BizTimes Milwaukee | May 12, 2025

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Child care’s broken business model

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AI’s Role in Shaping the Future of Business Growth: Turning Innovation into Action

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Future-Proofing Your Workforce Amidst Uncertainty

GenAI for Innovators: Tools and Strategies for Effective Development

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PLM Paving and Concrete........................................................ 200 Rockstar Landscaping & Plowing ............................................ 201 Summerfest................................................................................... 204 Johnson Financial Group.......................................................... 205 7Rivers............................................................................................ 206 SWICKtech .....................................................................................207 First Federal Bank of Wisconsin ............................................. 208 Recon Furniture & Furnish Forward Foundation................ 209 National Retail Solutions ............................................................ 210 Lisbon Creek Systems................................................................ 212 Burke Candy & Ingredients ....................................................... 213 MSOE Center for Professional Education ............................. 214 U.S. Bank ........................................................................................ 215 M&M Office Interiors ................................................................... 218 Carthage College School of Business and Economics ... 300 We Energies .................................................................................. 301 SVA Certified Public Accountants .......................................... 304 41Fork Hospitality........................................................................ 305 JTS Corp........................................................................................ 306 Ottawa University.........................................................................307 Connect Chiropractic................................................................. 309 Sky High Marketing ...................................................................... 311 Northwest Side Community Development Corporation ... 312 Kinseth Hospitality ....................................................................... 313 Transworld Business Advisors of Kenosha........................... 314 CCB Technology .......................................................................... 315 MEDC............................................................................................... 318 Pavlic Vending & Modern Coffee ............................................ 319 Blair Fire Protection.................................................................... 400 Office Furniture Resources ....................................................... 401 Saturn Lounge ............................................................................. 404 Viking Communications Inc...................................................... 405 Data Holdings .............................................................................. 406 Lauber Business Partners..........................................................407 Camo Crew Junk Removal ........................................................ 412 Whirlyball ........................................................................................ 413 EWH University for Small Business......................................... 414 AMBA Systems LLC..................................................................... 415

COMPANY

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Fearings Audio Video Security ................................................ 418 Aurora Health Care ..................................................................... 419 Innovative Signs, Inc. ................................................................. 500 TriTech Corporation of America .............................................. 504 Carroll University......................................................................... 505 BBB Wisconsin............................................................................. 506 Midwest Fiber Networks ............................................................507 Cinch I.T.......................................................................................... 508 QDOBA Mexican Eats Catering ............................................... 512 Milwaukee Commercial Cleaners............................................ 513 CodeBaby ...................................................................................... 514 First Citizens Bank ....................................................................... 515 Milis Flatwork................................................................................. 518 Wachtel Tree Science................................................................. 519 Kraus-Anderson Construction Company............................... 601 RCS Commercial Interiors ........................................................ 605 Olive Promotions......................................................................... 606 Associated Bank ..........................................................................607 iStream Financial Services ....................................................... 608 ARCOA ........................................................................................... 609 QPS Employment Group............................................................ 610 Vieth Consulting, LCC................................................................. 612 Sharon Lynne Wilson Center for the Arts.............................. 613 Infinity Benefit Solutions............................................................. 614 The MRD Group............................................................................ 615 Hawkeye Hotels ........................................................................... 616 Patio Enclosures........................................................................... 618 Actinion........................................................................................... 619 Geronimo Hospitality Group - Beloit ..................................... 700 SD Accounting .............................................................................. 701 Geronimo Hospitality Group .....................................................702 Notable Tek ...................................................................................703 Fred Astaire Dance Studio ........................................................704 Intrust Events.................................................................................705 River Run ........................................................................................706 Stamm Tech ...................................................................................707 BizTimes Media.......................................................................Atrium Versiti.....................................................................................LOUNGE

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41Fork Hospitality........................................................................ 305 7Rivers............................................................................................ 206 Actinion........................................................................................... 619 AMBA Systems LLC..................................................................... 415 ARCOA ........................................................................................... 609 Associated Bank ..........................................................................607 Aurora Health Care ..................................................................... 419 BBB Wisconsin............................................................................. 506 BizTimes Media.......................................................................Atrium Blair Fire Protection.................................................................... 400 Burke Candy & Ingredients ....................................................... 213 Camo Crew Junk Removal ........................................................ 412 Carroll University......................................................................... 505 Carthage College School of Business and Economics ... 300 CCB Technology .......................................................................... 315 Cinch I.T.......................................................................................... 508 CodeBaby ...................................................................................... 514 Connect Chiropractic................................................................. 309 Data Holdings .............................................................................. 406 EWH University for Small Business......................................... 414 Fearings Audio Video Security ................................................ 418 First Citizens Bank ....................................................................... 515 First Federal Bank of Wisconsin ............................................. 208 Fred Astaire Dance Studio ........................................................704 Geronimo Hospitality Group .....................................................702 Geronimo Hospitality Group - Beloit ..................................... 700 Hawkeye Hotels ........................................................................... 616 Infinity Benefit Solutions............................................................. 614 Innovative Signs, Inc. ................................................................. 500 Intrust Events.................................................................................705 iStream Financial Services ....................................................... 608 Johnson Financial Group.......................................................... 205 JTS Corp........................................................................................ 306 Kinseth Hospitality ....................................................................... 313 Kraus-Anderson Construction Company............................... 601 Lauber Business Partners..........................................................407 Lisbon Creek Systems................................................................ 212 M&M Office Interiors ................................................................... 218 MEDC............................................................................................... 318 Midwest Fiber Networks ............................................................507 Milis Flatwork................................................................................. 518 Milwaukee Commercial Cleaners............................................ 513 MSOE Center for Professional Education ............................. 214 National Retail Solutions ............................................................ 210 Northwest Side Community Development Corporation ... 312 Notable Tek ...................................................................................703 Office Furniture Resources ....................................................... 401 Olive Promotions......................................................................... 606 Ottawa University.........................................................................307 Patio Enclosures........................................................................... 618 Pavlic Vending & Modern Coffee ............................................ 319 PLM Paving and Concrete........................................................ 200 QDOBA Mexican Eats Catering ............................................... 512 QPS Employment Group............................................................ 610 RCS Commercial Interiors ........................................................ 605 Recon Furniture & Furnish Forward Foundation................ 209 River Run ........................................................................................706 Rockstar Landscaping & Plowing ............................................ 201 Saturn Lounge ............................................................................. 404 SD Accounting .............................................................................. 701 Sharon Lynne Wilson Center for the Arts.............................. 613 Sky High Marketing ...................................................................... 311 Stamm Tech ...................................................................................707 Summerfest................................................................................... 204 SVA Certified Public Accountants .......................................... 304 SWICKtech .....................................................................................207 The MRD Group............................................................................ 615 Transworld Business Advisors of Kenosha........................... 314 TriTech Corporation of America .............................................. 504 U.S. Bank ........................................................................................ 215 Versiti.....................................................................................LOUNGE Vieth Consulting, LCC................................................................. 612 Viking Communications Inc...................................................... 405 Wachtel Tree Science................................................................. 519 We Energies .................................................................................. 301 Whirlyball ........................................................................................ 413

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BizTimes Milwaukee (ISSN 1095-936X & USPS # 017813) Volume 31, Number 2, May 12, 2025 - June 1, 2025. BizTimes Milwaukee is published bi-weekly, except monthly in January, February, March, April, May, July, August, November and December by BizTimes Media LLC at 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120, USA. Basic annual subscription rate is $108. Single copy price is $8. Back issues are $9 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 2025 by BizTimes Media LLC. All rights reserved.

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BizTimes Milwaukee (ISSN 1095-936X & USPS # 017813) Volume 31, Number 2, May 12, 2025 - June 1, 2025. BizTimes Milwaukee is published bi-weekly, except monthly in January, February, March, April, May, July, August, November and December by BizTimes Media LLC at 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120, USA. Basic annual subscription rate is $108. Single copy price is $8. Back issues are $9 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 2025 by BizTimes Media LLC. All rights reserved.

1

Contents » MAY 12 - JUN 1, 2025

6 Leading Edge

NOW

BY THE NUMBERS 7 IN FOCUS – Crafting the future Milwaukee Public Museum 8 REV UP – Tots on the Street 10 MEET THE WISCONSIN 275 – Nina Johnson, U.S. Bank 11 GETTING THERE – Jason Schneider, VJS Construction Services 6

12 Biz News

12 Local fashion brand Unfinished Legacy eyes continued growth

14 Real Estate 24 Elevate Your Leadership Q&A with Julio Melara

28 The Executive

COVER STORY

16

Milwaukee’s top chefs

32 Meet the Notable

Child care’s broken business model

Nonprofit Board Leaders

42 Strategies

42 EXIT PLANNING – Mike Malatesta

Many Milwaukee centers could go dark with end of relief program

45 Biz Connections

Special Reports 22 Small Business

Featuring a closer look at how local, independently owned restaurants compete against national players in southeastern Wisconsin.

45 NONPROFIT 46 GLANCE AT YESTERYEAR COMMENTARY 47 5 MINUTES WITH… Kaelyn Cervero, Noble Catering & Events

26 Banking & Finance

Economic uncertainty might mean businesses are less likely to make investments, but there is still plenty for firms to talk about with their bank.

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biztimes.com / 5

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Leading Edge

BIZTIMES DAILY – The day’s most significant news → biztimes.com/subscribe

Ashley Buchanan

Kohl’s fires CEO over conflict of interest, appoints interim leader

By Maredithe Meyer, staff writer

Ashley Buchanan’s tenure as CEO of Kohl’s Corp. lasted less than four months.

The Menomonee Falls-based retailer recently announced that its board of directors fired Buchanan over conflicts of interest involving a consultant. Board chair Michael Bender has been appointed interim CEO, effective immediately.

“An investigation conducted

by outside counsel and overseen by the Audit Committee of the board determined Mr. Buchanan violated company policies by directing the company to engage in vendor transactions that involved undisclosed conflicts of interest, which the board determined to be cause,” according to an SEC filing.

A separate filing provides the additional context that the

BY THE NUMBERS St. Francis de Sales Seminary is planning a

$75 MILLION renovation and expansion of its historic campus at 3257 S. Lake Drive in St. Francis.

“vendor” Buchanan directed Kohl’s to conduct business with was founded by an individual with whom Buchanan has a “personal relationship.” The terms of their relationship are described as “highly unusual” and “favorable to the vendor.” In addition, Buchanan guided Kohl’s into a “multimillion-dollar consulting agreement” in which the individual was a part of the consulting team, according to the filing.

“It also found that in neither case did Mr. Buchanan disclose this relationship as required under the company’s code of ethics. The board determined that Mr. Buchanan’s conduct in both instances constituted cause as defined in the executive compensation agreement,” the SEC filing states.

The Wall Street Journal reported that Buchanan was involved romantically with the individual, identified as Chandra Holt, a consultant and the founder of New Hampshire-based coffee company Incredibrew. The two met while working for Walmart. The WSJ article cited “people familiar with the matter.”

Due to his termination, Buchanan will forfeit all equity awards he received from the company, including recruitment awards. He also needs to reimburse Kohl’s for a $2.5 million pro rata portion of his signing incentive.

Kohl’s noted in the filing that

Buchanan’s termination is not related to company performance, financial reporting or results of operations, and did not involve any other company personnel.

Buchanan took the helm at Kohl’s on Jan. 15. He previously was CEO of Irving, Texas-based The Michaels Companies Inc. since 2020. Prior to that, he was with Walmart and Sam’s Club for a collective 13 years, serving in a variety of senior executive roles.

Kohl’s board will now launch a search for its next permanent CEO, with plans to hire a “leading search firm to assist with this process.”

Interim CEO Bender has served on Kohl’s board since 2019 and was named board chair last May. He will step down as board chair and the board will appoint an independent director to take on that role. He will also step down as a member of the board’s Audit, Compensation and Nominating and ESG committees.

“The board has full confidence in Michael to serve our customers and associates as interim CEO and deliver on our commitments to our shareholders,” said John Schlifske, chair of the board’s Nominating and ESG committees, and former CEO of Northwestern Mutual. “Michael brings over three decades of leadership experience across retail and consumer goods companies, having served as CEO of Eyemart Express and in senior roles at Walmart, L Brands and PepsiCo.” 

6 / BizTimes Milwaukee MAY 12, 2025

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inf cus Crafting the future Milwaukee Public Museum AT GERMANTOWN-BASED Stonecast Products, company employees pour concrete to form an exterior panel for the future Milwaukee Public Museum.

Stonecast Products will produce 670 precast panels for the museum project by mid-June. The panels will then be installed during the summer.

Exterior construction work for the museum, which is set to open in early 2027, is expected to finish by the end of the year.

Stonecast Products is one of more than 30 Wisconsin-based construction companies working on the future museum. The panels that Stonecast is creating for the museum vary in size and weight, but some are 35 feet long and weigh more than 30,000 pounds.

The future museum building will not have any square corners, so many of the precast panels are curved and will create a wave-like pattern, said Mike Wilhelm, business development manager at Stonecast Products.

“The future Museum’s architectural design is meant to tell a story about Wisconsin before visitors even step inside,” MPM’s outgoing chief planning officer Katie Sanders said in a news release. “Our vision for the museum exterior is inspired by Mill Bluff State Park’s unique geological formation. To mimic that shape and texture and pay homage to our Wisconsin landscape, we have partnered with the concrete experts in our own back yard.”  — Samantha Dietel, staff writer

Community banking means you + us 262-363-6500

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Leading Edge

@BIZTIMESMEDIA – Real-time news

REV UP

TOTS ON THE STREET

A

Mother-daughter duo Tami Kopplin (left) and Hannah Kopplin are the co-owners of Tots on the Street.

I t

LEADERSHIP: Hannah and Tami Kopplin H E A D Q U A R T E R S: St. Francis WEBSITE: totsonthestreet.com W H AT I T D O E S: Makes and sells gourmet tater tots F O U N D E D: 2019 E M P L OY E E S: Four full time (20 seasonal) N E X T G O A L S: Regional distribution

TOTS ON THE STREET

FUNDING: Bootstrapped

Local food truck eyes larger distribution for gourmet tater tots

By Ashley Smart, staff writer ST. FRANCIS-BASED gourmet tater tot company Tots on the Street was launched in 2019 by the mother-daughter team of Tami and Hannah Kopplin. What started as a single food truck has since grown into a three-truck operation, along with a budding distribution business.

On the menu are unique flavors like cheese curd and basil pesto mozzarella. Operating out of a commercial kitchen space in St. Francis, the business makes all of its tater tots by hand using gluten-free ingredients.

“My mom and I cooked together a lot,” said Hannah Kopplin, co-owner and founder of Tots on the Street. “There’s a dish called tater tot casserole that I really like. We wanted to make it our own, so a lot of the recipes you see today are based off that.”

The duo spent weeks trying to perfect different recipes for the tater tots. Then, they

In addition to the food truck, Tots packages its four flavors of tater tots for wholesale to retailers and restaurants across the state

hit the streets in their first food truck to get customer feedback. Breweries were popular landing spots in the company’s early days.

“We kind of accidentally found out that we aren’t a ‘main meal’ food truck,” said Kopplin.

“We’re not competition that takes away from other trucks, because we’re a really good snack or addition to other foods.”

She realized Tots had finally “made it” in 2023 when the company not only opened its third food truck, but also started its wholesale business and landed a concession spot at Fiserv Forum.

Kopplin says she loves the service industry, but operating food trucks can be a lot of work, especially in a state where the weather can be extreme.

“I wanted to find a way we could put Tots in every family’s home in Wisconsin and find a way to grow, so I was pretty curious about wholesale,” she said.

Tots products are now sold frozen at two dozen retail stores across the state, including all Sendik’s Food Market locations and Metcalfe’s in Wauwatosa and Madison, and served fresh at several Milwaukee-area establishments including all Camp Bar locations, Lakefront

Brewery, 1840 Brewing, and Leinie Lodge in Chippewa Falls, according to Tots’ website.

While Tots has been bootstrapped thus far, Kopplin says she and her mother are open to welcoming outside investors to support their goal of distributing their products regionally and, eventually, nationally. Right now, the Kopplins handle all distribution themselves.

“We are actively working with investors, and co-packing in general is kind of an investment, so that is our next step,” said Kopplin.

Tots recently accepted its first outside funding in the $10,000 grand prize it won on this season of local pitch competition show “Project Pitch It.” The money was used to hire a business consultant.

“We can’t really move too much (product) if our costs are too high,” said Kopplin. “Never in our dreams could we have afforded this before.”

Even though Tots is leaning more heavily into its distribution business, the Kopplin family will always keep at least one food truck running to stay in touch with customers.

“There will always be trucks somewhere in Milwaukee,” said Kopplin. “Probably not three. We are going to need to take a vacation sometime.” 

8 / BizTimes Milwaukee MAY 12, 2025

06-15 MAY 12 LE-NEWS-RE.indd 8

5/5/25 12:02 PM

F ( F

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A consultative approach means your bank is listening to you, taking initiative by sharing best practices, and recommending strategies to help your business compete, grow, and thrive.

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We work closely with business leaders to help them manage liquidity, improve cash flow, streamline payment processes, drive efficiencies, leverage technology and reduce fraud risk. Most importantly, we don’t wait for you to ask. We anticipate your needs and serve as an extension of your in-house staff to support both your immediate priorities and long-term goals.

