potawatomi Hotel & Casino Commercial real estate myths abound in the M7 region, but what’s the bottom line?

With Great Appreciation… Villani Landshapers extends our thanks to all of our employees and customers who have helped us achieve our Future 50 award. It is through your support that we are able to fulfill our commitment to creating a family of industry leaders who provide premier landscaping service in both residential and commercial environments. The Villani Landshapers passion for detail can be seen in our work throughout southeastern Wisconsin.

Thank you again to our customers for placing your trust in us and to our employees for your dedication and hard work. Sponsors:

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Future 50

SECOND YEAR WINNER

ZMac Transportation Solutions 510 College Ave., Racine • www.zmactransport.com YEAR FOUNDED: 2010

of change and we embrace it. If it will help us get better or help our customers we will do it. We move very quickly.”

PRODUCT OR SERVICE OFFERED: Coordination of global transportation of flatbed and oversize freight. CEO: Jeff McMahon PRESIDENT: Matt Ziegler PROJECTED 2016 REVENUE: $16 million TARGET CLIENTELE: Heavy equipment manufacturers, power generation, fabricated buildings/enclosures, agriculture, freight forwarders BUSINESS ORGANIZATION MEMBERSHIPS: Scale Up Milwaukee, Ramac

What has fueled your company’s growth? “Hiring great people and training them to understand the complexities of the industry. Having a brilliant business partner like Matt Ziegler who is always working on our company and our culture. We have a great team of people here who really care about what we are doing and it’s a great place to work.”

What is the biggest obstacle to your company’s growth? “Access to capital and people, and how we will utilize technology to gain more of an advantage.”

Do you plan to make any changes to your company? “Our industry changes constantly and, as business owners, we need to stay ahead of those challenges. We are not afraid

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Who are the business people you admire and why? “People who have forged their own way in business and have achieved great things. Richard Branson, Steve Jobs, Warren Buffet, but also people locally here who are doing what they love with the companies THE ZMAC TRANSPORTATION SOLUTIONS TEAM they have started and are contributing to the economy and community by providing jobs and insurance to families. That is what What is your company’s most important growth strategy? really helps the city and state that we call home.” “We have a growth strategy that includes marketing our pricing What is the outlook for your industry? tool, called ZRate. It uses market-analyzed data to produce freight “The transportation industry is in a lull right now, and we are rates up to 14 feet high and 14 feet wide anywhere in the lower affected by the price of gas and oil as well. It is happening to 48 and Canada. No one has a tool like this, it’s a game changer. other industries also, so we are not alone. We are optimistic, We also will continue to hire staff in groups and train them in a though, because of what we have been able to achieve even in a classroom setting called ‘The Launch Pad.’ It’s a program we deslightly down economy. Like all things, this too shall pass and veloped to make sure our people are successful at ZMac. Adding we are building to take advantage of that. We are investing in great people is the catalyst for growth. We are committed to be a the future with people and training.” $100 million company, at least in the short term.”

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strategies Overcoming the superwoman syndrome Get off the out-of-control roller coaster

n my last few columns, I have written about a variety of issues confronting women in the workplace, emphasizing the need for organizations to explicitly build and deploy mentoring programs for women. Women are forecast to comprise the majority of new entrants to our workforce over the next half-decade. Cast in the context of some of Wisconsin’s “brutal realities” (we are an aging workforce, a slow jobs growth state and a “brain drain” state – young women earn their degrees here and take jobs elsewhere), the time is now for organizations to focus on acquiring, retaining and developing talented women; doing so is likely to be a strategic advantage for organizations that vigorously pursue these practices.

In this column, I will explore the topic of the “superwoman syndrome:” what it is and what women can do to overcome it. For readers who are not familiar with the term, a “superwoman” is a woman who works very, very hard to manage multiple roles, such as worker, homemaker, volunteer, student, neighbor, community member, etc. The term was the title of a 1975 book by Shirley Conran. In her book, “Overcoming the Superwoman Syndrome,” Madeline Lewis observed that “superwomen” are perpetual motion machines, always on the go and always over-committed and over-extended. Lewis noted that such women share certain behavioral characteristics, such as: (1) striving for perfection, (2) possessing low self-esteem, (3) having a strong need for accomplishment, (4) difficulty saying “no” to others, (5) wanting to feel like they can do it all, (6) attention-seeking, and (7) a tendency to be “people pleasers.” Eventually, of course, superwomen wear themselves down physically, mentally and emotionally. They simply burn out over time. It is impossible to maintain the pace at which they lead their lives. Often, superwomen are unhappy with the extent to which they are overextended, but feel powerless to do anything about it. It is as if they are riding a rollercoaster that is speeding out of control, but they do not know how to get off the ride. What can women who are struggling with the superwoman syndrome do to regain control of their lives? Here are some simple suggestions: »» Take a time out It helps to build break time into one’s day. It is usually the case that what is on our schedules is what we wind up doing. So, put some free time onto your busy calendar and hold yourself

