BizTimes Milwaukee | October 3, 2016

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MANAGING THE TRANSITION THE ANDERSON GROUP NAVIGATES FAMILY SUCCESSION

ALSO IN THIS ISSUE:

DIGITAL MANUFACTURING BRINGS NEW ROLES TO WORKFORCE SULLIVAN: IMMIGRATION, TAX REFORM KEYS TO BOOSTING MANUFACTURING NEXT GENERATION MANUFACTURING WILL REQUIRE FORETHOUGHT Jennifer Hansen and Philip Anderson.

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MARQUETTE. MILWAUKEE. BEYOND.

October 3 - 16, 2016 HIGHLIGHT S Social Media Strategies

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How to handle negative comments on social media.

Coffee Break

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A conversation with Todd Minkin, co-owner of Fein Brothers.

Made in Milwaukee

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New ownership builds on Klement’s history.

In the Neighborhood

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Walker’s Point: MobCraft Beer Inc.

Innovations 16 Froedtert & MCW installs experimental cancer imaging system.

S TR ATE GIE S Innovation Dan Steininger 41 Human resources 42 John Howman Family business David Borst 43

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COV E R S T ORY

S P E C I A L R E P O R T:

Managing the transition The Anderson Group navigates family succession ON THE COVER: Jennifer Hansen, president/owner of The Anderson Group Inc., Anderson Seal LLC and Anderson Packaging LLC and her father, Philip Anderson.

— photo by Troy Freund Photography

M A N U FAC T U R ING & L O GIS TICS

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In addition to the cover story, coverage includes a look ahead at the new roles to be created by digital manufacturing, Tim Sullivan’s outlook on manufacturing, information about export assistance and strategies for growing a talent pipeline.

BIZ CONNECTIONS Calendar 44 Personnel File 45 SBA Loans 46 BizTimes Around Town 49 The Last Word 50

V I S I T B I Z T I M E S . C O M F O R A D D I T I O N A L S T O R I E S , D A I LY U P D AT E S & E - N E W S L E T T E R S Editorial . . . . . . . . . . . . 414-336-7120 Advertising . . . . . . . . . 414-336-7112

Being problem-solvers and agents for change in a complex world begins with being the difference right here in Milwaukee. To further our global impact, we’re building connections at home to spark innovation and embrace collaboration.

We’re reaching beyond traditional boundaries to make meaningful connections with businesses and community members. We’re creating partnerships to advance research so new ideas can be explored and good ideas put into practice. And we’re continuing our work in the community in our Catholic, Jesuit tradition of service.

We are Marquette. And we are proud to call Milwaukee home.

Subscriptions . . . . . . . 414-277-8181 Reprints . . . . . . . . . . . . 414-277-8181

Founded in 1995, BizTimes Milwaukee provides news and operational insights for CEOs, presidents, owners and other top level executives at companies in southeastern Wisconsin (Milwaukee, Waukesha, Ozaukee, Washington, Racine, Kenosha, Walworth and Sheboygan counties).

Subscription Customer Service: BizTimes Milwaukee, 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120, USA, Phone (414) 277-8181, Fax (414) 277-8191, circulation@biztimes.com, www.biztimes.com

BizTimes Milwaukee (ISSN 1095-936X & USPS # 017813) Volume 22, Number 14, October 3 - 16, 2016. BizTimes Milwaukee is published bi-weekly, except two consecutive weeks in December (the third and fourth weeks of December) by BizTimes Media LLC at 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120, USA. Basic annual subscription rate is $42.00. Single copy price is $3.25. Back issues are $5.00 each. Periodicals postage paid at Milwaukee, WI and additional mailing offices. POSTMASTER: Send all UAA to CFS. NON-POSTAL AND MILITARY FACILITIES: send address corrections to BizTimes Milwaukee, 126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120. Entire contents copyright 2016 by BizTimes Media LLC. All rights reserved.

B R I N G I T H O M E TO W I S C O N S I N ’ S B A N K F O R B U S I N E S S .

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Renovations planned for Miller Lite Oasis at Summerfest grounds

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BY MATT POMMER, special to BizTimes

ajor renovations are planned for the Miller Lite Oasis at Henry Maier Festival Park and will be complete in time for the 50th edition of Summerfest in 2017, Milwaukee World Festival Inc. officials announced.

The project is part of the renewal of MillerCoors’ sponsorship agreement with Summerfest. Financial details of the agreement were not disclosed.

“MillerCoors has been part of the Milwaukee fabric for more than 150 years. As one of our hometown markets, we will continue to invest in Milwaukee and are proud to support one of the greatest music festivals in the country,” said James T. Wright III, general manager of Wisconsin for Chicago-based MillerCoors.

The renovation of the Miller Lite Oasis will include a redesigned stage.

The facade of the new stage will incorporate design elements reflective of the historic Miller Brewery and Miller Valley in Milwaukee. The new design also will offer improved sight lines by eliminating visual obstructions for a better viewing experience, officials say.

The Miller Lite Oasis renovation project also will add a new Miller Lite

Brew House bar, which will be a covered side stage bar. The Brew House will have the capacity to feature exclusive beverage offerings and enhanced opportunities for front row access through MillerCoors promotions, officials said.

Other improvements planned for the Miller Lite Oasis renovation project include: an expansion of the MillerCoors hospitality deck, a new elevated viewing deck with a first floor bar, upgrades to all other bar areas to provide better access and accommodations, video screen upgrades, and a reconfigured marketplace and Summerfest retail store.

The upgraded shopping areas will offer improved patron amenities and access, officials say. The marketplace and Summerfest store improvements will be funded by Milwaukee World Festival.

This will be the first major upgrade to the Miller Lite Oasis since 2006. Milwaukee-based Eppstein Uhen Architects is the design firm for the project and Brookfield-based Hunzinger Construction Co. is the general contractor.

“We are absolutely thrilled to once again renew our partnership and work with MillerCoors to renovate and up-

What was the smartest thing your company did in the past year?

A rendering of the Miller Lite Oasis renovation plans.

grade the Miller Lite Oasis,” said Don Smiley, president and chief executive officer of Milwaukee World Festival.

“Their generous contribution to the project reinforces their commitment to Milwaukee, Summerfest and music fans everywhere. Together, we will transform the live performance venue with an exciting new look and a thrilling experience for fans, artists and our community alike. MillerCoors’ sponsorship of the ethnic festivals, Summerfest and Henry Maier Festival Park is grounded

in community support, which they have consistently proven over a long period of time.”

In a BizTimes Milwaukee cover story earlier this year, Smiley said major improvements are being planned for the middle and northern sections of the festival grounds. Smiley also told BizTimes that Milwaukee World Festival is working on preliminary plans to replace the Marcus Amphitheater, the main stage at the Summerfest grounds.

——Andrew Weiland

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

How to handle negative comments on social media Social media is a must for almost any business, but handling negative comments is a big concern for many business owners. Use these steps to combat negative comments on social media in a positive, proactive way.

deleting the comment doesn’t do much good either. More often than not, the person will notice you deleted his or her comment and keep commenting until he or she is no longer ignored. It is best to reply within 24 hours with a sincere and apologetic response.

2. Offer a solution

1. Address the situation One approach many companies take is not dealing with negative comments at all.

However, ignoring them will not make them go away. In fact, the more you ignore them, the more the complainer will complain. Similarly, 4

Walker’s future

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Apologizing and offering a positive solution is a great way to turn a disgruntled customer into a brand enthusiast. The person most likely just wants to know he or she has been listened to and that you as a business are doing what you can to make the situation right. If the individual didn’t enjoy his/her meal, offer a complimentary lunch for next time. If someone experienced poor service, apologize, thank him/her for the feedback and promise to do better next time.

These simple solutions will go a long way in positioning your brand as customer-focused.

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3. Take the conversation offline The worst thing you can do when you receive a negative comment or complaint is to argue back. Adding fuel to the fire by arguing with the customer will do no one any good. Even if you believe the comment is unjustified, remember that a big part of social media is about customer service and that the customer is always right. After you address the situation and offer up a solution, take the conversation offline.

Offer a direct contact, email address or phone number for the person to reach out to directly.

Most people just want to be heard and adding these three steps to your social media strategy will help ensure a positive customer experience for your business on social media.

——Amanda Bell is a social media and PR specialist at Waukesha-based branding agency z2.

honesty and distinction.”

“Our company and all of our team members feel strongly about giving back to the community.

The individuals impacted by our charitable services are the same members of the community in which we do business. Just a few weeks ago, we sponsored a full-day leadership training course for the eighth graders at St. Marcus School in Milwaukee. Engaging youth in leadership training can only benefit our city.”

What’s the hottest trend in your industry?

What’s new at your company?

From a business standpoint, who do you look up to?

“From our food pans to our cooking utensils, we have introduced various products that enhance the cooking experience in commercial kitchens and at home. Whether you have owned a restaurant for 20 years or just have a passion for cooking, there are always new and interesting tools and gadgets to use in the kitchen. I can’t give away all of the secrets — you have to stop in our store to check them out.”

What will be your company’s main challenges in the next year?

“We take a great deal of pride in creating valuable experiences for our employees. Because we work in a constantly changing industry, it can be challenging for new team members to fully grasp the breadth and depth of our industry. Instead of looking at this as a challenge, we make it our goal to provide solid training and guidance, as well as development opportunities, for our employees no matter their level of experience.”

Do you have a business mantra?

“Fight hard and be honest. Our number one goal is to always provide quality service with

“Craft beer has really been a major focal point in our industry lately. We are getting a number of fantastic craft breweries opening up all over the area. It is always a joy to play a role in the great success our clients have in brewing unique and quality beers, especially when partnered with an exceptional dining experience.”

“As a small business, we admire all small business owners who run profitable businesses with honesty and integrity. “

What was the best advice you ever received?

“As a business owner, I need to learn how to delegate. I grew up in this business and am used to doing so many things on my own.”

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

“I had the fortune of working with my father for over 20 years. I remember a number of years ago, when my father was celebrating a birthday, a customer sent in a belly dancer to wish him a happy birthday, and he stood in the middle of our store and danced with the performer.”

Todd Minkin Co-owner, Fein Brothers 2007 N. Martin Luther King Jr. Drive, Milwaukee www.feinbrothers.com Industry: Sales of foodservice equipment and supplies Employees: 17 Family: Married to Lynn; two sons: Andrew, 21 and Patrick, 19 w w w.biztimes.com

What do you like to do in your free time?

“Spending time with family and friends.

Anything outdoors.

Hiking, biking, skiing, watching sporting events.” n

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Gov. Scott Walker is thinking about his future. He told the Sheboygan Press he’ll announce in February whether he will seek reelection in 2018.

By then, Walker will know whether Donald Trump is living in the White House. That would impact any future plans Walker might have for seeking a future GOP presiWalker dential nomination. Walker has said he wouldn’t run for president while serving as governor.

Gerrymandering guarantees a Republican-controlled Legislature next year. If Walker seeks re-election, GOP legislators will be more willing to follow his ideas than Democrats.

If he decides not to seek re-election, there will be a scramble for the GOP gubernatorial nomination. A February announcement will impact Republican ideas about selecting a candidate to oppose Democrat U.S. Sen. Tammy Baldwin in 2018.

Actions earlier this year would suggest Walker will seek another term. He has conducted closed door meetings to talk to citizens, largely his backers, about the future of the state. The press hasn’t been allowed to attend.

He has focused significant attention on western and northern Wisconsin, where his popularity had sagged since the last gubernatorial election.

Some rural residents have been displeased with how state school cuts have impacted the ability of their districts to compete with larger districts for teachers.

Some larger districts – as well as some in Minnesota – have offered higher pay or bonuses to raid the smaller districts. Walker suggested it is like professional football teams and free agency. The statement annoyed some school officials in smaller enrollment districts.

Financing of higher education also will be a key topic in next year’s state budget deliberations. Walker has talked about linking appropriations for the University of Wisconsin System to a performance standard. No details have been spelled out.

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

BY THE N UM B E RS

$422

Racine-based Modine Manufacturing Co. plans to acquire Memphis, Tennessee-based Luvata Heat Transfer Solutions in a $422 million deal.

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New ownership builds on Klement’s history

Revision phase: 12AS

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For nearly 60 years, Milwaukeebased Klement’s Sausage Co. Inc. was a family-owned company, until it was sold to Altamont Capital Partners in 2014.

The past two years have brought a number of changes as Tall Tree Foods Holding Co., a portfolio of protein-based companies within Altamont, has sought to take the Klement’s brand national.

The company relocated its headquarters to the Pabst Brewery development downtown. It has invested in new equipment and is in the process of expanding its workforce while moving away from temporary employees.

“It was a positive thing,” said Joseph Guzewski, manager of Klement’s Chase Avenue plant, of the Altamont purchase. “The family got to the point where I don’t think they could grow (the company) any more without help. (Tall Tree Foods has) taken Klement’s to the next level and still maintains the quality level.”

Klement’s produces a variety of products.

Creative Director: RC

Next Generation Creative Lead(s): RC/JA Manufacturing AccountSummit Exec(s): BF/CW ABOVE: Sausage links are tied after being stuffed with meat at Klement’s Chase Avenue plant.

BELOW: Employees hang sausages on a rack before sending them into the company’s smokehouse.

ARTHUR THOMAS (414) 336-7123 | Twitter: @arthur8823 arthur.thomas@biztimes.com Its Lincoln Avenue facility, which used to include its headquarters, produces cooked, smoked and deli products, including sausages headed to Miller Park. The Chase Avenue facility produces ready-to-eat items, like snack sticks and summer sausage, and fresh products.

Tall Tree Foods has also brought 5 million to 7 million pounds of production to Klement’s facilities from elsewhere in the portfolio, helping to utilize capacity and balance out seasonal variations.

To support the national expansion, Klement’s has added new equipment and technology to its production. Ray Deeter, vice president of operations and supply chain, said the company was running three production lines for eight hours a day to produce snack sticks. By switching to new equipment, the company is able to have one line running for six hours a day.

Not only does the new equipment improve productivity, Deeter said, but it also leads to more consistent and better products.

“When you’re national, it’s important from a brand perspective,” he said of consistency.

Another effort to improve the consistency of Klement’s products as it expands is a shift from temporary to full-time workers, which Deeter described as a philosophical change. The company also is in the midst of an effort to hire 30 to 50 people over 60 to 90 days.

“We have to really go an extra mile in terms of trying to make this a good, fun, exciting place to work because it’s 40 degrees out there (in the plant). It’s not like you're working in this nice, cushy, air conditioned office space or this nice warm warehouse somewhere,” Deeter said. “It’s hard work and it’s tough conditions sometimes.”

To help with retention, Deeter said Klement’s has begun handing out awards for employees exemplifying the company’s core values, holding cookouts during lunch periods and other weekly events.

Coming out of a family business environment, Deeter said Klement’s found a need to empower people in leadership positions to make decisions instead of turning to the family to make a choice. He said Klement’s has invested a lot in leadership training over the past year to do just that.

“I think it’s had a huge impact,” he said, citing improved problem solving skills and increased comfort in making decisions.

Another change has been an increased emphasis on safety.

Deeter said Klement’s already had a good program in place when

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BizTimes Media and will host the Next Notes:M7 deliverable PDFX1A Generation Manufacturing Summit on Thursday, Material Due: Oct. 6, from 7 a.m. to 10:45 a.m. at 9/19 Quad/Graphics Inc., N61 W23044 Harry’s Way in Sussex. A panel Publication Date: discussion will include: Joel Quadracci, chairman, president and chief executive officer of Quad/ Graphics; Alan Antoniewicz, president and chief operating officer of Spancrete Group Inc.; and Michael Reader, president of Precision Plus. Joseph Weitzer, dean of the Center for Business Performance Solutions at Waukesha County Technical College, will moderate the panel discussion, followed by a roundtable forum related to the themes discussed by the panelists. Cost is $35 for manufacturers or $55 for non-manufacturers. Space is limited. For more information or to register, visit www.biztimes.com/mfg.

BOOK REVIEW

‘Managing in the Gray’ Klement’s Sausage Co. Inc. 207 E. Lincoln Ave. | 2650 S. Chase Ave. Industry: Sausage Employees: 400 www.klements.com

he arrived, but he’s taken it farther, starting every meeting by talking about safety.

Food safety is particularly critical as the company expands nationally. One incident could potentially wipe out the work done to expand the brand’s reach. That means having the Safe Quality Food level 3 certification, the highest possible. It also means a nightly washing of the facility, handwashing stations in every room and different frocks for different areas of the building.

Even though Klement’s small batch production helps bring an artisanal quality to its products, Deeter said there is a lot more science involved than the public might think. It requires maintaining just the right blending of meats and spices to have a consistent product and reaching precise temperatures for safety.

"It’s an interesting business. Otherwise I wouldn’t have been here 41 years," Guzewski said.

Get the latest manufacturing news delivered to your inbox every Monday. Sign up for BizTimes’ Manufacturing Weekly at biztimes.com/subscribe.

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As a manager, making tough calls is part of the job, but the hardest decisions are the gray-area situations in which your judgment – and sometimes even your humanity – is tested.

In “Managing in the Gray: Five Timeless Questions for Resolving Your Toughest Problems at Work,” author Joseph Badaracco offers practical – and sometimes even radical – ways to resolve these problems. Picking up where conventional tools of analysis leave off, this book provides tools for judgment in the form of five questions. By asking these questions, the reader is able to broaden his or her thinking, sharpen his or her judgment, and develop a fresh perspective.

The questions can be used as a framework on your own or with others on your team to help cut through complexities, understand critical tradeoffs, and develop workable solutions for even the grayest issues.

“Managing in the Gray” is available at www.800ceoread.com for $28.

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WE THINK SMART BANKING STARTS WITH SMART LISTENING. At Bank of the West, we specialize in truly getting to know you and your business–beyond what’s on the balance sheet. We listen closely, then partner with you to craft the kinds of smart, personalized banking solutions that help bring your plans to life. And we back them with special, limited-time1 offers like: • Up to $3,000 in closing cost savings2,3 for owner-occupied commercial real estate loans up to $2.5 million or up to $10,000 savings for SBA4 loans up to $15 million2,5 • Prime +0.0% on a Secured Business Line of Credit6

MILWAUKEE Zach TeWinkel Regional Manager, Vice President 414-732-6658 Zachary.TeWinkel@bankofthewest.com For more special offers, visit: bankofthewest.com/businessoffers

Our standard owner-occupied commercial real estate loan offers terms up to 20 years and amortizations up to 20 years for loans up to $2.5 million.

