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MILWAUKEE COMMERCE Spring 2018 - Volume 97, No. 1

From the President

Ensuring a vibrant quality of life for ALL Perspectives from

Erickajoy Daniels Aurora Health Care Jamaal Smith, MPA YWCA Michele Matthai Rockwell Automation

INCLUDES: MMAC analyzes return on Foxconn incentive package M7 projects adding 200 jobs to region

MAKING MILWAUKEE A DESTINATION FOR DIVERSE TALENT


Diverse Perspectives Lead to Innovative Thinking At Reinhart, we understand the value of inclusion, and we are fully invested in an environment that attracts and sustains diversity of gender, ethnicity, religion and sexual orientation among our attorneys and staff. We know that a diverse workforce provides the best counsel for our clients by marshalling different perspectives to forge creative solutions to complex problems.

reinhartlaw.com ⋅ 414.298.1000 MILWAUKEE ⋅ MADISON ⋅ WAUKESHA ⋅ CHICAGO ⋅ ROCKFORD ⋅ DENVER ⋅ PHOENIX

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Milwaukee Commerce, SPRING 2018


Making Milwaukee a destination for diverse talent 05 | Member milestones 07 | Ensuring a vibrant quality of life for ALL Tim Sheehy - MMAC

08 | The inclusion imperative Bret Mayborne - MMAC

10 | It’s all about the culture Erickajoy Daniels - Aurora Health Care

12 | Rockwell Automation – A journey to a culture of inclusion Michele Matthai - Rockwell Automation

14 | Demands for equity, access and opportunity present in modern-day Milwaukee Jamaal Smith, MPA - YWCA

16 | Racial disparity threatens Milwaukee's brand Corry Joe Biddle - MMAC

19 | Milwaukee Fellows builds pipeline of African American male talent 21 | Increasing your relationships with ethnically-diverse businesses Marjorie Rucker - The Business Council (TBC)

Malcom Forbes defined diversity as “the art of thinking independently together,” and his prescient analysis underscores the critical role inclusion plays in building and maintaining a modern, high-performing business environment. Our firm is committed to a culture of diversity and inclusion not just because it is the right thing to do; we believe that bringing people together from diverse backgrounds is also smart business. In a marketplace where fresh ideas and unique perspectives are often the most valuable currency, we embrace the contributions every individual can make. We know that it is important for companies to have a legal partner that understands the full range of complex issues they face. By applying diverse perspectives to help clients succeed in evolving business environments, our attorneys deliver a combination of legal advice, business acumen and superior service perfectly matched to each client’s unique situation.

Special Features 23 | MMAC analyzes return on Foxconn incentive package 25 | M7 projects adding 200 jobs to region 27 | Milwaukee 7 investor celebration

In Every Issue 29 | MMAC program & event photos 40 | New MMAC members 43 | Staff directory

Volume 97, No. 1 - Milwaukee Commerce (USPS 546-370, ISN 0746-6706) is published four times a year by the Metropolitan Milwaukee Association of Commerce (MMAC), 756 N. Milwaukee St., Suite 400, Milwaukee, WI 53202-3767 Periodicals postage paid at Milwaukee, WI. Subscriptions $5 per year for members, included in dues. POSTMASTER send address changes to: Milwaukee Commerce - MMAC/Kathy Mehling 756 N. Milwaukee St., Ste. 400, Milwaukee, WI 53202-3767

Todd Teske, MMAC Chairman • Tim Sheehy, MMAC President Julie Granger, Editor (jgranger@mmac.org) Carrie Gossett, Graphic Designer (cgossett@mmac.org) Anna Reaves, Communications Design Specialist (areaves@mmac.org) Jim Wall, Advertising (jwall@mmac.org)

Jerry Janzer CEO

reinhartlaw.com 414.298.1000

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WHERE FUTURE PLANS BECOME REAL-TIME REALITIES. Experience the better side of bankingâ„¢ John Utz

EVP, Head of Corporate Banking and Milwaukee Market President 414-278-1856 John.Utz@AssociatedBank.com

Member FDIC. (8/17) 10798

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Milwaukee Commerce, SPRING 2018


Member Milestones

Congratulations to companies celebrating MMAC membership anniversaries December 2017, January & February 2018

105 YEARS

10 YEARS

Harley-Davidson, Inc. Quarles & Brady LLP

Better By Design Magellan Promotions LLC

85 YEARS

5 YEARS

Hartwig Exhibit & Display

AIDS Resource Center of Wisconsin Beacon Business Group, Inc. Berlon Industries Big Systems LLC Blue Ribbon Management LLC Chiropractic Company Eppstein Uhen Architects, Inc. Fairfield Inn & Suites by Marriott - Milwaukee Downtown Humber, Mundie & McClary LLP Kerns Carpet One Milwaukee Professional Firefighters Association NAIOP Wisconsin Rinka Chung Architecture, Inc. Ryan Companies The Benefit Services Group, Inc. The Garba Group at Morgan Stanley Wealth Management The Tool Die & Machining Assoc. of WI West Allis Blue Wonderware Midwest, Inc. WUWM - Milwaukee Public Radio Ziolkowski Patent Solutions Group SC

75 YEARS Badger Meter, Inc.

70 YEARS AT&T Advertising Solutions Lemberg Electric Co., Inc. Taxman Investment Company

60 YEARS CBRE, Inc. MGIC

50 YEARS University of Wisconsin-Milwaukee

40 YEARS Boy Scouts of America - Three Harbors Council

30 YEARS Acoustech Supply, Inc. Beck Chaet Bamberger & Polsky SC Engberg Anderson, Inc. The Business Council, Inc.

25 YEARS Batzner Pest Control CN Westown Association

20 YEARS Allen Edmonds Corporation Lange Bros. Woodwork Co., Inc. Marquette University High School Metal-Era, Inc. NonProfit Center of Milwaukee Rodrian & Associates/Rodrian Insurance

15 YEARS ABAXENT LLC CTaccess, Inc. Express Drug Screening Gilbane Building Company Grace Matthews, Inc. Greater Milwaukee Committee Humana, Inc. Schroeder Solutions VJS Construction Services

1 YEAR Abraham’s On-Site Shredding Service AdviceWorks Wealth Advisors AIT Worldwide Logistics Best Version Media LLC Dnesco Electric, Inc. Ellenbecker Investment Group, Inc. Fox Valley Communications General Plastics, Inc. Northbrook Publishing Northern Prairie Capital LLC Oldenburg Group Incorporated PIVOT4 LLC Riley Construction Riley Construction - Chicago Riley Construction - Kenosha Signature Flight Support The Weaponry LLC Vrakas CPAs + Advisors

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Retaining high-potential employees is a critical challenge.

Need to retain your emerging talent?

Give them leadership development

91% 57% 33% 26%

of HR executives believe the war for talent will continue to escalate. Challenger, Gray & Christmas, a Chicago-based Outplacement Firm

of 4700 companies surveyed cited “Keeping High Performers” as a top business concern. PayScale.com

of employees with less than two years on the job anticipate changing jobs within one year. PayScale.com

of Millennials plan to leave their current employer in the next year. PayScale.com

Why do people leave their jobs? The emerging top talent of today is looking for: • Challenging and meaningful work • To be valued • A flexible schedule • Development opportunities • Effective leadership support Research consistently shows that leadership development opportunities are considered a top retention initiative for both Millennials and members of Generation X. Some of the most successful retention tools are those surrounding meaningful learning and professional growth and development. Living As A Leader and MMAC are partnering to bring an important development process to your talented leaders.

open enrollment

Emerging Leader Series

First group launches in June 2018

The Emerging Leader Series is a process, not a program or an event — a crucial distinction from other professional development opportunities. The Series offers outstanding content and a multifaceted approach for high-performing individual contributors who have not yet moved into a formal leadership role. Living As A Leader has provided development opportunities for 15+ years for individuals in leadership positions.

Learn more

For more info or to register your emerging leaders: www.livingasaleader.com//emerging-leader-series

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From the President

ENSURING A VIBRANT QUALITY OF LIFE FOR ALL

T

he MMAC’s vision is a globally competitive region that drives high value jobs to support a vibrant quality of life for all.