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to using it! »» Make a sacrifice If your plate is filled to overflowing, then get something off of it. Offload an activity (or several) that is no longer rewarding, fulfilling or lifeenhancing. »» Let go of perfectionism Next time you carry out a task, tell yourself that you are going to give an 80 percent effort. Do your best to avoid offering over-the-top contribution. Then, see if anyone notices that you “went through the motions.” My bet is no one will notice because a superwoman’s 80 percent effort is most everybody else’s 110 percent effort! »» Ask for help Here is the brutal reality of things: You cannot do everything by yourself. While your way of doing things ensures your standards of merit are met, by “flying solo” you wind up toiling away with no end in sight. Take a cue from your favorite superhero and get yourself a sidekick, somebody with whom you can share your commitments and burdens. »» Relax This is an obvious one, right? Maybe it is, but the go, go, go superwoman has a hard time putting it into practice. Daily meditation, mindfulness practices, spiritual pursuits, deep muscle relaxation, etc. are proven stress busters, so investigate a technique that fits your makeup and put into daily practice. Do that today. »» Develop a support system Superwomen often suffer in silence because they are fearful or embarrassed to share their burdened lives with another person. Like any other issue in life, we benefit from the per-

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COACHING spectives and insights of others, especially those who know us and care about us. That is the role of family and friends. Share your frustrations with someone you trust. That person will be happy to lend a listening ear. »» Develop assertiveness Nancy Reagan’s infamous tag line for her anti-drug program in the 1980s was, “Just say no.” Being assertive means taking better care of you. Your life does not have to be a pattern of solely giving, giving and giving. What are you getting along the way? You have a right to be happy and pursue activities and interests you enjoy. Be good to yourself. Readers who are interested in learning about the superwoman syndrome are encouraged to join me at a seminar I will be leading with my colleague Krista Morrissey on Oct. 5 at 5:30 p.m. at Ottawa University’s Brookfield campus. For more information or to register, interested parties may call (262) 879-0200. n Daniel Schroeder, Ph.D. is president and CEO of Brookfield-based Organization Development Consultants Inc. (www.od-consultants.com). He can be reached at (888) 827-1901 or Dan.Schroeder@OD-Consultants.com.

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How to deal with our fear of each other

Start with calm and honest conversations

t doesn’t seem like all that long ago I wrote and read a lot about diversity in the workplace. There were books and articles everywhere encouraging us to take a good look around our business organizations to check if we look too much alike. All the same gender? All the same color? Nearly all the same age? Eventually, we learned that diversity leads to an increase in creativity, productivity and profits. Most of us got that. As our companies became more diverse, a new catchword developed – “politically correct.” Now came books and articles teaching us how to communicate with our diverse group of associates. We developed a heightened sensitivity to language. We learned – if we didn’t already know, that phrases that never would offend one of our look-alikes could be highly offensive to others. Consultants came in to help us with this sensitivity training. Granted, there was some resistance in the ranks and there still is. But by and large, people learned to cross barriers of color, age and gender to work together for the growth of the organization. By and large, we began to respect and appreciate differences. This is an ongoing process, but the trend is upward. What might have felt unnatural in the beginning became simply considerate. That kind of growth feels good and sure makes our time at work more fun and congenial. And now what? Our hearts and minds have been battered about by the steady stream of violence in our country and in the entire world. We are in the middle of an election year unlike any in recent memory. On television and online, we see and hear vitriolic exchanges from people who even look pretty much alike but have clashing political, religious or societal views. There doesn’t seem to be much listening going on. Compassion and empathy, hallmarks of our nation, seem to be in short supply. “What must we do?” You hear that everywhere, I am sure, just as I do. The answers don’t seem to be coming. There are

