Milwaukee Commerce Magazine – Winter 2021

MILWAUKEE COMMERCE Winter 2021 - Volume 100, No. 4

What can we accomplish together?

How MMAC empowers your business and our region -- and what’s coming next.

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Diverse Perspectives Lead to Innovative Thinking reinhartlaw.com · 414.298.1000 MILWAUKEE · MADISON · WAUKESHA · WAUSAU · CHICAGO · ROCKFORD · MINNEAPOLIS · DENVER · PHOENIX

2 | Milwaukee Commerce, Winter 2021

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Putting DiversIty Commitments into Action Tiffany Reeves, Shareholder treeves@reinhartlaw.com Timothy Reardon, Shareholder treardon@reinhartlaw.com

The increased focus on diversity, equity and inclusion (DEI) in workplaces around the country and commitments to increasing/improving DEI at all levels within organizations, including board diversity, is certainly an improvement on past efforts. However, there is ongoing risk that broad and sweeping commitments without meaningful measurement tools may result in nothing more than the enlightened maintenance of status quo.

As business leaders and legal practitioners, we often establish performance metrics and create accountabilities as a fundamental component of strategic planning—why not apply this same level of rigor and accountability to DEI strategies? Melody Hobson, a leader in the investment industry and the chairwoman of the Starbucks board of directors, has said with respect to DEI planning and execution that “math has no opinion.” We have to hold ourselves accountable in the business and professional services communities and “set targets [for DEI] just like we set targets on everything else.” Abstract commitments without concrete action will not move the needle; we have to treat DEI like any other business strategy: with metrics, accountabilities, incentives and transparency.

At Reinhart, we have taken inventory of where we are in our DEI journey, made DEI commitments and developed concrete strategies to execute on these commitments. One important step in the DEI journey was the decision our board of directors made to participate in the Mansfield Rule 5.0 Certification process, which launched on July 15, 2021.

The Mansfield Rule, which is administered by Diversity Lab, is a concept that is derived, in part, from the NFL’s “Rooney Rule.” The Mansfield Rule has become the standard by which law firms measure and account for their diversity progress. The Mansfield Rule requires law firms to track whether

they have affirmatively considered at least 30 percent women, lawyers from underrepresented racial/ethnic groups, lawyers with disabilities and LGBTQ+ lawyers for top leadership roles, seniorlevel lateral hiring, promotions to equity partner and participation in client pitch meetings. Law firms are accountable for reporting this data to Diversity Lab and are certified only if they achieve the goals within the reporting period.

Recent data shows that the Mansfield Rule is helping large law firms achieve their DEI goals. The “early adopter” firms piloting the Mansfield Rule have increased the racial and ethnic diversity of their management committees by 30 times the rate of non-Mansfield Rule firms. Similar to previous years, the recently promulgated 5.0 iteration of the Mansfield Rule includes new challenges to continuously push the boundaries necessary to boost diversity in law firm leadership.

While participation in Mansfield 5.0 is just one component of Reinhart’s multiprong DEI strategy, the actions required to achieve Mansfield 5.0 certification have been instrumental in developing metrics, setting expectations and creating accountability. We understand that progress from a DEI perspective is not just about representation. Rather, if all goes as planned our DEI initiatives will not only help us achieve greater diversity throughout the firm and in various leadership roles, but also create a culture of inclusion and equity, such as participation in client pitch meetings and promotion to equity partner.

Progress on the DEI front is incremental and not linear. The use of proven metrics, such as the Mansfield Rule, should allow organizations of any type to accelerate their DEI goals through the use of concrete metrics and accountabilities. This puts well intended diversity commitments into action.

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CONTENTS What can we accomplish together?

In November, MMAC held its 160th All Member Meeting. It was a chance for us to report out to you, our members, on the important work we have engaged in over the past two years, where we’re headed next and how you can get involved.

Thank you to everyone who joined us in person. If you weren’t able to attend the meeting, a replay is available on MMAC’s YouTube channel. If you’d like more details on some of the challenges and opportunities we discussed during the meeting, we hope you find the information in this issue of Milwaukee Commerce to be especially valuable. In this issue, we take a deeper dive into some of the details of MMAC’s work in the areas of talent, growth, equity and livability.

As always, none of this would be possible without you.

We thank you for your investment in MMAC and your involvement in the future of the Milwaukee Region, and wish you a happy holiday season.

We’re proud of the work we do It wouldn’t happen without you

by Tim Sheehy – President, MMAC 8

Momentum demands movement

by Cathy Jacobson – President & CEO, Froedtert Health 9

Livability Overview - 10 Panel: David Crowley, Milwaukee County Executive; Chevy Johnson, Milwaukee Common Council; and Dale Kooyenga, State Senator 11

Talent Overview - 14 Sourcing better data to address your talent challenges

by Susan Koehn - VP of Talent and Industry Partnerships 15

Equity Overview - 16 MMAC members commit to greater equity for talent, students & businesses

by Julie Granger - Executive Vice President 17

Growth Overview - 22 Milwaukee 7 recent wins 23 Milwaukee Tool Case Study 24 Volume 100, No. 4 - Milwaukee Commerce (USPS 546-370, ISN 0746-6706) is published four times a year by the Metropolitan Milwaukee Association of Commerce (MMAC), 275 W Wisconsin Avenue, Suite 220 | Milwaukee, Wisconsin 53203 Periodicals postage paid at Milwaukee, Wisconsin. Subscriptions $5 per year for members, included in dues.