In seeking to reach this vision, no asset stands taller than our talent. There are three ways to ensure employers have the talent they need to be globally competitive: developing our own; retaining the talent we develop; and recruiting new talent to the region. A solid educational pipeline, producing skilled lifelong learners, and a “sticky” defined as accessible, livable and dynamic are all key to realizing an abundant talent pool. With a working age population slated to grow by less than 1% over the next 20 years, it is imperative that all available talent is in play. One glaring opportunity for metro Milwaukee is attracting and engaging diverse talent. Milwaukee ranks at or near the bottom of our 20 peer metros around the nation when we benchmark a host of indicators that reflect on the success of the region’s population of color. One challenging indicator is relatively low number of African American and Hispanic employees in management positions. Using federal data from large employers (more than 100 employees), only 3.6% of the African American workforce in these companies is employed at the management level, with Hispanic workers accounting for 5% compared to 14% of white employees in management. MMAC is engaging in an employer-led effort to identify and address the barriers inside and out of the workplace that keep the region from being a destination for diverse talent. This effort is the next step in the commitment made by the MMAC Board to address the top issue noted in the 2017 membership survey: closing the gap in racial diversity that is prevalent in Milwaukee. We cannot fulfill our economic prosperity, or sustain this as a region of choice for employers, with gaps in our talent base. This issue of Milwaukee Commerce is dedicated to better understanding the issue and raising solutions that make diversity an asset for the region. But it is our collective actions that will make a difference.

"We cannot fulfill our economic prosperity — or sustain Milwaukee as a region of choice for employers — with gaps in our talent base." Tim Sheehy President Metropolitan Milwaukee Association of Commerce

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The inclusion

Imperative

Economic inclusion is a critical issue in this country. Whether it be by race, class or gender, the lack of inclusiveness is restraining our collective economy & individual success. By BRET MAYBORNE - Economic Research Director, MMAC

O

ur regional economy and its growth will, over time, become reliant on minority populations. Most people in the City of Milwaukee are already people of color, and by 2020 Milwaukee County will cross into majority-minority status. By and large our region’s minority populations are young and growing, a ready fuel for regional growth. Yet the historical failings of economic inclusion in the Milwaukee area have inhibited and will continue to constrain future economic growth. At a time when education and training are more and more important to economic outcomes, the education gap between minorities

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Metro Milwaukee population comparisons

White, African Hispanic non-Hispanic American

% bachelor’s degree or higher

40.2%

14.8%

14.4%

% of workforce white-collar

45.3%

23.7%

19.4%

% owner-occupied housing

69.8%

26.8%

38.0%

% of labor force unemployed

3.3%

12.4%

7.1%

% of persons living in poverty

7.2%

32.3%

24.8%

$68,540

$28,942

$39,389

1,952

341

288

Median household income Employer business per 100,000 pop.

and non-Hispanic Whites remains wide. While more than 40% of metro area nonHispanic Whites have a bachelor’s degree or higher, only 14.8% and 14.4% of African

Americans and Hispanics respectively have bachelor’s degrees. Gaps in rates of whitecollar employment, overall unemployment, poverty, household income, home


MMAC Board working to address racial disparity MMAC Board members and other interested members have formed a working group. They have held a number of meetings to address metro Milwaukee’s comparative rankings and their impact on the perception and reality of racial disparity in the community. The group is focusing on how employers can most directly impact the goal of making this a region of choice for diverse talent. The Working Group identified its initial objective: to increase the number/percentage of diverse management talent in metro area employers. The group recognized that this outcome is not “the” answer, but one answer that can have multiple benefits.

ownership and business ownership are similarly large (see chart). When comparing Milwaukee to 20 other benchmark metros, metro Milwaukee ranked worst in the poverty rate gap for African Americans (vs. White, non-Hispanics) and dead last in the unemployment rate gap for Hispanics (vs. White, non-Hispanics). The metro area ranked last overall in an aggregate ranking across several indicators by these gaps, and ranked lowest or among the lowest in these indicators individually. Clearly, the metro area will become more diverse in future decades, certainly a good thing, but the Milwaukee area needs to make substantial progress in economic inclusiveness. Our collective future economic growth in the region will depend on it.

The working group is using data to address the disparity that exists in Milwaukee, comparing our experiences with peer markets, for example, Raleigh, North Carolina. Is Milwaukee more discriminatory? Is economic prosperity more concentrated here? Is Milwaukee less culturally inclusive? Looking at the data provides some insights into the difference among metros.

Data comparing African American prosperity in Raleigh vs. Milwaukee: Indicator

Raleigh Milwaukee

AA managers as % of total

5.1%

3.6%

Bachelor’s degrees or higher

31%

14.8%

Unemployment

7.8% 12.4%

Owner occupied housing

41%

27%

Poverty Rate

14%

32%

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It’s all about the

culture By ERICKAJOY DANIELS SVP, Diversity and Inclusion, Aurora Health Care

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At Aurora, we believe that embracing diversity and inclusion is critical for furthering an organization’s success. It enhances the way we serve our patients, their families, our communities and our colleagues.


A

urora aspires to be the place where people line up to work because of our culture. We want a culture where every caregiver is valued for who they are and has the opportunity to fully contribute. We also want our caregivers, at all levels and functions, to reflect the diversity of the communities we serve. A welcoming and inclusive workplace culture has the power to improve caregiver engagement, reduce turnover and help an organization become a destination employer for high-performing talent.

Following are a few program examples:

Diversity and inclusion – a strategic tool

CHANCE PROGRAM – Developed by a caregiver, the Chance Program helps caregivers of color who are enrolled in a postsecondary graduate-level program. These caregivers gain access to career growth opportunities within Aurora as well as broad exposure and visibility within the organization. The program has helped three caregivers achieve career growth since its inception in 2016.

Early on in our journey, we identified that the adoption of diversity and inclusion efforts are not just the right thing to do. It is a strategic tool that can help our organization reach important goals for patients and caregivers. By focusing on diversity and inclusion as a strategic enabler, we are able to offer equitable and accessible care to patients from all backgrounds and foster an environment where all caregivers feel valued. Our first step in weaving diversity and inclusion into the fabric of our organization was to evaluate where we stood from a workforce diversity and inclusive culture standpoint. We worked with an outside agency to help us assess our strengths and find opportunities for growth. Given their findings, diversity and inclusion was embedded into many of our talent retention and recruitment efforts. We have launched several successful programs that help make Aurora a place where caregivers want to work, learn and grow.

MAKE IT IN MILWAUKEE – To bring diverse young talent to Aurora and Milwaukee, Aurora formed a partnership with Newaukee and established a three-day program for 16 highperforming students of color from regional universities. The program was a creative departure from traditional recruiting and provided students with a behind-the-scenes look at Aurora and Milwaukee. Following the program, Aurora made 11 offers for internships and full-time roles, and 10 were accepted. Plans are under way for a 2018 "Make it in Milwaukee" event.

REVERSE MENTORING PROGRAM – To address gaps in generational and cultural knowledge among Aurora’s senior leaders, our Executive Leadership Team engaged in a reverse mentoring program with high-potential talent from all levels of the organization. The initiative spurred knowledge sharing among senior leadership and other caregivers working in the organization. The program was an innovative way to encourage learning and relationship building. THE LEADERSHIP DIVERSITY AMBASSADOR PROGRAM ( LDAP ) – The LDAP helps to build and retain a diverse workforce by equipping new leaders with a peer resource. This peer-to-peer relationship connects established senior-level leaders with incoming women, people of color and LGBTQ caregivers taking on new leadership positions. The ambassadors are instrumental in ensuring that new diverse leaders feel welcomed and familiar with the inner workings of the organization. In 2017, nearly all of Aurora’s new diverse leaders opted to participate in LDAP.

Key takeaways

Vision and drive are key components to establishing diversity as a goal for any organization. It’s important, both as an organization and individually, to understand why pursuing diversity and inclusion goals is right for your organization, how to set appropriate benchmarks and what achieving those goals can mean for your organization and the community. Achieving diversity and inclusion doesn’t happen overnight. It has to be intentional, with measurable plans, to ensure that the makeup of your organization reflects the makeup of the communities it serves and to establish a culture where people can be their authentic selves at work. Finally, recognize and embrace that diversity and inclusion isn’t a one-and-done initiative. Ongoing efforts are needed to turn diverse candidates into employees, and diverse employees into engaged employees who figure into the long-term plans of your organization.

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ROCKWELL AUTOMATION

A Journey to a Culture of Inclusion By MICHELE MATTHAI - Director, Culture of Inclusion, Rockwell Automation

M

ost companies know that diversity and inclusion is good for business. However, well-intentioned efforts and traditional approaches to improve diversity and inclusion often fail to deliver the expected results. Worse yet, they can alienate people, creating frustration over how to solve “the problem.” Ten years ago, Rockwell Automation set out on a radically different inclusion journey that changed the culture — and the hearts and mindsets of its leaders along the way.