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J O G ORISSEN DIVERSITY protests, some reasonable and calm, some contentious and dangerous to anyone involved or just standing nearby. Blame is spat out with amazing conviction, but not much consensus. There is fear everywhere, but sprinkled about in unequal portions depending on where you might live or work. I have no vision of a solution. I fear the erosion of our humanity. The only thing I can offer to business leaders and their associates is to start wherever you are. Nearly everyone is trying to deal with the same set of fears. Calm and honest conversations among groups of your employees, diverse groups as mentioned above – that’s one place you might start. Brainstorming sessions should be considered. However you address the situation we’re all in, the outcome should result in an action plan – unique to your firm possibly, in compliance with your values and realistically achievable with the resources at hand. This paragraph was near the end of a letter E.B. White wrote in answer to a man who had lost faith in humanity: “Sailors have an expression about the weather: they say the weather is a great bluffer. I guess the same is true of our human society – things can look dark, then a break shows in the clouds and all is changed, sometimes rather suddenly. It

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strategies

The humility of a leader

Seven attributes an engaged leader should embody

he focus on leadership practice is about adopting and adapting your personal leadership style, which is inherently an adaptive behavior specific to the situation you are facing. For example, in some situations, the appropriate leadership style should be to demonstrate engaged humility, which is the practice of engaging those around you by demonstrating genuine humility. The operative word and behavior, therefore, must be “genuine.” Leaders cannot fake this behavior. We are in an incredibly cynical time, with transparency as the watchword. Any attempt at inauthentic behavior breeds criticism and distrust. The search for and practice of authenticity is absolutely critical to success for all those involved with you: both those who are part of the team you lead and those who are receiving what the team has to offer. These latter groups could be customers, clients and/or co-workers. Comedian Bob Hope once said, “I feel very humble, but I feel I have the strength of character to fight it." Not quite the attitude and practice we're suggesting you consider. We realize that remark is meant to be comedic and totally off-base from reality. So what is the profile and what practices define the engaged humility of a leader? These are the top seven primary attributes an engaged, humble leader should practice: 1. He practices the art of listening. Listening to the facts, the informa-

tion that surrounds the situation, challenge or event. Listen even if you think you know where and what needs to get done. Really listen! Consider this the warm-up to practice. 2. She practices inquiry. The ability to ask questions...to ask the right questions. This requires leaders to both understand and to be selfaware about what they don't know. Thus, this leadership style resides in an arrogance-free zone. There is no shame in great leaders not knowing or having every answer to everything. This also demonstrates to the team that you are approachable and care to hear other opinions. 3. He provides clarity about the decision process. We’ve all had terrific CEOs who would say to their leadership teams: “I need your best thinking now, so please engage,” or “This will be setting the bar for everything we do, we are all in this together and we need everyone’s best foot forward.” The leader’s maxim is: Everyone contributes as a team, and everyone must feel vested in the outcome. 4. She is decisional: Engaging one’s leadership team for its best thinking helps decide; helps the employees to make the decisive call. Keep in mind, businesses are not intended to operate in a democratic mode. We are not describing leadership decisionmaking by “the ayes have it.”

5. He

practices having a bias to act and execute well. “Execution is the chariot of genius." He finishes well. He follows through. He creates error-free processes, yet doesn’t wait for a perfect solution. Remember this expression paraphrased from the French philosopher Voltaire: “perfect is the enemy of good.” 6. She is consistently humble and consistently engages those around her in a 360-degree work world. The 360-degree world revolves internally around direct reports, colleagues, superiors and most importantly, the worker bees; as well as externally, around partnerships, collaborations and relationships with stakeholders. There is no room for false humility in a cynical world. 7. Humble leadership and courageous leadership go hand-in-hand and require continued practice to keep in balance. Courage isn’t the absence of fear. We can be fearful about any business situation we face. However, the behavior expected of leaders is to act despite their personal or professional fears. This does not mean we act without fear, nor would we act reck-

PATR IC IA LEN IUS & B O B DEVITA LEADERSHIP

lessly and randomly, but humbly, as in when the leader asks, “If not by me, then who here is going to do this?” Green Bay Packers coach Vince Lombardi once said, “Success is never final. Failure is never fatal. It’s courage that counts…It does take courage to do anything that’s worthwhile. And it’s also worth remembering that you may be on top one day and in the gutter the next.” In the end, a leadership style which evokes the genuine practice of humility should help leaders reach their IPS, or what performance psychologist Jim Loehr termed an “Ideal Performance State.” This state is a unique combination of mental toughness, resiliency, clarity of thinking and mental agility. We can add humility as the ultimate leadership performance enhancer. Practice this and see the difference. n Patricia Lenius is the president of Pewaukee-based PJL & Associates. She can be reached at (414) 852-9887. Bob DeVita recently retired after a 42-year career in health care leadership spanning three states. He teaches an MBA seminar at the University of Wisconsin-Milwaukee. He can be reached at devita@uwm.edu.