IS YOUR BUSINESS GETTING THE ATTENTION IT DESERVES? Ask yourself: » Do I get forward-thinking advice on liquidity, fraud protection, and treasury solutions? » Do I have a dedicated team who understands my business and industry? » Do I get a quick response to service inquiries or to help solve problems when they arise? » Do I work with a partner that has best-in-class client satisfaction scores?

FIRST BUSINESS BANK IS READY WHEN YOU ARE. Let’s talk about how proactive treasury management can support your business today and in the future. Member FDIC. n

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Leading Edge

@BIZTIMESMEDIA – Real-time news

MEET THE NINA JOHNSON Senior vice president and Wisconsin consumer and business banking market leader U.S. Bank MILWAUKEE

“The banking industry is continuing to move towards a ‘digital plus human’ way of serving customers

With 40 years of banking industry experience, Nina Johnson has held several leadership roles throughout her career, ranging from computer operations and consumer lending to regulatory compliance and loss mitigation. Johnson has also served on more than 40 nonprofit boards, along with several national committees supporting the growth and modernization of low- and moderate-income geographies in the U.S. She is the executive advisor of U.S. Bank’s global Black Heritage business resource group, national chair of the bank’s political action committee board, local executive advisor of the Nosotros Latinos Milwaukee BRG and the bank’s Wisconsin Market Leader Advisory Board chair. She’s appeared on many media platforms, including WTMJ 4’s “The Morning Blend,” WITI Fox 6’s “Real Milwaukee,” as well as Milwaukee and Chicago radio programs.

and business clients…”

This Q&A is an extended profile from the 2024 edition of Wisconsin 275, a special publication from BizTimes Media highlighting the most influential business leaders in the state. Visit: biztimes.com/wisconsin275 for more.

Education: Bachelor’s and MBA, University of Phoenix; CBA Executive Banking School graduate, Furman University What has been your company’s most significant success over the past 12 months?

“U.S. Bank’s history in Wisconsin spans over 160 years and it has been good to see the positive growth occurring within the overall structure of the business lines that support both the consumer and business client. Our ACCESS Commitment consisted of a $100 billion plan supporting four key pillars of inclusive growth within the bank. Part of this initiative has resulted in the launch of our new inclusive growth team of leaders properly positioned to work with revenue-generating stakeholders committed to grow the bank’s bottom line nationally.”

How do you see the future of your industry?

“The banking industry is continuing to move towards a ‘digital plus human’ way of serving customers and business clients, which is why I believe the industry will continue to build on the technological advancements used to propel the industry forward.”

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

“I would make the coldest day of the year a little warmer just because I enjoy spring, summer and fall in Wisconsin most of all.”

Do you have a secret talent?

“I enjoy creating recipes and cooking, so I have a great time during the holiday season hosting family members.”

What is your favorite Wisconsin destination?

“Our Wisconsin lakes are one of my favorite topics of discussion, especially when speaking to someone from Minnesota because we actually have more bodies of water.

Wisconsin is really the ‘Land of lakes!’”

What is your definition of success?

“Enjoying the role that you have been assigned for the purpose of making positive impact at work and home.”

What are the most important traits to look for when hiring a new employee?

“Is the candidate willing to be collaborative, considerate of others, open to learning new things and shift as needed.” 

10 / BizTimes Milwaukee MAY 12, 2025

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5/5/25 12:02 PM

GETTING

THERE

What does your role entail?

“I oversee all aspects of construction operations – both in the field and in the office – as well as contribute to business development. One of the most rewarding parts of my role is helping clients navigate a project from the earliest concept and budgeting stages through breaking ground.

Guiding them through the preconstruction process, aligning their vision with budget realities, and building a roadmap for success is something I take great pride in.”

What’s kept you at VJS? “Culture and leadership. I started my career here in 2002 as an intern, and even back then, I was fortunate to experience the servant and empathetic leadership of Tom Schueler and Gary Jorgensen. They created a family-like culture that still defines who we are today – and it’s carried forward through our current leadership team.”

Favorite and/or most challenging projects you’ve worked on: “One of the most memorable and formative projects in my career was Saint John’s on the Lake South Tower. It was the first project I had the opportunity to lead, and it came with a lot of challenges – it was built during the recession and was VJS’s first high-rise building. At the time, I was young and eager to prove I was ready to take on something of that scale. Fortunately, I had a team that was just as driven. We were all hungry to succeed, and what made it special was the strong relationships we built with each other and our project partners. We had lunch together every day – simple moments like that built trust and camaraderie that carried us through the tougher days.” 

JASON SCHNEIDER Executive vice president of construction VJS Construction Services AGE: 44 HOMETOWN: Brandon, Wisconsin EDUCATION: Bachelor’s in construction management from Milwaukee School of Engineering

2026 Nominations are Open!

Help us identify and recognize the people shaping the direction of Wisconsin’s business community and economy by recommending influential leaders in areas like: • Banking & Finance • Business Services • Emerging Industries • Health Care • Hospitality, Entertainment & Tourism • Insurance • Manufacturing • Nonprofits & Education • Real Estate & Development • ….And More

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PREVIOUS POSITION: Vice president of construction

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BizNews NEWS FEATURE

UNFINISHED LEGACY

Unfinished Legacy’s signature butterfly hoodie.

In-house screen printing at Unfinished Legacy’s Milwaukee flagship store.

Local fashion brand Unfinished Legacy eyes continued growth Expects to double revenue with new 2025 initiatives

By Sonia Spitz, staff writer MILWAUKEE-BASED Unfinished Legacy, a young streetwear brand with nationally acclaimed designs and partnerships with premiere local businesses, has ambitious plans to expand beyond the fashion scene this year.

From publishing a proprietary magazine to opening a new studio for local artists and embarking on a statewide tour, Unfinished Legacy’s growth is… unfinished.

In 2020, amidst the COVID-19 pandemic and national civil unrest following the murder of George Floyd, Unfinished Legacy founder and creative director Brema Brema brought to life the company’s first and distinguishing design: a collection of T-shirts, sweatshirts and sweatpants clad with butterflies and Black Lives Matter messaging.

After catching the eye of Vogue magazine, which published an article detailing Unfinished Legacy’s origin story shortly after the collection was released, the Milwaukee

community followed suit.

2024 saw Unfinished Legacy achieve record sales, bringing in well over its six-figure revenue goal. Today, the company is on track to double last year’s revenue after establishing permanent roots in Milwaukee through its flagship store – opened in 2023 at 201 N. Water St. in the Historic Third Ward – and partnerships with some of Milwaukee’s biggest names.

A DECADE OF COLLABORATION Brema and Daleshontai Jene Tate conceptualized the brand together after meeting at Milwaukee-based nonprofit organization TRUE Skool, an after-school program educating youths and their families on transformative creative arts and hip-hop culture, according to its website. Tate now serves as Unfinished Legacy’s event coordinator and community

specialist.

Brema and Tate’s shared passion for creating community and building representation for like-minded people sparked the idea to develop a brand centered on those ideals.

Brema and Tate, who have now been working together for over a decade, followed their inaugural collection with a series of releases featuring Brema’s social justice initiatives with anti-war messaging, flames, bright red lettering and dynamic prints, designs that would help define the brand as it grew.

Its unique style has earned the company a loyal following in the Milwaukee community and beyond.

Between 2020 and 2023, Unfinished Legacy released a myriad of new products – T-shirts, sweat sets, letterman jackets, jerseys – all of which were sold online via Instagram, its website or at local pop-up events. Merchandise was consistently selling out.

NEW MOVES After establishing a subtle presence in Milwaukee, Brema and Tate packed up the entirety of the business and moved temporarily to Los Angeles in search of a new audience, new inspiration and new collaborations.

“We decided that some of the creative energy in Milwaukee needed to be refreshed,” Tate said.

While in L.A., the pair hosted pop-ups and networked with local creators and artists to diversify the brand and gather intel to bring back to Milwaukee. Brema and Tate traveled to New York several times also, acquainting the business with another major metro hub in the country.

Upon their return to Milwaukee, Brema and Tate agreed to consolidate all they had learned from their travels and incorporate it into the design and business model of Unfinished Legacy’s flagship store.

While preparing to open in the Third Ward, Unfinished Legacy announced a new partnership with the Milwaukee Bucks. The “Bucks in Six” collection debuted in February 2023 and included green sweatpants and sweatshirts and white tees with a custom design.

The collection launched at Bucks Pro Shops inside Fiserv Forum, exposing the brand to a variety of patrons attending home games.

Later that year, in July, Unfinished Legacy opened its first brick-and-mortar location, setting down permanent roots in Milwaukee, a focus Brema and Tate had at the forefront of their vision for the brand.

“We want to do a lot of things for our Milwaukee community and the Midwest,” said Tate. “Milwaukee is always the flag that we wave.”

The flagship store serves as

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the brand’s permanent storefront and hub for community gathering events and live screen-printing.

Unfinished Legacy prints roughly 30% of its product in house by hand, outsourcing the remaining 70% to L.A. and China.

The brand is also eyeing growth in Brooklyn, New York, with plans to open a long-term pop-up location there, Brema said. Those plans have not yet been finalized.

BIG PLANS FOR 2025 The brand’s momentum has led to ambitious growth plans and continued partnerships for 2025, including the publication of Unfinished Legacy’s first magazine issue, the opening of another studio-like venue on Murray Avenue in Milwaukee’s Murray Hill neighborhood, its Wisconsin tour, which started at the 2025 NFL Draft in Green Bay last month, and another collection released in partnership

with Summerfest.

On April 14, the company released a new collection in partnership with the Milwaukee Brewers for 414 Day. For this year’s 414 Day celebration, Unfinished Legacy gave away custom Brewers T-shirts to fans at American Family Field. Its custom tee featured a blue and yellow baseball glove with Unfinished Legacy’s insignia and matching butterfly.

Unfinished Legacy established a partnership with Summerfest in 2024 which included a collection of T-shirts with “Music Will Save Us” written on the back, and a glowing Summerfest smiley face logo with Unfinished Legacy’s insignia and butterflies printed on the front.

A new collection is in the works for Summerfest 2025 and will be launched at The Cooperage in late May as part of its continued partnership.

Another new initiative began

in early 2025 after occupying a studio and production space at 2410 N. Murray Ave. in Milwaukee.

The building, about a mile south of the University of Wisconsin-Milwaukee’s campus, will serve as a second production facility and “third space” for local artists and college students to gather.

“Our goal is to be open (for events) on Saturdays to give college students and the creative community in this neighborhood something to join,” Tate said.

Unfinished Legacy has hosted several soft openings at the Murray Avenue space but hopes to host more formal events as Brema and Tate flush out the community need.

Unfinished Legacy’s Wisconsin cities tour kicked off on April 25 in Green Bay during the NFL Draft.

Unfinished Legacy’s branded sprinter van, packed with merchandise, plans to also visit Madison,

Oshkosh and West Allis throughout the month of May. Photos and stories from customers visiting a pop-up on the tour will be documented and featured in the magazine.

“We want to highlight and represent our community to the world,” Tate said.

The first few issues are going to highlight events and stories from the Midwest and Wisconsin. Issues following could include East Coast and overseas content.

Its magazine will be part of an effort to create more analog product outside of its digital media presence.

“With everything that we’ve been doing in the last couple years, we’ve been trying to figure out how our storytelling and content live beyond social media,” Tate said. “We want to move on to something that people can hold on to and will last longer.” 

Don’t miss your chance to be recognized among the region’s fastest growing companies.

NOW ACCEPTING APPLICATIONS! Deadline: May 23, 2025 Winners will be formally recognized at the awards luncheon on September 19th and with profiles in BizTimes Milwaukee magazine.

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Real Estate

REAL ESTATE WEEKLY – The week’s most significant real estate news → biztimes.com/subscribe

Milwaukee skyline

Milwaukee rolls out much-anticipated update to TIF policy, but developers aren’t impressed

FOR THE FIRST TIME, the city of Milwaukee is extending its tax incremental financing program to support housing for middle-income residents – a long-sought change that local developers say is necessary for the city to accomplish its goals of housing affordability and population growth.

But after the details of the new plan emerged in April, developers are saying the city’s proposal misses the mark.

TIF, a common incentive tool, allows cities to use future increases in property tax revenues from a development to help fund that same project or related infrastructure. Historically, Milwaukee has used this tool sparingly for housing, focusing only on developments aimed at low-income residents earning below 60% of the area median income (AMI).

Now, under the new plan, projects with units set aside for residents who make between 60% and 100% of AMI – what’s often called “workforce housing” – will be considered for TIF assistance.

For reference, 100% AMI in Milwaukee County equals $77,500 for an individual or $110,700 for a family

FEATURED DEAL: G A S L I G H T B U I L D I N G The Gas Light Building, one of downtown Milwaukee’s most recognizable office towers, was sold in a sheriff’s sale last month for $4 million.

Built in 1930 in the Art Deco style, the 20-story, 132,000-square-foot building is about 63% vacant, and has an assessed value of $17.4 million.

In January, a Milwaukee County Circuit Court judge issued a $14 million default foreclosure judgement against the building’s previous owner, Chicago-based M&J Wilkow, which purchased the building in 2015 for $20.5 million, well above its then-assessed value of $10 million.

At the sheriff’s sale, Miami-based Rialto Capital Advisors purchased the building. The company was a plaintiff in the foreclosure suit as the loan servicer for Wilmington Trust National Association.

Rialto Capital Advisors specializes in managing and capitalizing on distressed opportunities, according to its website.

ADDRESS: 626 E. Wisconsin Ave., Milwaukee BUYER: Rialto Capital Advisors SELLER: M&J Wilkow PRICE: $4 million 14 / BizTimes Milwaukee MAY 12, 2025

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of four, according to federal data.

In the guidelines, Milwaukee’s Department of City Development outlined a series of project “priorities,” such as conversion of obsolete commercial, or industrial buildings into residential properties in the downtown area; projects of at least 50 units; and projects in the downtown area that have a density of at least 150 units per acre; among others.

In any instance, developers must demonstrate that the project would not be economically viable without the city’s assistance and that they have leveraged other financing sources to help fill any apparent project financing gap.

GUIDELINES VS. POLICY But for many in the development community, the changes don’t go far enough.

“We applaud the DCD for recognizing the importance of workforce housing,” said a statement from NAIOP-Wisconsin, a commercial real estate development association. “Unfortunately, guidelines are not a policy. They don’t provide the certainty that developers and investors need to push forward on many of these vital projects.”

That sentiment was echoed by several players in Milwaukee’s development scene.

Tim Gokhman, managing director of New Land Enterprises, says that Milwaukee’s new approach lacks clarity and usability.

The guidelines aren’t a guarantee that a project will receive incentives, and selected projects will still have to receive approval

by DCD before going before the Common Council. Gokhman likened the approach to “gatekeeping” and said he doesn’t view the guidelines as workable.

“Business doesn’t work well without certainty,” he said. “DCD is saying they like projects like this in general, but if we submit a project with X, Y, and Z, do we get outcome A, B, or C? The answer is still, ‘It depends.’”

Developers also highlighted that the suggested length of DCD’s TIF is insufficient. For

instance, a program in Seattle provides a 12-year tax abatement for projects that provide 20% of its units at 80% AMI. Milwaukee would provide only a six-year tax abatement for the same project.

“Few things are worse than the pretense of a solution that’s not going to work,” Gokhman said. “It relaxes everybody for years while nothing happens. These guidelines don’t set the development community up for success. We’re going to fail.”

CITY DEFENDS ITS APPROACH Lafayette Crump, Milwaukee’s commissioner of City Development, pushed back on the idea that the city hasn’t done enough.

“The question of whether this is policy or guidelines is truly semantics,” Crump said. “We’ve made it very clear what projects we will support. Now, everyone knows what those guidelines are.

We’re excited about the projects that we know will move forward under this framework.”

Crump emphasized that DCD worked with industry groups and individual developers while drafting the guidelines but signaled that DCD would not pursue codifying these guidelines as policy, citing partly a lack of political support from the Common Council.

“Frankly, I’ve heard from a number of council members that they still want to have the ability to evaluate projects that are proposed for their districts, and they would not be supportive of an ordinance that takes that out of their hands,” Crump said.

Gokhman argued, however, that codifying a TIF policy would not innately mean the council would lose all say in TIF allocations, and that Common Council President Jose Perez already has signaled his support for a more formal TIF policy.

“If it’s the right thing to do, then go out and get the political support if it isn’t there,” Gokhman said.

WHAT’S TO COME The backdrop to this policy change is a development pipeline that’s been drying up.

COLD SPRING CROSSING IN GREENFIELD Milwaukee-based Mandel Group is planning to break ground in the coming months on an apartment complex development in Greenfield.

The property is currently occupied by the mostly vacant Spring Mall, which Mandel plans to demolish and replace with 257 market-rate apartment units in two-story “garden-style” buildings.

The development would be called Cold Spring Crossing and is slated to have a mix of studio, one-, two- and three-bedroom units centered around a courtyard with amenities including a pool, plans show.

Approximately three years ago, Amazon presented Greenfield officials with plans to build a distribution facility on the site and later dropped those plans. After another apartment proposal for the site also fell through, the city purchased the site and issued a request for proposals.

Amid inflated development costs – largely due to rising construction costs, higher interest rates and limited access to capital – Milwaukee-area developers have been putting projects on hold. New Land, for instance, has three projects on hold, including two in Walker’s Point that Gokhman has said could move forward with a workable workforce housing TIF policy.