POSTMASTER send address changes to: Milwaukee Commerce - MMAC/Andrea Medved 275 W Wisconsin Avenue, Suite 220 Milwaukee, WI 53203

Entrepreneurship 27 COnovate: Power Pioneers

by Anna Lardinois, Startup Storyteller, MMAC 28

In Every Issue: Cathy Jacobson, MMAC Chairman Tim Sheehy, MMAC President Chris Jenkins, Editor (cjenkins@mmac.org) Anna Reaves, Graphic Design (areaves@mmac.org) Jane Backes, Advertising (jbackes@mmac.org)

5 Member Milestones Event Photos 33 CEO Spotlights 45 60 New MMAC Members 63 Staff Directory & Membership Message

Thank you to our advertisers Reinhart Boerner Van Deuren Associated Bank Wintrust Commercial Banking Edvest College Savings Plan Building Advantage Wipfli LLP

4 | Milwaukee Commerce, Winter 2021

2 6 30 32 34 36

J.H. Findorff & Sons Delta Dental of Wisconsin Current Electric Co. von Briesen & Roper Wells Concrete/Spancrete Spectrum Reach

38 40 42 44 46 48

UnitedHealthcare First Midwest Bank JCP Weber Advising SVA Certified Public Accountants

50 52 54 54 56

Member Milestones AUGUST, SEPTEMBER & OCTOBER

MMAC strives to be your partner, resource and ally in doing business in Milwaukee. Your renewal is the ultimate source of feedback on our mission to improve metro Milwaukee as a place to create jobs, invest capital and grow business.

Thank you for your investment.

85 years KPMG

60 years Ken Cook Company

50 years BiltRite Furniture Hilton Milwaukee City Center The Marcus Corporation

45 years National Business Furniture

40 years Amato Automotive Group Junior Achievement of Wisconsin

35 years Andrew Chevrolet/Toyota Bentley World Packaging EMCS Kickhaefer Manufacturing Co.

30 years Studio Gear

25 years Centers for Independence Freedom Physical Therapy Services Gomoll Research & Design Pilot Air Freight QPS Employment Group The Rauser Agency/Robertson Ryan

20 years Ascension SE Wisconsin Hospital - Elmbrook Campus Ascension St. Francis Hospital Ascension Wisconsin C2 Domer Law Guardian Business Solutions Medical College of Wisconsin Nelson Schmidt

OwnersEdge SVA Certified Public Accountants The Merco Group Weas Development Company

15 years Badger Alloys BDO USA EmPower HR Hispanic Chamber of Commerce of Wisconsin Lubar & Co. Music on the Move Plus National Exchange Bank & Trust Potawatomi Business Development Corp.

Quad RitzHolman CPAs The Sleep Wellness Institute Tobin Solutions

10 years Bloom Companies Cohen & Company Crescendo Collective Institech National Technologies Oak Hill Business Partners Royal Basket Trucks Secure Fire & Safety Sosh Teklynx Americas The Starr Group

5 years 88Nine Radio Milwaukee A Younger You Medical Spa Ascension Columbia St. Mary’s Hospital Milwaukee Ascension Columbia St. Mary’s Milwaukee at Cathedral Square Ascension SE WI - Franklin Automation Arts Blackhawk Capital Partners Bresser’s Information Services Capri Communities

Dental Associates - Beerline Dental Associates - Waukesha Glenwood Harley-Davidson Museum + Motor (R) Bar & Restaurant Heartland Payment Systems Hyland Crossings Killarney Kourt Landmark of West Allis Midwest Insurance Group Milwaukee Area Technical College - Mequon Milwaukee Area Technical College - Oak Creek Milwaukee Area Technical College - West Allis Mindful Staffing Solutions Mulberry Glen National Exchange Bank & Trust - Paradise St Office Depot - 27th St. Office Depot - E. Capitol Dr. Office Depot - Green Bay Rd. Office Depot - Meadow Lane Office Max - Appleton Ave. Office Max - Burleigh Office Max - Cleveland Ave. Office Max - Delafield Office Max - Howell Ave. Office Max - Port Washington Rd. Office Max - West Bend Plumbing Mechanical Sheet Metal Contr. Alliance REV Group St. Catherine Commons Summit Woods The Brewhouse Inn & Suites The Gables of Germantown The Kimpton Journeyman Tre Rivali Restaurant Valentine Coffee Roasters Walgreens WEM Automation WHEDA

Wilson Commons- The Chopin

1 year Angermeier & Rogers Circa Continuus Technologies Enerpac Tool Group Excel Legacy Group Group Health Associates Handle It Harris Marketing Group Infinity Benefit Solutions Inpro inVantage - Professional EOS Implementation Lutheran Social Services of Wisconsin & Upper Michigan Luxe Incentives MKE Tech Hub Coalition Novir Optimum Crush Penta Technologies Perkins Coie Precise Edge Benefits Rose Pest Solutions SMART SPACES, A BSI Integration Partner St. Joan Antida High School TaffTel Consulting TCM Communications Tekni-Plex Flexible Healthcare Packaging The American Deposit Management Co. The Horton Group The McClone Agency Uber Technologies USI Valor Technologies Warhawk Safety Consultants Wide Effect Talent Solutions

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We’re proud of the work we do.

It wouldn’t happen without you.

R

ecently, we were thrilled to host our 160th MMAC All Member Meeting, a chance for us to celebrate success, acknowledge challenges and reflect on what we’ve learned.

I want to thank Jonas Prising, Chairman and CEO of ManpowerGroup, for the tremendous work he did as our Chair throughout the challenges of the past two years. And I want to welcome our new Chair, Cathy Jacobson, President and CEO of Froedtert Health.

If the past two years have taught us anything, it’s the power of what we can accomplish together.