Engineering industry male-dominated

The engineering industry is traditionally male-dominated at all levels, with women frequently experiencing unwelcoming work environments and challenges advancing their careers. In 2007, Rockwell Automation faced similar challenges, noting a decline of women in our North America Sales division and lower retention rates for women and

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people of color compared to white men across the U.S. organization. To reverse this trend, leaders at Rockwell Automation knew they had to do something different. It wasn’t just about hiring more women and people of color. To retain employees,

the company culture had to change. “Most companies are looking to the women and minorities to fit in or to tell them how to fix things and are leaving out white men,” says Susan Schmitt, senior vice president, Human Resources. “But the culture cannot

“Most companies are looking to the women and minorities to fit in or to tell them how to fix things and are leaving out white men. But the culture cannot change without the dominant group, in our case white men, involved as active participants and champions of the work.” SUSAN SCHMITT Senior Vice President of Human Resources, Rockwell Automation


change without the dominant group, in our case white men, involved as active participants and champions of the work.” In December 2007, the company brought together 50 leaders for the first Summit for Courageous Inclusion and Engagement Leaders. The summit focused on reviewing data to develop the case for inclusion — a talent agenda, not just a diversity agenda — creating awareness of dominate/subordinate group dynamics and action planning that led to the development of the company’s Culture of Inclusion (COI) strategy.

Starting with awareness of the current culture

To learn more about the current culture, each business and function in the company held focus groups with employees to understand what was getting in the way of an inclusive work environment. But before any work was done to address these barriers, leaders attended a 3.5 day experiential learning lab offered by Portland, Oregon-based consulting firm, White Men as Full Diversity Partners (WMFDP). The goal of this session was to become aware of the impact of dominant membership privilege, and learn to partner with women and underrepresented groups in a meaningful way. Said Bob Murphy, senior vice president, Operations and Engineering Services, “I’ve learned a lot about white male privilege and that I’m a part of a culture that can either choose to ignore it or accept the fact that at times it has ill effects on others.” In addition to increased awareness and acceptance of the concept of white male privilege, participants showed improvement on five critical behaviors for building relationships across difference including: • Critical thinking about the experiences of different social groups • Taking responsibility for being inclusive • Inquiring across differences • Listening empathically • Addressing difficult/emotionally charged issues

Engaging in critical dialogue

As a result, men and women, whites and racial and ethnic minorities, engage in critical dialogue about differences that are creating a more equitable and inclusive culture. And this dialogue, coupled with a commitment to action, is a key differentiator for workplace inclusion. To date, more than 1,000 leaders have attended an experiential learning lab offered by WMFDP, and another 4,000 employees have attended a 1-2 day summit based on the learning lab. Inclusion change teams, sponsored by each business and function, and led predominantly by white men, are chartered with removing barriers to inclusion. These teams encourage ongoing skill building and courageous conversations to apply inclusion learning to everyday practices. Over the past decade, Rockwell Automation has diversified what was a predominantly white male workforce. Women’s representation in the United States has increased by 113% among executives, 65% among directors, 29% among mid-level managers and 38% among engineers. Additionally, people of color representation has increased by 82% among executives, 70% among directors, 52% among midlevel managers and 42% among engineers. “We still have a way to go,” says Ernest Nicolas Jr., vice president, Strategic Sourcing and Supply Management. And the company is committed to evolving practices to make that happen. With leaders who personalize this work and hold themselves accountable, Rockwell Automation is well on its way to creating an environment where all employees can and want to do their best work.

Key components of the Culture of Inclusion approach at Rockwell Automation: 1 2

View inclusion as a business imperative Ownership by senior business leaders – not HR led

3

Engage white men as allies and full partners in the journey

4

Create an understanding of “dominant/ subordinated” group dynamics and recognition and awareness of white male privilege

5

6

7

Embed inclusion into business practices and ensure ongoing skill building Build a diverse pipeline of talent throughout the organization Extend the awareness of the inclusion priorities to the company’s corporate partners

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Shortly after Dr. Martin Luther King, Jr.'s assassination in 1968, the Kerner Commission presented a report to President Johnson on the root causes of civil unrest in Black communities. The report showed America was divided into two countries: one Black, one White, “separate and unequal.� Inequalities in housing, employment and income were at the forefront of the root causes.

Demands for equity, access & opportunity present in modern-day Milwaukee By JAMAAL SMITH, MPA - Racial Justice Community Engagement Manager, YWCA

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High unemployment, low income persistent problems for Black Milwaukeeans

Fifty years later, those same cries and demands for equality, equity, access, and opportunity are ever present here in Milwaukee. Infamously regarded as “the most segregated metropolitan city in America,” Milwaukee was ranked the third-worst city for Black Americans by 24/7 Wall Street in 2017. Black Milwaukeeans remain disproportionately behind their white counterparts in housing, employment and income. Data in 2015 showed the Black Milwaukee unemployment rate was 17.2% and income was 41.6% of white residents, ranking the Black-white unemployment gap the worst in the country. (Side note: the gap is third worst for Latinx residents and Native residents have the highest unemployment rate in the state.) Local employers express fierce competition for professional and technical workers. But there are thousands of other unemployed, willing workers seeking less-skilled positions as warehouse workers, maintenance staff, home health aides, laundry workers, and food service assistants. Employers appear baffled by how best to address unemployment in the city. Many engage in forums, programs, and plans. Several have well-crafted schemes to recruit and retain a talented, diverse workforce. But even when prospective workers possess job-related skills, many are viewed as having limited soft skills and/or having work histories that disqualify them for employment.

How ready are Milwaukee employers to address employability concerns?

In November 2016, the YWCA of Southeast Wisconsin conducted a Community Readiness Assessment (CRA), “Bridging Employer Readiness and Worker Willingness.” We interviewed 47 employers from five sectors: health care, manufacturing, construction, financial services and hospitality. The model measured the attitudes, knowledge, efforts and activities, and resources available in the community to address the readiness of Milwaukee employers in these five sectors to hire and retain workers who have limited soft skills and/or irregular work histories.

The overall readiness of these employers was at a Level Three: Vague Awareness, which suggests employers have heard about local efforts to address the needs of workers with limited soft skills and/or irregular work histories, but some lack motivation to act and others have little confidence anything can be done.

The impact of implicit bias

One issue that has not been discussed on a greater platform is the impact of implicit bias in many institutions. Workforce barriers, including implicit bias, are being addressed within our recently created health care cohort, in partnership with Froedtert, Aurora, Ascension, MCFI, Outreach for the Homeless, Progressive Health, and Employ Milwaukee.

Overcoming biased ideology

The vast reality of socioeconomic disparities in Milwaukee is attributed to structural and institutional racism created by biased ideology. This is why the Unlearning Racism course at YWCA Southeast Wisconsin is important. Over six sessions, we facilitate discussions centered on roots of racism, implicit bias, microaggressions, and challenge participants to drive the information learned into action. For more information on this course, visit ywcasew.org. We cannot believe we are closer to solvency unless we are willing to acknowledge the root causes of the problems that exist. In the “land of opportunity,” access should never be contingent on race, gender, sexual orientation, ethnicity, etc. Although I am encouraged to see business leaders beginning to acknowledge racial disparities as a huge liability in Milwaukee, this is not new information. Now we must also accept that this is a shared responsibility. Ultimately, it is a fundamental right that everyone has the opportunity to experience a high quality of life.

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Racial disparity threatens Milwaukee’s brand By CORRY JOE BIDDLE Vice President of Community Affairs, MMAC

C

ities around the globe are duking it out in the war to attract and retain top talent. Popular battle weapons include downtown revitalization, residential development, and job creation – all wielded with the goal of becoming a destination city for young workers. And there’s no wonder why. Millennials and their younger counterparts from Generation Z (the two groups collectively known as digital natives), will comprise over 70% of the global workforce by 2020.¹

Milwaukee has held its own in the fight, experiencing a slight, but steady, net population increase over the last 10 years.2 Brandishing an iconic art museum, a new Bucks arena and lakefront re-development projects (among other things), the region is reversing the brain drain of the 90s and the early 2000s. But the slow trickle of success, while a step in the right direction, may also be an indication that the “if you build it, they will come” strategy won’t be enough make Milwaukee a magnet for the coveted 20- and 30-something workers.