Developers said that if the updated TIF guidelines aren’t workable, the city will only see two types of housing: high-end apartment projects that are not subsidized but are too expensive for most Milwaukeeans and have limited demand, or heavily subsidized apartment developments for lower income residents that also require competitive tax credits and other financing sources.

“If you look at cities that are more aggressive in housing development, they tend to have clear, codified TIF policies,” said Nick Jung, director of development at commercial real estate firm F Street. “The city could use more workforce housing and these proj-

ects are vital to the overall health of the city’s housing stock, short term and long term.”

Despite the criticism, Crump is optimistic that the guidelines will generate new housing. Projects taking advantage of the new TIF guidelines are expected to emerge soon, though Crump declined to name specific developments yet.

“Success,” Jung said, “is measured in housing actually getting built.” 

HUNTER TURPIN Reporter

P / 414-336-7121 E / hunter.turpin@biztimes.com T / @HunterDTurpin

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STORY COVER

Child care’s broken business model Many Milwaukee centers could go dark with end of relief program

BY SAMANTHA DIETEL, staff writer

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C

harlotte Lewis, the owner of Learning Institute MKE LLC, was on a call with other child care providers when she heard the news: Child Care Counts, a pandemic-era relief program for regulated child care providers, would not be extended further.

The state program is set to expire in June. By the time Child Care Counts ends, $879 million will have been dispersed to 5,640 child care providers across Wisconsin, including $214.8 million to 2,204 providers in Milwaukee County.

“We had people crying that they can’t manage without this,” Lewis said. “We’re all worried.”

Lewis, who has received relief funds since she opened her center in 2022, said she may have to close her doors. Child Care Counts has helped her pay for food, staff and utilities at her center, which is located at 4740 N. Teutonia Ave. on the north side of Milwaukee and has the capacity to serve 29 children. The center currently has four part-time employees.

“It’s just really hard to keep quality staff if you can’t pay them,” Lewis said. “It’s hard to keep parents with children with special needs or special diets if you can’t purchase the things that they’re needing.”

Lewis is not alone: About 100 Milwaukee child care providers are at risk of closing after the CCC program expires next month. That’s what Milwaukee Succeeds, an organization the Greater Milwaukee Foundation launched in 2011 to improve education “from cradle to career,” found after surveying roughly 660 area providers that have received CCC funding. Of the providers statewide that have benefitted from CCC, about 35% are located in Milwaukee, according to the Milwaukee Succeeds report released in March.

“We’re listening, we’re watching, we’re praying that we stay afloat,” Lewis said.

Child Care Counts funding will expire at a time when Milwaukee’s child care sector – a service that the workforce depends on – is already juggling rising costs, a shortage of slots and a broken business model. Advocates call for sustained public investment in the sector and warn that child care centers need to transition away from operating as small businesses.

“I think most fundamentally this issue involves the overall business model for how we fund and pay for child care as a community, as a state and as a country,” said Dave Celata, vice president of policy and research for the Greater Milwaukee Foundation. “It can get pretty complex when you start to pull back some of the layers of that and what that means. But ultimately, we’ve had a system that, up until this point, has relied primarily on parents paying out of pocket for care for their children, and because of a number of different variables on the expense side of the ledger, that business model just doesn’t work anymore.” biztimes.com / 17

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VALERIE HILL

STORY COVER

Dave Celata

Charlotte Lewis sits in a classroom at her child care center on Milwaukee’s north side.

The history of Child Care Counts Child Care Counts launched in March 2020 to distribute federal COVID-19 relief dollars, initially as emergency payments and then as “stabilization” payments, to child care providers. It was previously set to expire in January 2024, but Gov. Tony Evers redirected emergency funding and pandemic response funds to extend the program.

Evers proposed a $340 million investment in his 2023-25 biennial budget to continue supporting child care providers through the CCC program, but the Republican-controlled state Legislature ultimately did not include those funds in the budget.

In his 2025-27 biennial budget, Evers has proposed more than $500 million of investments in child care. This includes $480 million to continue Child Care Counts. The proposal is in the Legislature’s budget-writing Joint Finance Committee’s hands now, and its budget revisions are generally done by the end of May. In May 2023, CCC payments were reduced to 50% of their original levels. This funding cut negatively affected most Milwaukee child care providers who responded to the Milwaukee Succeeds survey, called “Still Making Every Dollar Count.”

Hundreds said the reduction impacted operations. Some cited difficulty paying bills, cutting back on activities, supplies and food, reducing hours of operations and raising fees. Nearly 200 providers had to decrease pay for their staff members, cut staff hours or lay people off because of the funding change.

A similar survey of child care providers state-

wide found that about a quarter of respondents are somewhat or more likely to close after CCC funding expires. More than one-third of respondents said they are “at least somewhat likely to close classrooms or reduce the total number of children served, or reduce available hours of care.”

The survey was conducted by the University of Wisconsin-Madison’s Institute for Research on Poverty and the Wisconsin Department of Children and Families, which oversees regulated child care providers.

“The results of this survey are crystal clear: if we don’t make needed investments to support our child care providers and industry, programs will close, waitlists will get even longer, providers will be forced to raise prices, and parents and loved ones who can’t afford for costs to get any higher may have to leave our workforce,” Evers said in an April news release.

Kristin Kappelman

‘Forcing people out of the workforce’ Widespread closures of Milwaukee child care centers would have direct consequences for the workforce and economy, providers and advocates say.

“You stop Child Care Counts, parents won’t have child care centers to keep their children,” Lewis said. “How are they going to work if they don’t have someone to take care of their children?

This is a domino effect.”

Early childhood education is a powerful two-generation strategy, said Celata, who has been working to support early childhood edu-

Samantha Reynoso

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cation efforts for nearly ten years. He formerly served as deputy director at Milwaukee Succeeds, a position he maintained until June last year.

When adults have access to affordable, quality child care, they can drop off their kids and fully participate in the workforce and economy, Celata said.

“That allows employers to have access to employees that can be there and show up to work more regularly and more fully,” he said. “It can then, as a result, allow households to earn more money. It can allow businesses to grow because they have access to a broader labor force. It helps us when it comes to household income, when it comes to growing our economy today.”

Children benefit from more positive outcomes later in life if they experience quality learning environments during their early years, Celata said.

By the time a child begins kindergarten, about 80%-90% of their brain is already developed, so those early years are crucial.

“We know that when children are in high-quality environments in their early years, they are less likely to need special education services,” Celata said. “When they get to K-12, they are more likely to read proficiently by third grade, more likely to complete high school, more likely to go on to post-secondary, more likely to have higher earnings when they become adults. There are all of these academic and long-term financial benefits from making those investments in the early years.”

But there’s already a shortage of child care slots available in Milwaukee. The city needs more than 2,600 additional child care slots in order to meet current demand, according to the Milwaukee Succeeds report. And if 100 providers close their doors, Milwaukee Succeeds predicts that at least 800 child care slots could be lost – only widening the deficit.

“We’ve already seen data showing how many parents, but especially mothers, stepped out of the workforce during the pandemic when they struggled to find child care,” said Kristin Kappelman, director of research at Milwaukee Succeeds.

While labor force participation rates dropped for both men and women at the height of the pandemic, women are returning to the workforce at a lower rate. The cost of child care is a leading obstacle to participation in the workforce, according to the U.S. Chamber of Commerce.

“Here we have another potential issue on the horizon where we might see more parents, more women stepping out of the workforce,” said Kappelman, who worked on the Milwaukee Succeeds survey. “There’s a lot of research that shows the impact that it can have on a person, especially when you think about retirement, where you end up departing, when you leave the workforce, where you end up coming back in, and how many years you have lost in standing and everything else. I think that’s a big issue.”

How are child care providers using CCC funding?

This graph from the Milwaukee Succeeds survey shows the vast majority of respondents are using their CCC funding for classroom supplies, and other essentials.

Classroom supplies

87%

73%

Cleaning supplies

70%

Food

Utilities

52%

Mortgage/Rent

51%

Source: Milwaukee Succeeds’ “Still Making Every Dollar Count” survey

Making ends meet Child care providers across Milwaukee and the state have been using relief dollars “for really basic needs,” said Samantha Reynoso, an early childhood education data analyst at Milwaukee Succeeds. Reynoso worked on the organization’s recent report about CCC funding.

“They just really want to give to their community and to their families,” Reynoso said. “They often get second jobs to try to stay afloat so they can stay open to support their families. They don’t charge co-pays sometimes because they know that their families can’t afford it. It’s heartbreaking to hear how they have to stretch themselves so thin and have sacrificed their own economic security to try to support their community because they know that it is such a desperate need.”

Since CCC payments were reduced in May 2023, Lewis has often needed to cover funding gaps with her own salary, she said.

“It stops me from collecting a payment for myself,” Lewis said. “Now I’m basically living off my husband and side things that I do.”

The amount of CCC funding a center receives on a monthly basis can vary based on how many children it serves. Lewis received $1,260 in April 2023 through the relief program – but that dropped to about $600 to $800 per month after the May 2023 reduction.

“This changed the scope so dramatically,” she said.

Her husband, Larry, has also provided financial support for the business, taking away from “what he brings in for our household,” she said.

Lewis said she does not charge additional fees beyond subsidy payments because families cannot afford it. The state Department of Children and Families offers the Wisconsin Shares subsidy program to help eligible parents pay for child care.

The Milwaukee Succeeds survey similarly found other area providers don’t charge co-pays in order to be more competitive, knowing that families struggle to pay out-of-pocket fees. Providers were encouraged to use CCC to reduce fees for families.

Child Care Counts funding helps Lewis cover food costs for children, including for those with allergies or other individual food requirements.

“If I have a child that has special needs and needs specific things, I had to request some of that from parents,” Lewis said. “And some parents are having a rough time themselves, so my husband has to jump in and take away money from his job to help offset some of these.”

Lewis fears that without any CCC funds, it will become even more difficult to make ends meet and keep her doors open.

Imer Lopez Esquivel has been operating her child care program, called Huellitas Celestiales LLC, out of her home on the south side of Milwaukee since early 2024. Child Care Counts has helped her pay rent. biztimes.com / 19

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STORY COVER kindergarten or full-day kindergarten, that then shifts the financial model for child care providers, further increasing the average cost of care for each child.”

Fragility in the child care landscape

Imer Lopez Esquivel at her home child care center on Milwaukee’s south side.

She is also considering closing her doors after that funding expires.

“She’s already struggling now,” said Milwaukee Succeeds early childhood education manager Yimma Davila Castro, who translated Lopez Esquivel’s interview with BizTimes. “The money is basically going right to rent, into bills, and that’s it.”

Anita Ramirez, owner of Anita’s Family Day Care on the south side of Milwaukee, has been in business for over 20 years. While she does not believe she is at risk of closing after CCC funding expires in June, she knows her budgeting will change as a result. Right now, some families want their children to have healthier, organic foods that she may soon not be able to afford.

“Many parents some weeks, some months, don’t have enough to pay the child care, so this decision affects the children, affects the routine, affects my income,” Ramirez said. “It’s bad for everybody.”

Paying for staff Without sufficient income, Lewis said she had to change her employees’ status from full time to part time. She is now the only full-time employee at her center.

“I just had a conversation with one young lady – I had to take her off the schedule because we couldn’t afford it,” Lewis said.

Malaika Early Learning Center, a local nonprofit organization and five-star provider, has been receiving Child Care Counts funding “since day one,” executive director Tamara Johnson said.

Malaika operates a center at 125 W. Auer Ave. in

Milwaukee and opened its new site at ThriveOn King this year. The organization serves about 150 children.

The majority of Malaika’s relief dollars have supported staff pay and bonuses. When that funding expires, Malaika will have to get creative to retain staff, Johnson said.

“I think that is going to be an issue that not just Malaika will have, but many centers across the city,” Johnson said.

For-profit child care programs do not have the same access to grants and other funding opportunities, and this inherently presents an obstacle for many, said Ashley Harrell, site director of Malaika Early Learning Center’s ThriveOn King location.

“They’re only able to sustain their program using Wisconsin Shares in addition to Child Care Counts,” Harrell said. “That puts them in a situation where they’re stuck unless someone just drops a pot of money off for them. I know providers I have worked with where they own a child care program and they’re working another job just to stay afloat and to pay their bills and to pay their staff.”

Providing infant and toddler care can also be more expensive than care for older children due to the staff ratio requirements. For example, if a staff member is caring for children age 2 or younger, they can only have four children in their care at a time, according to a DCF worksheet.

“Once they get to 3 and 4 years old, you can increase those ratios a little bit,” said Celata. “So the unit cost for each child is a little bit lower.

But when we have more 4-year-olds in half-day

Due to a myriad of variables, such as inflationary pressures and a greater demand for child care amid a shortage of slots, Milwaukee’s child care landscape is “fragile,” Celata said. An absence of CCC funding would only worsen the difficult realities many providers and families have already been facing.

“The variables that have been putting pressure on this sector have been in place for a while, and both providers and parents have been doing everything that they can to make the situation work because, financially, parents have to work and providers, at the end of the day, have to pay their bills,” Celata said.

The cycle of closings and openings in the sector have created instability for parents at a time when there is a shortage of slots, he said. Another obstacle is the affordability challenge of child care.

In Milwaukee, child care can cost more than $18,000 per year for one infant, which is more than 36% of the city’s median household income.

It’s “completely unaffordable” for families with low incomes, and also hedges out middle class families, Reynoso said.

But there’s also a greater demand today for

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education) workforce, because all of a sudden, financially, they’re better off working in a different sector,” Celata said.

Johnson, who joined Malaika Early Learning Center in 2012, said she’s concerned about child care’s “backwards business model.” Though the early years of a child’s life are an important period of brain development, ECE is not funded the same way as the K-12 system.

“If you are expecting kids to just do well, starting in the K-12 system, they have had five years of life before K-12, before they started kindergarten,” Johnson said. “We put the least amount of money in the care for infants and in an ideal world, that’s where we should be putting most of our money.”

A need for public funding In order to address the looming absence of Child Care Counts payments, Wisconsin has to come up with some creative solutions, Celata said.

“Child care should no longer be treated as a small business, but instead a public good and invested as such,” the Milwaukee Succeeds report stated.

This means child care could be treated as part of the education system with similar public investment, Kappelman said.

“Whether that’s grabbing models that have been done in other parts of the country, where it’s more of a collaboration between

the school system and child care providers to ensure a more streamlined approach from early childhood into the K-12 system,” Kappelman said.

“But there needs to be something. The big issue is it’s a small business right now, and it’s just not sustainable.”

Kappelman pointed to Boston as a possible model for greater collaboration between early childhood and the K-12 system. The Boston Public Schools Department of Early Childhood developed curricula and instructional support for children in pre-kindergarten (includes 3 and 4-year-olds) through second grade.

Wisconsin may also be able to look to states such as Kentucky, New Mexico and Vermont, Reynoso said. Each has taken steps toward public investment in early childhood education. New Mexico directs a portion of state land trust revenue to early childhood education and offers child care assistance to families earning up to 400% of the federal poverty level.

“Parents alone can’t maintain this burden any further, and providers need help because they have been struggling for far too long,” Celata said. ■

VA L

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regulated child care.

“In the past, more families were in a position to have at least one adult be able to dedicate time when their children were young to provide that care at home,” Celata said. “That’s not a reality in today’s economy, and there is a necessity for families to have both parents or caregivers working at least part of the time just to be able to get by.”

Without enough slots available, the demand for child care “creates a scarcity that can then further exacerbate the challenges the sector faces,” Celata said.

For providers, it can be a struggle to cover the costs of providing care. Paying for insurance, rent, or other operating costs can be difficult to manage.

Inflation has only made those variables worse.

Child care has essentially become more expensive for both families and providers, so the sector can’t sustain its current business model, Celata said.

“The inflationary pressures that we’ve seen over the last few years have dramatically accelerated this breaking of the business model,” Celata said.

Competition with other sectors has also posed staffing challenges for child care providers. Many early childhood educators hold post-secondary degrees but often make between $7.25 to $13 an hour, depending on the provider. On the other hand, companies like Amazon, Costco, Kwik Trip and Target offer significantly higher wages with access to benefits.

“That is going to drain the (early childhood

JIM

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Y

Inside Malaika Early Learning Center at the ThriveOn King development.

Lewis’ center, Learning Institute MKE, is among 100 Milwaukee child care providers that could close after the CCC program expires in June.

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Special Report

BLACK SHOE HOSPITALITY

SMALL BUSINESS

Diners inside Black Shoe Hospitality’s Maxie’s restaurant on Milwaukee’s far west side.

Local, independently owned restaurants say southeastern Wisconsin is the place to succeed

BY SONIA SPITZ, staff writer INDEPENDENTLY OWNED restaurants in southeastern Wisconsin are at odds with national chains to establish and maintain a loyal customer base. But the Milwaukee market’s track record of supporting local businesses may be just what they need to succeed.

Several Milwaukee-area operators say local dining habits favoring independent eateries has allowed their restaurants to recover from the challenges of the COVID-19 pandemic and remain competitive against national chains and franchises.

“The chances of somebody supporting an independent restaurant are higher (in Wisconsin) than pretty much anywhere else in the country,” said Dan Sidner, co-owner of Black Shoe Hospitality.