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FUEL Milwaukee will host a FUEL Leadership Lunch with Mayor Tom Barrett on Thursday, Sept. 29, from noon to 1 p.m. at City Hall, 200 E. Wells St., Milwaukee. Barrett will sit down with young professionals to discuss professional and personal development. For more information or to register, visit www.fuelmilwaukee.org/events.

SPOTLIGHT

Living As A Leader will host The Millennials and The Boomers: Understand the Clash! Then Take Action on Friday, Sept. 23, from 7 to 9 a.m. at the Milwaukee Athletic Club, 758 N. Broadway in Milwaukee. The event will discuss the clash of generational cultures and strategies to move forward productively. Cost is $65, which includes breakfast, networking and presentation. For more information or to register, visit www.biztimes.com/events/#all-events. The Metropolitan Milwaukee Association of Commerce’s Council of Small Business Executives will host the 2016 Future 50 Awards luncheon from 11:30 a.m. to 1:30 p.m. on Friday, Sept. 23, at the Hyatt Regency Milwaukee, 333 W. Kilbourn Ave. in Milwaukee. The Future 50 Program recognizes privately-owned companies in the seven-county region that have been in business for at least three years and have shown significant revenue and employment growth. BizTimes Media is the media partner of the event. Luncheon cost is $60. For more information or to register, visit www.biztimes.com/future50. The Upper Midwest Security Alliance will host the Secure360 Conference on Monday, Sept. 26, from 8:30 a.m. to 4:30 p.m. at the Sheraton Milwaukee Brookfield Hotel, 375 S. Moorland Road in Brookfield. The professional conference for comprehensive security and risk management education will cover governance, risk and compliance, information security, physical security, business continuity management and professional development. Cost is $199 for UMSA affiliates and See the complete calendar of $249 for non-affiliates. For more information or to register, upcoming events & meetings. visit www.biztimes.com/events/#all-events.

BIZ NO T ES General Mitchell International Airport Milwaukee’s General Mitchell International Airport has earned its ninth consecutive perfect inspection from the Federal Aviation Administration. There were no discrepancies noted by inspectors on the inspection, which included examination of pavement, marking, lighting and safety areas along all runways and taxiways. It also looked at Mitchell’s self-inspections, personnel training and aircraft fueling processes, and reviewed its Airport Certification Manual, which includes operational, security and emergency plans.

SVA Certified Public Accountants SVA Certified Public Accountants, which has an office in Brookfield, has been named to INSIDE Public Accounting’s Top 100 firms, moving up three spots from the prior year’s rankings. Published annually, the IPA 100 ranks the nation’s largest accounting firms based on each firm’s prior year’s fiscal performance. The 26th annual report from INSIDE Public Accounting is an independent report and is well-known as one of the most thorough, complete and accurate set of rankings and trends in the accounting profession.

DeWitt Ross & Stevens S.C. The law firm of DeWitt Ross & Stevens S.C. and its affiliate, DeWitt Mackall Crounse & Moore S.C., announced 39 lawyers from its Wisconsin offices have been named for inclusion in The Best Lawyers in America 2017. In addition, six of its attorneys also received the distinction of Lawyer of the Year in their respective practice areas for the region.

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The attorneys selected for inclusion represent 30 areas of law. The four metropolitan Milwaukeebased attorneys and their respective specialties are: Douglas H. Frazer (listed since 2007), Tax Litigation and Controversy, Tax Law; Charles H. McMullen (listed since 2008), Banking and Finance Law, Corporate Law, Real Estate Law; Brian R. Smigelski (listed since 2013), Construction Law (Lawyer of the Year – Construction Law); and Ken E. Voss (listed since 2008), Construction Law.

GSF Mortgage Inc. Magazine ranked GSF Mortgage Corp., Brookfield, among its 35th annual Inc. 5000, an exclusive ranking of the nation’s fastest-growing private companies. GSF Mortgage has continued to stay strong among its competitors in the mortgage arena. The company has increased its Inc. 5000 ranking from 2015 and experienced 144 percent revenue growth over the past three years. During the past year, the company has been approved with all three agencies, Fannie Mae, Freddie Mac and Ginnie Mae, allowing it to service loans in-house and expand its product offerings. The 2016 Inc. 5000 were ranked according to the percentage of revenue growth, comparing annual revenue over a three-year period and using 2012 as a base year for growth. To qualify, companies had to have generated revenue in early 2012 and had to have generated at least $100,000 in all of 2012. Companies then were required to have generated at least $2 million in revenue in 2015. Qualifying companies need to be privately held, for profit; based in the U.S.; and independent.