Bank of the West is here in Milwaukee, with local business banking expertise that’s more personal.

Let’s start a conversation.

Limited-time offers valid for applications received and completed between September 10, 2016 through October 28, 2016. Loans and lines are subject to credit approval and for business purposes only. Conditions, fees and restrictions may apply. Offers available for new Bank of the West loans and lines of credit. Offers require automatic payments from a Bank of the West Business Checking account. Rates and terms are subject to change at any time without prior notice.

2 The closing costs credit will be applied on the settlement statement as credit towards third-party fees such as appraisal, title policy and environmental fees incurred during the loan process. If the actual third-party costs incurred are less than the advertised credit amount, no additional credit will be given. The fee credit cannot be combined with other loan offers.

3 A credit up to $1,000 will be applied for loans between $150,000 and $500,000. A credit up to $2,000 will be applied for loans between $500,001 and $1,000,000. A credit up to $3,000 will be applied for loans between $1,000,001 and $2,500,000.

4 SBA loans from Bank of the West are in participation with the US Small Business Administration. Loans are subject to approval in accordance with both Bank of the West and SBA eligibility and lending guidelines.

5 A good faith deposit will be required upon accepting Bank of the West approval. If applicant withdraws the loan request after issuance and acceptance of Bank of the West’s Commitment Letter, all third-party costs incurred must be paid by the borrower. A credit up to $3,000 will be applied for SBA loans between $150,001 and $1,000,000. A credit up to $5,000 will be applied for SBA loans between $1,000,001 and $5,000,000.

A credit up to $10,000 will be applied for SBA loans between $5,000,001 and $15,000,000.

6 Bank of the West Prime is 3.50% as of August 10, 2016. The rate is for select Business Lines of Credit greater than $26,000 and up to $750,000. After 12 months a minimum rate of 4% applies.

Member FDIC. Equal Housing Lender. ©2016 Bank of the West.

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THE GOOD LIFE

UCC opens technology and skilled trades-focused school The United Community Center has opened a new charter school focused on exposing middle school students to technology and skilled trades work.

The school, called Acosta Middle School, is chartered through the University of Wisconsin-Milwaukee and began this fall with a class of 50 students.

“For the last 15 years, we’ve been focusing on four-year degrees,” said UCC executive director Ricardo Diaz. “And I think that’s noble, to set the bar as high as we can. If we would’ve started with a two-year degree, people would’ve settled for that as an end goal.”

But, he said, a technical education in a manufacturingheavy city like Milwaukee could be just as valuable to students who decide later on they’re not interested in pursuing a bachelor’s degree.

“At the middle school level, you’re not going to determine who is going to a two- or four-year (college), but the idea is to expose them to different ideas,” Diaz said.

The Acosta Middle School will organize field trips, recruit guest speakers and assign projects that introduce kids to certain fields that don't necessarily require a four-year degree.

——Ben Stanley

THIRD ANNUAL Each year, we honor reader-nominated corporate citizens and nonprofits for their ongoing commitment to making Milwaukee a better place to live, work and play. BizTimes is pleased to announce this year’s finalists:

Sparing time to honor vets Bob Warren is a senior project manager at Milwaukeebased engineering firm Graef USA and a Germantown village trustee, but he’s also a World War II history buff.

For several years, he’s been volunteering with Stars and Stripes Honor Flight Inc., a Port Washington-based nonprofit that flies veterans to see war memorials and landmarks in Washington, D.C. Stars and Stripes is one of 130 honor flight hubs in 44 states – and one of six in Wisconsin – that fly veterans to and from D.C. It transports about 600 veterans from southeast Wisconsin per year.

Several times each year, Warren gets to General Mitchell International Airport at around 4 a.m. to prepare for veteran flights. He lines up wheel chairs, gets boarding passes and makes himself available to vets who want to talk or have questions about the flight. The veterans then board planes and take off for D.C., where they spend the entire day visiting memorials. When they are flown back that night, Warren is again waiting at the airport to greet them.

“I’m keeping people back behind ropes so they can march through crowds of people who are cheering and applauding,” he said. “It’s basically the homecoming they never had.”

Warren said the reason he volunteers his time to help the veterans is to honor his father, a World War II veteran who died in 2001 and never got a chance to see the war memorials in D.C. himself.

PRESENTS:

2016

THURSDAY, NOVEMBER 3 | 7:30 AM - 9:30 AM POTAWATOMI HOTEL & CASINO

For several years, Bob Warren has volunteered to help veterans see war memorials in Washington, D.C. “To me, it’s not really volunteering. To me, it’s an honor to serve these men and women who could have given their lives to defend the freedoms we enjoy every day,” he said. “I think all of us need to give back to our community, whatever that may be. There’s a limitless amount of opportunities and I think in this day and age, people are just a little too selfcentered. They don’t understand the impact of helping others in need.”

——Ben Stanley

A Novel Event

Save the Date! Monday, October 17, 2016

WORKING TOGETHER Building a better future for Milwaukee Milwaukee is a vibrant city with much to offer. However, poverty, lack of access to good jobs and education and racial tension have created a deep divide – one that must be bridged for the entire community to realize its potential.

Many people, companies and nonprofit organizations give tirelessly of their time and energy to provide better access to jobs, education, food and adequate healthcare. But how does it all work together, and what could we be doing better?

Join BizTimes Media and a panel of business and community leaders to discuss current efforts and future opportunities as we work together to solve these complex and deeply-rooted challenges.

Panelists:

What would you do to give Milwaukee’s children a brighter

FUTURE?

Interested in LED Lighting?

• Chris Abele, Milwaukee County Executive (1) • Bill Krugler, President, Milwaukee JobsWork (2) • Michael Morgan, Principal, Milwaukee College Prep: Lola Rowe North Campus (3) • Derek Mosely, City of Milwaukee Municipal Court Judge (4) Moderator: •

Kimberly Kane, Founder and President, Kane Communications Group (5)

There are still Energy Rebates available in 2016 for businesses that convert to LED!

Keynote Speaker: John Quiñones Broadcast Journalist

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Nonprofit Organizations, Leadership & Support Team Awards Nonprofit Collaboration of the Year • Big Brothers Big Sisters of Metro Milwaukee • St. Ann Center for Intergenerational Care • Thriving Waukesha County Alliance Nonprofit Executive of the Year • John Cary, MACC Fund • Linda Edelstein, Milwaukee Youth Symphony Orchestra • Mike Gifford, AIDS Resource Center of Wisconsin, Inc. Nonprofit of the Year (Large) • Hunger Task Force • Make-A-Wish Foundation of Wisconsin • St. Coletta of Wisconsin Nonprofit of the Year (Small) • Community Warehouse, Inc., • Down Syndrome Association of Wisconsin • Hope Center Social Enterprise • Betty Brinn Children’s Museum • Beyond Vision • Homeless Assistance Leadership Organization, Inc., (HALO)

REGISTER TODAY! | www.biztimes.com/npawards

We answer the phone!

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Corporate Citizenship Awards Lifetime Achievement • Steve Marcus, chairman of Marcus Corporation Corporate Citizen of the Year • Acuity Charitable Foundation • BMO Harris Bank • Foley & Lardner LLP Corporate Volunteer of the Year • Andrea Nemecek, Allume Architects, LLC • Meghan Shannon, Reinhart Boerner Van Deuren S.C. • Steve Sorge, GE Healthcare In-Kind Supporter • Core Creative • Cramer-Krasselt • STIR Advertising & Integrated Messaging Next Generation Leadership • Jill Boyle, Schenck, S.C. • Joe Schmidt, C.G. Schmidt • Lauren Luellwitz, IBM

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Neighborhood: Walker’s Point Address: 505 S. Fifth St., Milwaukee Founded: 2013 Owners: Henry Schwartz and Andrew Gierczak, plus investors Employees: 14 Market: Crowdsourced craft brewing

»» Why did you decide to move from Madison to Milwaukee?

“We looked at a bunch of buildings over in Madison and found some cool locations, but they were a little bit over our budget. The first building that we walked into (in Milwaukee) is the one that we’re occupying right now. It’s 14,000 square feet. We’ve got a 30-barrel brewhouse and then both a canning and bottling line. We’ve got 25 taps in the taproom.” »» How does MobCraft differentiate itself in a crowded craft beer market?

“A big portion of it is this crowdsourcing aspect. Putting the decision-making power in the hands of our customers and fans. Every month, we hold a crowdsourced voting round where people can submit ideas to our website. The beer that wins on the website is what we brew. We’re actually the only ones doing it in the U.S.” »» What is your newest brew?

“The newest is Senor Bob. It’s an imperial cream ale brewed with agave syrup and aged in tequila barrels.”

Glendale 414-290-7947 Greenfield 414-325-7312 Menomonee Falls 262-532-2455 New Berlin 262-317-7135 West Allis 414-290-7206

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Milwaukee-based Vetter Denk is planning a $6.6 million mixed-use development in downtown South Milwaukee that will include a microbrewery with adjacent beer garden, 24 apartments, 5,000 square feet of commercial space and an 8,000-square-foot green space that will serve as a public square and gathering place. The proposed project will be located on 0.74 acres of city-owned land at 11th and Madison Avenues.

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SPECIAL SECTION

Business Ready Wi.com ConfeRenCe

extRaoRdinaRy LeadeRship in aCtion

october 3-4, 2016 Held at

West Bend Mutual Insurance Prairie Center, West Bend, WI

ConfeRenCe shoWCase

tuesday, october 4, 2016 7:30am - 6:00pm Local, National or Global: Leveraging Dynamic Market Forces and Economic Trends to Shape Your Business Future Michael Jones, CFA, RiverFront Investment Group Understanding the ways that global financial markets influence today’s business opportunities at home and abroad requires expert knowledge and experience to navigate this ever changing landscape. Join Michael Jones, Chairman and Chief Investment Officer at RiverFront Investments Group as he shares perspectives on business growth opportunities in the U.S. and abroad, and weighs-in on market influences driving oil prices, job creation and wages, consumer preferences, and the seemingly endless shifts in Energy, Health Care, Technology, and Financial Services to name a few.

Navigating the Epic Disruptive Change Around Us... In Our Lives, In Our Workplace, and In Our World John McElligott, 3TC and The Fortress Initiative Everyday there are remarkable discoveries, inventions and technologies being developed.

It can seem overwhelming to plan for every possible scenario; trying to decipher the impact each new innovation will have on our businesses, communities and our joint future. Industries that have seemed steady are being rocked to their core. But for those of us willing to look deeper to understand the “why’s,” we see the once in a lifetime opportunity hiding in emerging technologies and philosophies. Join John McElligott as he gives us a crash course in these incredible possibilities, challenges us to harness the potential, and leave a legacy that will change the world by embracing disruption.

From the Battlefield to the Board Room: What Extraordinary Leaders in Action REALLY DO! William J. Troy, ASQ, United States Army (Retired) Extraordinary leadership doesn’t just happen. Unmistakably, it is shown in the presence of a few truly profound areas of strength that distinguish an individual and sets them uniquely and distinctly apart from others. Beyond strong technical skills and competencies, extraordinary leaders are known for exceptional integrity, decisiveness and optimism, leading with a deep devotion to those they serve. Join Bill Troy in this don’t miss keynote as he draws from his past career as Lieutenant General (three stars) in the Unites States Army and as the CEO of a global organization today to share the poignant stories of great leaders and leadership in action.

extRaoRdinaRy LeadeRship in aCtion - exeCutive sessions An Inside Look at the Changing Models of Academic Leadership, Student Preparation, and Business Engagement to Meet the Needs of the 21st Century Workplace Dr. Phyllis King, University of Wisconsin - Milwaukee Located in the economic and cultural capital of Wisconsin, UW-Milwaukee opens doors to 21st century career connections and world-class learning opportunities for the most diverse population of students in Wisconsin.

Through unwavering commitment to excellence, powerful ideas, community and global engagement and extraordinary partnerships are formed. Join Dr. Phillis King as she engages us to consider the forces of dynamic change that are transforming our expectations of academic leadership, student learning and preparation for the future, and the role of savvy business leaders looking to meet the needs of the 21st century workplace.

How to Deliver Unparalleled Business Results Through Team-Directed Continuous Improvement and a Mission-Based Drive for Excellence Rebecca Bach, Ernst & Young Leaders look to differentiate their business capabilities and capture a greater share of growth by creating a relentless focus on identifying and eliminating the root cause of problems. Continuous improvement efforts create better products and services at lower prices and are laser focused on providing a great customer experience; yet the benefits grow exponentially when the drive for excellence is mission-based and led by organizational teams that represent a cross-section of talents and cultures. Join Becky Bach as she shares her experience doing just that at some of the world’s largest companies, and most formidable brands.

Thank you To our conference sponsors:

SPECIAL SECTION

The Human Side of Business: Innovative Talent Management and Workforce Engagement Strategies that Drive Sustainable Growth Terri Mayes, Patina Solutions - Mentor Bank As the competition for top talent becomes more aggressive in today’s marketplace, the situation is only exacerbated by the largest and most significant shift in the U.S. workforce in a century. According to the Conference Board’s CEO Challenge 2016, the ‘hot button issues’ and greatest concerns of CEO’s everywhere are (#1) Failure to attract and/or retain top talent, and (#2) Development of next-generation leaders. Since many of the tried-and-true methods of the past just don’t cut-it anymore, join us as we bring the experience of working with thousands of businesses and talented professionals to this discussion on what leaders need to think about, and do differently, to meet this challenge head-on.

Navigating Unprecedented Change in Health Care Delivery, Patient Care and Regional Business Impact Carrie Killoran, Aurora Health Care Few topics these days draw more attention and interest than the transformation underway in health care across our country, and across Wisconsin. New collaborations linking a variety of partners are working to reinvent the way patient care is delivered, improve health outcomes overall and navigate new reimbursement approaches for health services. Join Carrie Killoran in this important conversation on the new models of patient care, payment reimbursement systems and the implications for consumers, companies, and communities in the Southeast Wisconsin region.

RegisteR today:

www.BusinessReadyWi.org/Conference

“Extraordinary Leadership in Action” represents much more than a conference theme…a buzz phrase…or even a vision. Given you are checking out this year’s Business Ready WI Conference speakers, I’m confident cultivating results-oriented leadership within your company characterizes one way you effectively drive business success.

Doing this, however, in the midst of unprecedented talent shift and disruptive change demands more of your leadership than ever before. Those successfully competing with Wisconsin businesses are tapping nationally recognized agents of change and innovative ideas in forging unique strategies and best practice thinking.

As host of the 2016 Business Ready WI Annual Conference, we recognize that your time is money and are thus excited to bring such top-flight opportunity right here to your organization’s backyard.

Leveraging that is, of course, up to you.

The 200 people of influence who attended last year’s conference found new inspiration, grew their networks and cultivated the knowledge necessary for reaching their companies’ growth objectives.

“Awesome networking, great speakers…can’t wait till next year!” While gratifying, this comment and the many others like them have humbly set the bar high for 2016.

One look at the conference program, though, and you see why this year’s conference sponsors are investing both themselves and their organizations in ensuring we not only exceed participant expectations…but bring the most talented leaders from across various industries together with global thought leadership to forge new levels of sustained business competiveness for Southeast Wisconsin.

Heartfelt thanks to our 2016 sponsors for allowing us to transform the buzz from last year’s success into yet another level of “wow” for conference participants.

I cordially invite you and members of your management team to experience “Extraordinary Leadership in Action.” Register at: businessreadywi.com/conference/.

BeeR tasti food ng, p a i R speCi i n g ,a aL Co mmem nd a o gift f oR yo Rative DON’T u !!

Leinen MISS your ch k a

ugel an nce to d jo he Lein his brother J in Dick o e n hn kugel f host th amily ‘s as they is o n tory,’ a e-of-aBeer T nd k asting & Food ind LEINIE (Includ P a ir ing eve ed in O ctober Confer nt!!

4th ence

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Christian Tscheschlok

Executive Director Economic Development Washington County

Registr

ation)

pRofessionaL deveLopment WoRkshops monday, october 3, 2016 noon - 5:30pm

Workshop 1: Boosting Business Performance with a Cutting-Edge Workforce: Talent Strategies to Find, Grow and Keep Your Best Employees By every measure in today’s business environment, the challenge to find, develop and keep quality workers employed at your organization can be problematic at best. While savvy leaders expect the competition for talent to intensify in the months and years to come, prospective workers have seemingly endless opportunities to name their expectations and shop their skills with the freedom to choose among many job and career possibilities.

This Workforce Workshop is designed to provide you and your team members with practical tips, current techniques, and best-in-class practices that you can use today to boost the effectiveness of current Talent and Workforce practices in your organization.

Workshop 2: Servant Leadership: Leading Transformative Change from Education to the Workplace Servant Leadership offers the perspective that leaders who encourage and empower others build an environment that fosters high engagement and motivation levels. Johnsonville CEO and owner Ralph Stayer is known for saying, “Some companies use their people to build a business. At Johnsonville, we use the business to build our people.” The seeds of this journey begin within our education system at all levels. Challenge yourself to imagine different models of performance and examine traditional roles and relationships that reinvent the foundation from education to the workplace.

Workshop 3: Outfoxing the Competition – Discovering Hidden Opportunity in a Brownfield Site and Transforming it into Your Next Growth Success Participants in this workshop will learn how to integrate new knowledge and resources into their personal Brownfield Site Transformation toolkit for immediate, on-the-job application. This workshop will provide a hands-on, immersive experience that both inspires and empowers using ‘real life’ data and projects. Each workshop activity builds one-on-another and culminates in a “sharktank” style game whereby teams will present their redevelopment project to a panel of mock investors / decision-makers who will award investment dollars. Teams will also have the chance to “earn” incentives throughout the workshop that they can use to make their project a more lucrative opportunity for investors. The team with the most shovel-ready project and with the greatest investor interest “wins” the competition and recognition. Don’t miss this informative, energizing, and fast-paced workshop experience.