The Wisconsin Restaurant Association estimates that roughly 70% of its 13,000 members are independently owned, meaning they are either owned by a restaurant group or an individual and are not part of a national chain, according to Tracy Kosbau, vice president of marketing and public relations for the WRA. THE COMMUNITY’S RETURN FROM COVID The Bartolotta Restaurant’s eight fine dining restaurant locations are part of one of Milwaukee’s most well-known locally owned hospitality brands. The 32-year-old company continues to grow – opening its newest restaurant and event venue, The Commodore, just last spring – while maintaining the integrity and tradition of its existing spots across metro Milwaukee.

“I think that the city has given us this opportunity and embraced us, and we like to think that we’ve embraced the city as well,” said Paul Bartolotta, chef, owner and co-founder of The Bartolotta Restaurants.

Despite hardship during COVID, Bartolotta’s leaned into its three tenets of success to recover: take care of the guests, take care of the stakeholders, and take care of the community.

“Our purpose became elevating the social fabric of our community,” Bartolotta said.

With its reputation and roots in the Milwaukee community, the restaurant group not only recovered, but also expanded its geographical footprint in opening The Commodore, transforming the former Seven Seas restaurant, located on a sprawling lakeside property on Nagawicka Lake in Delafield. The success of its existing restaurants and the future of the brand is centered on the idea that Bartolotta’s is in the business of people, not restaurants, Bartolotta said.

Black Shoe Hospitality faced similar struggles during COVID, but found success in expanding its offerings at all three of its restaurants: Maxie’s, Blue’s Egg and Story Hill B.K.C. Coming out of the pandemic, Sidner and the management team at Black Shoe responded to the needs of diners – for example, offering the option to make reservations – and capitalized on new business opportunities by launching an events catering arm and adding a specialty bakery at Blue’s Egg. With revenue on the rise and businesses re-

turning to normal operations, Black Shoe’s catering business is booming with 50 weddings already on the books for this season. The company also expanded its catering services which now are available for pick-up and delivery for other special events. Its bakery remains a core component of Blue’s Egg’s business.

LOCATION IS KEY Il Mito Trattoria e Enoteca in Wauwatosa and Delafield along with Zesti in downtown Hartland all operate under chef Michael Feker. Feker operated the first Il Mito on 6th and Virgina streets in Milwaukee’s Walker’s Point neighborhood from the early 2000s to 2014. Il Mito’s Wauwatosa location opened in 2006 and Zesti opened in 2015. Il Mito’s Delafield location followed in 2022.

Feker attributes the success of all three restaurants to the idea that they all exist in “community-driven” locations.

“Forget about a big street that is full of retail, they’ll charge you an arm and a leg for rent,” Feker said.

In opening Il Mito’s two locations and Zesti, Feker noted that the municipalities he worked with – Wauwatosa, Hartland and Delafield – were friendly and open to new business development.

On top of that, the communities were lacking a place where residents could get a glass of wine and a bowl of pasta for a reasonable price.

While the communities did not have a diverse collection of eateries, there were other steakhouses and restaurants that would serve as competition, which Feker said is essential to the health of a business.

“Competition makes you be better,” Feker said.

“Without it, you will not survive.”

Bobby Wiltgen, owner of Who’s on Third, Oak Barrel Public House, and Who’s on Layton, said the location of the restaurants can make or break the business. Who’s on Third and Oak Barrel Public House both occupy prime spaces on North King Drive just outside of downtown Milwaukee’s Deer District. Milwaukee Bucks fans and concert goers attending events at Fiserv Forum have had a significant impact on the business.

“Our business will thrive or not thrive depending on how activated downtown is,” Wiltgen said.

Downtown bars and restaurants like Wiltgen’s have benefitted from the increase in foot traffic thanks to the continued development of Deer District – with a new music venue under construction and hotel planned, both at the former Bradley Center site – as well as the recent Baird Center expansion.

Similarly, Who’s on Layton is located near Milwaukee Mitchell International Airport and draws travelers and locals during peak travel seasons.

The consistency of its traffic has helped the bar be successful in its location, Wiltgen said. ■

22 / BizTimes Milwaukee MAY 12, 2025

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ADVICE

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Time in the market is better than trying to time the market

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The experience of investing teaches us important lessons about the dangers of market timing such as: MARKET LOSSES ARE RARE, SHORTLIVED, AND IMPOSSIBLE TO RELIABLY PREDICT. Usually the stock market is like a runaway train, making new all-time highs and rarely revisiting old levels. Because of a behavioral bias known as hindsight bias, we often think that in the past we predicted the present, and therefore we convince ourselves that we can predict the future. This bias comes in part from the fact that we often struggle to remember our failed predictions.

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BEAR MARKETS OFFER A RARE CHANCE TO BUY AT “YESTERDAY’S PRICES”.

Bear markets (episodes where the S&P 500 falls more than 20%) are a time period that captures drawdowns in history. These are historically the only times that markets can offer an opportunity for investors to buy stocks at levels that haven’ t been available for several years.

DIVERSIFICATION CHANGES THE GAME. In real life, it’s fortunate that investors have more investment choice than just the S&P 500 or “all-in” or “all-out”. A balanced portfolio has historically produced growth that is far more durable and reliable than a 100% investment in stocks: shallower drawdowns, faster recovery times, and more durable bull market gains.

While market timing can be tempting, its imagined benefits are ultimately a mirage. The phrase “buy low, sell high” may sound clever, but it has historically proven to be a fallacy because most investors tend to overestimate how much they stand to gain from market timing, and tend to underestimate the cost of waiting for a pullback. n Tasha Bremel is a Financial Advisor with UBS Financial Services Inc. a subsidiary of UBS Group AG. Member FINRA/SIPC in Madison, WI. The information contained in this article is not a solicitation to purchase or sell investments. Any information presented is general in nature and not intended to provide individually tailored investment advice. The strategies and/or investments referenced may not be suitable for all investors as the appropriateness of a particular investment or strategy will depend on an investor's individual circumstances and objectives. Investing involves risks and there is always the potential of losing money when you invest. The views expressed herein are those of the author and may not necessarily reflect the views of UBS Financial Services Inc. As a firm providing wealth management services to clients, UBS Financial Services Inc. offers investment advisory services in its capacity as an SEC-registered investment adviser and brokerage services in its capacity as an SEC-registered broker-dealer. Investment advisory services and brokerage services are separate and distinct, differ in material ways and are governed by different laws and separate arrangements. It is important that you understand the ways in which we conduct business, and that you carefully read the agreements and disclosures that we provide to you about the products or services we offer. For more information, please review client relationship summary provided at ubs.com/relationshipsummary, or ask your UBS Financial Advisor for a copy. Expiration: 9/30/2025 Review Code: IS2404094

5/5/25 3:13 PM

Special Report EVENT COVERAGE THE BARTOLOTTA RESTAURANTS

Focus on resilience and optimism during Elevate Your Leadership keynote

BY ARTHUR THOMAS, staff writer WHAT DOES IT TAKE to lead an organization during challenging times?

Julio Melara, the keynote speaker at BizTimes Media’s Elevate Your Leadership program on May 13, says it requires being flexible, resilient and optimistic and then instilling those ideas into the culture of your organization.

Melara is president and chief executive officer of Baton Rouge, Louisiana-based Melara Enterprises, a multimedia company that include news coverage, video production, strategic content and marketing solutions, and professional development. He is also the author of multiple books, including “Do You Have the Time for Success?”, “It Only Takes Everything You’ve Got!”, “Keys To Performance” and “Mental Snacks: Nourishment for your mind and fuel for your life!”

The Elevate keynote is part of BizExpo and takes place at 9:30 a.m. on May 13 at the Brookfield Conference Center.

Ahead of the keynote, BizTimes managing editor Arthur Thomas spoke with Melara about his presentation, leadership and how he maintains an optimistic outlook.

BizTimes: In general terms, what should attendees expect to hear about during your presentation?

Julio Melara: “Well, I think that we’re living in very challenging times. The rate of and the speed of change is happening so fast that people need perspective, and so the bulk of my presentation is going to be giving them a perspective in terms of where we’ve been. Life and business have a cadence, and so my goal is to help them remember to be resilient in these times. Which means that, ‘Hey, no matter what setbacks, no matter what changes, no matter what difficulties, we all have to adapt.’ And so we’re going to be talking about some of the things that we can do to adapt. We’re going to be talking about some of the qualities of resilient leaders that have navigated unchartered waters. We all certainly know that right now a lot of things are changing and a lot of things are up in the air. I’ve learned over time that human beings prefer consistency over accuracy many times, and right now nothing’s consistent in terms of the economy, and so we have to be on our A game as leaders.”

What are some of the necessary qualities or ingredients for that resilient leadership?

“One is adaptability, right? I mean, you got to be flexible. You’ve got to be open to change right now, and you’ve got to be able to pivot strategies

because again, things are changing so fast, the economy’s changing, technology is changing, consumer behavior is changing, and so adaptability, I think, is one of the key qualities that you have to (have) if you’re going to be an effective leader.

“Another one, the number one key ingredient – and this is based on science – to being resilient, is optimism. Nobody wants to follow a negative leader with a doom and gloom attitude, right? So you got to keep it all in perspective. … We’re not positive as leaders, positive in today’s world, because we’re Pollyanna-positive, but because life is hard, because business is challenging. History is there so that we would learn from it, and so you understand that what goes up goes down, what goes down goes up. This is the reason we’ve got to build our organizations for long-term sustainability. One of the big tragedies we have today, contemporary living is the fast, quick-fix, overnight thinking. We’ve got to program our businesses to think of long-term, our culture, our organizations, and view the challenges and the opportunities as growth opportunities. I think that’s going to be extremely important as we move forward.

“Another one that comes to mind is that you got to build a resilient culture in your organization, and I think burying your head in the sand is not a good strategy. You got to be able to discuss strategies for cultivating the culture and empowering your teams to overcome obstacles and the challenges that we all face.”

How do you go about sustaining optimism, especially being in the media world, which is a challenging space?

“I think it’s a mindset. The mindset’s got to be one of growth, right? Versus fixed, which I am going to be talking about. It’s got to be one of abundance versus lack. One of positive versus negative.

Mindset really is the way we see the world, and if we understand and we embrace, most people resist change, everybody agrees that growing is a good thing and everybody wants to grow, except that it demands change. For me, what’s helped me over the last four decades of being in this business has been my mindset. Every generation has obstacles to overcome, and again, what the science shows is that if you’re optimistic and you’re positive, it helps your creativity, it helps you innovate as opposed to being negative. Lack and having a fixed mindset, well, that impedes. It does just the opposite. It impedes your ability to innovate and to problem solve and to be creative.

“We’re living in a day and age where that’s a

Julio Melara

tremendous asset. To me, I believe it’s a competitive edge in today’s world to have an optimistic and a positive mindset, a growth mindset, an abundance mindset. And the truth of it is, I travel all over the world, the U.S., with all of its challenges, there’s still so much abundance opportunity here, but you got to have the right lenses, you got to have the right perspective, and that’s what I’m going to drill into a little bit.” ■

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Ch

A LEGACY OF SUCCESS Ixonia Bank is recognized as a premier boutique commercial and private bank focused on delivering customized financial solutions plus authentic relationships for each client. Partner with a winning team - the numbers prove it.

2024 Growth

Ixonia Bank

Wisconsin Bank Average

TOTAL ASSETS

+14.6%

+4.7%

TOTAL LOANS

+16.0%

+5.1%

CAPITALIZATION

+19.4%

+5.5%

2024 RETURN ON EQUITY (ROE)

15.3%

9.79%

2024 RETURN ON ASSETS (ROA)

1.34%

0.98%

Source: FFIEC State Average Report for Commercial Banks, as of 12/31/24

Greg Larson

Chief Executive Officer

Mark Wierman President

Tyson Goecks Vice President

Dennis Sampson

Director of Commercial Banking

Alex Fisher

Commercial Banking Officer

Steve McGuire

Senior Vice President

Hannah Dathan

Commercial Banking Representative

Member FDIC

Michael Goedheer Senior Vice President

Weston Pittelkow

Commercial Banking Representative

Alex Hinze

First Vice President

Aaron Walczak

Business Development Officer

Equal Housing Lender

Karla Lauersdorf First Vice President

Steve Clark

Director of Treasury Management

Patrick Lubar

First Vice President

Devin Grant, CTP® Treasury Management

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Contact Us

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Special Report BANKING & FINANCE “We try to communicate a lot with our clients and we’ve ramped that up over the last 60 days for sure, just trying to figure out what they’re thinking and where they might be impacted,” Dave Seiler, president and chief operating officer of Madison-based First Business Financial Services, said on a recent earnings call. “Right now, we’re not hearing a lot of noise from them. They have concerns and they have uncertainty, but I don’t believe they’ve been significantly impacted at this point.”

Economic uncertainty takes bank relationships beyond lending

BY ARTHUR THOMAS, staff writer IT IS POSSIBLE President Donald Trump will be able to use tariffs to jump start the reindustrialization of the United States. But it is also possible the escalation of costs on goods from China and other countries around the world will tip the economy into a recession.

Regardless of the ultimate outcome, the shortterm impact on businesses is uncertainty.

In the latest Beige Book, the Federal Reserve’s periodic report on economic conditions, “uncertainty around international trade policy was pervasive across reports.”

“One banking contact noted that many clients had put major decisions on pause due to uncertainty about the state of the economy and another noted that capital expenditures had slowed,” the Federal Reserve Bank of Chicago, which covers southeastern Wisconsin, noted in its report. “One contact in M&A said activity was at a ‘standstill.’”

The Chicago Fed said capital expenditures were down and expectations for spending over the rest of the year had also declined.

“Multiple contacts reported hesitancy to make

capital purchases due to uncertainty over the economic outlook,” the Chicago Fed report said.

“Middle market companies started the year feeling very optimistic, anticipating deregulation and an uptick in deal activity, but recent uncertainty around policies have led many to take a more cautious, ‘wait-and-see’ approach,” said Brian Grossman, managing director and head of Wisconsin middle market commercial banking for JPMorgan Chase.

The good news is the impact of tariffs hasn’t quite started to show up in business financials.

“It has, without question, slowed down activity in the near term as people try to figure this out, but it hasn’t yet turned into any sort of credit deterioration,” Bill Demchak, chairman and chief executive officer of Pittsburgh-based PNC Financial Services, said on PNC’s earnings call.

“Broadly speaking, we’re not seeing anything, it’s way too early,” John Stern, chief financial officer of Minneapolis-based U.S. Bank, said on the bank’s earnings call. “The commentary changes frequently, so we’re all waiting and watching.”

BUILDING BANK RELATIONSHIPS Where does all of that uncertainty leave banks and their clients? Just because businesses may not be looking to make big investments doesn’t mean there is nothing for companies to talk about with their banker.

“Unfortunately, sometimes business owners like to stick their head in the sand and say it’s going to get better, but good news and bad news needs to be communicated to your banker,” said Michael Kellman, senior vice president of commercial and consumer banking at Brookfield-based North Shore Bank. “The better the communication with the bank, the better the bank can help steer outcomes that are positive for the business owner.”

Grossman also highlighted the importance of talking with your banker “openly and regularly.”

“This is a best practice in all environments, but especially during periods of volatility,” Grossman said. “It’s always better to raise questions or concerns early – whether that’s a potential covenant violation, liquidity crunch, or something else. Be proactive so that you can collaborate and hopefully work out solutions in advance. You never want to be caught on the back foot.”

Kellman pointed to a number of areas where businesses and banks can focus, including reviewing working capital, assessing reserves, considering debt restructuring and looking at treasury operations.

“I would say in a time where they’re not look-

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ing to have major growth, that’s an important opportunity, a good time to strengthen their financial foundation and sometimes just the structure of their business,” Kellman said. “These are, I’d call them, high-value conversations that don’t require big-ticket investments or the need for big loans.”

Merchant services, speed of cash flow, reviewing credit cards for rewards and expense controls and an annual review of fraud protections are other areas Kellman suggested discussing.

“We’re not just a lender, we’re kind of a sounding board, a risk advisor,” Kellman said.

MOVING ‘AT THE SPEED OF TRUST’ A key ingredient in banks being able to serve in a role that goes beyond lending is the relationship with the business leaders. In long-term relationships it is easier for information to move smoothly compared to newer relationships, especially those proceeded by a bad experience, which may face an uphill climb.

“The reality is relationships move at the speed of trust, so if that trust is in place, it can be and should be very transparent,” said Gus Hernandez, senior vice president, director of business banking at Green Bay-based Associated Bank. “It is up to

the banker to build that trust; it is up to the customer to give it.”

Hernandez had a situation with a prospect earlier this year in which the potential customer, a product distributor, was considering taking on two new substantial lines of business that would require significantly more financing.

“They were sitting down with us because their existing bank, a very long-term relationship, said ‘no,’” he recounted. “No one ever wants to hear no, but they also don’t want to make a mistake, so when we sat down, we probably asked what seemed like an exhaustive amount of questions, but the purpose behind it was to truly try to, in a very abbreviated timeframe, try to get as much understanding about their business and that vision as possible.”

The prospect’s willingness to answer the questions and share information allowed Associated to put forward a particularly customized proposal and ultimately win new business.

“What’s interesting now is the inventory levels that they took on, they were really uncomfortable for that customer, it turns out to be genius because they had loaded up on all this inventory and now they’re selling it as pre-tariff,” Hernandez said.

As for how people are dealing with the current uncertainty, Hernandez said there is some anecdotal evidence of people being more cautious and some customers have chosen to scale back investments.