We see this collaborative spirit at work every day in the Milwaukee Region. It shows up in the resilience our business community showed during the pandemic, working together to keep our doors open while prioritizing the safety of our employees and customers. We see it in a united approach to addressing and reducing the racial inequalities that hold us all back from reaching our full potential. And we continue to bring together human resources leaders to share solutions to our most vexing talent challenges.

And we have much to celebrate. The setting for our meeting, the Bradley Symphony Center, is a revitalized historic space that reflects Milwaukee’s new energy – a project MMAC and its affiliated organizations were proud to support.

The whole world witnessed Milwaukee’s new energy this year when a packed Deer District cheered on the NBA Champion Milwaukee Bucks outside Fiserv Forum -- another transformative project that MMAC was proud to push across the finish line. And speaking of winning teams, not even a global pandemic could stop our economic development team, the Milwaukee 7 Regional Partnership, from continuing to help our homegrown businesses expand and attract new businesses to our region.

The vital behind-the-scenes work that keeps our region’s economy on track never stops. We’re proud to provide a platform for collaboration to help you solve challenges, insights to help you anticipate what’s coming next, and advocacy to ensure that your voice is represented in City Hall, Madison and Washington.

What are MMAC members invested in?

As a member, you are supporting our mission to invest capital, grow business and create jobs. Chamber membership provides access to numerous programs and perks, but at its core, you are investing in:

LIVABILITY | Page 10

Photo courtesy of VISIT Milwaukee

TALENT | Page 14

EQUITY | Page 16

When you join the MMAC, you become part of an organization that has served metro Milwaukee’s business community since 1861. And what was true back then remains true today: None of the work we do could happen without your support.

Thank you to our MMAC members and M7 investors. Be proud of everything you’ve done in 2021, and cheers to the promise of a Happy New Year!

GROWTH | Page 22 Tim Sheehy MMAC President

8 | Milwaukee Commerce, Winter 2021

Momentum demands movement F Cathy Jacobson President and CEO, Froedtert Health MMAC Chair, 2021-2023

or just over two years, a committed group of MMAC members have been collaborating to help the Milwaukee region become a Region of Choice. Each organization has focused on remaking the region’s business community to reduce racial disparities in the workforce.

To maintain the momentum we’ve garnered though MMAC, we must continue to explore the creation of new goals to guide our success. Our recent efforts to boost Milwaukee’s startup and venture capital ecosystem is a great example – and great start – in keeping our momentum with greater goals.

As the incoming MMAC Chair, my focus is to execute on our pledge to increase the overall employment of AfricanAmerican and Hispanic talent by 15% and management by 25% in five years. We can do this.

From crisis comes opportunity

Given that the COVID-19 pandemic has handed us the greatest collective crisis in our lifetimes, we are now in a position to take advantage of emerging opportunities. To do this, we must remain committed to the following three objectives: 1. Improve the recruitment, retention and advancement of African-American and Hispanic talent; 2. Increase the educational attainment and development of African-American and Hispanic citizens; and 3. Grow African-American and Hispanic businesses through supplier diversity and entrepreneurship.

The COVID-19 crisis has allowed our organizations to adapt and deliver in ways we did not think were possible in such a short timeframe. Innovation has not only occurred within improved health care processes, but has occurred within the talent recruitment process, the way we learn and teach, across manufacturing and within our supply chain efforts. Our capabilities have all been pushed, which has forced our organizations to become more laserfocused and nimble. We’ve deprioritized issues, allowing us to function more efficiently.

Now, we must scale what we’ve learned to enhance the recruitment of a more diverse workforce, help our education partners grow our future talent and continue to improve supplier diversity.

Changing the way we do business

As one of the largest employers in the region, Froedtert Health has focused on helping the community remain safe during the pandemic, and changing the way we do business. One way we’ve done this is by aligning with likeminded organizations such as the Anchor Collaborative.

This collaboration helps us scale best practices focused on inclusive hiring and purchasing. It also supports the creation of shared advocacy agendas around determinants of health. These are all practices that will help us enhance our region’s progress.

It is essential that we push forward in accomplishing our goal of making Milwaukee a Region of Choice.

As with each organization that has committed to the Region of Choice pledge, we continue to be on a journey to build equity, diversity and inclusion in everything we do. This is core to our role as an employer of choice, a responsible partner for local communities and a responsible corporate citizen. These efforts are both critical to both our success and the continued mission to improve metro Milwaukee as a place to invest capital, grow business and create jobs.

Momentum demands movement, therefore it is essential that we push forward in accomplishing our goal of making Milwaukee a Region of Choice. As your new Chair, I commit to you to keep us pushing forward to help create a Milwaukee that supports the diverse communities we serve at MMAC.

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LIVABILITY Investing in the assets that enhance the region’s livability

A

s the competition for talented employees intensifies, it is more important than ever for the Milwaukee Region to maximize its civic assets and enhance its reputation as a great place to live, learn, work and play.

MMAC advocates on behalf of transformational projects that enhance the region’s livability, while seeking common-sense public policy solutions to ensure that challenges such as city and county budget deficits, and high property taxes, do not derail the region’s long-term future.

Photo courtesy of VISIT Milwaukee

1

2

CATALYTIC REAL ESTATE DEVELOPMENT

COMPETITIVE BUSINESS CLIMATE

The Milwaukee Development Corporation (MDC) is an affiliate of MMAC, serving as the business community’s not-for-profit civic developer.

MMAC advocates for public policy that supports regional business growth.