Segregation a barrier to talent attraction

Millennials and Gen Z together are the most diverse cohort of people in history. Milwaukee’s brand as a segregated city may be slowing the flow of young workers to the region. Forty-four percent of digital natives are people of color, so diversity is the norm. Homogeny is a turn-off even for the majority group.

"If there are black and brown people in higher management positions doing the hiring and they say 'you know what? Milwaukee's a great city' then yes, you'll get the talent to come here." DEIRDA STEWART City of Milwaukee

Milwaukee doesn’t exactly lack diversity (about 53% of city and 33% of metro residents are racial and ethnic minorities3), but in the entire four-county metro, only 8% of the region’s African-American population lives outside of the city limits – a fact that lands Milwaukee atop the list of America’s most segregated communities.4 There’s no argument that Milwaukee competes as a world-class city when it comes to cultural amenities

In the entire four-county metro, only 8% of the region’s African-American population lives outside of the city limits — a fact that lands Milwaukee atop the list of America’s most segregated communities. 16 |

Milwaukee Commerce, SPRING 2018


and distinction of place, but the region’s extreme racial disparities threaten to edge young professionals toward rejecting Milwaukee as a place to live and work.

"We wanted to help diverse talent engage in the community and keep them from leaving."

How does the region entice young workers to call Milwaukee home?

The business community is capable of engaging potential recruits and inviting them to dig in and help improve our community. And in fact, the younger generation’s characteristic problem solving motivation can be an asset to the region. People can find these negative stats in the time it takes to load an internet search, so rather than avoid talking about them, we need to put solutions at the center of the conversation. The research shows that the diversitycraving, digital natives are in fact driven by causes, and more likely than generations before them to see changemaking as a personal responsibility and part of daily life.5

“Milwaukee has a lot of potential, we just need to work together.”

RANELL WASHINGTON Social-X

Community connections are key

Creating change was the driving force for Ranell Washington and his partners when creating Social-X, a local young professional group designed for people of color. “We wanted to help diverse talent engage in the community and keep them from leaving,” says Washington, Social-X co-founder and assistant vice-president of commercial banking at Town Bank. “We realized that people were disconnected from each other, so we decided to do something that would bring them together and shape a more positive narrative.” Community connection and making a difference has also been key for Erik Kennedy who moved to Milwaukee from Ohio to work for AmeriCorps. “I got involved with a lot of different organizations that give professionals an opportunity to volunteer and have a positive impact.” Kennedy, who now serves as a senior community impact coordinator for Aurora, says, “Milwaukee has a lot of potential, we just need to work together.”

Deirdra Stewart, Milwaukee native and senior human resource analyst at the City of Milwaukee, has always seen the potential of the region. She believes that more people of color would choose Milwaukee if they were recruited by someone who looks like them. “If there are black and brown people in higher management positions doing the hiring and they say ‘you know what? Milwaukee’s a great city’ then yes, you’ll get the talent to come here.” Not only does diversity help young talent see themselves working at a company or living in a city – it’s good for business. Research shows a direct correlation between diversity and increased revenue, innovation, workplace satisfaction, and team dynamics, which boosts the bottom line for business and community. For Milwaukee, a focus on attracting and retaining diverse talent is a win on all fronts and should be a key economic development imperative for the business community going forward.

ERIK KENNEDY Aurora Healthcare

https://www.navexglobal.com/blog/formal-introduction-five-generations-employees-your-workforce http://worldpopulationreview.com/us-cities/milwaukee-population/ 3 http://city.milwaukee.gov/ImageLibrary/Groups/cityDCD/planning/plans/Citywide/plan/Data.pdf 4 http://worldpopulationreview.com/us-cities/milwaukee-population/ 5 https://philanthropynewsdigest.org/news/millennials-seek-social-change-in-their-everyday-lives-study-finds 1 2

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Help your employees

get to know Milwaukee

2019 DISCOVER MILWAUKEE RELOCATION GUIDE AVAILABLE NOW! Contact Andrea Foley at afoley@mmac.org to order your FREE copies today.

Discover Milwaukee brings to life the many positive attributes that influence why the region was named one of the “Best Places to Live “ by U.S. News and World Report. It is a complete resource for newcomers, and a valuable tool for your new or prospective employees.

The publication is supported by www.discovermilwaukee.com with additional resources.

Information includes cost of living comparisons, commute times, entertainment and health and fitness. There’s also current data on urban living, neighborhoods and schools.

A digital edition is available on the home page of discovermilwaukee.com and can be easily forwarded to prospective or relocating employees.

For more info or details about how your company can get involved as a Community Sponsor, contact Maribeth Delforge - publisher at mbdelforge@discovermilwaukee. com or 262-796-0224.

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Milwaukee Commerce, SPRING 2018


John Daniels (center) is a former MMAC Board member and chairman emeritus of Quarles & Brady. He founded the Milwaukee Fellows in 2012.

MILWAUKEE FELLOWS

builds pipeline of African American male talent

A

s the Milwaukee region moves full steam ahead in economic development and growth, its strategy to foster a diverse workforce comparatively lags in momentum. However, many initiatives throughout the city are taking steps to close this gap, and one successful program is Milwaukee Fellows. Launched in 2012, the primary goal of Milwaukee Fellows is aimed at creating a strong pipeline of young, African American male college graduates returning to Wisconsin to excel in their careers, build wealth and become both professional and community-based leaders. The program is made up of 20 professional mentors, each of whom adopts three or four student mentees, building consistent professional and personal relationships. The cohort of students participates in internships, professional development workshops, counseling and community engagement

activities. Over the past five years, more than 130 young men have participated in the Milwaukee Fellows program, 65 successfully completing internships and more than 20 graduating college or pursuing graduate studies. The success of the program is not based on one specific element, but a systematic paradigm shift focusing on professional development, peer support and cultural camaraderie among young African American males in the community. Generating graduates who are successfully completing internships and entering the workforce in every aspect of corporate and civic engagement, the Milwaukee Fellows program has gained national recognition, and Presidential acclaim for its inaugural achievements, broad-based diversity and ground-breaking impact. The three pillars by which Milwaukee Fellows measure its success are:

“Some of our most impactful stories are the ones that deal with the real-life accomplishments our fellows have experienced as they have returned to work in Milwaukee companies. "

1. R ETENTION: Milwaukee Fellows college graduation rates exceed 80% – almost double that of other campus cohorts. 2. RETURN TO WISCONSIN EMPLOYMENT: The core objective of the program is to return at least 50% of the graduates to Wisconsin, a goal which the program has surpassed. 3. TALENT MATCH: The program provides prepared candidates, meeting the needs of the employment community. Milwaukee Fellows was founded by John W. Daniels, chairman emeritus of Quarles & Brady. “Some of our most impactful stories are the ones that deal with the real-life accomplishments our fellows have experienced as they have returned to work in Milwaukee companies. We have reports of students bringing innovation to areas as well as experiences of individuals being surrounded by Milwaukee leaders both corporate and community to change their trajectory and write a new narrative.” With the support of universities, corporations, sponsors and donors, Milwaukee Fellows shows no signs of slowing down, impacting individual lives and growing the collective talent pool. The success of this program is not only a reflection of the curriculum but also of Milwaukee’s motivation to address its racial disparities.

JOHN W. DANIELS Chairman emeritus of Quarles & Brady

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Despite being the fastest growing talent pool in the U.S., Latinos are underrepresented nationally and locally in managerial positions and face slow upward mobility. Hispanic Professionals of Greater Milwaukee (HPGM) is launching a new program to help prepare and propel Hispanic professionals forward in their careers.

Rising Latinos September 16-21, 2018

Join us for a week-long program, created in collaboration with senior executives from corporations around the country.

This program was created in partnership with: Marquette University and SMU – Executive Education

For more information, please contact Griselda Aldrete or visit

www.hpgm.org

TONY MALLINGER

GRISELDA ALDRETE

Chair of HPGM, President/CEO, Metal-Era & MMAC Board Member

President/CEO, Hispanic Professionals of Greater Milwaukee (HPGM)

091B33

091B33

Setting the world standard for processing electronic Certificates of Origin Now you can process Certificates of Origin electronically from your desktop – saving you time and money, while increasing compliance & productivity. 091B33

Faster Certification

Reduce Costs

Industry Standard

To learn more, visit www.mmac.org/ecertify.html or contact Sharon Fleck at 414/287-4100.