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College Possible Milwaukee

1515 N. Rivercenter Drive, Suite 105, Milwaukee (414) 220-9450 | CollegePossible.org/Milwaukee Facebook: Facebook.com/college-possible Twitter: @CollPossibleMKE Year founded: 2008 Mission statement: College Possible helps low-income Milwaukee students earn college degrees through an intensive curriculum of coaching and support. Primary focus: Education Other focuses of your nonprofit organization: Leadership, workforce development Number of employees at this location: 12 Key donors: »» Great Lakes Higher Education Guaranty Corp. »» The Burke Foundation »» Greater Milwaukee Foundation »» Serve Wisconsin »» Herb Kohl Philanthropies »» The Richard and Ethel Herzfeld Foundation »» Hitler Family Fund »» Madeleine and David Lubar »» Jennifer and Tom Florsheim/Weyco Group »» Susan and Bob Mikulay »» Gene and Ruth Posner Foundation Executive leadership: Edie Turnbull, executive director Board of directors: »» David Gay, EY, chairman »» Christine Holloway, CDW »» Kim Irwin, community volunteer DIVERSITY..................................... from page 79

is quite obvious that the human race has made a queer mess of life on this planet. But as a people, we probably harbor seeds of goodness that have lain for a long time, waiting to sprout when the conditions are right. Man’s curiosity, his relentlessness, his inventiveness, his ingenuity have led

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»» »» »» »» »» »» »»

Louis Johnson, SysLogic David Kundert, retired, JP Morgan Matt Kurlinski, Littler Mendelson P.C. Katie Lucey, Assurant Health Laura Malugade, Husch Blackwell LLP Susan Mikulay, St Croix Productions Dick Seesel, Retailing In Focus LLC

Is your organization actively seeking board members for the upcoming term? Not at this time. Ways the business community can help your nonprofit: »» Sponsor or captain a table for our annual fundraising event, The Dream Big Dinner. »» Volunteer for student events, including our annual celebration, Launch!, or with a team of colleagues. Share your college journey with our high school students. »» Connect students with career exploration and workforce opportunities. »» Become a corporate partner with College Possible by making a financial commitment to our mission and students. Key fundraising events: Dream Big Dinner, April 27, 2017. A fundraiser celebrating our graduates, along with donors, AmeriCorps members and partners. This inspiring event highlights the big dreams and accomplishments of our amazing students and the people who help make our work possible.

him into deep trouble. We can only hope that these same traits will enable him to claw his way out. Hang on to your hat. Hang on to your hope.” n

Jo Gorissen is a certified transition coach and a former Milwaukee-area resident. She can be reached at jgorissen1@gmail.com.

biz connections PER SO NNE L F I L E

■ Banking & Finance Annex Wealth Management, Elm Grove, announced the addition of David Tiutczenko as wealth manager. In his new position, Tiutczenko will develop and strengthen current client relationships, as well as establish new connections for the firm. Waukesha State Bank, a full-service community bank with 14 locations in Waukesha County, promoted Carol Rosenthal to vice president – commercial banking officer. She started with Waukesha State Bank in 2011 and has more than 35 years of financial experience.

Mike Dermody has been promoted to chief credit officer and vice president at Brookfieldbased Spring Bank. Dermody joined Spring Bank in 2010 as a senior financial analyst.

Eric Kulwicki, CFA, joined Freedom Wealth Alliance, Brookfield, as senior portfolio manager, a newly created position at the company. Kulwicki manages Freedom Wealth Alliance’s diversified, multi-asset discretionary portfolios.

■ Education Thomas Congdon, CPA, MST, has been selected as the new vice president for business and finance/chief financial officer at Cardinal Stritch University, Milwaukee. He most recently served as assistant dean of finance and business at the University of Wisconsin-Madison. Previously, he was assistant campus dean for finance and administration-chief financial officer at the University of Wisconsin-Waukesha.

■ Health Care

Boivin as a new affiliate. She comes to the team with a strong health care background, with a BA in sports medicine and science and credits toward a master’s degree in physical therapy. Most recently, Boivin has been a talent management coordinator for a health care group in Brookfield. TRICAST, Milwaukee, added Dan Piessens to the company’s executive team as vice president of software development. He will be responsible for scaling up product development and operations.

firm Quarles & Brady LLP, has been named a member of the Greater Milwaukee Committee.