Hernandez recounted another recent example in which a customer had received significant new orders and was considering buying several new pieces of equipment. After a number of conversations between the bank and customer about margins, the size of the order and the potential for future growth, Associated modeled out for the customer what things could look like.

If everything went to plan, it was a “slam dunk” to add three new pieces of equipment, Hernandez said. However, if only half of the new orders actually materialized, the picture was not nearly as rosy.

“The customer used that information to make what I thought was an excellent decision,” Hernandez said. “They said ‘know what, it might be too much to go three, we haven’t had this relationship extremely long term, we’re a little uncertain about the longevity of it, let’s pull back a little bit and let’s give this a good shot, but let’s not put too much at risk.” n

Invest like a woman Why women need to invest differently Women tend to retire earlier and live longer 61% of women retire earlier than planned compared to 50% of men.1 In addition, women on average live longer than men; around five years globally.2 This means their wealth plans need to support them for a longer lifespan.

Take the next step in your financial journey and find out how you can invest like a woman.

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1

Women & Retirement Security: Digesting the data, 2022, Goldman Sachs Asset Management. 2 Why do women live longer than men?, Saloni Dattani and Lucas Rodés-Guirao, 2023.

*As of February 27, 2025. As a firm providing wealth management services to clients, UBS Financial Services Inc. offers investment advisory services in its capacity as an SEC-registered investment adviser and brokerage services in its capacity as an SEC-registered broker-dealer. Investment advisory services and brokerage services are separate and distinct, differ in material ways and are governed by different laws and separate arrangements. It is important that you understand the ways in which we conduct business, and that you carefully read the agreements and disclosures that we provide to you about the products or services we offer. For more information, please review the client relationship summary provided at ubs.com/relationshipsummary, or ask your UBS Financial Advisor for a copy. © UBS 2025. All rights reserved. UBS Financial Services Inc. is a subsidiary of UBS Group AG. Member FINRA/SIPC. VIP_02272025-1 Exp.: 02/28/2026

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THE EXECUTIVE LUXURY LIVING | SPECIAL SECTION

MILWAUKEE’S TOP CHEFS This annual lifestyle special section has historically given readers a look at the most luxurious homes, cars, boats and experiences in southeastern Wisconsin. This year, we’re spotlighting high-end dining and the chefs who have set a standard of culinary excellence in Milwaukee. While the city has become home to numerous talented chefs in recent years, the following pages highlight those who have won a prestigious James Beard Award, or within the past five years have been a finalist or semifinalist.

Adam Siegel | Lupi & Iris

Dane Baldwin | The Diplomat

WINNER: Best Chef Midwest – 2008 (Bartolotta’s Lake Park Bistro)

WINNER: Best Chef Midwest – 2022 Baldwin worked his way through the local culinary scene before opening The Diplomat in 2017 on East Brady Street. The restaurant is known for its take on modern-American cuisine, served in a shareable plate format, with a seasonally rotating menu.

Siegel’s debut restaurant, Lupi & Iris, opened in 2022 in downtown Milwaukee, offering fine dining inspired by the French and Italian Rivieras. He previously spent 21 years with The Bartolotta Restaurants, initially as executive chef at Lake Park Bistro before heading up culinary operations for the entire organization.

SEMIFINALIST: Outstanding Chef – 2022 SEMIFINALIST: Best Chef Midwest – 2024, 2025 Following stints at top restaurants in New York City, Knall joined the culinary team at Birch (formerly Birch + Butcher) in 2021. One year later, he and his wife, Megan Knall, purchased the East Side restaurant, known for its open, wood-fired hearth. The Knalls will open their second concept, a French bistro called Cassis, this fall in the Third Ward.

SEIGE FOOD PHOTO

Kyle Knall | Birch

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Dan Jacobs and Dan Van Rite | EsterEv

Jacobs and Van Rite had each proved their culinary chops before crossing paths and teaming up in 2016 to open modern Chinese-American restaurant DanDan (Third Ward), followed by chef’s table concept EsterEv (Bay View), with a gourmet tasting menu that has earned the duo six James Beard nominations. Last year, Jacobs made it to the final round of Bravo’s hit cooking competition show, “Top Chef,” which was filmed in Wisconsin.

KEVIN MIYAZAKI

FINALIST: Best Chef Midwest – 2024 SEMIFINALIST: Best Chef Midwest – 2018, 2019, 2022, 2023, 2025

Karen Bell | Bavette La Boucherie

JACOBS AND VAN RITE

KEVIN MIYAZAKI

FINALIST: Best Chef Midwest – 2018, 2022 SEMIFINALIST: Best Chef Midwest – 2017, 2019 When Bell opened Bavette La Boucherie in 2013 in Milwaukee’s Third Ward, she planned to run a whole animal butcher shop with a small cafe. The concept ultimately evolved into a full-service restaurant with a seasonal farm-to-table menu.

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Gregory León | Amilinda FINALIST: Best Chef Midwest – 2022, 2023 SEMIFINALIST: Outstanding Chef – 2024, 2025 Uprooting from San Francisco, where he spent 18 years working in top-rated restaurants in between stints in Madrid, Spain, León moved to Milwaukee and opened Spanish- and Portuguese-inspired Amilinda in 2015.

Justin Aprahamian | Sanford Restaurant WINNER: Best Chef Midwest – 2014 Sanford Restaurant has been a pillar of Milwaukee’s modern fine dining scene since it opened in 1989 to national acclaim.

Having trained for a decade under founder Sandy D’Amato – who himself was named Best Chef Midwest in 1996 – Aprahamian took ownership of the restaurant in 2012 and continues to carry on the tradition today alongside his wife, Sarah Aprahamian.

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Paul Bartolotta | The Bartolotta Restaurants WINNER: Best Chef Midwest – 1994 (Spiaggia, Chicago) WINNER: Best Chef Southwest – 2009 (Bartolotta Ristorante di Mare at Wynn Las Vegas)

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The Bartolotta’s brand has become synonymous with upscale dining in the Milwaukee area over the past three decades, with many of the city’s acclaimed chefs coming out of its kitchens. Nationally renowned chef Paul Bartolotta co-founded the company with his late brother, Joe, in 1993 and continues to lead the group of now 18 restaurants and catering facilities today. Together, the brothers were semifinalists for the national honor of Outstanding Chef in 2017, 2018 and 2019.

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Ross Bachhuber and Sam Ek | Odd Duck SEMIFINALIST: Best Chef Midwest – 2024, 2025 Local restaurant industry veterans Bachhuber and Melissa Buchholz opened Odd Duck in 2012, featuring a globally inspired menu of small plates and sharables. Ek joined in 2014 and has led the culinary team as executive chef for the past six years. The restaurant in 2022 relocated from its original Bay View location to a larger space in Walker’s Point.

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FELICE GREEN

NOTABLE NONPROFIT

SENIOR DIRECTOR OF PROGRAMMING

BOARD LEADERS

MILWAUKEE WATER COMMONS Felice Green, a Milwaukee native, is the senior director of programming at Milwaukee Water Commons, a cross-city network that fosters connection, collaboration and community leadership on behalf of the area’s common waters.

BizTimes Milwaukee is proud to present its showcase of Notable Nonprofit Board Leaders, spotlighting the professionals who give time and talent to make southeastern Wisconsin a better, healthier, safer and more equitable place to live. The individuals on the following pages were nominated by their peers and highlight the talent in the region.

“She loves the city of Milwaukee and the community she lives, works and plays in,” said Frank Headd, pastor of the Spirit of Christ Deliverance Church. “In Milwaukee, Felice is known as a connector and community bridge. She is able to connect residents and neighbors in the Sherman Park neighborhood with valuable resources and information.”

Green serves on several nonprofit boards, including the Sherman Park Community Association since 2022. She volunteers with the organization’s voter registration and election outreach, neighborhood clean-ups, housing resource fairs, safer streets advocacy and to increase green spaces in marginalized neighborhoods.

METHODOLOGY: The honorees did not pay to be included. Their profiles were drawn from nomination materials. This list features only individuals for whom nominations were submitted and accepted after a review by our editorial team. To qualify for the list, nominees must be currently serving on the board of a nonprofit based in the southeastern Wisconsin area and have demonstrated the ability to effect change within the organization, industry or community (and beyond). Nominees also must have contributed to specific initiatives or programs that have contributed to significant and measurable results.

“When Felice is not volunteering, she works for Milwaukee Water Commons. Combining her professional work with SPCA has resulted in 150 trees being planted on public and private lots throughout Sherman Park with no financial cost to homeowners,” Headd said.

TELL YOUR STORY YOUR WAY In these upcoming Thought Leadership pages FACES OF FAMILY BUSINESS

SPONSORED CONTENT

SPONSORED CONTENT

CEO Q&A

SPONSORED CONTENT

KEITH WALZ President & CEO, KDV Label, LLC

BIZTIMES: What is your corporate philosophy? What sets you apart?

KEITH WALZ: “At KDV, we are reliable, trustworthy, and straightforward focusing on the best interest of our customers, employees, and community.

This philosophy guided our brand refresh just over a year ago when we formalized our core values: care, craftsmanship, creativity, and collaboration.

Everyone at KDV sets our corporate philosophy apart from those of other companies. Living our values seems to come naturally for our team and our customers reap the benefits!”

BIZTIMES: What opportunities do you see on the horizon for your industry?

WALZ: “The pressure sensitive label market is very large with a fragmented and diverse set of suppliers. The shape of this market alone creates both opportunities and challenges. KDV is focused on enhancing our digital print production capabilities to offer customers enhanced quality, shorter lead times, and lower costs for short production runs, leveraging efficient production processes and scale to grow our foothold in end markets and acquiring other label producers with a similar culture and philosophy to extend our reach into new markets and geographies.”

Communications Engineering Company (CEC) From left: Clifton, James and Jalin Phelps

At CEC, we have one goal: to help Wisconsin businesses, schools, healthcare institutions, and manufacturers improve communication, collaboration, and safety.

THE PHELPS FAMILY IS BUILDING A NAME IN CONSTRUCTION WHAT INSPIRED YOU TO START JCP CONSTRUCTION? Our family history is factory based. We have strong, blue-collar ties. Clifton, James and I went to trade school at Milwaukee Tech and continued to pursue different paths in the construction industry. We believed our collective knowledge and expertise could position us for success as a strong, business-minded construction company. This was an opportunity to change the trajectory of our family career path and create a new legacy for the family name. We grew up learning valuable lessons about hard work and commitment and have built a construction company committed to providing high quality construction on time and within budget.

WHAT IS THE BIGGEST LESSON YOU HAVE LEARNED ABOUT WORKING IN THE FAMILY BUSINESS? Internally, we know we have to have clear communication and trust each other. The good thing is that we are brothers and can speak candidly to each

other—which can sometimes be counterproductive.

Externally, we are fortunate to be able to observe other family businesses in the construction industry.

There are so many area construction companies successfully transitioning into the third and fourth generations of well-respected business ownership. As a first generation company partnering with some of these organizations, we can learn and grow based on valuable insights from these colleagues.

in 2022. We are also excited to be expanding our geographic reach beyond the City of Milwaukee into the southern portion of the state. More importantly, we are deepening our connections to other area businesses and developing solid partnerships.

cecinfo.com

WHAT IS IMPORTANT TO KNOW ABOUT THE JCP MISSION? In addition to providing excellent construction services, we want to find and develop great talent. We want to build a diverse team who serves diverse and growing clients so we can positively impact the growth and development of our community.

WHAT’S DOES THE FUTURE HOLD FOR JCP CONSTRUCTION? Tremendous growth. From a financial perspective, we are positioned for an over 40% increase in revenue

Contact: 608-282-7715 | csc@cecinfo.com

Nationally recognized for setting the standard for technology solutions, we have a history of industry “firsts” that began over 70 years ago. We’re focused on delivering world-class technology experiences that improve the lives of our people and our partners.

CEC’s process starts by focusing on your unique needs, taking time to build trust and create a partnership so we can better understand how you work.

Then we design, integrate, install, and maintain your technology solution. You can expect the right people

BIZTIMES: Does your company have any new products, services to announce?

WALZ: “This year, we anticipate leapfrogging a large portion of the market in both sustainability offerings and digital printing capabilities. Both areas are changing rapidly in the label industry, and we have been working diligently to support our customers and be able to help guide and advance their packaging. We have prioritized our sustainability resources to pinpoint label solutions that make meaningful, positive environmental impact while maintaining the value proposition we have established with the brands we serve. By the end of the year, we will have one of the most advanced digital presses in the industry and aligned it to, what we like to call, our unique production-powerhouse methodology. This significant advancement in our digital printing capabilities will synchronize value and quality gains for our customers.”

to consult, solve challenges, implement results, and manage logistics through to the end of each project.

Our custom solutions support your ability to thrive and stand out in an ever-increasing world of uncertainty and competition. With more than 300 technical, business, and support employees across the Midwest, we have the expertise and reach necessary to deliver practical results and tailored technology.

And we can help you package the technology you need into an affordable monthly payment.

Technology Expertise: Audio/Video, Fire & Security, Healthcare Communications, Information Technology, and Two-Way Communications.

BIZTIMES: Where do you see your company in 5 years?

WALZ: “I see us growing our reach and capabilities as a leader in the packaging industry while continuing to set the bar high for serving our customers. As we approach KDV’s 50th anniversary in 2024, our goal is to continue to grow. We have established an aggressive strategic plan that will see the business leverage its existing core capabilities to penetrate or expand into the food, pet, nutraceuticals, and consumer-packaged-goods (CPG) automotive markets. This will require the expansion of our sales and marketing efforts to drive organic growth, which will be augmented with strategic acquisitions.”

Serving customers in WI from offices in Green Bay, Madison and Milwaukee.

“Our customers continue to accelerate technology investment to improve their operations, keep people safe and secure their valuable assets. We provide the solutions that make their goals a reality.” — Kim Lehrman, CEO 1849 N Doctor M.L.K. Jr Dr • Milwaukee, WI 53212 (414) 372-7300 • www.jcp-construction.com

LEADERS IN INNOVATION

Keith Walz

431 W Newhall Ave • Waukesha, WI 53186 (262) 544-5891 • kdvlabel.com

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FACES OF FAMILY BUSINESS

LEADERS IN INNOVATION

CEO Q&A

June 2 Family Business Issue

June 23 Innovation Issue

July 21 Issue

Highlight what makes your family business special in this unique feature.

Share your expertise and highlight your own firm’s innovation in this special advertising section within The Innovation Issue.

Feature your industry leader and share their insights and perspectives. Use this space to talk about your company’s latest news, innovations and successes.

Space reservation: May 14

Space reservation: May 28

Space reservation: July 2

Reserve your Thought Leadership pages today!

For more information contact Linda Crawford at (414) 336-7112 or advertise@biztimes.com Thought Leadership placements include digital posts, reprints and a framed plaque.

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MARCUS TAYLOR

ELLEN GILLIGAN

HENRY HURT

WINDCHILL COE LEAD

FORMER PRESIDENT AND CEO

PRESIDENT

ROCKWELL AUTOMATION Marcus Taylor, windchill COE lead at Milwaukee-based Rockwell Automation, has served as board chair of Lead2Change for more than six years.

Lead2Change is a Milwaukee-based career readiness and leadership development organization serving primarily African American high school students living in some of Milwaukee’s most economically challenged neighborhoods, according to Dionne Grayson, co-founder and executive director of Lead2Change.

Taylor has helped strengthen the Lead2Change board by creating and overseeing topic-specific committees, recruiting new board members with relevant skills and demographic representation and “providing support through a critical period of organizational growth that included doubling Lead2Change’s annual budget,” Grayson said.

“For the past six years, Marcus has consistently demonstrated that he is a passionate and innovative partner,” Grayson added. “He has truly grasped the mission of the organization and has taken the lead with providing opportunities that truly help students be successful post-high school. He has been an instrumental ambassador through his engagement with the organization and I can honestly say that the organization is better because he is connected. I am honored that he has taken such a strong role.”

GREATER MILWAUKEE FOUNDATION Ellen Gilligan served as president and CEO of the Greater Milwaukee Foundation from 2010 to 2024. Under her leadership, GMF’s philanthropic assets doubled to more than $1 billion, and annual grant support for community organizations more than tripled, with more than $81 million awarded in the past year alone.

“Gilligan spearheaded racial equity and inclusion initiatives at GMF, launching the ‘A Milwaukee for All’ strategic vision in 2020 to address systemic racism,” said Chronda Higgins, director of client services at Athena Communications.

Gilligan led the formation in 2011 of Milwaukee Succeeds, a community-wide partnership focused on success for every child “from cradle to career,” and then championed the ThriveOn Collaboration, which invests in housing, early childhood education, health and wellness and economic opportunity in underserved neighborhoods. The collaboration opened the ThriveOn King building, a hub for businesses, health care and affordable housing, in the city’s Bronzeville district in 2024.

Beyond GMF, Gilligan chaired CFLeads, a national network of community foundations, and served on the boards of the Local Initiatives Support Corp. and the Greater Milwaukee Committee.

HURT ELECTRIC INC. Henry Hurt, founder and president of Wauwatosabased Hurt Electric Inc., has been on the WRTP | BIG STEP board for 27 years and currently serves as co-chair.

“As a 1978 graduate of BIG STEP’s certified pre-apprenticeship training, Hurt brings an incredible understanding of the nonprofit’s programming and the apprenticeship pathway to careers in the skilled trades,” said Lindsay Blumer, CEO and president of WRTP | BIG STEP. After completing his apprenticeship and working to become a master electrician, Hurt founded his own business in 1996 as a union contractor providing electrical service and repair.