20 |

Milwaukee Commerce, SPRING 2018


Increasing your relationships with

ETHNICALLY-DIVERSE BUSINESSES By MARJORIE RUCKER - Executive Director, The Business Council (TBC)

T

here is a lot of talk in Southeastern Wisconsin about minority participation in business contracting. Why are these conversations important? Business contracting that includes minority participation allows diverse groups to participate in the global marketplace and its economic expansion. This is called Supplier Diversity.

According to a 2015 study by The Hackett Group, on average, supplier diversity programs add $3.6 million to the bottom line for every $1 million in procurement operation costs.2

The science of supplier diversity

Why does such a positive ROI occur when you do business with a diverse firm? Here’s the science: doing business with diverse firms creates economic value for the community as a whole. Because most diverse businesses According to Felecia Roseburgh, Supplier are also small businesses, they are a Diversity Business expert, “To major contributing factor to economic implement a successful supplier recovery and sustainability of diversity initiative, a company their communities. Showing must first understand what Having a supplier a company’s commitment Supplier Diversity is, and diversity initiative can to doing business with then determine why have a positive impact Creates economic value diverse firms contributes it will be important on sales, profitability for the community to that ROI, but it also to their business. & market share drives competition In today’s highly between the company’s socialized climate, existing and potential if a company Positive ROI vendors, which may does not have a from doing business result in a lower cost business case for Most minority with a diverse businesses are also of doing business, Supplier Diversity firm small businesses which contributes to a they have already Creates competition - which drives between existing company’s profitability. missed the train economic recovery & potential vendors Many diverse firms and are running & sustainability that provide products to catch up.” A and services to larger company’s supplier Boosts a company's companies are able to diversity initiative, or socially conscious provide a high-quality lack thereof, can have reputation product that companies seek a significant impact on for significantly less money. its sales, profitability, and market share. Since the inception of The Business Diversity yields high returns Council, we can track $165 million dollars As stated in the Graziadio Business Review, supplier diversity of spend between local corporations and TBC members. is a business strategy that opens the doors of commerce This amount may be a small percentage of the national to business owners of ethnic groups and other federally average — about $400 billion of the last time it was tracked protected classes (i.e. women, the disabled, veterans, LGBT, — but the ability to support the growth of ethnicallyetc.) that have historically had a difficult time accessing diverse businesses in Southeastern Wisconsin has had a viable business opportunities. Debate may be had as to major impact on the community at-large. This spending why access to opportunities for ethnic groups and others has contributed to a growing workforce and sustainability is still challenging, but one thing we know for sure is that for many areas in southeastern Wisconsin. If you would like companies that do business with diverse firms are more more information about diversifying your supply chain, or profitable than companies that do not.1 are a diverse business looking for additional opportunities, please give TBC a call at (414) 287-4172.

https://gbr.pepperdine.edu/2010/08/supplier-diversity-and-competitive-advantage-new-opportunities-in-emerging-domestic-markets/ https://www.diversitybestpractices.com/news-articles/profit-supplier-diversity#_edn1

1 2

mmac.org |

21


MAY 31ST EXHIBIT OR ATTEND

22 |

Milwaukee Commerce, SPRING 2018

BIZTIMES.COM/BIZEXPO


MMAC Analyzes return on foxconn incentive package

M

MAC recently analyzed the projected impact to Wisconsin’s gross domestic product (GDP) from the incentive package tied to Foxconn’s capital investment and job creation. GDP was determined to be the best measure of the value added to the economy. The analysis is based on the state’s tax credit agreement executed with Foxconn on November 10, 2017. The Foxconn development is projected to add almost $52 billion to Wisconsin’s GDP over the 15 years in which the state would pay out $2.8 billion, under a fully executed incentive package. The impact on GDP is derived from investments in capital, employment during construction, operating payroll from the plant, supply chain expenditures and their combined indirect economic impact. “The ripple effects of Foxconn’s $9 billion in capital investment, and the ongoing employment from up to 13,000 jobs, generate a return of $18 in additional state GDP for every $1 in state incentives,” said MMAC President Tim Sheehy. The MMAC analysis recognizes that the incentive package is based on a “pay as you grow” model. Only when capital is expended and payroll is committed does Foxconn qualify for the incentives. The snapshot of economic impact applies only to the 15-year window of the state’s incentive package. “Much like priming a pump, the flow from Foxconn’s spending beyond the 15-year incentive window would significantly increase the state’s return. We believe this GDP analysis, while conservative, provides the fullest picture of the state’s return on investment,” stated Sheehy. This deal is one of largest corporate expansion projects in U.S. history. Sheehy added, “We should not lose sight that Foxconn’s investment in manufacturing highresolution panels, combined with a faster telecommunications infrastructure, puts us in play in the digital economy. Bottom line, if you live or work in Wisconsin, the return on the Foxconn investment is real.”

Foxconn / WEDC Incentive Contract

State gross domestic product leveraged by tax credit investment at various jobs/capital expenditure performance levels

GDP Created by Foxconn per $1 of WEDC Incentive Jobs

$7B

Capital Expenditures $8B

$9B

3,640

$34.51

$31.90

$29.80

5,200

$31.89

$29.44

$27.43

8,450

$23.61

$21.86

$20.40

10,400

$18.62

$17.72

$16.93

13,000

$19.68

$18.82

$18.05

Value of tax credits disbursed by WEDC calibrated to actual Foxconn performance* Jobs

$7B

Capital Expenditures $8B

$9B

3,640

$545,251,000

$609,536,714

$673,822,429 **

5,200

771,451,800

857,166,086

942,880,371 **

8,450

1,513,157,988 1,633,157,988 1,813,157,988

10,400

2,257,306,425 2,407,306,425 2,557,306,425

13,000

2,550,000,000 2,700,000,000 2,850,000,000

Economic impact (Wisconsin GDP) based on actual Foxconn performance * Jobs

$7B

Capital Expenditures $8B

$9B

3,640

$18,814,015,655 $19,446,268,432 $20,078,521,209

5,200

24,598,980,630 25,231,233,407 25,863,486,183

8,450

35,723,913,273 36,356,166,049 36,988,418,826

10,400

42,028,041,770 42,660,294,547 43,292,547,324

13,000

50,186,325,708 50,818,578,485 1,450,831,262

*Figures are cumulative for 15 years (2018-2032)

mmac.org |

23


You think big, now save big.

Metropolitan Milwaukee Association of Commerce (MMAC) has teamed up with Humana to give metro Milwaukee companies with 5 to 100 employees lower rates on employee beneďŹ ts.

Humana offers you:

Powerful savings Get lower premium rates based on the health of your employees at a rate similar to that of a large group.

Affordable, Predictable coverage Level-Funded Premium (LFP) is the affordable, self-funding solution designed for small business. LFP offers the predictable costs of a fully-insured plan with savings of a self-funded plan.

Healthier incentives

Peace of mind

LFP plans include the Employees get 100% Wellness Engagement coverage for preventive care Incentive which gives up to services from in-network 15% monthly premium credit providers. and Go365TM wellness program, which rewards employees for making healthy lifestyle changes.

Plus, you can take advantage of Dental & Vision plans with a two-year rate guarantee!

Pump up your buying power through MMAC.

Contact your insurance agent or call Humana at 502-476-1010 or HumanaAssociations@humana.com Offered by Humana Health Plan, Inc. or insured by Humana Health Plan, Inc. or Humana Insurance Company of Kentucky Offered or administered by The Dental Concern, Inc.

GCHJQ4KEN 1016

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Milwaukee Commerce, SPRING 2018


Regional Economic Development Partnership

M7 PROJECTS ADDING 200 JOBS TO REGION MMAC is a founding partner of the Milwaukee 7 regional economic development initiative. Its mission is to grow, expand and attract world-class businesses and talent in the Milwaukee Region. Over the last several months, M7 has closed projects that will add more than 200 jobs at two companies that are expanding or relocating across the Milwaukee Region.

ATI ANNOUNCES $95 MILLION EXPANSION IN CUDAHY Allegheny Technologies Incorporated (ATI), a global manufacturer of technically advanced specialty materials and complex components, is expanding its operations in Cudahy with a $95 million project expected to create about 125 jobs and help the company meet the growing demand from the aerospace jet engine market. ATI purchased the former Ladish Co. Inc. in 2011 and rebranded the Cudahy operation as ATI Forged Products. The company currently employs about 700 workers at the 1.4-million-square-foot Cudahy plant, which manufactures highly engineered forgings and machined components such as iso-thermal jet-engine forgings.