RegisteR today:

www.BusinessReadyWi.org/Conference

biz news Using design principles to bridge racial gaps

Greater Together Milwaukee's Creative Corps program employs human-centered design

T

BY BEN STANLEY, staff writer

he pilot program began this summer without much fanfare.

It was small. Only five high school students participated. There was neither a multi-million-dollar grant to pay for it nor much data to prove the strategy would work.

But to the architects of Greater Together Milwaukee’s Creative Corps program, a loosely structured, six-week internship program built around the concept of human-centered design, that wasn’t the point.

Their major concern was with adaptability.

Human-centered design is a longstanding design principle that has become dogma for many people and institutions in the creative industry, including the Hasso Plattner Institute of Design at Stanford University. Based around the concept of trial and error, its purpose is to refine product design over time as users interact with it and expose flaws or attributes that could be improved.

In theory, the tinkering process will eventually make the product both easier to use and more useful to consumers, as previously unknown applications are discovered and irrelevant features are discarded.

It’s a concept that has been gaining traction in many industries, including manufacturing, in recent years, and now has caught the attention of leaders in certain philanthropic spheres. Though the

nonprofit sector has historically relied far more heavily on careful planning and detailed research than on experimentation, proponents of the theory are hoping it can add a fresh perspective to social programs.

The Creative Corps program began applying the design principle in Milwaukee this summer to address lack of diversity in the creative industry. The idea was to expose students who are part of underrepresented demographics to careers in areas such as design, writing, production and advertising. It also gave them a chance to network.

Here’s how the program worked: »» A group of five high school kids from some of Milwaukee’s poorest neighborhoods were given internships at five participating firms in the local creative industry: Core Creative Inc., Hanson Dodge Creative, 371 Productions, Maldonado & Morgan and Posts by Ghost. »» The students were paid for their time through a Boys & Girls Clubs of Greater Milwaukee summer youth employment initiative. »» Interns met with program volunteers each Monday to learn about design principles and get a basic education on the creative industry. »» For the rest of the week, Tuesday through Thursday from 10 a.m. to 2 p.m., it was up to the interns to figure out what they wanted to learn, and

host companies to figure out how best to teach them.

“There was tremendous growth in them, even if at times they looked like they didn’t know what was going on,” said program director Nata Abbott of the participating students. “And same with the companies. It’s really a learning process for the industry and young people and Greater Together; not to just solve a problem, but to solve the right problem.”

Abbott is director of operations and outreach at Greater Together. She has experience in the local nonprofit sector and played a major role in getting the program started.

Before working with Greater Together, she spent 15 years in various leadership roles at GE Healthcare, where she worked as a business analyst, an operations designer, a process designer, a communications executive and a philanthropic leader. Abbott also spent a year working as an economic development adviser to the U.S. Ambassador to Azerbaijan in the 1990s.

“If we’re sitting around waiting for perfect candidates of color to come through our doors, nothing’s going to change,” Abbott said. “But if we want to change the composition of the creative industry in Milwaukee, we have to do something, and try to do something new, to start unlocking this systemic issue.”

In 2015, African-Americans made up roughly 13 percent of the total population, according to the U.S. Census Bureau, but a survey completed that same year by the Bureau of Labor Statistics found only 5 percent of those working in advertising or public relations jobs were African-American. Similarly, Hispanic or Latino workers accounted for 11.7 percent of advertising and public relations jobs, despite making up 17.6 percent of the national population.

Though they are optimistic with the progress of its first cohort of students and companies, program leaders have just begun the refinement process and are seeking more partners to maintain or expand the program for another year.

Abbott said that, though it may seem disorganized, the strategy’s speed and flexibility are its greatest attributes.

“You start with what you have; you don’t sit around and write reports and wait for someone to give you $1 million,” Abbott said. “I think you can always come up with something innovative and interesting and impactful. The less you have, the more creative you have to get.

If you have a group of people willing to do something together, and they’re willing and able to carve out time, something positive will come out of it and we can build in an operation.”

Abbott and Greater Together are not alone in employing the strategy.

It’s being tested more broadly and

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more formally at a nonprofit research center at Grand Valley State University in Grand Rapids, Michigan called the Johnson Center for Philanthropy.

This spring, the Johnson Center received a $212,000 grant from the philanthropic branch of Michigan-based furniture manufacturer Steelcase Inc. to explore the effectiveness of the approach.

But it began taking a closer look at ways to adopt human-centered design in the philanthropic sector months before it received the grant.

“We’ve been exploring it for just under a year,” said Kyle Caldwell, executive director of the Johnson Center.

“The difference that you get to explore in human-centered design versus the typical strategic planning model is that (nonprofits and stakeholders) typically do a tremendous amount of research in the field and look at current capacities, and then for five years you run the plan.

Human-centered design says part of that is true. You need to understand landscape. But you also need to understand the people you’re trying to impact. Ask them: what are possible solutions? Experiment and learn from failure. Failure in human-centered design is celebrated, not discouraged.”

The Johnson Center is an academic center that studies relationships among foundations, nonprofits and the problems they’re trying to solve. Caldwell said it has partnered with foundations and nonprofits around Grand Rapids to begin testing the approach, but it’s too early to see how effective it is.

On the other hand, merely thinking about designing social programs differently has been beneficial, he said.

“This type of human-centered design approach really gives us a unique way to look at that nonprofit and foundation ecosystem,” Caldwell said. “It’s been really positive for us to think about how nonprofits and foundations (view) changing their work. If you have a nonprofit that’s really embracing the core elements of human-centered design, you’re going to fail often and celebrate that. That’s not typically how we talk to funders and donors about our work.

Oftentimes, we put a gloss or positive spin on our failure. For an organization like us, where we have both nonprofits and funders, I think it’s a fascinating opportunity to learn about what disruptive theories look like (in action).” n

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innovations Froedtert installs experimental cancer imaging system

Hospital one of few selected worldwide to test new technology

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n installation crew recently used a crane to hoist a massive cylindrical tube and metal ring above Froedtert & the Medical College of Wisconsin’s Clinical Cancer Center and lower the pieces of equipment into BEN STANLEY (414) 336-7121 ben.stanley@biztimes.com Twitter: @BizTimesBen

one of the hospital’s heavily-insulated radiation therapy vaults.

The equipment is part of a new imaging system to guide radiation therapy in

cancer patients called an MR-guided linear accelerator, or MR-linac. It’s a brand new technology that combines Magnetic Resonance Imaging, MRI, with a linear accelerator — a system used during radiation therapy to shoot damaging X-rays at cancer cells.

Froedtert & MCW physicians and researchers are hoping the technology will help them develop groundbreaking cancer treatment techniques that are more effective and more precise than current methods. They’re also hoping it will provide treatment data that will inform radiation therapy innovations for years to come.

Froedtert & MCW is one of only seven

sites around the world that will install an MR-linac system over the next couple of years. In 2013, it was selected by the manufacturer, Stockholm, Sweden-based Elekta, to be part of a global consortium of hospital systems that will provide input during its development phase. Now that the technology has been developed, Froedtert & MCW will test its capabilities through clinical trials over the next few years.

Four other sites already have installed the new technology: The Netherlands Cancer Institute; the University Medical Center Utrecht in the Netherlands; the MD Anderson Cancer Center at the University of Texas in Houston; and the Insti-

Froedtert & The Medical College of Wisconsin Wauwatosa Innovation: Cutting-edge cancer imaging and radiation therapy delivery system. www.froedtert.com/cancer

tute of Cancer Research in London.

The system, which combines two tools frequently used during radiation therapy, eventually will allow doctors to capture real-time images of tumors and surrounding tissues during radiation therapy.

Dr. Christopher Schultz, a Medical College of Wisconsin professor and chairman of Froedtert & MCW’s Department of Radiation Oncology, said the new capabilities will eliminate a lot of guesswork

An installation crew lowers a massive cylindrical tube, part of the MR-linac system, into Froedtert & the Medical College of Wisconsin’s Clinical Cancer Center.

during radiation treatment.

He compared using the MR-linac instead of current treatment methods — which involve using a combination of MRI and CT scans to map out treatment plans — to using a rifle as opposed to a shotgun. In other words, he believes it has the potential to deliver far more precise treatment for patients with certain tu-

mors that could decrease the number of radiation sessions they require and reduce the physical toll radiation therapy can take on a patient’s body.

“Sometimes, the tumor changes or the patient loses weight and we have to modify the treatment plan sort of from scratch, but it hasn’t been practical to do that until recently,” Schultz said. “Our overarching

goal is to be able to do image-guided and adaptive radiation therapy. If we can see the tumor better and if we can avoid the normal tissue better, that will allow us to actually increase the dose to a tumor that we can’t do now because we’re not avoiding the surrounding tissues. So there’s an opportunity for dose escalation.”

Schultz said that for many cancerous tumors, there is what he called a “dose response curve,” which says the higher the dose of radiation a physician is able to shoot at a tumor, the greater probability it will be reduced in size or destroyed. But right now, a physician’s ability to increase doses to certain levels is limited since current imaging technology makes it difficult to avoid hitting some healthy tissue while delivering radiation therapy.

Theoretically, the MR-linac will improve a physician’s ability to limit the exposure of healthy tissue to damaging X-rays during cancer treatment, and maximize the exposure of cancerous tumors to the treatment.

“While we already have significant

evidence supporting the potential of MR-linac, fully realizing its practical applications will require rigorous evaluation in real-world clinical settings,” said Dr. J. Frank Wilson, a radiation oncologist and professor of radiation oncology with Froedtert & MCW Cancer Network.

“Initially, we will focus on establishing clinical protocols and refining methods for data collection and analysis in pancreatic cancer, a deadly disease with limited treatment options. We are optimistic that MR-linac will be a critical advancement in patient care and ultimately, improve outcomes in this and other types of cancers.”

Over the next few years, Froedtert & MCW researchers and physicians will work with members of the MR-linac consortium assembled by Elekta to establish clinical protocols for using the imaging system and also methods for data collection and analysis. The researchers also will collaborate with other members of the global consortium testing the technology to decide which types of cancer the MRlinac is best suited to treat. n

Inspired by Innovation Davis & Kuelthau’s Construction Industry and Real Estate Teams are committed to taking a unique approach to guiding you through your legal needs.

We proudly work with private and public owners, investors, developers, general contractors, subcontractors, architects and engineers on the full spectrum of start-to-finish services.

EXPERIENCE WITH PERSPECTIVE At First Business, we boast our years of experience all the time. But it isn’t just bragging. Experience is what allows us to do everything from navigating clients toward success, to helping local universities produce business-savvy graduates ready to shape the future of our community. And no matter what issues your business faces today, you can be confident knowing you have a partner who’s faced it down a time, or two, (or a hundred), before.

To learn more about Davis & Kuelthau’s breadth of related services, contact James Braza, Construction Industry Team Chair, at 414.225.1421 or jbraza@dkattorneys.com or Daniel Kaminsky, Real Estate Team Chair, at 414.225.1431 or dkaminsky@dkattorneys.com.

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real estate

Associated Bank opened a branch office at 1301 N. Dr. Martin Luther King Jr. Drive in 2014.

Bader Philanthropies Inc. plans to move its headquarters from the Historic Third Ward to 3318 N. Martin Luther King Jr. Drive in Milwaukee’s Harambee neighborhood in summer 2018.

King Drive attracting more development

I

n June, Bader Philanthropies will begin construction on its new headquarters in the 3300 block of North King Drive, eventually moving its offices from the Historic Third Ward to Milwaukee’s Harambee neighborhood.

The foundation will renovate an 89-year-old building at 3318 N. Martin Luther King Jr. Drive and enlarge it with a small addition. Bader Philanthropies also purchased two other private properties and four sites owned by the City of Milwaukee to assemble the site for the development.

The news this summer that the region’s largest foundation would be relocating from the Third Ward CORRINNE HESS P: (414) 336-7116 E: corri.hess@biztimes.com Twitter: @CorriHess

to Milwaukee’s north side sparked hope in the neighborhood. It also was further proof that the decades of work that has been done to revitalize King Drive are paying off.

The business district of King Drive is the 1.7-mile stretch between West McKinley Avenue to the south and West Locust 18

Street to the north.

Alderwoman Milele Coggs, who represents King Drive, said it is not lost on anyone that King Drive’s proximity to downtown Milwaukee and the new Milwaukee Bucks arena development in the Park East corridor has spurred interest in the street, particularly at the south end.

“There are those of us who have been working to revitalize King Drive for years who have seen this happen over time and those of us who are just starting to see the spark come to the Drive over the last few years,” Coggs said. “But I do think its success is undeniable at this point.”

Just in the past six months, several commercial real estate announcements have been made that will improve the vacancy rate along King Drive and bring new dining and shopping options to the neighborhood.

A former 13,700-square-foot Walgreens store at the northwest corner of North King Drive and West North Avenue will become a Pete’s Fruit Market store.

The south side grocer specializing in produce is currently working on the building.

King Drive will have a second grocery store at the former Ponderosa Steakhouse and Stella’s restaurant at 2730 N. King B i zT i m e s M i l w a u k e e

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Drive, near Locust Street, when Bruce Martin, the former principal of Lena’s Food Market, opens King’s Fresh Market at the site.

J. Allen Stokes, who serves on Milwaukee’s City Plan Commission and is a board member of the Historic King Drive Business Improvement District, said the decision by Pete’s to open on King Drive was critical.

“At one time, we had National (Supermarkets), A&P (Great Atlantic & Pacific Tea Co. Inc.) and Kroger,” Stokes said. “Now, for the first time since the 1960s, we will have three grocery outlets on King Drive.”

The financial community’s willingness to locate branches on King Drive also has been a driving force in the street’s revitalization, Stokes said.

North Shore Bank and BMO Harris Bank have locations on King Drive and in 2014, Associated Bank opened a highly-visible 3,000-square-foot branch and community park at 1301 N. Martin Luther King Jr. Drive, at the corner of North Sixth Street and West McKinley Avenue.

“Those things contribute to people looking at King Drive as a place to live, work and do business,” Stokes said.

Until now, that bank has been the

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gateway on the south side of King Drive.

Nearby, the National Ace Hardware property, 1303 N. Fourth St., is currently being converted by WiRED Properties and Phelan Development into a communitybased retail and office redevelopment.

The development, to be called Hardware Headquarters, will include a bar and restaurant and retail store on the first floor, and office space on the upper level floors. It will be the south-side bookend to King Drive, said Deshea Agee, executive director of the Historic King Drive Business Improvement District.

The north-side bookend is the Welford Sanders Historic Lofts, 2801-2821 N. Fourth St., a $14 million development that will convert the six-story former Nunn Bush Shoe Co. factory into 58 apartments and 38,000 square feet of commercial and office space.

“We’ve got some good bookends,” Agee said. “Now it’s just a matter of filling it all in.”

Since being named executive director of the BID in March after working at Milwaukee’s Department of City Development for nine years, Agee has worked to connect the residents in the neighborhoods in the BID, which include

Harambee, Brewers Hill, Halyard Park, Bronzeville and Haymarket, to the commercial district.

“There is what we have now, and what folks need to leave their neighborhood to get,” Agee said. “We need the ice cream shop, the pizza shop, youth sports apparel and a hobby shop. I know we need it because I’m leaving the neighborhood for those services.”

Agee, who is the currently the only employee of the BID, has been working tirelessly to make this happen, often skipping lunch or opting for a smoothie from Growing Power Café, 2719 N. Martin Lu-

ther King Jr. Drive, which is located next door to his office.

The Greater Milwaukee Foundation recently gave the BID a $25,000 grant Agee will use to add an associate director position. Agee would also like to get more activity on the street, work with developers and brokers to attract development to vacant sites, and add more market-rate housing to the area.

And while the Bader Philanthropies headquarters is not technically a part of his BID, Agee sees the move as a huge win.

“It gives us a further bookend to the north,” he said. “And it’s a King Drive ad-

Pete’s Fruit Market is building a store at North Dr. Martin Luther King Jr. Drive and West North Avenue in the city’s Bronzeville district.

dress. There are about 900 King Drive addresses in the nation, so the goal is to make Milwaukee’s King Drive the best of all of them.”

Despite the recent successes, Agee and the other champions of King Drive continue to struggle with attracting commercial development to the area north of North Avenue. Most of the recent development that has occurred on the street has been south of North Avenue, which intersects King Drive at the 2300 block.

Agee believes the King’s Fresh Market in the 2700 block will help. Coggs has another idea.

Working with a small bank is a pretty big deal.

Deshea Agee, executive director of the Historic King Drive Business Improvement District.

“We will continue to sell the beauty and the rich history of the Harambee neighborhood,” Coggs said. “And if that does not get them, there is only so much space south of North Avenue (eventually, development will come north). If you want to be close to downtown, King Drive is a direct shot.” n Get the latest real estate news delivered to your inbox every Wednesday. Sign up for BizTimes’ Real Estate Weekly at biztimes.com/subscribe.

Manufacturing

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262-513-3750 19

cover story ANDERSON SEAL SOLD TO TRELLEBORG SEALING SOLUTIONS

BY MOLLY DILL, staff writer

MANAGING

New Berlin-based Anderson Seal LLC has been sold to Fort Wayne, Indianabased Trelleborg Sealing Solutions, a division of Swedish company Trelleborg AB. The first day of operation as a combined firm was Sept. 8.

TRANSITION

Anderson Seal is a family business founded in 1990 that distributes rubber seals and provides value-added services. It has an office and warehouse in New Berlin, and $17 million in annual sales. The company has about 25 employees. It is part of the umbrella company The Anderson Group, which is owned

by Anderson Seal president Jennifer Hansen (see main story).

THE

Trelleborg approached Hansen several months ago about the possibility of a sale, and she worked closely with the company to complete the transaction, she said.

THE

MANAGING

THE ANDERSON GROUP NAVIGATES FAMILY SUCCESSION

The Anderson Group’s other division, Anderson Packaging LLC, ships motorcycles in pieces to plants in Brazil and India for assembly from two facilities – one in New Berlin and one in Butler. It has about 50 employees. Hansen retains ownership of Anderson Packaging and will continue to lead Anderson Seal day-to-day in the position of director, she said.