Projects include: • Grand Avenue Mall redevelopment • Milwaukee Center Theater District • Harley-Davidson Museum • Investment in several hotels and apartment developments

• Served as an advocate for local businesses and educational institutions at critical decision points during the COVID-19 pandemic, representing their interests to state and local political and public health leaders.

• Currently advocating for a solution to significant financial issues facing the City of Milwaukee and Milwaukee County.

3 TRANSFORMATIONAL PROJECTS AND INFRASTRUCTURE MMAC and its affiliates advocate on behalf of projects that are critical to enhancing the Milwaukee Region’s livability, including: • Fiserv Forum • Bradley Symphony Center • Highway, railway, intermodal shipping and other transportation infrastructure projects

Discover Milwaukee is a collaborative effort between the many professionals ready to assist your employees with their move and welcome them to the Milwaukee Region. It includes detailed information on schools, communities, home prices and more. Order a hard copy or have new employees visit discovermilwaukee.com.

10 | Milwaukee Commerce, Winter 2021

Financial issues are affecting the Region’s livability.

We have potential solutions.

David Crowley Milwaukee County Executive

MMAC’s 160th All Member Meeting included a panel discussion with Milwaukee County Executive David Crowley, State Senator Dale Kooyenga and Milwaukee Common Council President Cavalier Johnson. MMAC President Tim Sheehy and the panelists detailed some of the financial issues that are affecting the Milwaukee Region’s livability -- and potential solutions.

As part of this discussion, outgoing MMAC Board Chair Jonas Prising, Chairman and CEO of ManpowerGroup, reiterated MMAC’s support for potential legislation that would allow a sales tax increase to fund critical quality of life services for the City and County of Milwaukee.

Here are highlights of the discussion:

Dale Kooyenga Wisconsin State Senator

Cavalier Johnson Milwaukee Common Council President

Moderator

Tim Sheehy President, MMAC

Tim Sheehy: David, let’s start with you and you can describe a little bit, and I know we’ve got some slides to support this. The challenges that county is facing with an increased pension and the impact it has on your ability to provide quality of life services like the parks.

David Crowley: Well, I mean it’s a huge challenge. And so when you think about where we are, we collect about $300 million in property tax levy. A third of that alone goes toward our pension. And I have to say kudos to my predecessor, County Executive Chris Abele, as well as the board. Because without many of the reforms that they put in place 10 years ago, it could have been much higher.

But when you think about our Milwaukee County parks, the issue is that we don’t have enough dollars really to keep maintaining our parks or many of our non-mandated services. So, many people would say ‘Well, what are non-mandated services?’ It’s (many of) the services that we actually enjoy. These are our Milwaukee County Transit systems, these are programs for our elderly, for young people, but also people with disabilities.

And so it’s (taking) a huge toll on us and being able to deliver those quality of services, because we have to continue to put our dollars towards mandated services, and we also don’t have the ability to raise our local tax levy. We only have our vehicle registration fee and even if we raised it, the issue is that it would not be able to cover at the scale of the problem that we have in Milwaukee County.

And so let’s take our parks. We have a lot of programs -- golf courses, beer gardens, the marina -- those generate revenue. Unfortunately, only those who have access to discretionary funds are able to enjoy those amenities. And so this really puts us between a rock and a hard place when it comes down to focusing on revenue generation but also on racial equity because it doesn’t allow us to actually invest in many of the neighborhoods who have historically been underserved.

And so right now we’ve been having a lot of conversations about, how do we get Milwaukee County in a position for us to continue to be a beacon of light, a beacon of hope? Because we truly believe that Milwaukee County is an economic asset to the state and we want to remain an economic asset to the state. But in order to do so, we have to have the ability within local governments to really make those investments.

Continued on page 12

We truly believe that Milwaukee County is an economic asset to the state and we want to remain an economic asset to the state.

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Continued from page 11 Tim Sheehy: Cavalier, as Common Council President, you’re very familiar with this issue. Can you talk a little bit about the challenges the city has with its pension and the impact it has on public safety?

Cavalier Johnson: Thank you, Tim. First and foremost, it’s just a pleasure to be here with you, the County Executive and Senator Kooyenga. Certainly, the City of Milwaukee is in very dire straits right now. And the problem that we have before us is driven by an increase as 2023 gets here, is going to double basically from about $70 million to about $150 million for five years starting in 2023.

The cuts that we’re seeing, especially towards police and fire, they’re not philosophical. Those cuts are happening because of the dire fiscal situation that the City of Milwaukee is in right now.

That’s putting downward pressure on the city in our ability to be able to provide additional services. And Tim pointed out that Mayor Barrett is here, and Mayor Barrett has said this for years and years and years and I tend to agree, that the cuts that we’re seeing, especially today towards police and fire. They’re not philosophical.

They’re not. That those cuts are happening because of the dire fiscal situation that the City of Milwaukee is in right now.

And so that’s what the problem is. If we don’t get a fix to this, if we can’t come together to find a fix, we’re going to be in a situation where we end up having to cut additional employees. It’s Fall right now. So folks are raking their leaves out and expecting the city is going to come and collect those leaves. Well, if we end up in a situation where we have to reduce hundreds or perhaps even over 1,000 employees over the course of the next couple years, that’s going to make that a difficult challenge. Winter’s coming.

The city is responsible for plowing streets. We’re already having a tough enough time in order to get people lined up to run the plow trucks. That becomes a problem. The problem extends to fire and police as well. Since 2009, I believe we’ve lost, 2009 to date, about 12 | Milwaukee Commerce, Winter 2021

307 police officers. And in the past couple of years that number has been about 200. So we’ve seen this problem progress and get incrementally worse as we get closer to that 2023 date.