“Henry mentors just about all of his employees and walks the talk about ensuring people have access to jobs in the skilled trades,” Blumer said. “He also gives back through serving as a board member for several organizations.”

Hurt serves on the Wisconsin Bureau of Apprenticeship Standards Council as co-chair, works with MATC’s Electrical Construction Advisory Committee, and is affiliated with the National Electrical Contractors Association Milwaukee Chapter (past president), and the International Brotherhood of Electrical Workers.

Congratulations to Marcus Taylor for being recognized as a BizTimes Notable Nonprofit Board Leader!

At Rockwell Automation, we connect the imaginations of people with the potential of technology to expand what is humanly possible.

Congratulations to all nominees!

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CARRIE MATTESON

DEBRA RIEKKOFF

THELMA SIAS

PRESIDENT

MANAGER, BUSINESS SYSTEMS ANALYSIS

FOUNDER AND CEO

WOMAN’S CLUB OF WISCONSIN As president of the Woman’s Club of Wisconsin, Carrie Matteson is involved in everything from strategic planning to participating in many of the day-today decisions that are made to enrich the member experience, according to Arnold Spella Jr., food and beverage director at the Woman’s Club of Wisconsin.

Matteson has been instrumental in spearheading initiatives for funding maintenance of WCW’s 138-year-old clubhouse, located on East Kilbourn Avenue in downtown Milwaukee.

Serving also as president of the Woman’s Club of Wisconsin Foundation, Matteson oversees its grant allocation program, which has awarded more than 1,000 grants totaling $1.6 million to Milwaukee-area nonprofits since 1967.

“Carrie Matteson’s dedication and passion for the greater Milwaukee community is something to behold,” said Spella.

Matteson has also served two consecutive nine-year terms on the board of directors of the Sharon Lynne Wilson Center in Brookfield.

“In the center’s 23 years of existence, Carrie has served on our board for 17 of them,” said executive director Sandy Wysocki.

“It’s easy to see that she has been one of the biggest, if not the biggest, volunteer in our history.”

THE SIAS GROUP

OPTUM INSIGHT Debra Riekkoff’s involvement with the Lupus Foundation of America, Wisconsin Chapter, began in 2003 as a Walk to End Lupus Now – Milwaukee volunteer. Her niece, Jennie, was diagnosed with lupus as a child and lost her battle at the age of 27.

“Since then, Riekkoff has remained a dedicated volunteer and advocate for lupus awareness and has spread her spirit of passion and generosity to her entire family – her husband, children and even grandchildren are committed volunteers, helping to make many LFA, WI Chapter events happen,” said Dawn Thomas Semanko, chapter president and CEO. Riekkoff, who works as a manager at Optum Insight, was elected to the LFA, WI Chapter board of directors in 2015 and now serves as board chair.

“She was instrumental in establishing and continuing to produce Tee Up Fore Lupus, an annual golf outing fundraiser that will celebrate ten years in 2025,” Semanko said. “She and her husband Rick have been holding their annual Labor Day Pig Roast fundraiser for many years. The LFA, WI Chapter staff and board of directors look to Deb for her dedicated leadership, purposeful guidance and enthusiastic passion.”

In addition, Sias has held numerous leadership roles in the greater Milwaukee community. Sias has served on a number of civic and community boards, including the African American Women’s Project, the Boys & Girls Clubs of Greater Milwaukee, Sojourner Family Peace Center, Cardinal Stritch University and the United Way of Greater Milwaukee & Waukesha County, which gave her the Linda T. Mellowes Woman Leader of the Year Award in 2020.

“All you have to do is be in a group of women from incredibly disparate backgrounds and say, ‘My friend Thelma Sias,’ and almost, like a chorus, everyone will say, ‘Well, I know Thelma,’ or, ‘Thelma told me that,’ or, ‘Thelma helped me,’” Anne E. Schwartz, former communications director for the Milwaukee Police Department, told Milwaukee Magazine. “It’s hard to find someone here who doesn’t know who she is or whose life she hasn’t touched.”

PRODUCED BY:

CONGRATULATIONS to Carrie Gillstrom Matteson Board President of the Woman’s Club of Wisconsin Built by women before women had the right to vote, WCW is the oldest city club in Milwaukee, as well as the oldest continuously running women’s club in the nation - it will celebrate its 150th anniversary in 2026.

Thelma Sias is the founder and president of The Sias Group, a Milwaukee-based firm that provides political and leadership consulting services. Prior to her retirement in 2017, she served as vice president of local affairs for We Energies.

SAVE THE DATE! THURSDAY, AUGUST 21, 2025 BROOKFIELD CONFERENCE CENTER

PRESENTING SPONSOR:

We celebrate Carrie and all she has done to further the WCW mission of philanthropy and service to the community.

SPONSORS:

SUPPORTING SPONSOR:

PARTNER:

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SANDY DUNST

HEATHER HIPKE

CECELIA GORE

BOARD CHAIR, UW-WHITEWATER FOUNDATION

CHIEF FINANCIAL OFFICER

EXECUTIVE DIRECTOR

UNIVERSITY OF WISCONSINWHITEWATER Since becoming vice chair of the UW-Whitewater Foundation Inc. board in 2021, Sandy Dunst has focused on growth and impact, according to Katie Kuznacic, foundation president and vice chancellor of university relations at UW-Whitewater.

Dunst was named board chair in 2023.

“She played a pivotal role in stabilizing and strengthening the foundation, even stepping into the role of interim president during a critical time of transition. Under her leadership, the foundation successfully navigated change management while developing an agile and forward-thinking strategic plan that ensures longterm sustainability and enhanced support for UW-Whitewater students, faculty and programs,” Kuznacic said.

Dunst is currently working with the foundation and board on a $50 million fundraising campaign.

“Her strategic vision, financial expertise, and collaborative approach have inspired fellow board members, donors, and university leaders to engage in new and innovative ways,” said Kuznacic.

Dunst has served as a mentor and advocate for young adults and professionals in finance, leadership and nonprofit management.

Heather Hipke became Waukesha-based Ellenbecker Investment Group’s first-ever chief financial officer in 2023. Her leadership reflects both technical expertise and a commitment to relationshipbuilding, active listening and making strategically sound decisions, according to Cara Olson, chief people officer at EIG. Hipke has served on the board of Discovery World in Milwaukee since 2011, including as treasurer since 2021, according to LinkedIn. She took on the additional role of finance chair in 2024, said Olson.

Hipke’s contributions include implementing sustainable financial strategies, optimizing cash flow and championing fiscal responsibility to ensure long-term stability. She led surplus planning, developed reserve strategies and managed investment initiatives to support capital maintenance and safeguard financial health. Additionally, Hipke worked closely with management and committee members to achieve strategic goals, fostering open dialogue and providing valuable input to enhance decisionmaking.

“Heather’s leadership has been instrumental in aligning financial decisions with Discovery World’s goals and securing its financial future,” said Olson.

A transformative leader A dedicated mentor A generational Warhawk

Sandy Dunst Thank you for your commitment to excellence.

A transformative leader.

A dedicated mentor.

A generational Warhawk.

uww.edu

BREWERS COMMUNITY FOUNDATION

ELLENBECKER INVESTMENT GROUP

Colleagues call Cecilia Gore, executive director of the Brewers Community Foundation, a “legendary leader.”

A Greater Milwaukee Foundation board member since 2014, Gore serves as a co-chair for the foundation’s Greater Together Campaign, which raised a record $726.8 million to support the organization’s north star of racial equity and inclusion.

Also, under her leadership, the GMF’s Community Impact Committee has invested more than $118 million in grants across the region.

“Her remarkable commitment to the foundation has been catalytic, aligning impact around community needs in new ways to deliver financial and social returns,” said Greg Wesley, president and CEO of the GMF. As an “active, persistent board member,” Gore inspires her fellow directors, including Pedro Colón, a judge for the Wisconsin Court of Appeals.

“She challenges us and directly acknowledges the great disparities that exist in our community,” said Colón. “She has helped guide how GMF effectively conveys our goals of substantive change around early childhood education, community empowerment and rapid response during the pandemic to nonprofits, staff, funders and elected leaders. She engages new people and embodies the mission at every meeting and event.”

WE’RE NOT THE ONLY TEAM OUR PLAYERS PLAY FOR. Each year, the Brewers’ players, coaches and entire organization contribute millions of dollars to hundreds of Wisconsin nonprofits – improving the health, education, recreational opportunities and overall well-being of children and families in our communities. Please join us in going to bat for these worthwhile causes. Because creating a happier, healthier environment for all is definitely a team effort.

H E A LT H

R E C R E AT I O N

E D U C AT I O N

B A S I C

N E E D S

brewers.com/bcf

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DIANA SCHMIDT

JEANNIE LAURET

JACKIE DARR

MANUFACTURING, PROPERTY AND CASUALTY DIVISION LEAD

CEO, PRESIDENT AND OWNER

COO AND PRESIDENT

HAUSMANN GROUP Diana Schmidt leads the manufacturing division and heads the property and casualty insurance team in Hausmann Group’s Milwaukee office. She also leads the efforts of Blessings in a Backpack Waukesha County as its president and board chair, taking a hands-on approach to the organization’s work.

“During the COVID-19 shut-down, Schmidt led family and neighbors to pack 350 bags of food in her backyard so the children could still get bags of food on Fridays,” said Amanda Busche, business development manager at VJS Construction Services and former Blessings in a Backpack board member.

In 2023, under Schmidt’s leadership, Blessings in a Backpack secured a major donor to spearhead food support for La Casa De Esperanza in Waukesha. This initiative guarantees that children in the school will receive food support for at least three years. The school serves 312 kids every Friday, an increase of 50 children in 2025, according to Busche.

“Under Diana’s leadership as board president, Blessings has increased its fundraising dollars by 22%. Blessings in a Backpack Waukesha County currently feeds 3,400 children in 47 schools,” said Busche.

Congratulations!

DIANA SCHMIDT

DUWE METAL PRODUCTS INC. Jeannie Lauret is head of Menomonee Falls-based custom fabricator company Duwe Metal Products. She has served on the board of Milwaukee-based nonprofit WRTP | BIG STEP for five years and currently is the board treasurer.

“Duwe Metal Products is engrained in Milwaukee’s subcontractor culture, thanks to Lauret’s leadership,” said Lindsay Blumer, CEO and president of WRTP | BIG STEP. Lauret took ownership of the company in 2010 from her father, Richard Riedelbach. She worked to achieve Woman-Owned Business Enterprise and Disadvantaged Business Enterprise certifications from the State of Wisconsin and began expanding into new markets.

“She is an advocate for women in the skilled trades,” said Blumer. “Jeannie is the only woman on the Ironworkers Joint Apprenticeship Committee. She’s a good example of speaking up in a male-dominated industry and mentors other women to do so, too. She’s community-oriented and identifies with our mission.

She’s leading the way in equitable hiring and giving people chances.”

Duwe is sponsoring the new Welding Bay that will be completed as part of the major renovation of WRTP | BIG STEP’s Milwaukee training center.

RACON CAPITAL PARTNERS Jackie Darr has been a driving force behind Milwaukeebased SecureFutures growth and impact, bringing strategic leadership and a passion for financial literacy to her role on the board, according to Brenda Campbell, president and CEO of SecureFutures.

Darr is chief operating officer and president of investment management firm Racon Capital Partners and CEO and president of consultancy Darr Advisors, both based in Milwaukee. She joined the SecureFeatures board in 2019.

“Jackie has helped shape key initiatives that have expanded the organization’s reach and provided thousands of teens with the knowledge and confidence to secure their financial futures,” Campbell said. “A passionate advocate for financial education, Jackie has contributed to key governance initiatives for SecureFutures’ organizational structure and long-term strategy.

As board chair, she helped guide SecureFutures through the expansion of our Money Coach program and a strategic shift in response to Wisconsin’s new personal finance graduation requirement.”

In addition to her work with SecureFutures, Darr has a career in investment strategy and recruiting. She also is completing her sixth year as a trustee at the University School of Milwaukee.

Congratulations, Jackie Darr!

SecureFutures proudly celebrates board member and leader Jackie Darr on being named a Notable Nonprofit Leader by BizTimes.

Thank you for your incredible leadership, passion, and commitment to empowering teens through financial education.

Notable Nonprofit Board Leader From all of us at

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Congratulations TO JACKIE DARR!

Your colleagues and partners—Mike Keough, Jeff Kallio, and Andrew Robbins of Racon and Piney Point Capital—are proud to recognize your outstanding work and unwavering commitment to service. Your dedication to the team and students at Secure Futures is helping shape a more financially literate future for our community. You are an inspiration to all of us to get involved and give back. We’re honored to celebrate you.

c a pi ta l pa rt ne r s

raconcapital.com

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ALVARO ARAQUE

DREW GLAUBKE

PHYLLIS KING

SENIOR VICE PRESIDENT, DIRECTOR OF CONSUMER, PRIVATE AND BUSINESS BANKING

CLIENT RELATIONSHIP EXECUTIVE

CHIEF STRATEGIST FOR AI ADVANCEMENT

DELOITTE

WAUKESHA COUNTY TECHNICAL COLLEGE

JOHNSON FINANCIAL GROUP Since joining Milwaukee-based Penfield Children’s Center’s board in 2014 and now serving as board president, Alvaro Araque has led the organization in a new direction.

Araque is senior vice president, director of consumer, private and business banking at Racine-based Johnson Financial Group.

“Al is guiding the development of a transformative strategic plan that has positioned Penfield for growth and expansion into new early intervention services. His leadership has strengthened Penfield’s mission to ensure children have positive early experiences from before birth through age 5, when the foundations for lifelong development are established,” said Megan Wurz, vice president of partnerships and investments at Penfield.

In addition, Araque is chair of the Wisconsin Bankers Association board of directors. He also served as chair of the board of directors for HPGM (Hispanic Professionals of Greater Milwaukee) from 2017 to 2023.

“As a fellow Penfield board member, I’ve experienced Al Araque’s leadership firsthand,” said Phyllis King, chief strategist for AI Advancement at Waukesha County Technical College. “Al brings the board together with compassion and vision, always keeping the children at the heart of every decision.”

Within months after joining the Big Brothers Big Sisters of Metro Milwaukee’s board of directors, Drew Glaubke started making a big impact, according to Neil Willenson, president and CEO of BBBS. “Each year, BBBS addresses deep needs in our community by providing intentional, professionally supported mentoring services to over 1,500 youth; to continue fulfilling this mission, BBBS needs money and mentors. In his five years on the board, Glaubke has fully embraced both initiatives,” Willenson said.

In fundraising for BBBS, Glaubke galvanized support from Deloitte, where he’s worked as a client relationship executive since 2017. He helped build a relationship between Willenson and the company’s Wisconsin managing partner P.J. DiStefano. Along with his wife, Jackie, Glaubke twice co-chaired the BBBS Big Gala.

“He is also a skilled recruiter and, as a former Big Brother, has first-hand knowledge of the program and its impact,” said Willenson. “After years of declining enrollment, Glaubke and BBBS staff focused on the factors affecting our ability to make mentoring matches. Last year, BBBS reversed the trend and saw an increase of 16% in total children served. The organization is on track to continue this growth trajectory.”

As the new chief strategist for AI advancement at Waukesha County Technical College, Phyllis King is set to spearhead the development of the college’s artificial intelligence programs, fostering local and national collaborations, according to Colleen Bruce, director of partnerships and events at Penfield Children’s Center.

Prior to WCTC, King spent nearly 30 years in various roles at the University of Wisconsin-Milwaukee, and most recently served as associate vice chancellor for over 13 years.

Widely regarded as a community leader, King has worked with and served on boards for many nonprofits focused on education, business development, banking and health care. Recently, King completed an interim role as executive director for Farming for the Future Foundation. She currently serves on the boards of the American Red Cross of Wisconsin, UW Credit Union and Penfield Children’s Center, where she chairs the 30th Annual Croquet Ball.

“In addition, her dedication to mentorship is evident through her involvement with TEMPO Milwaukee, where she has been part of the Mentor Awards planning committee since 2010 and received the TEMPO Mentor Award. She is also a fellow in the Bader Leadership Institute,” Bruce said.

CONGRATULATIONS

CONGRATULATIONS

Al Araque

Phyllis King

SVP - Director of Consumer, Private and Business Banking

Chief Strategist for AI Advancement Waukesha County Technical College

Notable Nonprofit Board Leaders

Johnson Financial Group

Notable Nonprofit Board Leaders

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ERIC DEGROOT

RYAN RAMOS

TIMOTHY SCOTT SR.

DIRECTOR

PRESIDENT

EXECUTIVE DIRECTOR

WISPACT FOUNDATION

MAKER LLC

NEARBY NATURE MILWAUKEE

As director of Milwaukeebased agency endowment fund Wispact Foundation, Eric DeGroot has directed funds to local groups such as Special Olympics, the Milwaukee Ballet for sensory-friendly performances, and Independence First for an accessible E-gaming program.

As chair of the board of directors at Milwaukee-based Independence First, Ryan Ramos has made a significant impact by building partnerships and bringing funding to help people with disabilities, according to Myra Sanchick, director of marketing and strategic partnerships at Independence First.