BY BEN STANLEY, staff writer

I

N HER OFFICE AT 16555 W. LINCOLN AVE. IN NEW BERLIN,

“(Trelleborg’s leaders) have requested that I continue to run the operation as in the past,” Hansen said.

which is covered in wall decorations from one of her company’s largest

clients – Harley-Davidson Motor Co. Inc. – Jennifer Hansen, owner and pres-

Hansen’s father, Phil Anderson, founded Anderson Seal and sold it to her in 2003.

ident of The Anderson Group, set the scene.

It was 1993. She was 22 years old, with fresh degrees in psychology and

“I have been running this company for over 22 years and I’ve always said if it’s the right time and the right partner, then I would be interested in looking into the potential possibility (of selling),” she said. “They are one of the largest manufacturers of the product that I supply in the world. They are a publicly traded, very large company and they have a lot of resources that I could have access to that I wouldn’t have otherwise.”

Spanish. She had recently landed her first job at the Lawrence Center in Waukesha, where she helped teens overcome drug and alcohol addiction.

And she was enjoying being young – settling in at work, moving into her first apartment, working a second job as a waitress to help save money for a trip to Europe.

She didn’t intend to eventually take over the newly-formed family business, called Anderson Seal, her father had opened just three years earlier.

Phil Anderson had worked for years as the vice president of sales at a different family-owned seal distribution company. When he realized he had risen

TROY FREUND PHOTOGRAPHY

as far as he could in the company, he decided to go into business for himself, selling o-rings and rubber seals to original equipment manufacturers.

Hansen wasn’t initially drawn to her father’s company. ..................COVER STORY continued on page 22

Jennifer Hansen in her office. Harley Davidson gave her the wall mural, which was personally signed by Willie G. Davidson.

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Trelleborg Sealing develops, manufactures and supplies precision seals for critical applications in the global aerospace, industrial and automotive industries. It has 20 production facilities and more than 40 marketing companies worldwide. Its parent company has annual sales of $3.6 billion.

The company described its acquisition of Anderson Seal as a “bolt-on” deal that will enhance its delivery and service of seals, gaskets and custom-molded products for original equipment manufacturers in the automotive, hydraulic and medical/life sciences sectors.

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cover story

Philip Anderson and Jennifer Hansen in front of a display of Harley Davidson awards.

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“I had no desire to sell rubber products when I graduated college,” she said.

Until one day, Anderson sent Hansen an oddly formal letter in the mail requesting an interview.

“It was very strange,” Hansen said and smiled, amused by the memory. “It was on a Saturday. I was like, ‘whatever.’

I went to the interview. He and my mom were there. He gave me a personality test.

I think he got the idea from some ‘Golf Digest’ magazine. I took it, and he said, ‘As I suspected, you should be in sales.

You’re a natural salesperson and I’d like you to come and work for me.’”

Initially, Hansen protested her father’s offer, but he asked her try it out for a year and if she didn’t like it, or if he felt she wasn’t doing good work, they could part ways.

She reluctantly agreed.

Though she didn’t know it at the time, Hansen’s decision to take the job set in motion a chain of events that would eventually lead to her purchasing the seal distribution company from her father in 2003 and expanding from six employees in a 1,200-square-foot building to roughly 80 employees at two companies working in three plants totaling 105,000 square feet.

Until this fall, Anderson Seal, which has grown to $17 million in annual sales, was owned by Hansen under the umbrella company The Anderson Group.

Anderson Group also owns a packaging company, called Anderson Packaging LLC, Hansen started that ships motorcycles in pieces to plants in Brazil and India.

Hansen sold the rubber seal portion of her business to Indiana-based Trelleborg Sealing Solutions, a division of a Swedish company called Trelleborg AB, in early September (See sidebar).

She still owns and operates Anderson Packaging and will continue to lead dayto-day operations as the director of Anderson Seal under its new owners.

When he sent her that letter requesting an interview, Phil Anderson didn’t know where the company would end up or what Hansen would turn it into, but he knew she’d be an asset as an employee.

“I didn’t want her working for someone else, because she was so good,” Anderson said. “She was personable and hardworking, but most importantly, she

cared about the people she was working with and that attitude alone was what I was looking for. It’s about the people who are working for you. If you treat them good, they’ll be successful.”

Family business advisor Dean Fowler, owner of Brookfield-based Dean Fowler Associates Inc. and author of four books about the habits and strategies of successful family businesses, advised Hansen and her father during the transition of ownership and praised the family’s handling of what can often become a tumultuous, contentious and destabilizing process.

“I think Jennifer did an excellent job and is a great example of embodying some of those key characteristics that need to be in place to be successful in a family transition,” Fowler said.

He named three reasons why:

body who’s just starting out, because they don’t think you’re going to stick around. They don’t think you’re going to be an ongoing concern.”

Hansen found, as her father predicted, she liked sales. And she was good at it.

As she learned more about what her customers needed, she learned more about the capabilities of the company and its staff – how it operated and where there were opportunities to grow and improve.

By 1998, Hansen had taken on a huge

amount of responsibility within the company and her father was already beginning to transition out of the business.

She had also enrolled in a two-year executive MBA program at the University of Wisconsin-Milwaukee – which she and her father felt was an important degree for her to get to add to her credibility in the field, especially since she was a woman in a male-dominated industry.

“I think the fault of a lot of first-generation entrepreneurs is that they’re a

bunch of control freaks who don’t want to give away anything,” Hansen said. “My dad was very much the opposite, which I think is very good if the person taking over wants that and can handle it. He really let me learn by making my own mistakes, which is painful and sometimes embarrassing, but I was young and I was learning from him. I was learning really quickly over time. I was doing all the hiring and strategic implementations. I got us ISO certified. It wasn’t like I was

INITIATING A SUCCESSFUL TRANSITION “She was proactive and designed a future that worked for her,” Fowler said.

“I think she had a good vision for strategy and opportunity. It’s not just the ability to manage the day-to-day and maintain the status quo that matters, but she is a good strategic leader that could focus attention on opportunities for the future. She has a good strategic sense for how to develop a business.”

Hansen learned the business quickly after she started in the mid-1990s, and she found she enjoyed the work. Though it was completely different from the vision of her future she had while studying psychology in college, it suited her.

“What I liked about it was I got to do a lot of different things,” Hansen said. “I got to wear a lot of different hats.”

She had never formally studied business, but soon found herself involved in operations, quality control and installing the company’s first computer system.

“We had literally been checking in inventory on note cards,” she recalled. “At first we had a shared computer and then we all got them on our desks.”

Eventually, she began doing outside sales and calling potential customers.

“It’s a very humbling thing to do,” Hansen said. “Everyone should be a waitress and everybody should be in outside sales. It teaches you humility and stamina. No one wants to give you new business, especially if you’re some-

TROY FREUND PHOTOGRAPHY

TROY FREUND PHOTOGRAPHY

COVER STORY.............................from page 20

Anderson Group employee Der Lee Vang assembles a drain plug.

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cover story

TROY FREUND PHOTOGRAPHY

Brought to you by the

Anderson Group employee Myrna Hernandez assembles a drain plug.

someone new coming into the business and saying, ‘Now I’m the new boss.’ I was kind of already the one in charge. I was the VP and I had hired my own staff and I had made my own goals. So it was a really natural transition.”

Eventually, as she took greater command of the company, she asked herself: ‘Do I really want to keep expanding and doing all this work if I’m not going to own the business?’ She approached her father, who was willing to transition into retirement, and they decided to have the company valued by a Chicago firm.

She took out a loan and purchased the company from her father at full price.

“At the time, I wasn’t scared to do that and I don’t know why,” she said, and laughed. “I was maybe oblivious to the risk. He wasn’t worried about it either. I felt comfortable and I felt confident. Part of the deal was he couldn’t have anything to do with the business. So he left and he didn’t come back. I joked around that he left his coat here.”

Fowler said her willingness to initiate

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the discussion about buying the business, and to do so on her own terms – terms she was comfortable with and fit into her vision of the future of the company – were key to the success of the transition.

“When family members proactively design the future, then it tends to be a future that will work for them,” Fowler said. “Too often, families have a future that’s imposed on them designed by the senior generation, and then it fails when the senior generation leaves. She took the steps to become educated and understand what the options were. Figured out how to work with advisors and attorneys in order to be actively engaged herself to have a voice in the structure and dynamics of a transition.”

TAKING ON FINANCIAL RISK Another positive aspect of the way Hansen and her father went about the transition was that she assumed all the financial risk and responsibility at a very young age and while her parents were still relatively young, Fowler said.

“She was willing to take the financial risk, and I think in too many cases of family business transition, the next generation wants leadership and control, but they’re not willing to take their own personal financial risks for the future,” Fowler said.

“She bought out her parents in her mid30s. Those are usually people’s most opportune years for their careers to blossom.

She took the financial risk to buy out her parents while they were young, and then she could still have years to grow the business as the owner herself.”

The fact that her parents were still young enough to get involved with other projects if they chose to do so was also vital to the transition – instead of concerning themselves with her business, they could focus their efforts elsewhere, on a new enterprise.

Eventually, her father did exactly that.

He took ownership of the iconic Milwaukee diner chain George Webb Restaurants in 2010.

“I think true entrepreneurs, they can’t stop,” Hansen said of her father. “It’s not in their DNA. Emotionally, their brain is wired to lead and to do things and to work. Work is fun. And I think that’s what work should be. It should be something that you enjoy doing. And as a result of doing what you enjoy doing, you can maybe be successful and make other people’s lives better along the way.”

“He left and he’s the owner of George

A service of the MMAC

Webb today,” she continued. “So he went and did a different business venture and I think that’s great for him.”

But Fowler said one of the biggest reasons for Hansen’s and Anderson’s success in the transition wasn’t necessarily the details of their plan, but how they formed it.

OPEN COMMUNICATION “She had a good relationship with her parents,” Fowler said. “Good communication and a positive working relationship was important. If you have a proactive, engaged, capable, competent next generation leader who helps design a future she can live with and a family who is open to discussing those things, that’s key to the transition.”

“They were exceptionally good at communication,” he added.

Hansen felt the absence of that communication after her parents left the business.

“It’s really hard when you’re a sole owner to talk about things that are going on in the business,” she said. “You can’t talk to your family about it. You can’t talk to your co-workers about what’s going on.

I mean, you’re the boss. There’s very few people, when you’re in my position, who you can open up to about problems, obstacles, struggles, just to share.”

Luckily, she had a strong group of friends she had made while earning her MBA at UWM, off of whom she could bounce ideas. Her former classmates became great advisors.

“They weren’t in my business,” she said, which was important. “If you’re working as the VP of marketing at Froedtert, you’re not going to buy my o-rings, but you’re someone who can understand the things that I’m going through. So they really became an essential group of friends and mentors and people I still talk to today.”

“I also met my husband in the program,” she said. “So that was a perk.”

Hansen recommended other family business owners find people in unrelated fields to talk with about certain problems they’re encountering as executives to help them brainstorm solutions or, in some cases, just to vent.

“She was proactive and designed a future that worked for her,” Fowler said.

“She bought out her parents. Her father was an excellent entrepreneur, and Jennifer is an excellent entrepreneur. I particularly like to emphasize the proactive element. Next generation leaders who have that characteristic are successful.” n w w w.biztimes.com

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Messages from the sponsors of the 2016 Manufacturing Summit BizTimes Media supports local businesses in bringing influencers together to share knowledge and insights.

Thank you to these great companies for your continued support and efforts to serve the Milwaukee business community.

Tomorrow: Today The future belongs to the prepared – will you be ready?

BMO Harris Bank is proud to sponsor the 2016 Next Generation Manufacturing Summit presented by BizTimes Media and M7. We strongly support the Wisconsin manufacturing community. Whether it’s managing a supply chain or dealing with growth, BMO Harris Bank understands the industry complexities that manufacturers must manage to achieve long-term success. Our experienced bankers take the time to learn the issues unique to our clients’ businesses, and work with clients to find solutions to manage the different points of the manufacturing cycle, from procurement to creation to distribution.

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A recent Manufacturing Performance Institute study reveals that fewer than half of manufacturers are investing in the strategies now that will allow them to prosper in the future .

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As one of the nation’s top 50 full-service CPA and consulting firms, Schenck is pleased to sponsor the Next Generation Manufacturing Summit.

Embracing innovative technology and quickly adapting to changes in the marketplace are paramount when facing the ups and downs of business cycles. It is the strongest manufacturers that lay the groundwork for their future by implementing key strategies.

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We are fortunate to have several key manufacturers that are willing to share strategies they’ve developed to thrive in the future. The roundtable sessions will provide practical techniques to further confront our challenges and opportunities. We look forward to being inspired by the best practices and new ideas to prepare for future success!

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The Wisconsin Manufacturing Extension Partnership is proud to sponsor the 2016 Next Generation Manufacturing Summit, an event that recognizes the importance of manufacturing in Wisconsin and the vital role it plays to the state economy.

Every day for more than 21 years, the WMEP has striven to make the Wisconsin manufacturing environment the best in the world. Our talented people, world-class approaches, diverse partnerships and unique engagements created more than $3 billion in impact for manufacturers across the state. The WMEP enhances the success of Wisconsin’s small to midsize manufacturers by providing expert and accessible services in the areas of growth and innovation, cost reduction and efficiency improvement, workforce culture, and securing needed certifications.

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special report

manufacturing

& logistics Revision Date: 9-21-15

Next Generation Manufacturing will require forethought

Revision phase: 1AS Client Job #: N/A LOB McGuffin Job #: BHB4131N Document type: FP4C Size: Trim: 9.5625”w x 11.125”d

Advanced firms focus on talent development and customer-driven innovation Publication:

A

recent Manufacturing Performance Institute study revealed that fewer than half of manufacturers are investing in the strategies now that will allow them to prosper in the future.

When it comes to customer-focused innovation, human capital management, process improvement and supply chain management, the majority of manufacturers surveyed described them as important areas for investment to achieve future success, but fewer than half said they were at or near world-class status in those categories as of 2013, according to the MPI’s Next Generation Manufacturing study.

The Next Generation Manufacturing Summit, to be co-hosted by BizTimes Media and the Milwaukee 7 on Thursday, Oct. 6, will evaluate the disconnect between the need for these investments and the number of companies actually making them.

In a panel discussion, Joel Quadracci, chairman, president and chief executive officer of Sussex-based Quad/Graphics Inc.; Alan Antoniewicz, president and chief operating officer at Waukesha-based Spancrete Group Inc.; and Michael Reader, president of Elkhorn-based Precision Plus Inc., will weigh in on how their companies have prepared for the future by investing in talent development, customer-driven innovation and other strategies for growth.

Joseph Weitzer, Ph.D., dean of the

Inks: 4CP BY MOLLY DILL, staff writer

Center for Performance Solutions at Waukesha County Technical College, will moderate the panel discussion.

BizTimes Media spoke with the panelists ahead of the discussion to get a few of their insights about Next Generation Manufacturing.

“The incorporation of technology into manufacturing is requiring us to hire not somebody who has the skills of a welder, but the skills of a technician,” Weitzer said. “How do you program machines to do the work that labor once did?

We still need people, but we need different types of skills within the folks that we’re employing in manufacturing.”

Those electrical and mechanical skills are harder and harder to find and many manufacturers are facing a talent shortage, Quadracci said. Quad/Graphics is a commercial printer and integrated marketing firm with about 7,500 employees in Wisconsin.

“One of the challenges this whole country has is we’ve sort of de-emphasized the two-year technical colleges, we’ve de-emphasized the shop classes in high school,” he said. “People are retiring and we haven’t loaded the pipeline behind them.”

Precision Plus, which has about 70 employees, manufactures pins, screws and other metal parts. It specializes in meeting very close tolerances for parts such as watch components using Swiss CNC ma-

chinery. The company has worked to stay on the cutting edge through its machinery and with rapid prototyping technology, Reader said.

“We’ve invested in over $10 million worth of new capital equipment in the last seven years,” he said.

In addition to remaining on the leading edge and thinking ahead to bleeding edge technology, manufacturers must embrace continuous improvement programs to create lean enterprises and remain relevant in a competitive industry, Quadracci said.

One key factor in the future of manufacturing is personnel attraction and retention, and all of the panelists rank this as a priority in their corporate strategic plans.

“Next generation, to me, is going to be influenced most heavily by how do we attract the next generation of manufacturing professionals into the industry,” Reader said. “Manufacturing should be a destination career, rather than by default.”

Precision Plus has partnered with local high schools and technical colleges to get the word out about the career opportunities in manufacturing; dispel myths about manufacturing being dark, dirty and dangerous; and inform students about the industry’s competitive pay and benefits.

For existing employees, training and education are a must, Reader said. Four years ago, he hired a full-time director

Panelists:

Bleed: No

of training and education to manage Fold: N/A the company’s student internships and Creative Director: apprenticeships, as wellKVas internal employee training.

Creative Lead(s): TBD The investments the company has Account Exec(s):toTKset Precision Plus made were necessary up for future Notes:success, he said.

“I’ve had a lot of people ask me, what is the ROI on my investment, and the best answer I can give them off the cuff is, ‘What is the result of doing nothing?

That risk was greater than this investment we have made and continue to make,’” Reader said.

While tuition reimbursement and employee training cost a company in the short term, they’re worth it in the long run, Antoniewicz said.

“I’ve had situations I’ve lost people where as much as I hated to see them go, I looked at it from the perspective of their career and said, that’s probably a good move for them,” he said. “My mindset is that people should have as many skills as they can possibly have and it’s going to make them more valuable.”

“First, you have to know what it costs to lose people,” Quadracci said. “Our general number is somewhere around $5,000 to hire and train someone, so if you lose someone, there’s a real cost there. That kind of changes your view of, what are

Solutions beyond banking. We believe they should come standard.

NEXT GEN..........................continued on page 30

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Antoniewicz

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manufacturing NEXT GEN...................................... from page 28

you willing to do to get a good person and keep them?”

Some of the strategic organizational development initiatives Spancrete has implemented are the use of DISC assessments for recruiting and internal development; a requirement for each employee to have a development plan; and encouraging inter-generational communication by limiting emails to two replies—otherwise, it’s an in-person conversation.

“We’re constantly looking at how can we improve? How can we use technology in a different way? How can we open our minds to broader thinking?” Antoniewicz said.

Spancrete has 420 employees, about 120 of whom are in the Milwaukee area.