So it’s having a tremendous impact in our ability to deliver public services, especially as it relates to public safety.

Tim Sheehy: Thank you. Senator Kooyenga, one of the things I really like about you is you’re a problem solver first, and I know you’ve been working with both these gentlemen on this issue. From the state’s perspective, what do you think potential solutions might be to help the city and county and the region?

Dale Kooyenga: Before I answer, let me just back up a little bit on the introduction here. So I take some issue with it. What you saw was a chart that showed shared revenue flat, and I agree that shared revenue needs to be looked at and has to increase. But then we went into the Bucks and the Bucks’ championship and how that was great and the state took everything and Milwaukee didn’t get anything from that. Milwaukee did get something from that.

But also on that point, and I don’t mean to be the accountant in the room, but the shared revenue doesn’t include the substantial investment the state made in making that project happen.

So the dialogue I keep hearing all the time that the Republican legislature is not willing to be a partner with the City of Milwaukee, I take personal offense to that because I’ve been in the small room fighting for Milwaukee and I will continue to do that. And we’ve been there for the Bucks to retain the Bucks here. And it should be a thing that we celebrate and bring us together. Not something that we could point to each other. Because it was a city, county, private, state partnership that happened. Hoan Bridge. University of Wisconsin-Milwaukee. The lakefront. I could go on and on about how those relationships have worked.

Now go into the issue at hand. I’m willing to be the guy to work with, especially these guys. These guys been great to work with. I appreciate their style, their personalities, and I think this is going to be the start of a good relationship. And we see things very differently. But in the Venn diagram of priorities, there’s things that we that we have in common. Let’s have a conversation.

And as a tax guy, I prefer lower property taxes. And if we could do something on the tax mix, let’s talk about the tax mix and see if we can make housing more affordable by lowering property taxes in exchange for sales taxes. OK, so that’s number one. We can talk about that.

Number 2 is, the big reason that we are in this financial situation is because of the pensions. It’s not the shared revenue. Shared revenue is a problem. It has to go up. But the real reason that we’re in this situation is the pensions. One, the county. Two -- and almost twice the problem -- at the city. The pensions are the problems.

There is only one county of 72 that has their own pension. That’s Milwaukee. There’s only one municipality in a whole state that has its own pension. That’s the City of Milwaukee. Those pensions have to be subject to a soft freeze.

We need to find a way to make new employees going through the Wisconsin Retirement System and have a soft freeze – a soft freeze meaning employees that are depending on that that are in the system, they’re there. That rides out, right? But we have to find a way to absorb those new employees in the state system.

That’s not only for fiscal and for solvency, that’s also for workforce development. I mean, it’s a young man’s game, being a police officer and fireman in Milwaukee. If they want to move out somewhere else in Wisconsin in 3, 4, 5 years, they now have mobility.

And the last thing is, it’s hard to translate how bad it’s going to get.

It’s going to get bad, folks. Three years from now when that federal money runs out, the City of Milwaukee in particular is looking at a huge fiscal problem. And if you look at where the people are, where the money’s at, that is primarily in protective services.

We have a significant crime problem. A significant crime problem. If that budget has to be balanced, on protective services, that crime problem will get worse. The crime problem gets worse, then your property issues are going to get worse. It’s going to go in a spiral and keep going down. Your revenue problem’s going to get worse and worse and worse.

So there’s three parts that I see we need to work on is one, tax mix.

Two, is we have to have a sunset, we have to do structural reforms on the pension. And three is we’re going to make sure that the days of cutting more and more protective services are over. We can not cut that anymore. We’re at the bottom. We need to protect. We need to fight crime. And I think if we could talk about solutions within that arena, I think we could maybe come up with something.

So let’s get economic growth. Let’s fix our education system.

This other stuff we could work out. I’d be happy to be the guy in Madison that tries to work things out.

Tim Sheehy: So, 30 seconds – David and Cavalier, your message to the state, and Dale, your message to Milwaukee.

David Crowley: I don’t even need 30 seconds. At the end of the day, we really need a local option sales tax. If we had a 1% local option sales tax, it would allow us to generate about $160 million annually.

And for us, we want to be able to lower property taxes based on that.

So for us, it’s about that local option sales tax so we can be able to make the investments that we need to make, but also take care of the services that we have to do.

Cavalier Johnson: Thank you. Since I became president and since (David) became County Executive, we’ve been working hand in glove together on issues like this about revenue for Milwaukee -- the city and Milwaukee County. We traveled to Rhinelander together to talk to the Joint Finance Committee on this very issue. That’s 3 1/2 hours North, folks, for those who are keeping track. So we’re doing that.

We’re partners in this. We’re going to continue to be partners in this and we want to be partners with the state in order to find a solution to these problems.

You know, the senator talked about wanting to lower property taxes. Well, guess what? I know the County Executive would like to do that for his levy payers, and I would like to do that in the City of Milwaukee as well. So there certainly is synergy here and we can get things done. I didn’t really like math growing up, but the thing that I found solace in with math is that there’s always a solution and I think working together we can get the solution for Milwaukee.

Dale Kooyenga: I looked at some of your surveys you had coming up here and internalize that, and I think some of the negativity when you see stuff like that is associated with politics. So I’ll give you my promise: My promise is we’re going to focus on what we agree on what we could do right. And you know what solves a lot of problems is economic growth and a good education system, right? And these are things we agree upon. So let’s get economic growth. Let’s fix our education system. This other stuff we could work out. I’d be happy to be the guy in Madison that tries to work things out.

Jonas Prising: Thank you for a great discussion and commitment to work across party, government and finding solutions that bridge this divide.