DeGroot serves on the board of Independence First and has helped the organization offer its Youth Leadership Summit, which provides education, peer support and accessible recreation activities for high school students with disabilities. He helped secure a grant for ASL interpretation for attendees to access the conference, according to Myra Sanchick, director of marketing and strategic partnerships at Independence First.

Ramos has forged partnerships between Independence First and his alma mater, the Milwaukee Institute of Art & Design, where he also serves on the board.

“Eric’s commitment to keep people with disabilities independent, active, and included fully in our community makes a true impact,” said Wendy Huot, chief financial officer at Independence First.

“His energy and passion to fund and support so many inclusive programs in Milwaukee has meant people with disabilities can participate in a wide range of activities.”

DeGroot has also served on the board of Easter Seals, as a member of the Planned Lifetime Assistance Network, The National PLAN Alliance, and was a founding member of the Alliance of Pooled Trusts and a former board member of the Autism Society of Greater Wisconsin.

“That partnership began with a student working with ‘models’ with disabilities to design accessible clothing,” said Sanchick.

“That student took his experience with him as he joined the design team at Kohl’s. The partnership continued the next semester with a pilot program at MIAD, in which students worked with Independence First again to learn about designing accessible clothing.”

With a background working for health care companies GE HealthCare and Amgen, Ramos took his interest in serving people with disabilities to create his Milwaukee-based company, Maker LLC, which designs functional and attractive assistive devices.

“Ryan’s life and work bridges gaps in health care accessibility and improves daily experiences for people with disabilities,” said Independence First chief operating officer Kathy Acevedo.

Timothy Scott Sr. is working across multiple industries and organizations to effect real change that makes Milwaukee a more equitable place to live, work and play, according to Catherine Knipstein, vice president of strategy at Athena Communications.

Scott serves as board chair of Milwaukee’s Community Development Alliance, a coalition that works to advance racial equity by creating homeownership opportunities for Black and brown families.

Scott also participates on CDA’s Resident Advisory Council on Housing. In October 2024, Scott and other members of the RACH and other resident allies testified before the Milwaukee Common Council on the importance of the Down Payment Assistance Program.

“Thanks to powerful messaging about the program, the council restored $1.25 million in the city’s budget for this integral program,” Knipstein said.

In February, Scott participated in Black Advocacy Day at the Capitol, meeting with lawmakers and sharing personal stories about the importance of homeownership.

“Under his leadership, CDA will continue to make Milwaukee a more equitable city where everyone can afford to purchase a quality home,” Knipstein said.

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THE NONPROFIT Wish List ABCD: After Breast Cancer Diagnosis » Corporate partners & sponsors » Marketing opportunities » Gift cards CONTACT: Ashley Kopca

ashley@abcdmentor.org

Acts 17:28 Dance » Production headsets » Staff first aid & CPR training » ABT ballet teacher training CONTACT: Amanda Struebing

amanda@actsdance.org

Center for Urban Teaching, Inc.

Cristo Rey Jesuit High School

» Sponsors » Auction items » Donations

» Corporate work partners » Event sponsors » Van drivers

CONTACT: Cavell Samuels cavell.samuels@cfut.org

CONTACT: Shannon Watry swatry@cristoreymilwaukee.org

Centers for Independence

Crohn’s & Colitis Foundation Wisconsin Chapter

» Art supplies - all » Camera and video equipment » Sensory room items CONTACT: Erin Dentice erin.dentice@mcfihope.org

Children’s Wisconsin

» Donations » Sponsorships

» Immediate Impact for Kids Fund » Event sponsors » Volunteers

CONTACT: Jessi Pham

CONTACT: Children’s Wisconsin Foundation

Jessica@actshousing.org

foundation@childrenswi.org

American Cancer Society

City Forward Collective

ACTS Housing

» Road to Recovery drivers » Volunteers

» Donations » Event sponsors

CONTACT: Shannon Richards

CONTACT: Colleston Morgan

shannon.richards@cancer.org

colleston.morgan@cityforwardcollective.org

American Heart Association

COA Youth & Family Centers

» Volunteers CONTACT: Dawn Lessard

» Sponsorship, programs & events CONTACT: Katie Bruner

dawn.lessard@heart.org

kbruner@coa-yfc.org

Boys & Girls Clubs of Greater Milwaukee

College Possible Milwaukee

» Fundraising » Volunteers CONTACT: Mark Knapp

mark.knapp@bgcmilwaukee.org

Brady Street Business Improvement District » Mac computer » Wireless printer » Chalk for street art CONTACT: Michael Sander michael@bradystbid.com

Bridge Builders » Development director » Kitchen cabinets & countertops » New appliances CONTACT: Kurt Owens kurt@bridgebuildersmke.org

Bridge to Brighter Inc. » Youth employment » Auction items » Household items CONTACT: Nick Sgarlata nick@bridgetobrighter.org

» Campus visit transportation » Event sponsorship CONTACT: Carolyn Muckelberg cmuckelberg@collegepossible.org

Community Advocates » Twin sheets/blankets » Pillows » Socks CONTACT: Jeri Kavanaugh

GPS Education Partners

mseer@crohnscolitisfoundation.org

CONTACT: Heather Culli hculli@gpsed.org

Curative Care Network, Inc.

Greater Milwaukee Urban League

» Donations toward programs » Annual fund contributions » Event Sponsorship

» Funding for programs » Donations » Sponsors

CONTACT: Patrick Foran pforan@curative.org

CONTACT: Tangela Wilson twilson@tmul.org

Dr. Howard Fuller Collegiate Academy

HEAR Wisconsin

» College tours for all students » Robotics team sponsorship » Tutoring services

» HEAR WI Amazon wish list » Gift cards - Target/Walmart » Hanna Andersson Pilot caps

CONTACT: Maurice Thomas maurice.thomas@hfca.org

CONTACT: Kristin Johnson info@hearwi.org

Eras Senior Network

Hmong American Peace Academy

» Friendly phone call volunteers » Volunteer drivers » Event sponsors

» Dual enrollment » Enrichments » College and career explorations

CONTACT: Darryl Anderson darryl.anderson@eras.org

CONTACT: Chris Her-Xiong herxiong.chris@myhapa.org

Father Gene’s Help Center

Humane Animal Welfare Society of Waukesha County (HAWS)

» New clothing » Volunteers » Monetary donations CONTACT: Theresa Liu marketing@fathergeneshelp.org

» Volunteers » Office Supplies

» Donations » Sponsors » Raffle items

kgerlach@firststage.org

CONTACT: Tammy Cantillon

Girl Scouts of Wisconsin Southeast

Convergence Resource Center

» Corporate partners » Volunteers and troop leaders » Event sponsorships

ceo@convergenceresource.org

RetailCustomerService@goodwillsew.com

CONTACT: Maggie Seer

Community Smiles Dental

CONTACT: Dr. Debbie Lassiter

CONTACT: Retail Customer Service

» Drivers to help students » Sponsorships for gala » Auction Items for gala

First Stage

» WIX website assistance » New phone system » 4 new laptops

» Household items » Living room and bedroom decor » Kitchen appliances

» Auction items and experiences » Corporate sponsorships » Event volunteers

jkavanaugh@communityadvocates.net

tcantillon@communitysmiles.org

Goodwill Greater Milwaukee & Chicago

CONTACT: Kelly Gerlach

CONTACT: Madeline Read

giving@gswise.org

Girls on the Run Southeastern Wisconsin

» Canned pet food - dog/cat » Kong dog toys » Dry pet food - dog/cat/kitten CONTACT: Jennifer Smieja jennifer@hawspets.org

International Institute of Wisconsin » Sponsors » Volunteers » iPads CONTACT: Estela Vazquez-Ornelas evazquez@iiwisconsin.org

Kathy’s House » Dishwasher detergent tablets » Disinfecting wipes » Toilet bowl cleaner CONTACT: Robina Biesterfeld robinab@kathys-house.org

» Volunteer coaches » Financial donations » Event sponsors CONTACT: Angela Cooper

angela.cooper@girlsontherun.org

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THE NONPROFIT Wish List LUMIN Schools

Neu-Life Community Development

Sojourner Family Peace Center

Versiti

» Event sponsorships » Financial donations » Volunteers

» School supplies » Cooking/kitchen suppplies » Monetary donations

» Hygiene products » Larger size diapers » Kitchen, bedding, & bath items

» General research » Support support for Versiti on King

CONTACT: Mie Neumann

CONTACT: Jody Rhodes

CONTACT: Rheanne Tibbits

CONTACT: Kelley McCaskill kcmccaskill@versiti.org

neumann@luminschools.org

jody@neu-life.org

giving@familypeacecenter.org

Marcus Performing Arts Center

Pathfinders

St. Augustine Preparatory

» Underwriting arts education » Program & event sponsorship » Volunteer ushers

» Donations » Meals » Hygiene Items, new, full-sized

» Sponsors » Volunteers » Scholarships

CONTACT: Megan Huse

CONTACT: Renee Kirnberger

CONTACT: Elizabeth O’Hara

CONTACT: Susan Eggold seggold@vision-forward.org

Waukesha County Community Foundation

mhuse@marcuscenter.org

Development@PathfindersMKE.org

eohara@augprep.org

MATC Foundation, Inc.

PEARLS For Teen Girls

St. Coletta of Wisconsin

» Sponsor event and group needs » Committee volunteers » Laptops for staff

» Annual & event sponsorships » Durable, sturdy furniture » Transportation vehicles

CONTACT: Ginny Finn finnvr@matc.edu

CONTACT: Alma Velez alma.velez@pearlsforteengirls.com

CONTACT: Dona Campos decampos@stcolettawi.org

MENTOR Greater Milwaukee

Rocketship Public Schools Milwaukee

St. Francis Children’s Center

» Chromebooks » Headphones

» Outdoor Classroom » Educational toys and books » Sponsors, auction items

» Student food pantry items » $ for Supplies for Success Fun » Student Parent Fund Donations

» Host a Mentor recruitment fair » Host a Mentor Workshop training » Sponsorship for 2025 Symposium CONTACT: LaNelle Ramey

lramey@milwaukeementor.com

Midwest Athletes Against Childhood Cancer (MACC Fund) » Donations » Major gifts

CONTACT: Lauren Taylor ltaylor@rsed.org

Ronald McDonald House Charities® Eastern Wisconsin » Individually wrapped snacks » Travel toiletry sets

CONTACT: Mike Bielawski

CONTACT: Olivia Kresse info@rmhc-easternwi.org

Milwaukee Academy of Science

Running Rebels Community Organization

mbielawski@maccfund.org » Workforce development » Winter clothing drive » New books CONTACT: Brittany Warren

» Funds for our HELP Scholarship » Sponsorship of our EPIC event » School supplies, holiday gifts CONTACT: Dawn Barnett

bwarren@mascience.org

dawn.barnett@runningrebels.org

Milwaukee County Historical Society

Sharon Lynne Wilson Center for the Arts

» Financial donations » Event and program sponsors » Auction items CONTACT: Samantha Michalski

smichalski@milwaukeehistory.net

Milwaukee Repertory Theater » Support our general operations » Give to our building campaign » Attend 2025 Curtain Call Ball CONTACT: Amy McGuire amcguire@milwaukeerep.com

Nativity Jesuit Academy » Philanthropic donations » Event sponsorships » Mentors for Nativity alumni CONTACT: Jasmine Binion advancement@nativityjesuit.org

» Theatrical lighting upgrade » Assistive listening upgrades » Theater projection system CONTACT: Jennifer Moran

jmoran@wilson-center.com

SHARP Literacy » Videographer services » Printing services » Model Magic

CONTACT: Natoya Jackson

njackson@sfcckids.org

St. Marcus School » Grocery store gift cards » Gas station gift cards » Big box store gift cards CONTACT: Sara Roemer

CONTACT: Melissa Baxter mbaxter@waukeshafoundation.org

WCTC Foundation » Fundraising support for AI Lab » Volunteers for external events » Silent auction gift baskets CONTACT: Haley Weickardt hweickardt1@wctc.edu

Wellpoint Care Network

St. Vincent de Paul of Waukesha County

CONTACT: Starlet Hayes shayes@wellpointcare.org

» Clothes and home decor donations » Golf event sponsorship » Consulting on brand development CONTACT: Bob Glowacki bglowacki@svdpwaukesha.com

UMOS

Wisconsin Hero Outdoors » Women’s retreat sponsor » Raised flower beds » Vegetable seeds CONTACT: Tammy Sawyer tsawyer@wiherooutdoors.org

» Program supporting match funds » Event sponsorship » Volunteers

YMCA of Metropolitan Milwaukee

CONTACT: Kristy Moeller kristy.moeller@umos.org

jwright@ymcamke.org

United Performing Arts Fund (UPAF)

» Event and attraction sponsors » Auction items » Donations

» Event volunteers

Sherman Phoenix Foundation

United Way of Greater Milwaukee & Waukesha County

CONTACT: Dr. Stacia Thompson

» Event sponsorships » Gifts to the WCCF Community Grants Fund » Gifts to the WCCF Bryce & Anne Styza Community Service Scholarship

» Support YTA program » Support mental health services » Become a foster parent

CONTACT: Katie Korek info@upaf.org

» Capital improvements funds » Operating reserve donations » Program & event sponsorships

» Art and craft supplies » Kitchen supplies » Bubble envelopes

sara.roemer@stmarcus.org

CONTACT: Melissa Mursch Rodriguez

Melissamr@sharpliteracy.org

Vision Forward Association

» Dr. King celebration sponsors CONTACT: Josh Wright

Zoological Society of Milwaukee

CONTACT: Jenny Mueller JennyM@Zoosociety.org

» Donations CONTACT: Gina Santagati

gsantagati@unitedwaygmwc.org

sthompson@shermanphoenix.com

biztimes.com / 41

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Strategies EXIT PLANNING

The Business Owner’s Bill of Rights Four lessons for your dream exit U.S. CITIZENS, and especially entrepreneurs and business owners, love their rights and freedoms.

They make us feel different, special and capable.

They give us the right to build something from nothing. To start in a garage and become a billion-dollar company (or at least a pretty decent six-figure gig). To answer to no one but ourselves.

And, eventually, the right to achieve our own dream exit.

I believe that every successful business owner deserves a dream exit, and I also know that a dream exit doesn’t just happen. It requires planning, protection and the wisdom to avoid common pitfalls.

And while the Bill of Rights may have been adopted more than 200 years ago, it contains wisdom that is just as powerful today as it was in 1791.

Wisdom that can help successful business owners realize the dream exits they’ve earned.

Here’s a Bill of Rights for business owners to help plan their dream exit.

The First Amendment: The Right to Speak (and the obligation to listen) Freedom of speech is a beautiful thing, but successful business owners know that listening is just as important. When preparing to sell, you need to listen to the market, your advisors, and to the tough truths about what your business is really worth.

‘Tom’ owned a manufacturing business and was convinced his company was worth $20 million. A buyer offered $10 million. Tom was insulted, but instead of digging in his heels, he listened

to an advisor who showed him how improving his working capital and customer concentration could boost his valuation.

Eighteen months later, Tom sold for $18 million.

Talking is great, but strategic listening is what gets deals done.

The Fourth Amendment: The Right to Privacy I’m a private person, and maybe you are too.

However, selling your business means opening the books and sharing information with potential buyers.

If you’re frightened about openly sharing information about your business, don’t do it. Just realize that being rigidly private can compromise your chance of achieving your dream exit and can make you look insincere. And if your books are a mess, you’re going to wish you had kept them shut.

Protect your value by proactively organizing contracts, financials and employee agreements before you’re under the microscope. A clean due diligence process keeps buyers confident and deals on track.

The Fifth Amendment: The Right Against Self-Incrimination Don’t tank your own sale. The Fifth Amendment protects you from saying something that could be used against you. The same goes when negotiating a sale. Some business owners love to talk, but sometimes they talk themselves right out of a deal.

‘Steve’ was sitting across from a buyer. The buyer asked about employee retention. Steve said, “Oh, we’ve got great people! Though, to be honest, my top three are thinking about leaving after I sell.”

Oops. Deal dead.

If you don’t want a buyer to walk away, choose your words carefully or better yet, have an advisor talk on your behalf. Honesty is important, but oversharing? That’s a deal killer.

The Eighth Amendment: No Cruel and Unusual Punishment Don’t overstay your welcome. That’s sound life advice. The fact is that some owners hold on too long, thinking they’ll sell “someday.” The problem?

Someday often turns into never, or worse, into a forced exit at the worst possible time.

‘Bob’ built a great business but waited too long to sell. He ignored market signals, got stuck in the day-

to-day grind, and by the time he was finally ready, the economy and industry trends had shifted.

Buyers weren’t as interested in paying what they used to, and he had to take a lower valuation.

The moral? Selling isn’t a punishment, but staying too long can be. A well-timed and well-prepared exit protects your value and lets you move on before circumstances force you to.

Your Right to an Awesome Future The Bill of Rights ensures that American citizens can live freely and without unnecessary burdens. The same principles apply when planning your dream exit. You have the right to: » Listen to the market and advisors » Prepare yourself and your financials to withstand scrutiny » Choose your words carefully in negotiations » Move on at the right time to maximize value and avoid unnecessary risk Your successful business has given you financial, professional and personal freedom. You owe it to yourself to ensure that freedom extends into your next chapter. Get your plan in place, protect your rights, and go after your dream exit.

You’ll make yourself, your family and our founding fathers happy and proud! 