It designs and manufactures precast concrete structures and precast machinery for the construction industry. One of the technologies impacting the company is building information modeling.

“In construction, people don’t nec-

essarily think about technology, but I’m here to tell you there’s a lot of technology in the building trades,” and it’s advancing, Antoniewicz said.

Industrial firms are increasingly thinking of themselves not just as manufacturers, but as value-added partners that help customers run their businesses better, Quadracci said.

“We used to talk about the high-quality product we manufacture for customers,” he said. “Now, we talk about, ‘How do I help my customer be more successful in his business?’”

“Customers, in many cases, they want to work with less suppliers. They’re looking for suppliers that can handle a broader breadth of product and process,” Antoniewicz said. “How can we help customers reduce their risk? How can we help a customer streamline?”

Both Spancrete and Quad/Graphics have used customer feedback to drive innovation and new product development.

For example, Spancrete designed a thinner precast concrete slab, called Rib Slab, in

CEOs shared their companies’ best operational strategies at the 2015 Manufacturing Summit presented by BizTimes Media.

partnership with a China-based customer that reduced the cost for high rises and directly fulfilled the customer’s need.

Quad/Graphics worked with one of its customers, Colorado-based grocer Lucky’s Market, to form a multichannel marketing campaign that utilized beacons to monitor cellphone traffic in and out of stores.

Jay Williams, U.S. Assistant Secretary of Commerce for Economic Development,

also will give an address at the Next Generation Manufacturing Summit. Additionally, the program will include a roundtable forum, in which attendees will discuss Next Generation Manufacturing strategies.

The Next Generation Manufacturing Summit will be held at Quad/Graphics on Thursday, Oct. 6, from 7 a.m. to 10:45 a.m. For more information, visit www.biztimes.com/mfg. n

Staying Ahead of the Curve Your business is healthier when your employees are.

With more than 100 multidisciplinary lawyers focused on issues specific to manufacturing, Husch Blackwell has real-world knowledge and insight into your business challenges. Because we understand your industry, we move quickly to develop innovative solutions that help you meet – and exceed – your objectives.

Jack Enea, Partner jack.enea@huschblackwell.com 414.978.5745

Workforce Health helps you achieve results using evidence-based approaches.

A healthier, more productive workforce begins here. Backed by eastern Wisconsin’s only academic medical center, our experienced team can help you boost employee health and your bottom line through a customized employee health program — from onsite clinics and wellness to executive health, occupational medicine and more.

Invest in your employees’ health today. Visit workforcehealth.org or call 414-777-3414.

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Timothy Nettesheim, Partner tim.nettesheim@huschblackwell.com 262.956.6225

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manufacturing

Digital manufacturing creates new roles ManpowerGroup, DMDII partnership seeks to address looming changes

BY ARTHUR THOMAS, staff writer

A

CNC operator working with a collaborative robot needs a different skillset than an operator working alone. The same is true for someone working in an assembly cell. And as companies continue to add more connected devices to their shop floors, the IT professionals responsible for maintaining office computers suddenly need another level of expertise.

A partnership between Milwaukeebased staffing and workforce solutions firm ManpowerGroup and the Chicagobased Digital Manufacturing and Design Innovation Institute has identified 100 different roles in manufacturing that will be created or transformed by the introduction of digital technology in the industry.

The challenge the partnership hopes to

address is how to prepare the workforce and businesses large and small for the transformation new technology will introduce.

“I think this is a huge inflection point for the U.S.,” said Rebekah Kowalski, vice president of sales enablement and solution integration at ManpowerGroup’s Right Management. “If we don’t take the time now to figure out the roles that are needed, we won’t be able to make the most of the digital manufacturing technology that’s being produced.”

In the same way digital technology disrupted music, media and a host of other industries, experts expect the same to happen in manufacturing.

“This is a tidal wave and we’re all just on it,” said Haley Stevens, director of

workforce development and manufacturing engagement at The UI Labs Innovation Center, which houses DMDII. The institute is one of nine established as part of the National Network for Manufacturing Innovation and is funded, in part, by $70 million from the U.S. Department of Defense.

What separates digital manufacturing from the increasing use of technology and automation in the industry alone is the ability to connect different parts of the manufacturing lifecycle and use that information to make better decisions.

Mike Fornasiero, an employee at GE Global Research and an American Society of Mechanical Engineers fellow on loan to DMDII, said digital manufacturing in-

cludes a wide spectrum of both hardware and software technologies. It stretches from the individual machine level to factory-wide applications and those that stretch throughout the supply chain.

DMDII has funded projects that look at incorporating augmented reality devices, real-time data-driven decision-making and automating the handling of variations in materials by machine tools.

Fornasiero said the pace of change in technologies like robotics, controls, design and simulation has increased so much over the past 10 to 20 years that other countries previously known for low-cost labor have an opportunity to DIGITAL ............................continued on page 34

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manufacturing DIGITAL ........................................ from page 32

take advantage as well. Fornasiero pointed to Foxconn, the Taiwanese firm that produces Apple products, among other things, deciding to lay off thousands of employees in China in favor of robots.

“We’re in almost a productivity race with other countries around the world,” he said.

To be sure, there are already companies taking advantage of the available technologies. But Fornasiero said it isn’t just about large automotive companies, General Electric, Lockheed Martin, Caterpillar Inc. or John Deere applying the technology. He said the value comes from integrating technology into the supply chain.

While larger companies might have the resources to dedicate time, energy and funding to research and development, small and medium manufacturers might be more concerned with meeting daily demands and getting the next order out the door.

The cost and technical knowledge required for new machines may also present

a barrier to entry for smaller or specialized firms, Kowalski said.

“Part of this is building awareness and then adoption and then making sure the workforce is there,” she said of the partnership between ManpowerGroup and DMDII. Stevens said part of the institute’s work is focused on developing assessments for small and medium manufacturers to determine their technology needs.

“Their OEM customers are going to start to push for digital technologies,” she said.

While the decisions to invest in new technology ultimately come down to the return on investment, Fornasiero said there is an opportunity for digital manufacturing to break down silos, even in small companies. That means design teams working better with the production floor and improved communication with sales and supply teams.

The ManpowerGroup-DMDII partnership is intended to draw on the former’s understanding of labor markets and com-

pany needs at a granular level. The idea is to avoid making a lack of available workforce a challenge to applying digital technologies.

“If there is no developed workforce, you’ve doubled the barrier to entry,” Kowalski said.

Manpower and DMDII plan to release a report in early 2017 detailing formal job profiles for positions emerging from digital manufacturing.

Stevens said a number of drivers are seen as key to those positions, including a greater emphasis on teams, more data analytics, automation at the individual and factory level, and data connectivity.

As with any major technical shift, digital manufacturing will see people initially tinkering with some of the technology, followed by wider deployment,

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The idea behind the partnership is to bring everyone in the industry along, Kowalski said.

“We are really looking at the future in a new way,” she said. “We should not (and) do not need to leave individuals behind in this.” n

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manufacturing

manufacturing

Tim Sullivan talks about manufacturing during the Independent Business Association of Wisconsin Manufacturing Summit at the Wisconsin Club.

Sullivan: Immigration, tax reform keys to boosting manufacturing Rev Group CEO discusses challenges ahead

T

im Sullivan says Milwaukee and Wisconsin are poised to carry the manufacturing industry forward, but only if the state can address looming workforce challenges.

Sullivan, chief executive officer of Rev Group Inc. and former head of Bucyrus International Inc., spoke recently at the Independent Business Association of Wisconsin Manufacturing Summit.

In his remarks, meant to focus on the “optimism of manufacturing,” Sullivan painted a picture of a state with a shrinking population and pending workforce challenges that he said should be a “a call to arms.”

“You know, we’re doing pretty well right now, but the future is not very bright,” he said.

Sullivan said the state will see its retirement population double in the next 20-plus years, while the workforce will barely grow. On top of that, he said the state’s tax structure leads residents to migrate out of Wisconsin.

On the positive side, he noted Wisconsin already has a strong manufac36

BY ARTHUR THOMAS, staff writer

turing presence, a strong supplier base, immigrant populations – particularly Hispanic and Hmong – filling workforce needs, and a willingness among state and local officials to recruit manufacturing companies. “(Manufacturing is) really the cornerstone of economic success and a lot of states vie for those types of companies,” said Sullivan, who has brought two corporate headquarters – Gardner Denver from Philadelphia and Rev Group from Orlando – to Milwaukee.

He also said the state’s workforce already is oriented toward working in manufacturing.

“Our labor in this area, they look at manufacturing as a career opportunity.

That’s important,” Sullivan said. “That’s not the case, obviously, in a place like Orlando or even in a place like Philadelphia, believe it or not.”

Sullivan has said the manufacturing environment in Wisconsin was one of the factors that convinced him to bring Rev Group here. The company, which makes specialty vehicles, is in the running to B i zT i m e s M i l w a u k e e

n

build the next generation delivery vehicle for the U.S. Postal Service. If he gets the contract, Sullivan plans to put the factory in Milwaukee’s Century City business park near North 30th Street and West Capitol Drive.

Despite the positives, Sullivan said the state faces issues with its tax structure, which he said relies too heavily on income taxes and not enough on sales or user fees.

He lamented that the state’s residents pay for upkeep on roads and recreational activities, even as residents from other states enjoy the benefits.

“Until we have an adult conversation on tax reform in the state of Wisconsin, last man (out) please turn out the lights,” he said. “It’s going to kill manufacturing.

It’s going to kill our businesses.”

Sullivan, the author of a 2012 report for Gov. Scott Walker on improving the state’s workforce, made the case for several of the report’s recommendations that were left for future consideration.

Tax reform was one of those areas, but also included was an increased emphasis on attracting immigrants and on

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tapping unemployment insurance for workforce training.

He said Wisconsin is too reliant on federal money for workforce training and drawing 0.5 percent from unemployment insurance could create $75 million in funding.

“We are woefully behind other states as far as trying to train our workers,” Sullivan said, highlighting Tennessee’s decision to offer free technical college education. “If you’ve got to get people into the workforce, you’ve got to put your money where your mouth is.”

Reforming the tax code would not only help limit migration out of the state but also would attract new workers to the state, he said, also suggesting the state establish a committee to attract immigrants from around the country and internationally.

“The smart people are actively pursuing national and international immigrants,” Sullivan said, noting these groups generally gravitate toward manufacturing jobs.

He also said Bucyrus originally was lured to South Milwaukee in the late 1800s because the city was seeking work for its German and Polish immigrants.

“Why is a German and Polish guy okay and a Russian and a Hispanic guy aren’t? I mean, aren’t we supposed to be a country of immigrants? I think we are,” Sullivan said.

Asked if the legal status of immigrants should matter, Sullivan said they need to be legal, but also said of the 300 he had working at Bucyrus, only a few ever had issues with their status.

He also said he made it a point to hire people who were previously incarcerated, saying most of them were among the most productive and motivated employees on the floor.

“It’s not just the immigrants; there’s a whole labor pool sitting in prisons that should be on factory floors somewhere when they come out,” he said.

The one group he said should not be pursued as actively is the children of those not already attached to the manufacturing industry.

“If you’re not in manufacturing, if you never worked on a manufacturing floor, your kids aren’t going to do it,” he said.

Even for those with family in the industry, the chances are lower. He recalled talking with union members at Bucyrus who bragged about their son becoming a lawyer or daughter becoming a doctor. n

Seventh grade students from Golda Meir School get an up-close look at the manufacturing process at Waukesha Metal Products.

Grow your talent pipeline with career-based learning Manufacturers can be proactive in addressing skills gap

W

e’ve all seen the headlines about a widening skills gap and talent shortages threatening productivity. Employers report new graduates lack soft skills and students are unprepared for the jobs of tomorrow. In this environment, businesses are competing for the best and brightest from ever-shrinking pools of talent.

At Milwaukee 7’s Talent Partnership, our work is focused on connecting employers to their future talent pipeline and closing the elusive skills gap. U.S. manufacturing companies have faced a perfect demographic storm at the same time massive changes in manufacturing processes have raised the bar significantly on required entry-level skills.

According to the Wisconsin Department of Workforce Development’s Bureau of Workforce Information and Technical Support, “an estimated 46,000 jobs could go unfilled in the state in the year 2022 due to labor force quantity constraints. There is existing demand for jobs in almost every industry, occupation and geography. In fact, it is the supply side of the equation that is holding back increased economic growth in the state.”

On top of that, we know manufacturing careers have an image problem. Ac-

BY SUSAN KOEHN, for BizTimes

cording to a recent Deloitte study, 90 percent of Americans believe manufacturing is very important to economic prosperity.

If given an opportunity to create 1,000 new jobs in their community, a manufacturing facility tops people’s lists. We seem to understand manufacturing’s contribution to regional and state economies.

However, only one out of three parents would encourage his or her child to pursue a career in manufacturing. Only half believe manufacturing jobs to be interesting and rewarding. In southeastern Wisconsin, we know that manufacturing jobs are high-paying, skilled careers with pathways toward significant upward mobility.

Recently, The Manufacturing Institute, in partnership with SkillsUSA and the Educational Research Center of America, conducted a survey to identify the biggest influencers in young people’s career choices. While students were influenced by the usual suspects: their father and mother (22 percent and 19 percent respectively), teachers (11 percent), social media (4 percent), and guidance counselors (3 percent), an overwhelming number of students (64 percent) identified personal experiences as having the greatest influence over their career deciw w w.biztimes.com

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sions. The data suggests positive exposure and career-based learning experiences in manufacturing companies are bona fide skills gap solutions.

Unfortunately, direct experiences with local employers are rare. Fewer than 20 percent of the students surveyed participated in summer jobs, job shadowing and site visits, and fewer than 10 percent had completed internships, participated in co-op study programs or benefited from industry mentors. There is plenty of evidence career-based learning is the ideal setting to learn and apply real-world work ready skills. However, programs that combine on-the-job training with mentorships and classroom education fell 40 percent between 2003 and 2013. Today, youth unemployment rates frequently hover near double the national rate. Young adults are disconnected from the world of work and only 11 percent of employers feel new graduates are ready for work. It’s no wonder employers report candidates are not equipped with basic work ready skills – their education takes place in a bubble, divorced from the real world of work.

At Milwaukee 7, we encourage companies to apply the lessons learned from supply chain management to manage tal-

October 3 - 16, 2016

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ent pipelines – by forging partnerships with education and workforce providers and by cultivating the right sources for future employees critical to the company’s growth and success. But the reality in such a tight labor market is that one company’s success attracting talent can come at the expense of another company. It’s a zero sum game.

In southeastern Wisconsin, it is essential that we grow the talent pool, reach young people earlier and introduce them to the world of work, increase the low labor force participation for young people, and retain young people in the region.

Business can’t afford to wait for government or educators to produce a solution.

The most successful companies will be those that engage a continuous pipeline of talent to fuel a long-term growth strategy. In the past, this type of strategy had often been overlooked in favor of shortterm retooling and retraining efforts.

What our region needs is a long-term and proactive approach to talent attraction, development and retention.

Career-based learning (also called work-based or experiential learning) provides young people with experiences in the “real world of work” where they can apply academic and technical skills and develop essential workplace skills critical to their future employment success.

Career-based learning experiences range along a continuum, from career awareness activities like career fairs, plant tours and job shadows; through career preparation and pre-training activities like internships and apprenticeships; all the way to new-hire onboarding, mentoring and on-the-job skills development.

Career-based learning experiences help young people connect what they are learning in academic settings to the real world and practice navigating today’s workplace expectations. Students placed at manufacturing companies solve realworld problems on the shop floor, in realtime. Young people with these experiences make better informed decisions about career goals and educational pathways and may be likelier to stay in a region that supports their aspirations. Career-based learning is also a low-risk way for young people and companies to “test drive” a potential employment match, and in many cases can lead to direct employment. The student you host today could be the machinist you hire tomorrow.

The Metropolitan Milwaukee Asso37

manufacturing

manufacturing ciation of Commerce and its Council of Small Business Executives is taking the lead in offering seventh grade Milwaukee Public Schools students the chance to tour area companies and talk with employees at various levels within the company. The program, “Be the Spark,” has been running for three years and this school year will bring nearly 3,000 students into more than 90 businesses. Jeff Clark, president and chief executive officer of Waukesha Metal Products, also is chair of COSBE’s Education Committee.

“We are opening our doors and hoping to open the students’ eyes to the many possibilities out there,” Clark said. “It’s really the first step on the career highway.

This tour could be the spark that ignites an interest that leads to an internship or apprenticeship.”

The educational landscape in Wisconsin is already responding to this call with the recent Department of Public Instruction mandate for Academic and Career Planning beginning in sixth grade for all students. Academic and Career Planning

is a “student-driven, adult-supported process in which students create and cultivate their own unique and informationbased visions for post-secondary success, obtained through self-exploration, career exploration and the development of career management and planning skills.”

Business and education partnerships and career-based learning experiences are critical to the success of ACP in Wisconsin. A state-purchased software called Career Cruising supports students’ career exploration and career awareness activities, while an add-on platform called Inspire is populated with profiles of regional companies promoting careers within their companies and opportunities for careerbased learning. Employees within your company can volunteer to serve as online career coaches and answer questions on public discussion boards. Milwaukee 7 recently assumed the management of the regional Inspire Southeast Wisconsin deployment and we’re moving forward to leverage Inspire Southeast Wisconsin for our soon-to-launch GROW HERE

campaign – designed to dramatically increase career-based learning in the M7 region and drive young people to careers in high-potential growth industries, like Next Generation Manufacturing.

GROW HERE’s goal is simple: by 2020, a cohort of at least 200 manufacturing companies in southeast Wisconsin will provide 200,000 company-based, career-based learning experiences to young people and their influencers: parents, teachers and guidance counselors. As a result, we expect to see improvements in companies’ time-to-fill for critical positions, quality of hire and first-year employee retention rates. Young people will understand the unique career opportunities in our regional labor market and choose high-potential, high-paying career paths in Next Generation Manufacturing.

GROW HERE companies will learn how to source partnerships with K-16 educational institutions and offer a range of experiences to students and their influencers, from plant tours to apprenticeships and co-ops, including training that

goes on after-hire. Companies that engage in career-based learning not only make a difference in their communities, but they also make a sound business decision – and can give themselves an advantage in the fierce competition for future talent.