GROWING PLASTICS COMPANY RELOCATING FROM ILLINOIS TO KENOSHA International Mold and Production (IMAP), a leading supplier of custom plastic injection molds and parts, is relocating its operations from Illinois to Kenosha, and expects to create 25 jobs at its new headquarters. The company, which plans to invest $1.5 million in the Kenosha facility, has already started relocating some of its operations there. In addition to making Kenosha the company's new headquarters, IMAP hopes to move some of its contracted manufacturing work from China to Wisconsin. The company chose Wisconsin over Indiana, Michigan and Mexico.

mmac.org mmac.org | | 25 25


Milwaukee 7 Investor celebration

O

n February 12, Milwaukee 7 investors, business leaders and elected officials gathered to mark an extraordinarily successful year for the economic development organization. Fulfilling its mission to grow, expand and attract jobs and talent, the group took stock of its achievements – including the state’s largest ever foreign direct investment projects: Haribo and Foxconn. Gale Klappa, Milwaukee 7 Chairman and WEC Energy Group chairman, stressed that these accomplishments are only possible through a coordinated response and regional partnership.

M7 Co-chair Paul Farrow Waukesha County Executive serves as one the Milwaukee7’s co-chairs.

In total, since inception, the Milwaukee 7 has been involved with projects resulting in: • 85 wins • 27,811 jobs • $1.5 B in payroll • $11B in capital expenditures For every $1600 invested in the M7, one job has been created with an average pay of $55,725. M7 is now involved in the support and partnership of: • Building the talent pipeline • Advancing industry clusters • Increasing exports • Fostering start-ups Governor Scott Walker re-capped economic growth milestones from the past year.

Milwaukee County Executive Chris Abele talks with Milwaukee 7 Executive Director Pat O’Brien

“Considering the unprecedented level of economic development activity in Southeastern Wisconsin, the M7 is doing a great job. We want to support and be involved in this important effort.” Jim Rossmeissl BOLDT

Since Inception, M7 has been involved in: 85 wins • 27,811 jobs 26 |

Milwaukee Commerce, SPRING 2018


Vincent Rice (right), Vice President Sector Strategy Development at Wisconsin Economic Development Corp

Alan Yeung, Foxconn’s Director of U.S. Strategic Initiatives at Foxconn, spoke with attendees about the company’s plans.

"Cotter Consulting recognizes the great work of M7 in bringing together the entire region to advance economic development to benefit all of the citizens of the region as well as the state. We want to be a part of the continued efforts of M7." Nahid Afsari Cotter Consulting - Wisconsin group

Milwaukee Mayor Tom Barrett (left) and WEC Energy Group Chairman and CEO Gale Klappa (below) are co-chairs of the Milwaukee 7.

"You’ve seen the pictures. Industry and government leaders, poised with shovels and hardhats, breaking ground on exciting new projects. Few images are such harbingers of prosperity and vitality. As architects, engineers and commercial interior designers, we stand with M7 in supporting economic development throughout our region.” Larry Barton Strang

• $1.5 Billion in payroll • $118 billion in capital expenditures

mmac.org |

27


BE COOL THIS SUMMER!

Attend these cool events FREE with your Corporate Platypus Circle membership! Milwaukee Journal Sentinel

SUNSET ZOOFARI

A LA CARTE

sponsored by Tri City National Bank

presented by Meijer

June, July, Aug.

NIGHTS IN JUNE

& ... MEMBERSHIP HAS ITS MORE PRIVILEGES!

August

KIDS’ NIGHTS sponsored by WaterStone Bank

July

For more information, go to BeAPlaty.org or call 414-918-6153 for both membership and partnerships!

7567B18

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Milwaukee Commerce, SPRING 2018


AMM - 2 pages CEOsphotos of Growing Businesses (CGB) Holiday Party

Attendees shared good cheer at the 2017 holiday party on December 7. 1. Bridget Lazlo, Guardian Business Solutions, and Kevin Rohde, Hastings Air Energy Control, Inc. 2. Keith Coursin, Desert Aire Corp., and Jim Wagner, Sikich LLP

1

2 4

3

COSBE’s Holiday Gathering

Held annually at the MMAC offices, this annual event drew more than 150 executives from small and medium size businesses. 3. Terri Salzer, Antonio Rodriguez, Dr. John Hill, Rosy Lopez, Milwaukee Public Schools 4. Jim Traudt, Right Choice Janitorial Supply, Lesa Bunce, Management Decisions, Inc.; Ruth Benben, Capital Investment Services; James Phelps, JCP Construction; and Annette Tipton, Able Access Transportation

World Trade Association’s Holiday Program on The Global Economy in 2018 Attendees heard from economist Chris Kuehl about the upcoming year and what to expect in the economy. 5. Katie Henry, World Trade Association; Yves Preston, Cryovive; and Stanley Pfrang, Wisconsin Economic Development Corp. 6. Pat and Bob Kraft, FirstPathway Partners LLC, and Chris Kuehl, Armada Corp. Intelligence 7. John Tabor, Marcus Corp. and Resorts, and Christoph Volk, Trek Bicycle Corp.

5 7

6

mmac.org |

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Diversity. Inclusivity. Productivity. We design spaces that inspire.

Design with community in mind stantec.com/milwaukee

3

DO YOU HAVE

A NEED TO

SUCCEED? Read Tom Rehberger’s $100 million success story on our website.

Then join the community of entrepreneurs at Milwaukee’s only full-service business incubator. Laboratory, office, and light manufacturing space immediately available, plus top-notch business support and mentoring. gtm@mcrpc.org | (414) 778-1400 | www.TechnologyInnovationCenter.org | Guy T. Mascari, Executive Director 30 |

Milwaukee Commerce, SPRING 2018


AMM photos - 2 pages

3

2

1 4

1. Dr. Joan Prince, UW-Milwaukee 2. Meghan Roehm, ManpowerGroup Solutions 3. Tori Johnson, Greater Milwaukee Foundation 4. Alonzo Kelly, Kelly Leadership Group, led one of the sessions.

FUEL's Professional Development Bootcamp offered 15 high-impact workshops on leadership, management and individual career growth during the last week of January

5. (From L to R): Yemiymah McLemore, City Year; Lauren Fields-Bowers, ManpowerGroup; Lintong Moua, Kelly Services; Cole Heinrich, North Shore Bank; Maria Ertmer, MilwaukeeJobs.com; Blake Tucker, City Year; Steph Kotlarek, Living As A Leader; Jeff Neuman, Experis; and Jacqui Cheney, City Year 6. Renee Pasciak, Boys and Girls Club of Greater Milwaukee 7. George Hinton, Social Development Commission 8. David Gagliano, Johnson Controls

5 6

7

8

mmac.org |

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and fo t s r WE

LOCAL JOINTS

We’ve been a regular in Wisconsin for more than 150 years. And, if only the wood-paneled walls in its bars could talk. Here’s to all those nights spent going to fish fries, duckpin bowling and losing at bar dice. We can’t wait to see what the next 150 years will bring.

© 2017 MILLERCOORS LLC

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Milwaukee Commerce, SPRING 2018


1

TBC Annual Strategic Partnership Luncheon The Business Council (TBC) held its annual luncheon in March to celebrate ethnicallydiverse businesses in Milwaukee. The theme of the event was Making Meaningful Connections in the region. 1. James Phelps, JCP Construction; Carla Cross, Cross Management Services; Bill Beckett, CHRYSPAC; J. Harry Lum, Convenience Electronics, Inc.; and Jessie Leonard, Women’s Business Development Center, served as panelists discussing their experiences as suppliers. 2. Jacarrie Carr and Jet Her were awarded $2,500 each through the Lou McGlothian scholarship fund. The fund was started in recognition of Lou’s long-time service to TBC.

2

3

3. Gwen Johnson and Charlotte Tisdale, MMSD 4. Cheryl Blue, 30th Street Industrial Corridor Corporation, and Lori Bottoni, Enterforce 5. David Bowles, Creative Marketing Resources; and Erica Hayes and Douglas Kelley, WNOV

4 5

© 2017 MILLERCOORS LLC

mmac.org |

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OAK CREEK BUSINESS STORIES:

IKEA OAK CREEK IKEA is officially opening their doors in Oak Creek. Our thriving community, along with the central location between downtown Milwaukee and Chicago, made Oak Creek the perfect spot for the Swedish company’s first Wisconsin store. Construction of the new 295,000 square foot building created over 500 jobs, and the company plans to employ 300 people to work in the new store. The world’s leading home goods retailer is committed to investing in their employees and we are excited to have them as a partner in our community!