■ Manufacturing Jason Kayzar has recently been hired as the new vice president of sales and service for Sussex-based Power Test Inc.

marketing and events coordinator. Primary responsibilities of the position include coordination and implementation of special events, fundraising and sponsorship fulfillment, and management of the organization’s social media channels. Prior to her start at Milwaukee Downtown, BID #21, Chang served as a donor development associate at the Christian magazine “Just Between Us,” where she led fundraising efforts and managed donor communications.

Bethany Bernhard has joined Milwaukee-based Soothe Massage. She has a background in spa management and is now the local recruiter for Soothe.

Builders Hardware and Hollow Metal Inc. of Menomonee Falls hired Heidi Delsman as an assistant project manager and Kayla Harnisch as an estimator.

Barbara Tice joined Milwaukee-based Curative Care as chief financial officer. Tice comes to Curative with nearly 30 years of progressive finance and accounting experience. She has held leadership positions in a variety of industries, including health care and several for-profit and not-for-profit organizations.

■ Hospitality Mason Street Grill, a member of the Milwaukee-based Marcus Restaurants Group, appointed Serkan Yorulmaz as general manager. In his new position, Yorulmaz will be responsible for overseeing all facets of the restaurant and ensuring the culinary and service quality uphold the highest standards.

■ Marketing & Public Relations Zizzo Group, Milwaukee, has named David Koziol vice president, development. In his new role at Zizzo Group, Koziol will lead the national roll out of CONVERGE – a community outreach and education product for media properties that provides health and financial information to consumers and businesses on the hyper-local market level.

Diversified Insurance Solutions, Brookfield, recently hired John “J.C.” Stahl as an account manager in its employee benefits department. As an account manager, Stahl will join Diversified’s team of professionals, who manage, serve and advise clients regarding employee benefit offerings.

joined Fox Point-based Freedom Physical Therapy Services as a physical therapist. She graduated from the University of Wisconsin-La Crosse with a bachelor’s degree in exercise and sport science, while competing as a collegiate tennis athlete. She earned her Doctor of Physical Therapy degree from Concordia University– Wisconsin in 2016.

■ Real Estate

■ Nonprofit

CBRE Inc., Milwaukee, has promoted Andrew Stefanich to first vice president within CBRE Milwaukee’s retail service team. Fitch

Smith

■ Insurance

Andrea Vivian has

College Possible, Milwaukee, has hired Liz Smith as communication and events associate. Smith comes from the State Public Defender’s Office and has experience in Milwaukee politics. Additionally, Tre’nace Fitch joins College Possible as a high school program coordinator. Fitch has worked with middle and high school girls in Milwaukee at PEARLS for Teen Girls. Most recently, she worked at Mount Mary University as an admissions counselor.

Local broker and owner John Gscheidmeier has opened RE/MAX Service First in Waukesha. Gscheidmeier has 22 years of experience in real estate.

■ Technology UFS LLC, Grafton, hired Christopher Soyke as director of business development and marketing.

■ Professional Organizations

■ Legal Services

Recruiters for Healthcare/Barquist Zitzke Associates LLC, Oconomowoc, hired Kristine

Kevin Long, a partner with Milwaukee law

B i zT i m e s M i l w a u k e e

Milwaukee Downtown, BID #21, has hired Erica Chang as the organization’s new

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n GLANCE AT YESTERYEAR VOLUME 22, NUMBER 13 SEPTEMBER 19 - OCTOBER 2, 2016 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120 PHONE: 414-277-8181 FAX: 414-277-8191 WEBSITE: www.biztimes.com CIRCULATION E-MAIL: circulation@biztimes.com ADVERTISING E-MAIL: ads@biztimes.com EDITORIAL E-MAIL: andrew.weiland@biztimes.com REPRINTS: reprints@biztimes.com PUBLISHER / OWNER

Henry Bergh sculpture This photo, taken circa 1934 by James Conklin, shows Boy Scouts posing in front of the Henry Bergh sculpture outside Milwaukee City Hall. The bronze statue shows Bergh, founder of the American Society for the Prevention of Cruelty to Animals, petting an injured dog. It was created in 1891 and originally was placed atop an animal watering trough downtown. It is now displayed at the Wisconsin Humane Society in Milwaukee. —This photo is from the Milwaukee Public Museum’s Photo Archives collection. Additional images can be viewed online at www.mpm.edu.