An ambitious campaign like GROW HERE requires “all hands on deck.” We welcome the contributions of a growing number of GROW HERE partners, including K-12 districts, technical colleges and four-year universities across the region; Next Generation Manufacturing industry cluster groups including The Water Council, FaB Wisconsin and M-WERC; the Wisconsin Economic Development Corp.; county economic development organizations; chambers of commerce; trade and professional organizations; staffing firms; employment specialists; nonprofits; and more. n Susan Koehn is the director of industry partnerships for Milwaukee 7. For more information about the Milwaukee 7 Talent Partnership and the GROW HERE Campaign, see https://m7talentpartnership.org/ or contact her at skoehn@mke7.com.

TAKE YOUR BUSINESS

WORLDWIDE A GLOBAL EXPORTING NETWORK GETS YOU THERE.

®

In Wisconsin® is a registered trademark of Wisconsin Economic Development Corporation.

6880-01_Export_BizTimes_10.25x6_v1.indd 1

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ccording to the Brookings Institution, a Washington, D.C.-based non-partisan think tank, companies that export are driving economic growth.

Global companies pay higher average wages, contribute more to research and development, and increase productivity through the infusion of new technologies and practices. Companies that do business internationally also enjoy higher revenues, grow at a faster rate and achieve greater corporate valuations than nonexporting companies.

Likewise, the entire region benefits from global exporters. From 2003 to 2012, regional economic output remained flat. Taking a closer look at the figures, non-export derived output decreased 5.7 percent, while exporting grew at 45.4 percent, thereby offsetting the decline in domestic output.

In November 2015, the Milwaukee 7 Regional Economic Development Partnership launched the Export Development Grant Program, presented by JPMorgan Chase & Co. The program provides financial assistance to small and medium-sized enterprises, both new to export and experienced exporters, to enter new markets by accessing resources, overcoming obstacles and seizing on opportunities internationally.

The Export Development Grant Program is part of the Global Cities Initiative, a joint project between the Brookings Institution and JPMorgan Chase. Southeastern Wisconsin is one of 28 regions participating in the project, which began in 2012.

By adopting “best practices” from Global Cities programs in other markets, the Milwaukee 7 has created a tailored program to deliver the assistance companies require, as efficiently and timely as possible.

The program provides matching funds of up to $5,000 per company. The funding can be used for a multitude of export-related purposes and may also be combined with grants offered by the Wisconsin Economic Development Corp.

Companies are asked to provide a narrative explaining how the funding will

More than 8,700+ Wisconsin companies know the benefits of broadening their horizons. These businesses generated more than $22.4 billion in international sales last year alone by taking their products and services abroad. Join them.

With an extensive global support network, offering everything from market updates and international trade missions to an expert-led acceleration program, you’re ready to go In Wisconsin. Get there. Call 855-INWIBIZ (toll free) or visit Export.InWisconsin.com.

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

M7 grant program offers export assistance

Grants available for variety of export-related projects

READY TO GO. IN WISCONSIN.

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BY CHAD HOFFMAN, for BizTimes

help grow exports. Any and all uses of the funds will be considered, including: attending foreign tradeshows, attaining foreign approvals, translating marketing material and websites, utilizing the U.S. Commercial Service and attending ExporTech, to name a few.

To date, the M7 Export Development Grant Program has provided just more than $173,000 to 49 companies to assist them in growing their export business.

One of the companies to benefit from the grant is Sussex-based Power Test Inc., a 40-year-old maker of dynamometers and custom engineered solutions. Power Test was recognized for export excellence by winning the 2013 Wisconsin Governor’s Export Achievement Award. After completing ExporTech to refine its international growth strategy, the company is currently focused on growing in the Australia and Asia Pacific regions and at-

Local firm takes ‘smart parking’ concept international Another regional company that has utilized the program is Milwaukee-based CivicSmart Inc., which acquired an 80-year-old parking meter manufacturer last year to accelerate the growth of its sensor-based “smart parking” solutions.

Smart parking uses real-time occupancy data, payment information and mobile systems to increase the efficiency of city parking staff, tell motorists about available parking spaces, use dynamic pricing tools to manage parking demand

and increase revenues, and gather data on historical parking patterns to inform data-driven policymaking. In addition to 2,000 municipal clients across the U.S., CivicSmart had a small footprint in Australia and Africa. However, CivicSmart recognized growing global demand for “smart city” solutions, as parking and traffic congestion are major issues around the world.

“The Milwaukee 7 grant will allow us to exhibit at conferences in Barcelona and the Middle East this fall, which will help us expand market awareness of our patented radar sensor. The support has also reaffirmed and sharpened our international focus, and we have closed or are finalizing deals in South America, Europe and Asia,” said Mike Nickolaus, chief executive officer of CivicSmart. “Potential clients, partners and distributors view us differently when we can point to an inter-

Wave the flags of your export customers with pride

BY BILL BURNETT, for BizTimes

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inding creative ways to deepen employee engagement is always a challenge. Companies in Wisconsin that sell to customers outside the country have a great opportunity to leverage those sales and create pride in their workforce. One way to do that is to display the flags of customer countries.

One company using this tactic is Gilman Precision in Grafton. It has a wall dedicated to the flags of customers right inside its plant.

Another company doing this is Power Test Inc. in Sussex. The flags make for an impressive display. Over the years, this manufacturer has built quite a list of international customers.

“There is Power Test equipment in every corner of the globe. It makes you proud to know that 75 employees in southeastern Wisconsin can have such an impact around the world,” said Lucas Groose, a mechanical technician apprentice at Power Test. w w w.biztimes.com

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tended the Land Forces 2016 Tradeshow in Australia this fall.

According to Jeffrey Eineichner, vice president and chief financial officer at Power Test, “We would not be attending this tradeshow without the grant funding provided by the Milwaukee 7.”

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Additionally, Power Test encourages its team to keep looking for more international customers.

Power Test’s second smart move was being an early adopter Export customer flags on display at the Power Test plant in Sussex. of the “Made in Wisconsin” logo.

As one of the pilot companies for this http://bit.ly/BuiltInWisconsin. statewide program, Power Test stencils There are other creative ways comthe logo onto its shipping crates and puts panies engage their employees to unthe logo on its product as well. derstand the value of their international “We’re proud of everything that sales. One company prints the percentcomes out of the shop, but knowing that age of the employees’ pay that comes our work is representing Wisconsin and from international sales during a given the U.S. overseas is especially cool,” said period right on the pay stub. n Mike Millard, a mechanical assembly/ technician at Power Test.

Bill Burnett is the director of the export initiative for the If you would like to participate in Milwaukee 7. He can be reached at (414) 287-4118 or the Made in Wisconsin program, go to at bburnett@mke7.com.

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manufacturing national footprint, and the Milwaukee 7 is helping us achieve that.”

Gehl Foods set ambitious export goal Gehl Foods LLC of Germantown is a manufacturer with 410 employees that recently set an ambitious goal to double exports within three years. To achieve this goal, the company decided to attend the PLMA International Trade Show in Amsterdam, with the objective of meeting with prospective customers and distributors, as well as gaining intelligence on the markets in terms of consumer tastes, the competitive environment and regulatory requirements. As a result of the show, the company acquired more than 50 leads around the world, resulting in three new potential opportunities and an abundance of information on several new markets.

In addition to the PLMA tradeshow, Gehl Foods also utilized the M7 Export Development Grant Program to attend ExporTech earlier this year. Juliette Weber, international customer service coordinator for Gehl, was one of the company representatives who participated in ExporTech earlier this year.

“The program is fantastic, as it helped us to develop a formal export strategy document, but also introduced us to all of the exporting resources, programs and incentives to help us make our goals a reality,” Weber said. “It really helped us to find new ways to analyze the international markets beyond those markets in which we are already active.”

There is no one-size-fits-all strategy to grow internationally. The combination of variables is infinite when one considers modifications to product and packing, the end users’ tastes and preferences, the

distribution requirements, financing, regulations and, most importantly, the willingness of the company to dedicate the time and resources needed to overcome these challenges.

ExporTech is an export acceleration program to help Wisconsin companies expand their global market reach through targeted export strategy development and execution. It is a highly recommended program and, for this reason, the M7 Export Development Grant Program, combined with a WEDC scholarship, reduces the total cost by 50 percent to incentivize companies in southeastern Wisconsin to participate.

The M7 Export Development Grant Program also fosters an international business culture within the region. The more companies realize the growth potential international markets represent, the more likely they will be to become proactive regarding exports. By continuing to promote the grant program and the resulting company success stories, manufacturers and service providers alike will be influenced to consider opportuni-

ties internationally. Even companies that consider themselves to be experienced exporters will benefit from the program.

Growing through foreign direct investment The second core component of the Global Cities Initiative has centered on creating targeted strategies to attract and leverage foreign direct investment. In the Milwaukee region, mergers and acquisitions accounted for 53 percent of FDI jobs registered since 1991, compared to 47 percent for green field investments. Employment in firms that entered the market via M&A totaled 10,218, while green field investments accounted for 8,968 jobs.

The vast majority of these foreign firms are small- to mid-size companies that historically build a broader and larger base of exports and FDI over time as they grow and expand.

Mid-sized firms are often M&A targets as foreign companies look to enter the U.S. market by acquiring an established company. The Milwaukee 7 will identify companies that are potential M&A targets

through business calls and other means and, when an M&A deal occurs, respond by contacting the acquiring firm to develop relationships and encourage retention or consolidation. After initial outreach, we work to embed the acquired firm in the region through long-term aftercare that supports the company’s growth.

The Global MKE Trade and Investment Plan combines the export and FDI strategies into a single, highly coordinated plan with a common goal and objectives to strengthen the region’s global connections and support sustainable economic growth. The Milwaukee region’s economic future depends on a focused and aggressive global trade and investment agenda that better positions the region’s firms to compete in world markets. To view the Global MKE Trade and Investment Plan or for more information on the M7 Export Development Grant Program, please visit: http://mke7.com/exporting. n Chad Hoffman is the export development manager for Milwaukee 7. He can be reached at (414) 287-4156 or choffman@mke7.com.

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strategies Innovate or Die

New ideas needed to improve Milwaukee’s central city

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ompanies can deteriorate and die if they don’t innovate. But so can governments, as did the Roman, Greek, French and British empires.

Likewise, large sections of a city can die if its leaders do not apply the process of creativity and innovation to their problems. Jane Jacobs pointed this out in her famous book, “The Death and Life of Great American Cities.”

The riots that occurred in Milwaukee’s Sherman Park neighborhood in August require that our political and business leaders apply the tools of creativity and innovation to the problems of our inner city.

All creativity begins with identifying the brutal facts and the problem to be solved.

In Milwaukee, the best estimates available suggest 59 percent of the young black male population is unemployed. To make matters worse, Milwaukee’s black males have the lowest educational attainment in the U.S. The inner city ZIP code 53206 has the highest rate of incarceration in the U.S. The Wall Street Journal pointed out we are creating an entire class of unemployed males, which is not healthy for them or our economy.

Step two in the process of creativity is to use the tools of innovation to do divergent thinking and uncover new approaches to solving the problem. Here are some creative suggestions this community could use: 1. Try a crowdfunding campaign to solicit the best ideas in this community for solving the problem. Billions are being raised through Kickstarter globally and that same kind of creative horsepower can be put to solving Milwaukee’s problems.

2. The number one cause of poverty is the lack of a job. We are fortunate that we have Milwaukee Area Technical College, which is uniquely positioned to provide education and training to area residents that also addresses the needs of local business and industry. It recently launched the MATC Promise, which will pay the tuition and fees for eligible direct-from-high school gradu-

3.

4.

5.

6.

7.

8.

ates. The MATC Promise opens the door to a college education for low-income students who are in the greatest need and starts them on a pathway to a career. MATC Promise helps develop a talent pipeline that transforms young people’s lives and answers the needs of businesses.

Young black males cannot succeed if their neighborhoods are not safe.

Empower qualified young black males to act as block guards in their neighborhoods for a modest salary.

They would not be carrying guns but they would be talking regularly with any suspicious characters in the neighborhood and be equipped by radio contact with the local police.

Launch a Civilian Conservation Corps-type program similar to what was done in Key West in the Great Depression when the city filed for bankruptcy. “Eighty percent of the populace was put to work cleaning the streets, renovating hotels and sprucing up the city,” according to the book “Oh, Florida!” by Craig Pittman. It beats having young males standing around bored with nothing to do.

Use state-of-the-art technology, such as drones, to monitor behavior in high crime ZIP codes. All policing proves it’s the perception of getting caught that deters crime.

Require every MPS student to take courses in entrepreneurship so they know what it takes to start a business the day they graduate from high school. Rotate in successful minority entrepreneurs to tell their stories.

The inner city needs small businesses, from coffee shops, to restaurants, to barbershops, and people don’t need a college degree to run those businesses.

Put more resources into organizations like Safe and Sound that secure safe neighborhoods by creating partnerships between the police and local residents.

Support charter schools that are successful, like the four Milwaukee Colw w w.biztimes.com

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lege Prep schools Sadoff Investment Management founder Ron Sadoff, his wife, Micky, and their principal Rob Rauh, operate in the inner city.

9. Call on the Milwaukee Bucks and every other successful black leader to drive home the fact that it’s “not ‘white’ to succeed academically.”

Right now that’s a huge barrier to young African-American males who really want to academically achieve.

Their classmates quickly condemn them for academic success. If you don’t think this is reality, please read the book “Invisible Influence” by Jonah Berger.

10. At BizStarts, 60 percent of new entrepreneurs are people of color and it links them to successful men-

DA N S TEIN IN GER INNOVATION tors so they have their own “old boy network.”

11. Acknowledge heroes every month who are turning their lives around and feature PSAs on TV and social media of young black people telling other black people their personal success stories.

One definition of insanity is “to keep .................. INNOVATIONS continued on page 42

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strategies

strategies

You’re going to have to pay your employees more

Den of Bears

Packers rivals also have unique ownership structure

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Worker shortage is causing wage inflation

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hether in a TEC meeting, in three to five years. The increases of up to strategic planning or at any 3 percent that have been commonplace gathering of business people today, the absolutely will not cut it anymore. Health number one issue we’re discussing is the insurance and other benefit costs will skylack of available talent in the workforce. rocket during this same timeframe. Here It doesn’t matter if we’re talking about are some examples I’ve seen in the past entry-level or lower skilled positions, two years. sales or executive roles. There just aren’t Company A hired an operations manenough people to go around. And here’s ager for one of its branches in 2014. His a news flash: It’s going to get a lot worse base was about $115,000, with a potential before it gets better. bonus of 20 percent of base salary. His Often, I hear millennials getting the boss left and the company promoted the blame with statements like “millennials operations manager to replace the boss. don’t want to do the hard work” or “the His compensation jumped to a base millennials are only looking out for them- of $175,000, with a bonus plan up to 40 selves.” percent of base and another 20 percent Of course, neither statement is true. available through a phantom stock plan.

The talent shortage isn’t because the Add in a 401(k) match, health care, etc. millennials are taking over, although de- and our manager nearly tripled his total estones likesaywalking, talking starting mographics they ARE taking over. The and compensation in two years. To find his retalent shortage has been a trend for more placement, he had to start the new candithan acommunity decade and was merely delayed after date with a richer bonus plan. s in the and attend dayat $145,000 programs the 2008 recession because all of us baby Company B has a self-funded health boomers stayeddementia in the workforcelive longerindependently to insurance program with a $100,000 stop with try and rebuild our 401(k)s. Now that the loss policy. Last year, the company saw a stock market is at record high levels again, nearly $1 million increase in claims over the rate of boomers leaving the workforce 2014, and year-to-date 2016 has already will actually accelerate from the 10,000 paid out $500,000 more than in 2015. per day retiring right now.

While we don’t have all the data, early evidence suggests that many of the emSo what? Here’s what: ployees Company B has hired didn’t have You should expect and budget for health insurance in the past 24 months. twice your all-in labor cost in the next As a result, they’re coming onto the com-

nce!

izens

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pany insurance plan and catching up on “deferred maintenance,” which costs the company more. For example, the rate of Type 2 Diabetes is increasing at an alarming rate. Treatment for diabetes costs Company B about $2,500 per employee every month.

Company C is a mid-size bank in another state. Its entry-level teller positions are now up to $12.50 an hour, compared to the minimum wage of $7.25. Add the cost of insurance and benefits, and the total cost to the bank is more than $15 an hour. Personal bankers capable of taking a loan application are starting at $18 an hour.

The turnover rate for tellers is 130 percent per year! They’re leaving because they can earn more elsewhere.

Coping strategies Stop denying that you’re losing employees. It’s almost laughable when I hear a business owner say, “I don’t know why our turnover rate is so high” when his or her employees’ wages, in real terms, have gone down in the past five years, his or her contribution to health care has gone up by 50 percent, and the business owner is stuck with a high-deductible plan.

Of course we need to have a great corporate culture and a higher purpose in the company. But we also have to pay people.

Stop complaining about the $15 an hour minimum wage. It will be a moot point soon, because companies won’t have much choice except to raise the minimum if they want to keep employees.

Company C, the bank, is doing a trial of remote, live video teller kiosks. The tellers can be anywhere, including their home or Mumbai. They might still make $20 an hour, but they can handle many more clients and transactions every day.

McDonald’s is doing this too.

Company B will need to raise prices.

Trying to move employees to the exchange isn’t going to help recruiting and people aren’t getting any healthier. So far, wellness programs have shown very

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JO H N H OW M A N HUMAN RESOURECES limited success. The good news is the millennials tend to be the most health and wellness-conscious demographic in the workforce.

Company A will continue to build its leadership team. Although it is paying more for executives and managers than ever before, it is also experiencing record sales and profits. By upgrading talent and operating more effectively, the company continues to grow significantly faster and more profitably than its industry.

The good news is there is always opportunity. The bad news is that we’re heading into the most challenging business environment in the past 10 years. n John Howman is a TEC chair. He is also chief executive officer of Milwaukee-based Allied Consulting Group LLC. As a serial entrepreneur, business and community leader since 1983, he has led a variety of businesses, from technology to consumer products. He leads two groups for TEC, a professional development group for CEOs, presidents and business owners. He can be reached at JHowman@ AlliedCG.com.