So as you can tell, the idea of the kicking this policy can down further down the road is not really an option. You have this idea of what’s going to happen in three years. That didn’t sound great. But at least you saw a discussion here and a willingness to try and find a solution.

An increased sales tax is fiscally responsible. The MMAC board supports a higher sales tax to support the quality of life services critical to the region’s economy. We need leaders across the region to help influence state legislative support. And we will be reaching out to all of you and talking about how you can help advocate for this policy.

mmac.org | 13

TALENT

Prepare, attract and advance the talent employers need to thrive

T

he talent shortage is here in Southeastern Wisconsin - and it isn’t going to improve without significant efforts on several fronts.

While our economy continues to grow at a healthy pace, our pool of available workers is stagnating. It is an issue that requires interventions at every stage - and as employers, we can do more together than any one of us can do alone.

1 K-12 INITIATIVES We advocate to close the achievement gaps among our K-12 students and help prepare them for success in college or careers.

• MMAC K-12 Education Reform Agenda MMAC engages with community stakeholders to expand high-quality schools so they can serve additional students.

• Ranking Milwaukee Public Schools - MMAC’s Milwaukee School Quality Map provides an interactive tool for the community to identify and quantify success as well as areas in need of improvement in our region’s publicly funded schools.

• Technology Education & Literacy in Schools (TEALS) - A program that connects classroom teachers with tech-industry volunteers to create sustainable Computer Science (CS) programs. Volunteers support teachers as they learn to teach CS independently.

2 TALENT ADVANCEMENT & RETENTION To help companies develop and retain their employees, MMAC offers unique programs, including: • FUEL Milwaukee gives young professionals an outlet to get engaged in every facet of the community.

• Emerging Leaders Series is a multifaceted approach for high-performing individual contributors who have not yet moved into a formal leadership role that is designed to develop their skill to effectively interact with and influence others.

3 LABOR MARKET DATA We’re developing industry driven programs to address immediate talent needs: • Talent Directory, featuring member service providers.

• COMING SOON: Workforce intelligence – customized, real-time labor market data and workforce analytics. Read more about this new initiative on the following page.

• Chief Human Resource Officer (CHRO) Roundtable for large corporate HQ companies.

Not sure where to start? Attend one of our monthly Talent Solutions 101 sessions to take the next step. Visit MMAC.org/events.html

14 | Milwaukee Commerce, Winter 2021

Sourcing better data to address your talent challenges

A Susan Koehn VP of Talent and Industry Partnerships

s you continue to recruit during one of the most volatile labor markets in recent memory, we know there’s no room for guesswork. To reduce ambiguity, MMAC is working to provide a new source for next-level labor market data to inform your talent strategies.

As part of our ongoing commitment to help you address your talent issues, MMAC and the Milwaukee 7 Regional Partnership are making a significant investment with a national supplier of labor market insights, EMSI Burning Glass, on a customized digital tool – one that goes beyond the basics and dives deep into the future currency of work: skills.

EMSI’s Skillscape tool will increase our capability to provide actionable insights by overlaying skills demand with current supply in the region. EMSI does this by augmenting publicly available labor market data with ongoing, proprietary research. The company partners with thousands of colleges, businesses and communities to create a unique database that combines job posting analytics, college alumni profile data and localized traditional labor market data to provide a more comprehensive picture of the labor market. This produces a trove of data on job postings, skills certifications, education, job titles, demographics and employers of workers by region provide insights to align workforce, business, and education efforts. Skillscape also provides demographic filters that help identify equity gaps alongside priority upskilling pathways.

As the company describes it, “Skills data significantly improves the timeliness, granularity, and actionability of insights about the skills, credentials, and experiences needed for a given job. The language of skills makes it easier to identify local talent gaps as well as information

on roles that have yet to appear in existing classifications.”

Potential applications for this tool include: • Generating an ongoing region-wide skills analysis to identify gaps and highlight upskilling, reskilling and career pathways with the most opportunity. In Atlanta, Skillscape identified the most in-demand career areas, which career areas have seen the highest growth in the last five years, and the overall supply and demand of career areas — including a specific focus on diversity.

• Producing custom reports for employers, including an analysis of the availability of specific skills in a given geographic area, and an overview of compensation for employees with specific skills in other markets to determine whether salary ranges are competitive.

• Forecasting for higher education institutions to more specifically match skills they’re teaching students with industry needs.

• Informing employers’ out-of-market recruitment strategies by identifying targeted geographic areas with high concentrations of workers with particular skills and high concentrations of local college alumni who may be more likely to relocate.

• Providing better information to homegrown companies that are considering an expansion project, or new companies that are considering a move to the M7 region.

Providing unique insights into the challenges and opportunities that businesses face is central to our mission at MMAC and M7 – and it’s another example of the kind of work that wouldn’t be possible without your support as MMAC members and M7 investors.

As we work to secure this new capability, stay tuned to see how you and your team can plug in.

mmac.org | 15

EQUITY M

MAC is committed to working with its members to help close racial disparities and move metro Milwaukee forward as a region of choice for all.

The MMAC Board has made equity a key priority on its agenda, recognizing that the region cannot reach its potential without all its citizens participating in and benefitting from an inclusive economy.

This work breaks down along three connected pathways: talent, education and business.

1 PATHWAY 1: TALENT Members can join this effort to improve the recruitment, retention and advancement of Black and Brown talent in their workforce.

• MMAC members have pledged to collectively increase African American and Hispanic/Latino employment -- as a percentage of their overall employment — by 15%, and management by 25%, over five years.