MIKE MALATESTA Mike Malatesta, founder of Advanced Waste Services, is The Dream Exit expert, host of the “How’d it Happen” podcast, and author of “Owner Shift: How Getting Selfish Got Me Unstuck.” He can be reached at thedreamexit@gmail.com

42 / BizTimes Milwaukee MAY 12, 2025

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Marketplace

AWARD WINNING LEADERS IN ENVIRONMENTAL SUSTAINABILITY PROGRAMS AND WASTE MANAGEMENTS SOLUTIONS

Contact Pavlic Vending

to get your market today!

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262.574.1600 | www.pavlicvending.com The Patriot Gear Patriotic and 2nd Amendment Gear for men and women.

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Wisconsin’s Newest Licensed Hazardous Waste Treatment, Storage and Disposal Facility • Great Customer Service • Continuous Growth • Transportation Services

• Family Owned & Operated Since 2002 • Sustainability Programs • Compliance Services (WDNR, EPA & DOT)

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ADVERTISE IN THE MARKETPLACE SECTION TODAY! Contact Advertising Sales for rates and specs. advertise@biztimes.com or 414-336-7112

GET THE WORD OUT! News? Press Releases? Awards?

Show them off in BizTimes’ new BizUpdates section.

Submit your company news at biztimes.com/bizconnect biztimes.com / 43

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BizConnections BIZ PEOPLE Advertising Section: New Hires, Promotions and Board Appointments INSURANCE

BANKING West Bend Insurance Company announces transition of VP of claims

West Bend announces the future retirement of Kent Lawson in April 2026 and the appointment of Tom Kluxdal as vice president of Claims, effective April 14, 2025. Tom brings 20 years of insurance leadership, most recently as president of K&S Claim Consultants. He has led teams across workers’ comp, auto, and property liability, driving operational and client success.

COO Dave Ertmer said, “Tom will be a great fit.” Tom and Kent will partner through 2025 to ensure a smooth transition. Tom is excited to return to Wisconsin and join the West Bend community.

LEGAL SERVICES von Briesen Welcomes Taylor Van Zeeland to its Milwaukee Office As an Associate in von Briesen’s Insurance Coverage and Risk Management Section, Taylor focuses her practice on insurance coverage and analysis, coverage opinions, reservation of rights, and defense litigation.

BANKING

BANKING

Waukesha State Bank Promotes Meidenbauer to Senior Vice President

Michael Swope Joins Waukesha State Bank Wealth Management

Waukesha State Bank Announces Promotion of Beth Kazinski

Waukesha State Bank announces the promotion of Bob Meidenbauer to SVP-Commercial Banking Team Lead. In this role, Bob will be responsible for helping shape the commercial banking department’s sales culture, business development and market visibility.

Waukesha State Bank is pleased to announce the addition of Michael Swope as Director of Wealth Management Services.

Michael will oversee investment strategy, portfolio management, financial planning, private banking, and retirement plan services.

Waukesha State Bank is pleased to announce the promotion of Beth Kazinski to Assistant Vice President - Commercial Banking Officer. In her new role, Kazinski will be responsible for prospecting, developing and managing commercial loan portfolios.

BANKING

ARCHITECTURE

INNOVATION

Sadat Khan has joined Kahler Slater as Recreation & Wellness Program Strategist

Waukesha State Bank Promotes Nicole Tindall

Mead & Hunt’s New Industrial Water / Wastewater Market Leader: Nick Haizel

Waukesha State Bank announces the promotion of Nicole Tindall to Vice President - Regional Bank Manager.

Tindall will oversee the south WSB region, which includes the W. Sunset Dr, Waukesha; E. Racine Ave, Waukesha; Muskego and New Berlin locations.

Kahler Slater is pleased to announce Sadat Khan has joined as Recreation & Wellness Program Strategist to support our national practice in designing athletics, recreation, and wellness environments around the country.

With decades of industrial wastewater treatment experience, Nick offers consultative, solutions-driven approaches. Based in Milwaukee, he adds value to clients and drives growth for Mead & Hunt’s industrial water and wastewater service offerings.

LEGAL SERVICES

INTERIOR DESIGN

ADVERTISE TODAY!

von Briesen Welcomes Shareholder Nicholas Cerwin to its Milwaukee Office

Creative Business Interiors announces Amy Kopplin as Director of Design Services

As a member of the Government Law Group and Real Estate Section, Nick focuses his practice on governance issues, municipal licensing, public policy, and a wide range of law enforcement matters.

Creative Business Interiors, welcomes Amy Kopplin as our new Director of Design Services. She will lead both the Interior and Furniture Design teams, driving strategic initiatives that align design, innovation, and business goals at Creative.

To place your listing, or for more information, please visit biztimes. com/bizconnect Use BizPeople to share: • New Hires • Recent Promotions • Career Updates & Milestones • Accolades • Recognition • Board Appointments

BizPeople Highlight a new hire, promotion or accolade and share it with readers throughout southeastern Wisconsin.

Visit biztimes.com/bizconnect to submit your news!

44 / BizTimes Milwaukee MAY 12, 2025

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NONPROFIT UCC TO BUILD NEW SUBSTANCE USE DISORDER TREATMENT CENTER ON MILWAUKEE’S SOUTH SIDE United Community Center is planning to build a new $3.3 million substance use disorder residential treatment facility on Milwaukee’s south side.

The planned 14,000-squarefoot facility, to be located in the city’s Walker’s Point neighborhood near the UCC campus, would provide an additional 16 beds for men seeking treatment for substance use disorder. The facility, which would be funded by state and county grants, would offer bilingual and bicultural care.

UCC operates three other residential facilities offering substance use disorder treatment – one serves men, while the other two provide

treatment for women. UCC’s current 9,000-square-foot men’s facility has 16 beds and was built in 2009. UCC’s treatment programs, the first of which began in 1979, serve over 700 clients annually.

UCC aims for construction to begin in June, said Lukischa Ramos, chief operations officer at UCC. Construction is expected to wrap up in June 2026.

UCC purchased the site last month for $250,000, according to state records. UCC plans to demolish the house that currently sits on the property in order to make way for the new facility.

— Samantha Dietel, staff writer

C ALENDAR The Brewers Community Foundation will host its 2025 Drive for Charity as a drive-thru donation event on Thursday, May 15, from 7 a.m. to noon, in the Cooper parking lot at American Family Field, 1 Brewers Way, Milwaukee. Donations, which will benefit the Wisconsin Humane Society, can also be made during the May 16-18 games at tables inside the right field, home plate and left field gate entrances of American Family Field.

NONPROFIT

SPOTLIGHT

A L L - I N M I LWAU K E E

135 W. Wells St., Suite 100, Milwaukee, WI 53203 (414) 405-3013 | allinmilwaukee.org Facebook: facebook.com/AllinMilwaukee LinkedIn: linkedin.com/company/all-in-milwaukee Instagram: @allinmilwaukee

Year founded: 2018

The United Performing Arts Fund will hold its annual UPAF Ride for the Arts on Sunday, June 1, from 7 a.m. to noon, along Milwaukee’s lakefront.

Mission statement: All-In Milwaukee is a college completion and career placement program that provides financial aid, advising and careerreadiness support to high-potential, limited-income Milwaukee students to complete college, build meaningful careers and transform the Milwaukee community.

The Marcus Performing Arts Center will host its annual BASH event on Friday, June 6, at 5 p.m., at 929 N. Water St., Milwaukee.

Primary focus: College completion with minimal student loan debt

The Sharon Lynne Wilson Center for the Arts will host “The Big Event” on Saturday, June 7, at 5:30 p.m., at 3270 Mitchell Park Drive, Brookfield.

Other focuses: Retention of a college-educated workforce for Milwaukee Number of employees: 16

D O N AT I O N R O U N D U P The Green Bay Packers awarded a $250,000 Social Justice Impact Grant to the “I Have A Dream” Foundation in Milwaukee. | Bank Five Nine donated $1,800 to the Rogers Behavioral Health Foundation. | The Wisconsin Department of Workforce Development granted $30,000 to Waukesha County Technical College to support its Truck DrivingCommercial Driver’s License-A training program. | Milwaukee Tool donated $250,000 to the Veterans Community Project of Milwaukee. | The Racine Zoological Society won the Baird Center Gala Giveaway.

The all-expenses-paid gala is valued at $63,000.

Key donors: Ascendium Education Group, Baird, ECMC Foundation, Jackson Family Foundation, Johnson Controls, Northwestern Mutual, Ramirez Family Foundation, We Energies Foundation Executive leadership: Allison Wagner, founding executive director Board of directors: Abby Andrietsch, Shane Arnold, Souheil Badran, P.J. DiStefano, Laura Gutiérrez, Willie Hines, Jr., Tom Holman, Darren Jackson, Syneathia

LaGrant, Ray Manista, Jeff Snell, Mary Ellen Stanek, Derek Tyus, Marc Vandiepenbeeck, Allison Wagner Ways the business community can help: All-In Milwaukee is building a critical pipeline of college-educated talent for Wisconsin’s workforce. The AIM program connects employers with career-ready students. By investing in AIM, career partners develop talent for their organizations while strengthening individual futures and the city’s economic vitality. Since 2018, AlM has turned away more than 1,600 eligible applicants due to financial constraints. By expanding the network of AIM career partners, AIM can support more scholars and produce more graduates, developing more talent to drive the community forward.

Career Partners who philanthropically invest $10,000 annually or make a $20,000 commitment over four years receive access to the annual AIM resume book, an invitation to AIM’s Annual Career Fair (August 14, 2025), and has its company’s internship and full-time opportunities posted to the AIM Job Board ensuring easy access for AIM scholars to review and apply. biztimes.com / 45

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BizConnections VOLUME 31, NUMBER 2 | MAY 12, 2025

GLANCE AT YESTERYEAR

126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120

The history of WRTP|BIG STEP’s home This matchbook shows the Drott Tractor Company showroom at 3841 W. Wisconsin Ave. in Milwaukee. The company, which developed and sold heavy machinery like tractors and plows, was started in 1916 by Edward Drott.

It moved from Wausau to Milwaukee in 1925. The building was originally designed by Martin Tullgren & Sons and built in 1928 as a showroom for products made in the Menomonee Valley. An addition was built on the west corner in 1937 and on the south side in 1948. Since 2006, the building has been home to the Wisconsin Regional Training Partnership | Building Industry Group Skilled Trade Employment Program, or WRTP | BIG STEP. The lower-level vocational training space and lobby is currently undergoing a major renovation that will be unveiled at a gala on Sept. 18.

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SALES & MARKETING

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EDITORIAL EDITOR Andrew Weiland andrew.weiland@biztimes.com MANAGING EDITOR Arthur Thomas arthur.thomas@biztimes.com ASSOCIATE EDITOR Maredithe Meyer maredithe.meyer@biztimes.com REPORTER Samantha Dietel samantha.dietel@biztimes.com REPORTER Ashley Smart ashley.smart@biztimes.com REPORTER Sonia Spitz sonia.spitz@biztimes.com REPORTER Hunter Turpin hunter.turpin@biztimes.com

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DIRECTOR OF SALES Linda Crawford linda.crawford@biztimes.com SENIOR ACCOUNT EXECUTIVE Christie Ubl christie.ubl@biztimes.com ACCOUNT EXECUTIVE Robin Briese robin.briese@biztimes.com ACCOUNT EXECUTIVE Paddy Kieckhefer paddy.kieckhefer@biztimes.com ACCOUNT EXECUTIVE Christy Peterson christy.peterson@biztimes.com SALES ADMIN Shannon Whiting shannon.whiting@biztimes.com

ADMINISTRATION ADMINISTRATIVE COORDINATOR Sue Herzog sue.herzog@biztimes.com AUDIENCE DEVELOPMENT ASSOCIATE/CIRCULATION Derik Sneide derik.sneide@biztimes.com

PRODUCTION & DESIGN SENIOR GRAPHIC DESIGNER Alex Schneider alex.schneider@biztimes.com

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COMMENTARY

Turmoil at the top TWO OF MILWAUKEE’S most iconic brands, Harley-Davidson and Kohl’s, are dealing with major turmoil involving their CEOs. Kohl’s board of directors recently fired chief executive officer Ashley Buchanan, after less than four months on the job. The company said he was terminated after an investigation revealed that Buchanan had the company enter into a multimillion-dollar consulting agreement with a firm that included an individual Buchanan had a “personal relationship” with – one that he had not disclosed.

The Wall Street Journal reported that the individual was a woman with whom Buchanan had been involved in a romantic relationship.

This was truly shocking news. Why would the CEO of a Fortune 500 company commit such an obviously ethical violation?

So now Kohl’s is again looking for a new CEO, which would be the company’s fourth since late 2022. Michelle Gass served as Kohl’s CEO from 2018 until the end of 2002, when she left to lead Levi’s. Gass had been under fire for two years from

activist investors seeking changes in company leadership and possibly a sale of the company.

After Gass left Kohl’s, the company was led by Tom Kingsbury until January, when Buchanan, the former CEO of The Michaels Companies, took the helm. Buchanan’s charge was to turn around Kohl’s declining sales and earnings, but now he’s gone.

Board chair Michael Bender has been named interim CEO and the search for a new leader to hopefully turn the company around has begun.

Meanwhile at Harley, CEO Jochen Zeitz plans to retire. He’s led the company since 2020. Dissatisfied with the company’s performance and its leadership, board member Jared Dourdeville, of investment firm H Partners Management, a Harley shareholder, resigned and called for Zeitz to resign immediately and for the resignation of two other Harley board members.

Dourdeville listed several concerns with the company’s performance and its management.

One of the most interesting was the extent that the company’s white-collar employees work from home, which has left the Harley headquarters on Milwaukee’s west side a nearly abandoned ghost town. That, combined with a large amount of turnover in Harley’s senior leadership, Dourdeville says, has eroded the company’s culture.

Many business leaders across the country have been trying to get employees to return to the office, either full time or part time, ever since the COVID-19 pandemic. But many employees that enjoyed the opportunity to work from home have resisted. Under Zeitz’s leadership, Harley strongly embraced remote work to help attract talent. Now it’s interesting to hear that a key investor thinks that’s hurting the company.

Harley and Kohl’s both face significant challenges. Harley needs to attract new riders in an economy unfavorable for expensive leisure products. Kohl’s has tried to attract new customers, while seeing a decline from its once-loyal customer base.

Both companies need to find new leaders to help turn things around. ■

ANDREW WEILAND EDITOR

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46 / BizTimes Milwaukee MAY 12, 2025

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Noble Catering will renovate this former Pfister & Vogel Co. stable building for its new event venue and headquarters.

5 MINUTES WITH…

KAELYN CERVERO Owner, Noble Catering & Events and 41Fork Hospitality Management

AFTER JUST TWO YEARS in business, Noble Catering & Events has hit its stride, recently announcing plans to open a new large-scale event space, called Brixton’s Turn, in Milwaukee’s Bay View neighborhood next spring.

Noble plans to spend more than $2 million to transform a vacant 1917 building into a two-room venue with capacity for 400 people. The project will allow Noble to scale operations with a new culinary headquarters and event production hub, featuring a custom-designed catering kitchen, warehouse and office space. Kaelyn Cervero, who originally launched Noble while running F Street Hospitality and then acquired the brand in 2023, shared more details about this latest milestone in a recent interview with associate editor Maredithe Meyer.

THE RIGHT OPPORTUNITY “We are the Milwaukee Public Museum’s exclusive caterer, so we are housed out of there right now – warehouse is there, kitchen’s there, some of our offices are there – and (MPM is) moving, so that created a dilemma.

We’ve been on the hunt (for a location) for about a year. We originally were looking for (spaces) that would just be the commissary kitchen and the warehouse and some offices. I’ve got another office right now next to The Pfister at the Curry Pierce Building, so we’re kind of spread out. And honestly, that was goal number one: get everybody together in one building.

We had looked at a handful and there wasn’t a lot on the market, and I was referred to this particular building and I was like, ‘I can do an event venue.

Bingo, there we go.’ …

“There are not a lot of independent venues (those not located inside hotels) in Milwaukee that can hold over 400 people. It was a very conscious decision that if I’m going to do an event venue, there needs to be a reason for it, right? I’m not going to add another 150-person event venue to the city of Milwaukee. There’s already a lot.”

DESIGNING FOR EFFICIENCY “It’s a lot of moving pieces and this particular setup is getting us a chance to essentially double our capability of what we can do now, which is another reason why we wanted to go into that space. We’re building a catering kitchen; we’re not building a restaurant kitchen. When you can build something and design it specifically for your business, you automatically get more efficient. We looked at a lot of older restaurants and that sort of thing, and we would’ve had to retrofit and we could have made some of them work, but because we’re starting with a totally blank canvas, we can build this exactly the way that our culinary team needs to.”

SUSTAINING NOBLE’S GROWTH “We’ve probably grown the staff by at least 25% to 30%. We have well over a hundred employees right now, and we’re probably looking to add another 20 to 25 people once we get into the new space. “… I am most excited about starting to stabilize the team, stabilize the location and really just set ourselves up for strategic growth. We all lived through the pandemic, and I don’t want to grow faster than I can manage, and so this really puts a good anchor in for us so that we can then make decisions that are best for the team and best for our clients and be able to continue to do what we do well, which is being a little bit more of a bolder caterer. We are very ingredient centric. We are very willing to get out of the box, which makes us a little bit different. This (project) gets us set up where we can continue with that mission.”  biztimes.com / 47

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