INNOVATIONS................................ from page 41

doing the same thing over and over again and expecting different results.”

The time has come to recognize the inherent talent and capability of AfricanAmericans to lead the charge in solving a daunting problem. n Daniel Steininger is the president of BizStarts, a lecturer on innovation and creative problem-solving at the University of Wisconsin-Milwaukee School of Continuing Education and president of Steininger & Associates LLC, which helps companies drive new revenues through innovation.

He once served as a teacher in the United States Peace Corps in Kenya East Africa, and is the grandson of former Milwaukee Mayor Daniel W. Hoan. He can be reached at Dan@BizStarts.com.

t is frequently noted by the national media that the ownership structure and the governance structure of the Green Bay Packers football team is rather unusual.

The Packers are owned by more than 360,000 shareholders. Most major professional sports teams are owned by billionaires, but the Packers are owned by their fans.

That said, the owner structure of the Packers’ rivals, the Chicago Bears, also is unusual. The Bears are a family business, familyowned and family-run.

The matriarch – Virginia Halas-McCaskey – is the eldest living owner of an NFL team. She and her Brian McCaskey is a vice president for the Chicago late husband have raised 11 chilBears and a member of the team’s board of directors. dren, and when the grandchildren and great-grandchildren are factored into the den ferociously. From my needing to the mix, the Bears will be owned by 70+ get permission to speak about the team family members someday. Imagine your and family from Scott Hagel, the senior family business with 70 voices, all with dif- vice president of marketing and comferent opinions. munications, to my quoting an online George McCaskey, son of Virginia, source that raised some hackles. When now is the chairman of the board, while I quoted an online source as saying Virthe team has hired Ted Phillips as presi- ginia McCaskey was “pissed” at how the dent and head of operations.

Bears had played, Brian contacted me to In a rare glimpse into the family of a set the record straight. A fairly innocuous family-run football team in the NFL, I con- word, and yet the strength of conviction ducted an interview with Brian McCaskey, was there to deny it was ever said! I walked number 10 of Virginia Halas-McCaskey’s away from the interview with a renewed 11 children. The team is worth, according appreciation for the professionalism and to Forbes Magazine, $1.19 billion. gentility that is this man in the Den of While brothers Michael and George Bears, and an even stronger sense that the McCaskey have played more active roles family ferociously protects its own. with the team, Brian says he is content I asked Brian if he was ever envious with his role behind the scenes. I also of his brothers playing a larger role in the heard loud and clear the bond the family family business. He reiterated that he is has and the protection, in particular, the very competitive and comfortable in his children have for their mother. role behind the scenes.

Most family businesses are not scruFull disclosure – I have known Brian tinized like an NFL franchise, with every for many years after meeting him through win or loss, every play, every trade nit- a mutual friend. This was my third interpicked by fans and sports pundits every- view, albeit the first with a family business where. McCaskey receives daily “clips,” bent, and each time, he is most congenial. every article written about the Bears that Our conversation covered a wide swath day. While he admits his role is “behind of topics, from the outlook for the Bears, the scenes and I am okay with that,” he to his thoughts on current owners and fistill eschews talk radio, given the opinion- nally, a look back at history. based comments that are accepted as fact.

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Halas, going personally before the Green Bay Common Council to advocate on behalf of the Packers when they were seeking a new stadium. If you own a family business, think about your own family business and the likelihood of coming out to support the competition for anything that would help it. Not very likely, but then again, the NFL is an oligopoly which is dependent on all franchises to be successful.

After all, your industry doesn’t revenue share, strongest with the weakest. To state the obvious, the NFL is a unique industry.

Further queries included talking about Dan Snyder, owner of the Washington Redskins, whom Brian referred to as a “shrewd businessman.” Jerry Jones of the Dallas Cowboys was mentioned as an “innovator” for his work on the stadium and the development which sprang from it.

It was clear the owners stick together, and McCaskey was defending the corporate structure. However, when the conversation turned to the Bears franchise and his mother, the Bears’ defense took on a new sense of urgency and devotion.

“Faith, family and football,” in that order, was his view of Virginia Halas-McCaskey. Virginia has shared this mantra before, during her interview earlier this year with her alma mater, Drexel University. But Brian reminded me that she was never supposed to be the owner of the Bears, as she was “put into a situation” with the passing of her brother in 1979.

Virginia, at 93, is the den mother of the Bears, effectively speaking for 80 percent of the ownership stake while holding the title of corporate secretary.

Packer fans will be disappointed to hear that there is a “great vibe” around Halas Hall these days. While I attempted to dismiss this as early season vitriol, Brian dismissed that notion. He stated several times during the interview that he and the family are very competitive. They beamed with pride when the Bears went up to Lambeau Field last year and turned away Aaron Rodgers and the Packers at the goal line to win 17-13 after the earlier loss, 31-23, on opening day.

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DAV I D B O R S T FAMILY BUSINESS

Brian was very emphatic that the family is aware the Packers have more world titles, and “we are not happy about it.”

This competitive spirit is what you would expect from the owner of such a legendary team and a family proudly defending its legacy. Yet, unlike most businesses, I was surprised to hear that “owners in the NFL are not in it for financial gain.” Brian reminded me that to be an NFL owner, you must be successful and wealthy from other business ventures outside of football.

For a competitive family, there probably can’t be any better business than sports if winning is more important than money.

In closing my discussion with Brian McCaskey, I asked about his advice for the owners of family businesses. His words were clear: “Strive to be open to learning.”

One thing that hampers family businesses universally is the owner’s reluctance to listen to anyone other than himself or herself. In this light, Brian’s words were well-received. At the risk of losing my “green card,” I walked away from the interview with admiration for the man and the franchise. After all, my team could not be nearly as great as it is if it weren’t for playing a team and a family as distinguished as the Bears and the HalasMcCaskey clan.

While time and dignity prevented me from asking for the truth to the rumor that Virginia withheld dessert on Sundays after Bears on-field losses, it was clear that myth or truth mattered less than the competitive thought of it. This is a den that protects its own, fights hard to win, and is fiercely loyal to the den and the clan.

Any family business can respect that. n David Borst, Ed.D., is executive director and chief operating officer of the Family Business Legacy Institute, a regional resource hub for family business. He can be reached at davidb@fbli-usa.com.

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CA L E NDAR

PERSON N EL FILE

NONPROFIT DIRECTORY

TEMPO Milwaukee will host its 11th Annual Leadership Event on Thursday, Oct. 13, from 7 a.m. to 9:30 a.m. at The Pfister Hotel, 424 E. Wisconsin Ave. in Milwaukee. Tommy Spaulding, inspirational speaker on leadership and two-time New York Times best-selling author, will give the keynote address about living and leading from the heart. The cost to attend is $75. For more information or to register, visit www.tempomilwaukee.org.

SPOTLIGHT

SHARP Literacy will host A Novel Event 2016 on Monday, Oct. 17, from 11 a.m. to 1:30 p.m. at The Pfister Hotel, 424 E. Wisconsin Ave. in Milwaukee. John Quinones, broadcast journalist and host of “What Would You Do?” will give the keynote address. The cost is $125 per person and raises funds for SHARP’s foundational literacy program serving more than 8,000 elementary school students in 36 of Milwaukee’s most at-risk schools. For more information or to register, visit www.sharpliteracy.org.

The Women’s Fund of Greater Milwaukee will host a Rad Women Celebration on Thursday, Oct. 20, from 11:30 a.m. to 1:30 p.m. at the Italian Conference Center, 631 E. Chicago St. in Milwaukee. Kate Schatz, New York Times bestselling author of “Rad American Women A to Z” and “Rad Women Worldwide,” will give a keynote on “Being Rad for Social Change.” The cost is $1,500 for a table sponsorship. For more information or to register, visit www.womensfundmke.org.

BizTimes Media will host the Nonprofit Excellence Awards on Thursday, Nov. 3, from 7:30 a.m. to 9:30 a.m. at Potawatomi Hotel & Casino, 1721 W. Canal St. in Milwaukee. The event will recognize area corporations for their dedication to making a positive difference in the community by donating their time, talent and treasure, and area nonprofits for making the region a better place to live, work and play. Cost is $40. For more information or to register, visit See the complete calendar of www.biztimes.com/npawards. upcoming events & meetings.

Year founded: 1961

Granular Milwaukee-based paid search advertising agency Granular has announced it will offer two annual $500 scholarships to full-time college students enrolled at accredited Wisconsin colleges or universities. The firm is accepting applications for the fall 2016 and spring 2017 semesters through Nov. 18. Applicants, who must be U.S. residents with a GPA higher than 3.2, are asked to complete a 500- to 750-word essay on a time they challenged a commonly held belief or idea; an occasion when they created something new to solve a problem; or an instance in which they persevered through

Our mission is to share God’s love by enriching the lives of older adults through excellent housing, care and services.

Primary focus: As a nonprofit, faith-based organization and one of the finest senior living communities in southeastern Wisconsin, Luther Manor offers “Independence as long as you want it. Compassionate care whenever you need it.” Its comprehensive care continuum offers independent living apartments with and without supportive living services, assisted living, skilled nursing, memory care and hospice.

rejection. Granular will choose awardees based on the originality and creativity of the essay submission, and their participation and leadership in community and school activities. More information is available at www.granularmarketing.com/scholarship.

Godfrey & Kahn S.C. Milwaukee law firm Godfrey & Kahn S.C. announced shareholder Christine Liu McLaughlin has been named to the United Way’s National Women’s Leadership Council. The NWLC includes 60,000 women from all across the world who come together to promote positive change in the communities in which they live and work, notably in the areas of education, income and health. The WLC supports the United Way’s mission with a hands-on approach focused on leadership, resource development and advocacy.

McLaughlin is chair of the Labor & Employment Law Practice Group in Godfrey & Kahn's Milwaukee office.

Weiss Berzowski LLP Jacqueline Messler has been named a 2016 “Up and Coming Lawyer” by the Wisconsin Law Journal. A graduate of Marquette University, Jacqueline is an attorney in the Milwaukee office of Weiss Berzowski LLP. Her practice focuses on estate planning, tax law and business law.

To have your business briefs published in a future issue of BizTimes Milwaukee send announcements to briefs@biztimes.com.

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Westbury Bank welcomes new marketing manager Sarah Mentel. She brings 12 years of experience in marketing, event planning and sales to the bank.

Luther Manor Foundation »» Melanie Varin, chief marketing officer

Mission statement:

BIZ NO T ES Harley-Davidson Motor Co. Inc. has won a 2016 International Torch Award for Ethics from the Council of Better Business Bureaus.

The Torch Award is given to businesses that demonstrate superior commitment to exceptional ethics practices that benefit their customers, employees, suppliers, shareholders and surrounding communities. HarleyDavidson became eligible for the International Award after winning the local Torch Award competition from the BBB Serving Wisconsin in May. Finalists were selected by an independent panel of business ethics experts.

The winners were honored in a ceremony on Sept. 20 in Indianapolis.

4545 N. 92nd St., Wauwatosa 414-464-3880 | www.luthermanor.org Facebook: facebook.com/LutherManorWI/ Twitter: @LutherManorWI LinkedIn: www.linkedin.com/company/luther-manor-retirement-community

Bank Mutual, Milwaukee, has named Lindsay Tafelski vice president, residential regional sales manager to support its mortgage operations in northeast and northwest Wisconsin and in Minnesota. Tafelski will be responsible for developing, leading and training mortgage loan officers, along with promoting business development for the bank offices in these regions.

■ Building & Construction

www.biztimes.com

Harley-Davidson Motor Co. Inc.

Luther Manor, A Life Plan Community

■ Banking & Finance

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Other focuses: Luther Manor also offers shortterm rehabilitation services after a hospital stay and adult day programs which promote health, social confidence and memory wellness.

Employees at this location: 560 Key donors: Luther Manor Foundation raises money in support of resident care and enrichment.

Since 1985, the foundation has contributed more than $11.4 million in grants to ensure residents may continue calling Luther Manor home, even after their financial resources no longer meet expenses associated with their care and housing.

Support for Luther Manor Foundation comes from individuals, congregations, corporations and foundations. More than half of Luther Manor residents contribute to the foundation. For information, please contact Luther Manor Foundation at (414) 831-8950.

Executive leadership: »» Stephanie Chedid, president and chief executive officer »» Elizabeth (Bette) Diehl, chief financial officer »» Julie Jolitz, chief clinical officer »» Lauren Malensek, chief human resource officer »» Cherie Swenson, executive director,

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Board of directors: »» Stephanie Chedid, president »» James Hoffman, vice president »» Kathleen Czarniak, secretary »» Stephanie Knowles, secretary »» Timothy Schoewe, treasurer »» Rev. William Knapp, chair »» Gregory Fream »» Kristine Iwinski »» Elaine Schmeda »» May yer Thao Is your organization actively seeking board members for the upcoming term?

Yes, Luther Manor is seeking board members for the Luther Manor Foundation, which is the fundraising arm of the community.

What roles are you looking to fill? Luther Manor is looking for individuals who are passionate about the arts and/or health care reform and their potential impact on seniors. A network of connections to potential donors who share Luther Manor’s mission is a definite plus.

Ways the business community can help your nonprofit: Luther Manor welcomes support through sponsorships, fundraising, industry expertise, residents and volunteers. Luther Manor's Volunteer Services program includes more than 75 different positions and provides more than 47,000 hours of community service each year.

Friends of Luther Manor serves as a link between Luther Manor and the more than 70 Lutheran congregations that make up the United Lutheran Program for the Aging. The group of volunteer members also provides important financial support to Luther Manor through membership dues ...........................SPOTLIGHT continued on page 45

Kolp

Riemenschneider

Pewaukee-based VJS Construction has hired Jennifer Kolp as a senior estimator. Prior to joining VJS, Kolp was a senior estimator for J.P. Cullen & Sons Inc. Additionally, Ryan Riemenschneider was hired as a chief estimator. Prior to joining VJS, Riemenschnieder was the preconstruction and estimating manager for another local J.P. Cullen & Sons .

■ Hospitality Marcus Hotels & Resorts, Milwaukee, has appointed Lael Garner-Weadock as director of training and development. She has 19 years of experience in training, development and customer service. She most recently served as

Submit new hire and promotion announcements to www.biztimes.com/submit/the-bubbler

national field training manager for Noodles & Co., where she was responsible for oversight of regional trainers, as well as the conception and implementation of training programs for more than 500 restaurants in 27 states.

Alex Derenne was recently named sales manager for the Harley-Davidson Museum in Milwaukee.

Derenne works with her clients to coordinate a night (or day) to remember – no matter the size, shape or scope. She previously served as food and beverage manager at Milwaukee Athletic Club.

Key fundraising events: Luther Manor’s annual fundraising event is Love Lights. Marking the beginning of the Advent season for many in the Luther Manor community, Love Lights is an opportunity for donors to remember and pay tribute to loved ones by sponsoring lights in

The Lowe Group, Milwaukee, has hired Katherine Murray as vice president, client relations and business development. Murray will focus on client marketing and communications strategy and business development.

■ Insurance Garrett Maloney has joined Robertson Ryan & Associates, Milwaukee. He is an insurance agent for personal lines, commercial lines P&C, health and life, and employee benefits.

Before joining RRA, Maloney worked in underwriting for Travelers Insurance. His father, Terry Maloney, and brother Ryan Maloney are also agents with RRA.

■ Legal Services

Boris

Horan

STIR, Milwaukee, recently hired Laura Horan as the new public relations and social media account executive, and Charlie Boris as an account executive.

■ Nonprofit

Tolga Gulmen has joined Milwaukee-based

■ Marketing & Public Relations Watertown-based Fisher Barton announced

their name. The annual tree lighting ceremony will be held Dec. 8, 2016, at 4:30 p.m. in the Welcome Center (4545 N. 92nd St., Wauwatosa). The Love Lights tree is illuminated in blue, signifying hope for continued blessings in the lives of all who trust Luther Manor to care.

Get the latest nonprofit news delivered to your inbox every Friday. Sign up for BizTimes’ Nonprofit Weekly at biztimes.com/subscribe

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been named chair of the board of directors of Diverse & Resilient, Milwaukee.

Make-A-Wish Foundation, Wauwatosa, has named Peter Duback of Robert W. Baird & Co. Inc.; David Dean of the Milwaukee Bucks; Luis Arroyo of Michael Best & Friedrich LLP; and Joe Imhoff of PricewaterhouseCoopers, to its board of directors.

■ Professional Services

Thao

Iwinski

United Lutheran Program for the Aging, the governing body of Luther Manor, a Life Plan Community for seniors in Wauwatosa, Grafton and Mequon, has named three new Fream directors. They are: Kris Iwinski, vice president of PNC Bank Financial Services Group in Milwaukee; May yer “Mine za” Thao, executive director of the Hmong Wisconsin Chamber of Commerce in Milwaukee; and Greg Fream, coach and consultant at Wauwatosa-based GFF Executive Coaching and former president and CEO of Schenck AccuRate. They will each serve three-year terms.

■ Real Estate

Andrus Intellectual Property Law as an associate. Gulmen is a registered patent attorney and focuses his practice on domestic and international patent prosecution, licensing and strategic intellectual property portfolio development.

SPOTLIGHT...............................from page 44 and fundraising events, which allows for the purchases of needed items to enhance the lives of residents and those served through home and community-based service ministries.

the appointment of Igor Zelenovskiy to the role of group president.

As group president, Zelenovskiy will have responsibility for all of the company’s operating units worldwide. He joined Fisher Barton in 2014 as president of the Fisher Barton Technology Center. Prior to joining Fisher Barton, he served in various leadership positions.

Rovito

Bechen

Girls on the Run of Greater Milwaukee has recently added Ann Rovito, clinical engineering manager at Children’s Hospital of Wisconsin; Kate Bechen, partner at Sheahan Husch Blackwell LLP; and Corey Sheahan, associate attorney at Foley & Lardner LLP, to its board of directors. Each will serve a two-year term.

Tanya Atkinson, vice president of external affairs at Planned Parenthood of Wisconsin Inc. and executive director of Planned Parenthood Advocates of Wisconsin, has

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Colliers International | Wisconsin, Milwaukee, has added Tammy Babisch to the company’s brokerage operations. She will focus on landlord representation for the Colliers | Wisconsin Office Group. Babisch has more than 25 years of commercial real estate experience, most recently as general manager for 100 East, a high-rise office tower in downtown Milwaukee.