• From its inception two years ago, participation grew by 94% to 120 organizations that employ more than 119,000 people in the region.

• To reach these goals, employers committed to sharing best practices and having CEOs meet as a peer group to mark progress.

16 | Milwaukee Commerce, Winter 2021

2 PATHWAY 2: EDUCATIONAL ATTAINMENT & CAREER DEVELOPMENT

Eliminating the education gap between White and Black and Brown students is critical to meeting the workforce needs of the region’s employers.

• Work to expand access to highquality school options, with a shortterm goal of serving 5,000 more students in the next five years across MPS, public charter, and Milwaukee Parental Choice schools.

• Advocate for parity in financing for all publicly funded school options.

But until that goal is achieved, we will help to raise the funds necessary to accelerate school expansions.

3 PATHWAY 3: SUPPLIER DIVERSITY & ENTREPRENEURSHIP

Corporate supply chains have the capacity to grow Black and Brown business wealth and mentorship programs can help new businesses start and scale growth.

How do we fuel more success?

• For business diversity to work, corporate leaders must make it a priority • Help companies expand their networks to include more Black and Brown companies and leaders.

• Make the process more transparent.

Procurement is complicated, and diverse suppliers often face extra challenges.

• Dispel the stereotypes that Black and Brown owned businesses are not as prepared or capable as their White counterparts.

MMAC members commit to greater equity for talent, students & businesses Metro Milwaukee has long faced significant racial inequities and economic gaps between its White and Black and Brown citizens. How large is that gap?

Three years ago, MMAC looked at seven indicators of prosperity and ranked Milwaukee against 20 peer metros.

Milwaukee sits at the bottom of the list for nearly every indicator and has the largest gap in prosperity between its white population and its African American and Latino/ Hispanic populations.

Largest prosperity gap by race of 20 peer metros African American & White

1. San Antonio 2. Nashville 3. Baltimore 4. Charlotte 5. Portland 6. Pittsburgh 7. Orlando 8. Columbus 9. Oklahoma City 10. Indianapolis 11. Kansas City 12. Louisville 13. Buffalo 14. San Jose 15. St. Louis 16. Raleigh 17. Cincinnati 18. Cleveland 19. Chicago 20. Minneapolis 21. Milwaukee

Hispanic & White

1. St. Louis 2. Detroit 3. Baltimore 4. Cincinnati 5. Oklahoma City 6. Columbus 7. Kansas City 8. Orlando 9. San Antonio 10. Salt Lake City 11. Portland 12. Nashville 13. Cleveland 14. Memphis 15. Chicago 16. Raleigh 17. San Jose 18. Indianapolis 19. Minneapolis 20. Charlotte 21. Milwaukee

If we can close that gap, metro Milwaukee will realize a competitive advantage and more of its citizens will enjoy a higher quality of life and improved prospects for generations. But how? And what can the business community, specifically, do to change that trajectory?

In 2018, MMAC – led by its board of directors and Chair Jonas Prising of ManpowerGroup — launched an effort known as “Making Milwaukee a Region of Choice for All (ROC)”. We’re partnering with businesses to address racial disparities by focusing on expanding opportunities and creating equity for Black and Brown talent, students and businesses.

TALENT: Improving the recruitment, retention and advancement of Black and Brown talent As of November 2021, 120 companies have pledged to collectively increase Black and Brown talent by 15% and management talent by 25% over five years.

Participating employers submitted employment data in 2018 as a baseline and updated that information for 2019 and 2020. Here’s where we stand today:

Region of Choice Companies - Overall employment 2018 employment

Change 2018-2020

Total Employment

119,423

-1,167

African American

12,748

+556

Hispanic Latino

6,959

+602

-1% +6.2%

African American and Hispanic/Latino employment rose 6.2% from 2018, while overall employment within the ROC collective declined by 1%.

To reach the employment goal by 2023, 18.1% of the total workforce would be African American and Hispanic/Latino.

The ROC companies are on track to reach this goal.

African American and Hispanic/Latino management employment rose 23% for the same period, against total management employment that increased only 6.1%.

Region of Choice Companies - Management 2018

Change 2018-2020

Total Management

16,165

+935

African American

748

+158

Hispanic Latino

539

+85

+6.1% +23%

Continued on page 18

mmac.org | 17

Continued from page 17

Beyond the numbers – is the culture becoming more inclusive?

How likely are you to recommend working at your company?

Attracting and hiring more people of color is a strong step in the right direction. But for sustained improvement, employees need to feel included, and that they belong, in their workplace.

In addition to collecting employment data, MMAC distributed a survey that asked management employees at the ROC firms two key questions: Would they recommend their employer as a place to work and would they recommend metro Milwaukee as a place to live. The survey provided insights into employees’ experiences and satisfaction.

Using the Net Promoter Score to gauge satisfaction and enthusiasm

Net Promoter Score = % of promoters - % of detractors 2

3

4

5

6

7

8

9

White

Hispanic/ Latino

African American

Net Promoter Score

The Net Promoter Score asks respondents to rate their experience on a scale from 1-10. A score of 9 or 10 indicates “promoters” – enthusiastic supporters. Those who respond with a rating between 1 and 6 are considered “detractors.”

And ratings of 7 or 8s are regarded as “passives.” The score is calculated by setting aside the passives, then subtracting the detractors from the promoters. For example, if 60% are promoters, and 40% are detractors, the score is 20.