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Kevin Gaschk kevin.gaschk@biztimes.com ACCOUNT EXECUTIVE

Molly Lawrence molly.lawrence@biztimes.com ACCOUNT EXECUTIVE

Maggie Pinnt maggie.pinnt@biztimes.com ACCOUNT EXECUTIVE

Christie Ubl christie.ubl@biztimes.com

PRODUCTION & DESIGN GRAPHIC DESIGNER

Alex Schneider alex.schneider@biztimes.com ART DIRECTOR

Shelly Tabor shelly.tabor@biztimes.com

Independent & Locally Owned — Founded 1995 —

COMME NTA R Y

Cable shows put Milwaukee, area businesses in national spotlight

sat down to watch TV the other night and I had to decide…do I watch “Milwaukee Blacksmith” on the History channel, “Harley and the Davidsons” on the Discovery channel or do I watch Marcus Lemonis try to help Milwaukeebased The Soup Market on CNBC’s show “The Profit”? That’s right, there were three Milwaukee businesses featured on three national cable television programs at the same time. The channel surfing was surreal. Set in early 1900s Milwaukee, “Harley and the Davidsons” was a three-night miniseries about Harley-Davidson founders William Harley and brothers Walter and Arthur Davidson and the excitement and challenges of the early years of what is perhaps Milwaukee’s most iconic company. “How great it is that there’s this

amount of interest in the history of Harley-Davidson and that people all over the world from all walks of life have an intrigue with this great brand,” Bill Davidson, vice president of the Harley-Davidson Museum and great-grandson of Harley-Davidson co-founder William A. Davidson, told BizTimes media partner WISN-TV Channel 12. “Milwaukee Blacksmith” shows off the city with a mix of skyline shots and grittier industrial scenes true to our manufacturing roots and the blacksmith shop itself, located near the BizTimes offices in the Historic Third Ward. “Milwaukee is a blue collar town built on hard work, good beer and American values,” says the intro to “Milwaukee Blacksmith.” The drama of the show is the tension of

B i zT i m e s M i l w a u k e e

having four siblings, ages 17 to 23, working for their dad in the family business. “I want to build it into something that I can hand down, so my kids don’t have to spend their lives trying to figure out what to do,” Milwaukee Blacksmith owner Kent Knapp says on the first episode of the show. “But I want them to work hard for it, because I believe that hard work equals happiness.” “Milwaukee Blacksmith” showcases the incredible creative talents of Knapp and his kids. It also celebrates the value of locally-made, hand-crafted, unique products consumers increasingly are seeking. “The Profit” episode on The Soup Market also put Milwaukee in a good light with great shots of the skyline, the Milwaukee Public Market and the city’s Bay View neighborhood.

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ANDREW WEILAND Editor BizTimes Milwaukee

“Milwaukee has some of the best food and drink in the country,” Lemonis, a Marquette University alumnus, says in the intro. But the show goes horribly wrong for The Soup Market. Lemonis makes a $315,000 investment for a 50 percent stake in the company, which has five locations in the area. Owner Dave Jurena wants to grow the business, but is resistant to Lemonis’ ideas to improve it. The two clash throughout the show. And then it is revealed that an employee has filed a sexual harassment complaint with the EEOC against Jurena. At the end, Jurena and Lemonis end their business relationship and part ways. Not every TV show has a happy ending. n

BIZTIMES AROUND TOWN n

biz connections

Mexican foreign minister visits Milwaukee Foley & Lardner’s Milwaukee office recently hosted Mexican foreign minister Claudia Ruiz, along with a group of state and local business leaders. The foreign minister’s visit to the Foley offices coincided with her participation in the formal opening of the Mexican Consulate in Milwaukee.

Linda Benfield, Foley office managing partner, and Claudia Ruiz, Mexican foreign minister.

Nancy Hernandez of the Hispanic Professionals of Greater Milwaukee; Benfield; Ruiz; Ed Panelli of Executive Business Services; and Glen and Mary Senger, both

of Mavrix Welding Automation. 3 Discussion at the event focused on Wisconsin’s business ties to Mexico and opportunities for ongoing growth in trade and investment, along with academic and cultural exchange opportunities. 4

Ruiz and Lisa Mauer of Rickert Industries and the Wis-

PHOTOS SUBMITTED BY FOLEY & LARDNER.

consin Economic Development Corp. board. 5

Benfield chats with Grady Crosby of Johnson Controls Inc.