Read More Business Stories at

BusinessInOakCreek.com

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Milwaukee Commerce, SPRING 2018


OAK CREEK WORKS FOR BUSINESS 2

1

Business After Hours Milwaukee Yacht Club Guests networked at Milwaukee’s oldest premier yacht club and had the chance to win some Valentine’s Day prizes. 1. Danielle Kurz and Dave Bretsch, Vx Group 2. Leon Walker Metts, Marsh & McLennan Agency 3. Alyssa Sylvestor and Carrie WitzelCrook, Corner Bakery Café Bright Cellars Guests enjoyed wine tasting while checking out this growing startup in its open workspace. 4. Jared Buckner and Maria Santacaterina, Bright Cellars, and Sandra Siira, Alverno College 5. Jennifer Clearwater, Discovery World, and Randy Will, Heritage Printing

3

We have a highquality workforce, access to multimodal transportation, 4

government.

Policy Hash

MMAC kicked off a new event series designed to provide face-to-face interaction with public officials. The inaugural event featured outgoing Police Chief Ed Flynn. 6. Steve Baas, MMAC; Scott Beightol, Michael Best & Friedrich LLP; Milwaukee Police Chief Ed Flynn; and Evan Zeppos, Michael Best Strategies

What else makes Oak Creek work? 5

6

and a pro-business

Find out at BusinessInOakCreek.com

mmac.org |

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Milwaukee Commerce, SPRING 2018


1

2

“Complacency Kills�

Kevin Lacz, former U.S. Navy SEAL, illustrated the pitfalls of becoming too comfortable in any situation to the CEOs of Growing Business at the Harley Davidson Museum in March. 1. Joe Froehlich, TKO Miller, and Scott Pohlmann, Milwaukee Electronics Corporation 2. Kevin Lacz, U.S. Navy SEAL 3. Nate Newmeister and Joseph Teich, Wisconsin Steel & Tube Corporation

3

COSBE: Talent Strategies Attendees learned how to adapt talent attraction and retention strategies for the changing workforce through interactive breakout sessions.

4

4. Kim Kolesari, M3 Insurance; Janessa Penneau, WHR Group; and Nan Pum and Kelsey Lorenz, M3 Insurance 5. Kelly Renz, Novo Group, Inc., and Kari Klatt, Stowell Associates 6. Darren Fisher, SPEARityTM, and Jenelle Roberts, Masterson Foods 7. Lisa Jansen and Brian Hatzung, Zimmerman Architectural Studios

5 7

6

mmac.org |

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Your business is growing. Internally you need employee handbooks and policies. Externally you need contracts and forms. What you need are attorneys and counselors that know how to protect you, your business, your brand and your team. Now What?

Attorneys and Counselors Rogahn Jones LLC’s Business Transactional Department provides the experience, advice and counsel of lawyers accustomed to working in-house but equally as experienced at advising business clients as outside counsel.

rogahnjones.com | 262.347.4444 | info@rogahnjones.com N16 W23233 Stone Ridge Dr., Suite 270, Waukesha, WI 53188

38 |

Milwaukee Commerce, SPRING 2018


PAID ADVERTISEMENT

By leveraging technology Rogahn Jones can provide a scalable virtual law department for your business and craft documents tailored to your company’s immediate specific needs while helping you to plan for future growth. At Rogahn Jones we provide uncommonly creative and effective solutions that have one goal and one goal only: advancing your business’s unique interests.

1

Fuel Leadership Lunch with Ted and Mary Kellner Milwaukee power couple, Ted and Mary Kellner, spoke about their experiences and offered advice for burgeoning leaders.

2

Rogahn Jones LLC’s services exceed our clients’ expectations providing prompt, insightful and impactful legal advice on a daily basis and in times of business crisis.

1. Mary Kellner, Kelben Foundation, and Ted Kellner, T&M Partners 2. Mary Kellner and Carolyn Muckelberg, Playworks 3. Ted Kellner

FaB: The Johnsonville Way M7’s food and beverage cluster, FaB Wisconsin, held a best practice sharing session with Johnsonville on talent & attraction and retention in Sheboygan.

Rogahn Jones understands the impact its rates can have on our clients’ bottom line. As outside legal counsel, we have innovated our billing practices beyond the standard hourly rate. We set budgets and work with our clients to structure more predictable legal costs.

Colleen W. Jones 3

Chief Operating Officer 262-347-4444

“Focusing on innovation, quality and value, Rogahn Jones provides legal excellence with integrity.”

4. Nicole Tritt, Schreiber Foods 5. Bryan Nieman and Bruce Medd, Fromm Family Foods

– Colleen W. Jones 4 5

Attorneys and Counselors rogahnjones.com 262.347.4444 info@rogahnjones.com

mmac.org |

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New MMAC Members December 2017, January & February 2018

Support your fellow members by doing business together. Advanced Communication Specialists Susan Keel, Business Development N70 W25156 Indiangrass Ln., Ste. 1 Sussex, WI 53089 (262) 522-6410 www.acswi.com Cabling Services

Andis Company Mike Heindselman Global Logistics/Distribution/ Customs 1800 Renaissance Blvd. Sturtevant, WI 53177 (262) 884-2600 www.andis.com Manufacturers

ATI Physical Therapy Ed Maher, VP of Operations 4861 S. 27th St. Milwaukee, WI 53221 (855) MY-ATIPT www.atipt.com Health Care Services

BConnected LLC Brandon Lemke, Director of Operations 234 W. Florida St., Ste. 312 Milwaukee, WI 53204 (920) 716-2597 www.bconnectedllc.com Social Media

Business Development Pros LLC Scott Kauffman Director of Business Development 427 E. Stewart St., Ste. 320 Milwaukee, WI 53207 (414) 405-2265 www.bdpros.com Marketing Consultants

Carlson & Erickson Builders, Inc.

Educators Credit Union

Craig Coursin, President 1825 Highway ZZ, P.O. Box 75 Sister Bay, WI 54234 (920) 854-2162 www.carlsonericksonbuilders.com Home Builder

Jim Henderson, Chief Admin. Officer 1326 Willow Rd. Mt. Pleasant, WI 53126 (262) 886-5900 www.ecu.com Credit Unions

Catch-22 Creative

HED, Inc.

Don Schauf, President 700 W. Virginia St., Ste. 307 Milwaukee, WI 53204 (414) 930-1460 www.c-22.com Advertising Agency/Counselors

Carrie Neumann, Director of HR 2120 Constitution Ave. Hartford, WI 53027 (262) 673-9450 www.hedonline.com Control Systems/Automotive Systems

Corner Bakery Café - Pleasant Prairie

HUB International

Peter Dimitropoulos, Owner 9250 76th St. Pleasant Prairie, WI 53158 (262) 997-6251 www.cornerbakerycafe.com/ location/pleasant-prairie Caterers

Corner Bakery Café - Wauwatosa Peter Dimitropoulos, Owner 11500 W. Burleigh St., Wauwatosa, WI 53222 (414) 476-2233 www.cornerbakerycafe.com/ location/wauwatosa Caterers

Corner Bakery Café - Shorewood Peter Dimitropoulos, Owner 1305 E. Capitol Dr. Shorewood, WI 53211 (414) 210-2972 www.cornerbakerycafe.com/ location/shorewood Caterers

HERUS GROUP N19 W24400 Riverwood Dr. Waukesha, WI 53188 (833) 464-3787 This member had the incorrect contact information printed in the 2018 MMAC Membership Directory. Please update their listing for your records.