■ Technology Phil D’Acquisto has been hired as quality manager by TLX Technologies, Pewaukee. D’Acquisto has a background in business and quality management. He has 12 years of experience in quality metrics, continuous and process improvement, and strategic planning.

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biz marketplace

biz connections SB A L O AN S The U.S. Small Business Administration approved the following loan guarantees in August:

Milwaukee, $100,000, U.S. Bank;

Jefferson County

BioGenesis Enterprises Inc., 7221 S. 10th St., Oak Creek, $350,000, BMO Harris Bank;

Comfort Suites – Johnson Creek, 725 Paradise Lane, Johnson Creek, $1.37 million, Wisconsin Business Development Finance Corp.; CPW Services Inc., Janesville Avenue, Fort Atkinson, $129,400, Wells Fargo Bank; Fueled Customs LLC, 403 S. C.P. Ave., Lake Mills, $260,000, Summit Credit Union; Fueled Customs LLC, 403 S. C.P. Ave., Lake Mills, $10,000, Summit Credit Union; Great Oak Properties LLC, 1517 Doctors Court, Watertown, $290,000, Summit Credit Union; Logemann Investments LLC, 910 Front St., Sullivan, $125,000, First Bank Financial Centre; Serendipity Events LLC, N9038 Setz Lane, Waterloo, $575,000, State Bank of Cross Plains;

Kenosha County Bristol Electronics II Corp., 11304 258th St., Tevor, $100,000, State Bank of the Lakes; Casey Family Options Funerals and Cremations, 3016 75th St., Kenosha, $110,000, Southport Bank; My Home Foam LLC, 4419 Washington Road, Kenosha, $90,000, CRF Small Business Loan Co. LLC;

Milwaukee County Accounting Consultants LLC, 5150 N. Port Washington Road, Milwaukee, $29,500, U.S. Bank; Alcay Trading LLC, Oak Creek, $50,000, U.S. Bank; Avanti Foods Corp., 605 S. 94th St., Milwaukee, $600,000, Ridgestone Bank; Best Care Pediatrics LLC, 4220 S. 27th St.,

BioGenesis Enterprises Inc., 7221 S. 10th St., Oak Creek, $1.5 million, BMO Harris Bank;

Central City Distribution Co. Inc., 3029 N. 112th St., Wauwatosa, $150,000, First Bank Financial Centre; Chrysalis Packaging and Assembly Corp., 130 W. Edgerton Ave., Milwaukee, $350,000, First Bank Financial Centre; Discovery Days Child Care III Inc., 9758 S. Airways Court, Franklin, $624,100, JPMorgan Chase Bank; DTW LLC, Silver Spring Drive, Milwaukee, $250,000, Milwaukee Economic Development Corp.; Helen F. Jurgensen, 5508 W. Vliet St., Milwaukee, $25,000, U.S. Bank; Luckze Broadway LLC, 147 N. Broadway, Milwaukee, $283,700, First Bank Financial Centre; Milwaukee Pretzel Co. LLC, 3950 N. Holton St., Milwaukee, $95,500, Associated Bank;

W&K Acquisition Inc., 8324 W. Calumet Road, Milwaukee, $1.01 million, Nicolet National Bank;

Ozaukee County

Walworth County

Identity Project LLC, 6017 W. Mequon Road, Mequon, $150,000, Park Bank;

BK Property Management LLC, N6734 Wisconsin Parkway, Delavan, $100,000, First Citizens State Bank;

Port Deco Divers LLC, 110 S. Wisconsin Ave., Suite 1, Port Washington, $49,500, Wisconsin Women’s Business Initiative Corp.;

Racine County A-1 Auto Body Inc. of Racine, 2040 S. Memorial Drive, Racine, $75,000, Tri City National Bank; Animal Wellness Center Burlington, 688 McHenry St., Burlington, $1 million, Live Oak Banking Co.;

• Full Service Provider • Sustainability Programs • Recycling Alternatives

Medical Support Systems LLC, North River Road, Suite C, West Bend, $150,000, Wisconsin Women’s Business Initiative Corp.;

Waukesha County

Bartel Trucking LLC, 25529 W. Loomis Road, Wind Lake, $80,000, JPMorgan Chase Bank;

262.790.2500

Ohlsson Model & Talent, 172 N. Broadway, Suite 200, Milwaukee, $75,000, Partnership Bank;

Shree Gopinathji Corp., 9604 Durand Ave., Sturtevant, $15,000, Community State Bank;

Organ Piper Pizza, 4353 S. 108th St., Greenfield, $275,000, Wisconsin Business Development Finance Corp.;

Sukhav Enterprises LLC, 7850 McHenry St., Burlington $903,000, Ridgestone Bank;

Cover Drive Inc., 121 Fowler St., Oconomowoc, $137,500, The Harvard State Bank; Majic Productions Inc., Gateway Court, Suite 100, Brookfield, $465,000, Town Bank; Ridge Road Events LLC, W359 N9370 Brown St., Oconomowoc, $150,000, First Bank Financial Centre; RSG Inc., 18715 W. Lookout Lane, New Berlin, $250,000, Commerce State Bank;

Trak Electric LLC, 5785 Gail Lynn Terrace, Burlington, $105,000, Associated Bank;

Sheboygan County

Salon Brillare LLC, 1840 Meadow Lane, Suite E, Pewaukee, $244,000, Waukesha State Bank;

Spike Brewing LLC, 1960 N. Warren Ave., Milwaukee, $40,000, PyraMax Bank;

3 Guys and a Pizza Pie LLC, N8350 County Road J, Elkhart Lake, $117,000, Hiawatha National Bank;

Spiderz Sports LLC, 965 Cannon Gate Road, Oconomowoc, $100,000, Wisconsin Women’s Business Initiative Corp.;

The Explorium Brewpub Southridge LLC, 5300 S. 76th St., Greendale, $728,000, Peoples State Bank;

Carlton Automotive Inc., 39 Center Ave., Oostburg, $514,000, Wisconsin Business Development Finance Corp.;

SysLogic Inc., 375 Bishops Way, Suite 105, Brookfield, $900,000, Alterra Bank.

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ADVERTISE IN THE LUXURY HOMES AND PROPERTIES SECTION TODAY!

Space Reservation: October 12, 2016

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HERE’S MY CARD GALLERY

Blizzard Lighting LLC, N24 W23750 Watertown Road, Suite B, Waukesha, $1.2 million, Waukesha State Bank;

Little Bear Learning Center LLC, Big Bend Road, Waterford, $63,600, Citizens Bank;

Senior Living

• Compliance Services • Annual Regulatory Reporting • Industrial Cleaning

Active Solutions Advising Group LLC, N28 W23000 Roundy Drive, Suite 100, Pewaukee, $159,000, Town Bank;

BNW Installations Inc., 10811 Seventh St., Sturtevant, $25,000, Community State Bank;

MSK Inc., 523 E. Silver Spring Drive, Milwaukee, $200,000, First Home Bank;

Spike Brewing LLC, 1960 N. Warren Ave., Milwaukee, $90,000, PyraMax Bank;

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Washington County

Prairie Side Veterinary Hospital of Racine, 6300 Washington Ave., Mount Pleasant, $288,000, Racine County Business Development Corp.;

Ottman Public Relations & Management, 2850 S. Logan Ave., Milwaukee, $25,000, U.S. Bank;

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Champion Storage & Rental LLC, 1939 N. 18th St., Sheboygan, $120,000, Wisconsin Bank & Trust;

We have the solution!

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Contact Kevin Gaschk for rates and specs. kevin.gaschk@biztimes.com or 414-336-7132 w w w.biztimes.com

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biz connections

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BIZTIMES AROUND TOWN n VOLUME 22, NUMBER 14 OCTOBER 3 - 16, 2016

biz connections

126 N. Jefferson St., Suite 403, Milwaukee, WI 53202-6120 PHONE: 414-277-8181 FAX: 414-277-8191 WEBSITE: www.biztimes.com CIRCULATION E-MAIL: circulation@biztimes.com ADVERTISING E-MAIL: ads@biztimes.com EDITORIAL E-MAIL: andrew.weiland@biztimes.com REPRINTS: reprints@biztimes.com PUBLISHER / OWNER

Dan Meyer dan.meyer@biztimes.com DIRECTOR OF OPERATIONS

Mary Ernst mary.ernst@biztimes.com DIRECTOR OF STRATEGIC INITIATIVES

Jon Anne Willow jonanne.willow@biztimes.com ADMINISTRATIVE ASSISTANT

Sarah Sinsky sarah.sinsky@biztimes.com

EDITORIAL EDITOR

Andrew Weiland andrew.weiland@biztimes.com MANAGING EDITOR

Molly Dill molly.dill@biztimes.com REPORTER

Corrinne Hess corri.hess@biztimes.com REPORTER

Arthur Thomas arthur.thomas@biztimes.com REPORTER

Ben Stanley ben.stanley@biztimes.com

SALES & MARKETING DIRECTOR OF SALES

Linda Crawford linda.crawford@biztimes.com BUSINESS DEVELOPMENT EXECUTIVE

Maribeth Lynch mb.lynch@biztimes.com ACCOUNT EXECUTIVE

Kevin Gaschk kevin.gaschk@biztimes.com

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ACCOUNT EXECUTIVE

Molly Lawrence molly.lawrence@biztimes.com ACCOUNT EXECUTIVE

Maggie Pinnt maggie.pinnt@biztimes.com ACCOUNT EXECUTIVE

Christie Ubl christie.ubl@biztimes.com

PRODUCTION & DESIGN GRAPHIC DESIGNER

Alex Schneider alex.schneider@biztimes.com ART DIRECTOR

Shelly Tabor shelly.tabor@biztimes.com

Kilbourn Park This photo, taken by George Waite circa 1939, shows James Conklin and Ovitt Wrangam poised on top of a fire truck extension ladder to photograph an American Legion floral design in Milwaukee’s Kilbourn Park. The 35-acre park, located at East North Avenue and North Humboldt Boulevard, was created on land donated to the city in the 1870s. Today, it is known as Kilbourn Reservoir Park, for the 20-milliongallon drinking water reservoir it once housed.

—This photo is from the Milwaukee Public Museum’s Photo Archives collection. Additional images can be viewed online at www.mpm.edu.

Future 50 reception draws a crowd

Independent & Locally Owned — Founded 1995 —

BizTimes Media and the Metropolitan Milwaukee Association of Commerce held a reception for this year’s Future 50 award winners on Sept. 15 at Surg on the Water in Milwaukee. The winners also were honored Sept. 23 during a luncheon at the Hyatt Regency Milwaukee.

COMME NTA R Y

If we want to improve our roads, it’s going to cost us

M

Anthony Drew, Jennifer Fuller and Stephie Conn of Nissen Staffing Continuum.

y 10-year-old son and I were driving to Madison recently to attend a University of Wisconsin football game.

Just east of Johnson Creek, we hit the worst traffic I have ever encountered on the way to a Badgers game, and I’ve had season tickets for years.

For several minutes, traffic barely moved. “I wish I-94 had three lanes in each direction all the way from Milwaukee to Madison,” I thought.

It’s only two lanes each way from Pewaukee to Cottage Grove.

“Why don’t we take ANDREW WEILAND Editor BizTimes Milwaukee

the train?” my son asked. I explained to him you can’t take a train to Madison. Of course, Gov. Scott Walker sent $810 million in federal funds back to Washington when 48

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he cancelled the high-speed rail project.

Finally, after about half an hour of moving at a snail’s pace, traffic opened up and moved at a fairly normal speed west of Johnson Creek. I never saw any clear reason for the slowdown.

Our state’s transportation infrastructure is in need of a major upgrade. Most of the freeway system in southeastern Wisconsin was built in the 1950s and ’60s and needs to be rebuilt. Some of that has been done in recent years. The Marquette Interchange ($810 million) in downtown Milwaukee and the Mitchell Interchange ($270 million) have been rebuilt and work on rebuilding the Zoo Interchange ($1.7 billion) has been ongoing since 2012.

There’s much more that needs to be done. I-94 needs to be rebuilt between downtown and the Zoo Interchange, at a cost of $850 million. The $1.9 billion expansion and reconstruction of I-94 between Milwaukee and Illinois is only parB i zT i m e s M i l w a u k e e

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tially complete. I-43 needs to be widened north of Milwaukee ($560 million).

And those are just the projects for southeastern Wisconsin.

The state relies heavily on gas tax revenue to pay for road projects, but does not have enough money to pay for all the work it needs to do. Walker has refused to increase the gas tax or registration fees.

He and Republicans in the Legislature have clashed over how much to borrow for road projects. Outstate legislators have complained that too much money is spent on huge projects in the Milwaukee area.

Under his latest transportation plan, Walker proposes putting more funds into local roads and existing highways and delaying some major projects, including the Zoo Interchange and the already delayed I-94 project between Milwaukee and Illinois.

The plan includes less borrowing than in the current budget and no gas tax or

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Henry Hurt of Hurt Electric Inc., Steve Winkel of StayLite Lighting and James Phelps of JCP Construction LLC.

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registration fee increase. Some Republican legislators are praising that approach, but others are complaining that needed road projects are getting delayed.

Nobody wants to pay more in gas taxes or vehicle registration fees, and the idea of a toll road is heresy in Wisconsin. But we have to make a choice: either we pay more or we will have to live longer with insufficient roads.

On our way home from the Badgers game, my son and I ran into more traffic at the zipper merge in the Zoo Interchange.

Walker wants to delay its completion until 2022. There is no ideal option. n

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Lynnette Fritz of OwnersEdge Inc., Becky Foat of OwnersEdge, Brad Weckwerth of Vrakas CPAs + Advisors and Paul Rothering of Vrakas.

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Randy Raymond of Johnson Insurance and Jeff Van Domelen of CC&N.

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Ryan Merryfield and Chris Hollo, both of Krueger Communications Inc.

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Keith Baisden of Town Bank, Molly Lawrence of BizTimes Media, Geno Villani of Villani Landshapers and Lenny Khayat of Villani.

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Christian Buesing of CC&N, Julie Pubanz of OwnersEdge and Emilie Poehlmann of OwnersEdge.

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Rick Petre and Shannon Smith, both of SWICKtech.

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Attendees gather on the deck at Surg on the Water during a reception for winners of MMAC’s Future 50 awards.

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the last word

Presents:

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

KAT SCHLEICHER PHOTOGRAPHY

Commercial Real Estate Myths

A focus on mission and vision Peggy Troy is president and chief executive officer of Children’s Hospital of Wisconsin. She sees the merit in fostering corporate values to create a team dedicated to meeting its mission every day.

“I am privileged to work for one of the best children’s hospital systems in the country and one that isn’t afraid to have a bold vision – that Wisconsin’s kids will be the healthiest children in the nation. Every decision is made with a singular lens: is this in the best interest of kids?

“Our work doesn’t stop with our employees, but extends to include the entire community – parents, community leaders, benefactors, employers and more.

“As many leaders know, it’s one thing to state a vi50

sion and another to create the organizational culture and community commitment to bring it to life.

“During my time at Children’s Hospital, we’ve invested time, resources and training in articulating our values: purpose, collaboration, health, integrity and innovation.

Those values extend to every nurse, social worker, doctor and staff member, as well as to our partners in the community. As Children’s has grown – adding locations and clinics, expanding our work to include foster care and adoption, insurance and community health – these values have helped ensure that we can work together to build on Children’s more than 120-year legacy of being 100 percent committed to kids.

“As someone entrusted with the stewardship of this

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Peggy Troy President and CEO Children’s Hospital of Wisconsin 8915 W. Connell Court, Wauwatosa Employees: 5,571 Industry: Pediatric health care and community service www.chw.org

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

Join BizTimes Milwaukee, Marquette University’s Bell Real Estate Program and the Commercial Association of Realtors Wisconsin (CARW) for the 2016 Commercial Real Estate Development Conference.

w w w.biztimes.com

:

Doug Nysse (1) Principal, Arrival Partners

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

Bill Bonifas (2) Executive vice president, CBRE

Robert Monnat (4) Partner, Mandel Group Inc.

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

Our expert panel will debunk some of the most common myths about local commercial development – and take your questions about office, retail, industrial, hospitality and multi-family real estate. What you learn may surprise you!

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incredible and humbling cause, it is my responsibility to make sure we always keep the kids front and center of everything we do. Luckily, I have a whole organization and a whole community pulling for the same thing.” n

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to see your past, present and future cash flow.

KNOW YOU CAN MANAGE YOUR CASH FLOW WITH MORE CONFIDENCE. Only with Cash Flow Insight powered by PNC CFO SM

° Get cash in faster ° Get control of your payables ° Get rid of paper with digital records ° Get visibility into where you stand now, next week, next month With Cash Flow Insight, you can manage your cash flow more efficiently today, and plan for your future with peace of mind. Try it at no cost today.*

STOP BY ANY BRANCH

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CALL A CASH FLOW INSIGHT CONSULTANT AT 855-762-2361

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SEE CUSTOMER STORIES AT PNC.COM/CASHFLOWINSIGHT

*Cash Flow Insight requires a PNC business checking account and enrollment in PNC Online Banking. Cash Flow Insight and its additional tools (Receivables, Payables and Accounting Software Sync) are available for enrollment exclusively within PNC Online Banking. Free trial offer is valid for Cash Flow Insight for 30 days beginning with enrollment in Cash Flow Insight. The monthly and transaction fees for the additional Cash Flow Insight tools (Receivables, Payables and Accounting Software Sync) are waived for 60 days beginning with enrollment in any combination of the additional Cash Flow Insight tools (Receivables, Payables and Accounting Software Sync). One free trial per customer per experience; Cash Flow Insight and additional tools (Receivables, Payables and Accounting Software Sync). Free trial offer may be extended, modified or discontinued at any time without notice and may vary by market. For supported accounting software, post-trial fees, how to un-enroll and other details, call 855-762-2361 or visit pnc.com/cashflowinsight. Cash Flow Optimized and Cash Flow Insight are service marks of The PNC Financial Services Group, Inc. ©2016 The PNC Financial Services Group, Inc. All rights reserved. PNC Bank, National Association. Member FDIC