Ed Panelli of Executive Business Services talks with Terrence Miller of Marquette University.

7 Crosby, Hernandez and Cristy Garcia-Thomas of Aurora Health Care. 8 David Swiderski of Aquor and Chad Hoffman of Milwaukee Development Corp. 9

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Tim Sheehy, Metropolitan Milwaukee Association of Commerce; Ruiz; Julian Adem Diaz de Leon, Consulate of Mexico in Milwaukee; Mark Hogan, WEDC; Kurt Bauer, Wisconsin Manufacturers & Commerce.

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ERICH SCHROEDER PHOTOGRAPHY

the last word

Keep it personal

Joseph S. Khairallah

Joseph S. Khairallah is chief operating officer of Marcus Hotels & Resorts, a leading national hotel management company based in Milwaukee and part of Marcus Corp. He believes that while technology has an important role in today’s business world, it can never replace personal service. “Regardless of the business we are in, it is all about the customer experience. Meeting or exceeding customer expectations wins new customers and keeps existing customers coming back. Technology is a great tool that helps us to do that. “For example, in the tourism industry, consumers are accustomed to making their airline and hotel reservations online. They expect Wi-Fi access in every hotel and 86

restaurant. At The Pfister Hotel, we even have a ‘mobile butler’ program, whereby guests can text their requests 24/7 to our associates. “But high-tech is not completely high touch. Technology does not provide a friendly smile or a warm welcome. It does not anticipate or identify unique customer needs. It does not recognize the significance of a wedding day, a major business achievement or a weekend getaway. It is our people who do that – our associates who know how to make customers feel uniquely special, liked and valued. “At Marcus Hotels & Resorts, we are in the business of serving customers and creating memories. We say that because the one thing that our guests take away is the memory of their experience. Does technology have a

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Chief operating officer Marcus Hotels & Resorts 100 E. Wisconsin Ave., Suite 1950, Milwaukee Industry: Lodging Employees: 3,450 www.marcushotels.com

role in that experience? Of course it does. But it is the human touch, the person-to-person interaction, that gives our properties personality – and makes those memories the best they can be. “Maya Angelou said it well: ‘I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.’” n

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Present:

Thursday, October 6, 2016 | 7:00AM - 10:45AM Quad/Graphics - Sussex, WI

Tomorrow: Today

Panelists:

The future belongs to the prepared – will you be ready? A recent Manufacturing Performance Institute study reveals that fewer than half of manufacturers are investing in the strategies now that will allow them to prosper in the future .

Alan Antoniewicz President/COO Spancrete Group, Inc.

Join us to learn from successful company leaders who are planning for tomorrow today. Bring your questions and your best ideas, this event is a must-attend for manufacturing leaders ready to embrace key Next Generation Manufacturing strategies at a world-class level.

Joel Quadracci Following the panel discussion, there will be roundtable sessions focused on these important topics: • • • • • • •

Driving Profitable Growth in Your Company Risk Management – Supply Chain Strategy Growing Your Talent Pipeline Through Career-Based Learning Growth Through Exports Protecting Your Company From Cyber Security Threats Working Capital Guarantee Programs for Global Trade Finance The Art of the Deal: Be a Process Setter, Not a Process Taker to Achieve Success in Negotiations • Closely Held Businesses: Achieving Next-Generation Innovation • Sales: Prospecting & Closing • Strategic Growth Through Tax Incentives • Optimizing your Talent Management Investment: Best Practices for Recruitment and Retention • Inspirational Leadership & Creating a Culture of Growth & Continuous Improvement • Business Succession Planning; Is an ESOP Right for You? • Design for Additive Manufacturing (DFAM): Is it Achievable With Today’s CAD Systems? • Achieving Operational Excellence with your Team • Building a Healthy Workplace Culture, While Improving your Bottom Line And more

Sponsors:

Chairman, President & CEO Quad/Graphics

Michael Reader President Precision Plus

Moderator: Joseph Weitzer, Ph.D Dean, Center for Business Performance Solutions, Waukesha County Technical College

Learn more: biztimes.com/mfg

DON’T GET CAUGHT WITH YOUR INTERNET DOWN.

The average internet outage lasts around 200 minutes,* which is 200 minutes of lost profits and customers. That’s why U.S. Cellular® offers solutions that provide an automatic switchover to the cellular network when your primary internet connection fails.

Learn more by downloading our informational resources at uscellular.com/techspertise. *Source: Cisco, “The Economics of Network Downtime,” September 2015