40 |

Milwaukee Commerce, SPRING 2018

Christy Schwan, President 330 S. Executive Dr., Ste. 200 Brookfield, WI 53005 (262) 787-7070 www.hubinternational.com Insurance Agents/Brokers

Italian Community Center Laurie Bisesi, General Manager 631 E. Chicago St. Milwaukee, WI 53202 (414) 223-2800 www.italianconference.com Banquet/Meeting Rooms

J Carpenter Environmental Nick Gerrits, President 7100 W. Donges Bay Rd. Mequon, WI 53092 (414) 354-6555 www.jcarpenterenvironmental.com Industrial Equipment-Supplies/ Manufacturers

James Imaging Systems Bill Coon, Vice President of Sales 3375 Intertech Dr. Brookfield, WI 53045 (262) 781-7700 www.jamesimaging.com Office Equipment & Multifunctional Printers

Lake Country Manufacturing, Inc. Jay Schneider, President 950 Blue Ribbon Circle North Oconomowoc, WI 53066 (262) 367-8395 www.lakecountrymfg.com Automotive Detailing Supplies

Live Nation Premium Seats Chicago Rob McCalebb, Director of Sales 111 E. Wacker Dr., Ste. 1400 Chicago, IL 60601 (312) 540-2121 www.livenationpremiumtickets.com Entertainment

Meetings & Incentives Worldwide, Inc. Meg Castro Assoc. Director, Strategic Solutions 10520 Seven Mile Rd. Caledonia, WI 53108 (262) 835-3553 www.meetings-incentives.com Event Planning

Milwaukee Steel Rule Dies John Fischer, CEO N56 W13712 Silver Spring Rd. Menomonee Falls, WI 53051 (262) 649-3541 www.milwaukeesrd.com Tool Makers

Pinelawn Memorial Park Kelly Pretty, Family Service Counselor 10700 W. Capitol Dr. Milwaukee, WI 53222 (414) 461-4612 www.pinelawn.net Cemeteries

Plum Media Patrice Nault, Director of Operations 1418 W. St. Paul Ave. Milwaukee, WI 53233 (414) 271-6650 www.plummedia.com Video Production

Root, Inc. Sarah Buck Director of Strategic Growth 20 N. Wacker Dr., Ste. 4100 Chicago, IL 60606 (419) 874-0077 www.rootinc.com Management Consultants


www.mmac.org/directory.html Route 76 Diner

Texas de Brazil

Omar Hamden, Owner 7510 W. Layton Ave. Milwaukee, WI 53220 (414) 249-5150 Restaurants

Courtney Bond, Marketing Manager 2550 N. Mayfair Rd. Milwaukee, WI 53226 (414) 501-7300 www.texasdebrazil.com Banquet/Meeting Rooms

Southridge Mall ManagementSimon Property Group Mary Mokwa, General Manager 5300 S. 76th St. Greendale, WI 53129 (414) 421-5600 www.simon.com Real Estate Management

Spectrum Reach Theresa Krajnak Field Marketing Manager 1320 N. Martin Luther King Jr. Dr. Milwaukee, WI 53212 (414) 721-7939 www.SpectrumReach.com Media/Communications

Stantec Michael Bach, Project Manager 12075 Corporate Pkwy., Ste. 200 Thiensville, WI 53092 (262) 241-4466 www.stantec.com Engineering Services

Strang, Inc. Randy Banks VP, Marketing + Client Care W238 N1610 Busse Rd., Ste. 102 Waukesha, WI 53188 (262) 875-6760 www.strang-inc.com Architects

Strategy House Kathryn Felten, Co-Founder 342 N. Water St., Ste. 600 Milwaukee, WI 53202 (262) 227-0772 www.strategyhouse.com Marketing Communications

TESLA Product Development Matt Trotter, President 160 S. 2nd St. Milwaukee, WI 53204 (414) 238-5940

The Horton Group Ryan Smale Shareholder & Branch President N19 W24101 N. Riverwood Dr., Ste. 100 Waukesha, WI 53188 (262) 347-2623 www.thehortongroup.com Insurance

Travel Leaders-Journeys Travel Group Lynn Clark, Owner 2566 Sun Valley Dr. Delafield, WI 53018 (262) 646-8878 www.tljourneys.com Travel Agencies/Bureaus

Ultronic Systems, Inc. Edwin Hilgendorf, Owner 10520 N. Baehr Rd., Ste. C Mequon, WI 53092 (262) 250-1130 www.ultronic.com Engineering Services

Verlo Mattress Factory Stores Jacquie Bablitch, Director of Sales 6501 W. Layton Ave. Greenfield, WI 53220 (414) 282-4334 www.verlo.com Home Furnishings

West Allis-West Milwaukee School District Gwen Skoyen Career & Technical Education Specialist 1205 S. 70th St. Milwaukee, WI 53214 (414) 604-3000 www.wawm.k12.wi.us Schools-Academic-Secondary/ Elementary

MMAC is proud of our ongoing partnership with the National Chamber Program and Office Depot/OfficeMax to deliver you steep discounts on the office supplies and day-to-day shopping most crucial to your organization’s needs. Because of your membership you are eligible to receive:

• 15-55% less than market price on a 350 item office supply core list • 5-55% less than market price on a 500 item cleaning and break room core list • 3-30% less than market price on a 600 item technology core list • 5-15% less than market price on non-core items

Learn more at mmac.org/officedepot.html

mmac.org |

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BUILD TO LAST. When you build with Spancrete precast, your structures will stand the test of time. That’s because we’ve been perfecting precast for more than 70 years. Since the beginning, we’ve focused on quality, service and innovation. As a result, our precast systems are faster to install, longer lasting, safer and more sustainable. From virtual design to installation, we’ll work with you to make legendary structures.

Today, Spancrete is building the modern classics. spancrete.com | 855-900-SPAN

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Milwaukee Commerce, SPRING 2018


PAID ADVERTISEMENT

Contact our team for information and ways to engage in your chamber. ADVERTISING & M7 INVESTING Jim Wall 414/287-4119 jwall@mmac.org BUSINESS EDUCATION TOURS /FUTURE 50 Alexis Deblitz 414/287-4131 adeblitz@mmac.org COMMUNICATIONS & MARKETING Julie Granger 414/287-4131 jgranger@mmac.org ECONOMIC TRENDS & RESEARCH Bret Mayborne 414/287-4122 bmayborne@mmac.org

ETHNICALLY DIVERSE BUSINESSES Marjorie Rucker 414/287-4172 mrucker@mmac.org EVENTS & SPONSORSHIPS Karen Powell 414/287-4166 kpowell@mmac.org EXECUTIVE ROUNDTABLES Whitney Maus 414/287-4130 wmaus@mmac.org EXPORT DEVELOPMENT Chad Hoffman 414/287-4156 choffman@mke7.com FEDERAL, STATE & LOCAL GOVERNMENT Steve Baas 414/287-4138 sbaas@mmac.org Andrew Davis 414/287-4141 adavis@mmac.org

FOOD & BEVERAGE INDUSTRY (FAB) Shelley Jurewicz 414/287-4143 sjurewicz@fabwisconsin.com

INTERNATIONAL TRADE Katie Henry 414/287-4123 khenry@mmac.org LEAD GENERATION GROUPS & MEMBER ENGAGEMENT Jen Sturchio 414/287-4165 jsturchio@mmac.org MEMBER NEWS Sarah Zens 414/287-4157 szens@mmac.org MEMBERSHIP Barb Smith 414/287-4173 bsmith@mmac.org Jane Backes 414/287-4114 jbackes@mmac.org SMALL BUSINESS Stephanie Hall 414/287-4124 shall@mmac.org TALENT INDUSTRY PARTNERSHIPS Susan Koehn 414/287-4136 skoehn@mke7.com WEBSITES Carrie Gossett 414/287-4157 cgossett@mmac.org YOUNG PROFESSIONALS Corry Joe Biddle 414/287-4137 cbiddle@mmac.org

mmac.org |

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Periodicals Postage

PAID

Interested in advertising in the next issue of Milwaukee Commerce?

Milwaukee, WI

Visit mmac.org for full details or contact Jim Wall at (414) 287.4119 jwall@mmac.org

Milwaukee Commerce newsletters are printed by:

756 N. Milwaukee St., Suite 400 • Milwaukee, WI 53202-3767

Connect with the Milwaukee Region’s leading business decision-makers – your fellow MMAC members!

Reach 2,000 companies with more than 300,000 employees across industry sectors in Milwaukee, Waukesha, Washington and Ozaukee counties. No other print publication and e-newsletters give you a higher level of executive readership. For more info, contact Jim Wall at 414.287.4119 or jwall@mke7.com

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MMAC reaches C-suite individuals and top decision makers throughout the Milwaukee region:

2,000 4,500

CEOs/Founders/Presidents/ Elected Officials Senior Management (VPs, Directors, Managers)

advertisers must be a current MMAC member in good standing Milwaukee Commerce, SPRING Commerce 2018

2018 spring commerce  

MMAC's quarterly magazine focused on metro Milwaukee business issues.

2018 spring commerce  

MMAC's quarterly magazine focused on metro Milwaukee business issues.