1

All ROC Employers

When asked what would improve equity and inclusion at their companies, managers offered a range of ideas: • Providing anti-bias training to all employees beyond management • Developing transparent pathways to advancement • Increasing diversity within candidate pools and search committees. And, • Holding open dialogues with top leadership

10

2022 Action Plan Detractors

-100

Passives Promoters

0 Concerning

Acceptable

100 Good

Excellent

Net Promoter Score scores can range from -100 (all detractors and no promoters) to 100 (all promoters and no detractors).

Nearly 2,000 managers responded to the questions on their workplace and community. The results revealed significant discrepancies by race.

Informed by feedback from this survey and listening sessions with HR and DEI leaders and CEOs, MMAC plans to: • Create a playbook for beginning, accelerating and advancing corporate DEI strategies for companies of all sizes • Form a recruiters’ roundtable to help companies attract diverse talent from outside the region and hire talent from within the region • Better connect Black and Brown talent to metro Milwaukee and each other, working with The African American Leadership Alliance of Milwaukee, Hispanic Professionals of Greater Milwaukee, We Exist and others • Advocate for changes that reduce barriers to employment

18 | Milwaukee Commerce, Winter 2021

Respondents’ scores for metro Milwaukee as a place to live varied significantly by race.

How likely are you to recommend Metro Milwaukee as a place to live?

White

White

African American All Respondents

White

Hispanic/ Latino

Out of a 20-peer region group, in the five most prosperous metros for African Americans, 24-31% of their adult population held a bachelor’s degree or higher. Milwaukee is at the bottom of that list, with only 15% holding a bachelor’s degree or higher.

Net Promoter Score

Respondents gave high marks to metro Milwaukee’s restaurants, sports, entertainment, vibrant downtown and natural beauty. The biggest negatives were crime, racial segregation, income inequality and political divides.

Experiences in both the workplace and the community impact Milwaukee’s ability to attract and retain talent. To improve, the private and public sectors will need to work together. MMAC plans to convene a meeting with local elected leaders to discuss steps we can take together to address these liabilities and improve our assets.

STUDENTS: Increase educational attainment and career development opportunities for Black and Brown students.

Improving educational attainment has been a longterm objective in MMAC’s agenda. But we still have a long way to go.

There are 114,000 students who receive public funding to attend schools in the city.

Of Milwaukee’s high school graduates, only

10% of African American students and

13% of Hispanic/Latino students

will earn a two- or four-year degree within six years of graduation.

MMAC is supporting expanded access to high-quality schools (as defined by the State’s school report card) with a short-term goal of serving 5,000 more students in the next five years across MPS, public charter and Milwaukee Parental Choice schools.

Connecting students & employers

Connecting students with real-world work experiences gives them the opportunity to explore careers and apply their studies. Internships also help employers develop a pipeline of future talent. MMAC will connect students and employers with internship opportunities through All In Milwaukee -- a college completion and internship program -- and the Higher Education Regional Alliance -- a collaborative of 18 southeastern Wisconsin public and private two- and four-year colleges and universities.

2022 Action Plan • Ensure funding equity across publicly available K-12 school options • Protect and enhance charter options • Fund quality school expansions • Create career pathway partnerships Continued on page 20

mmac.org | 19

Continued from page 19

BUSINESS: Supporting wealth creation for Black and Brown businesses Corporate supply chains have the capacity to grow Black and Brown business wealth and mentorship programs can help new businesses start and scale growth.

To better understand the opportunities and the challenges facing Black and Brown businesses, MMAC worked with Zach Komes, a Harvard Business School candidate and Milwaukee native. Previously, Komes founded the DC Community Anchor Partnership to support the growth of minority-owned businesses. In the summer of 2021, Komes interviewed and conducted focus groups with 125 metro Milwaukee corporate and community leaders and CEOs of minority-owned firms.

Key findings included: • There is a solid foundation of 1,200 Black and Brown-owned companies in metro Milwaukee across many industries that offer value and drive innovation. The Business Council, chaired by MMAC Board member and Diamond Discs International President Ugo Nwagbaraocha, conducts training modules for both corporations and minority firms to foster ongoing business relationships.

“The most successful corporations realize they do well if the whole economy is doing well.”

-MMAC Member Company • Several large corporations and educational and health care institutions have well-established supplier diversity programs in place and there are lessons to be learned from their experiences.

• Any organization – no matter its size or industry -- can make a concerted effort to do business with more diverse firms.

• More than 80% of executives surveyed agreed that supplier diversity should be an organizational priority.

• Intentionality in building relationships with Black and Brown companies is essential.

• Corporations must make the procurement process transparent and less complicated for more diverse firms to participate.

Identifiable by ownership race, 95% of the Milwaukee region’s 25,000 businesses are white owned, 3% are African American, and 2% are Hispanic/Latino.

In comparison, African Americans make up 17% of the metro population and Hispanic/Latino residents are 11% of the metro population.

• The myth that Black and Brown owned businesses are not as prepared or capable as their white counterparts must be dispelled.

2022 Action Plan

In the coming year, MMAC will work with Board members to guide and refine an action plan.

Recommendations include: • Connecting diverse-owned businesses and their products and services to the broader business community working with TBC, the Hispanic Collaborative and other ethnically diverse organizations.

• Building CEO commitment to supplier diversity at more companies, and • Setting specific metrics on supplier diversity to measure progress in the coming years.

20 | Milwaukee Commerce, Winter 2021

JOIN THE 120 COMPANIES ALREADY ENGAGED ABAXENT Addison-Clifton Advocate Aurora Health American Family Insurance Group American Roller & Plasma Coatings Ascend Talent Strategies Ascension Wisconsin Corporate Office Associated Bank Astronautics Corporation of America ATI Forged Products Badger Meter Beer Capitol Distributing Co. BMO Harris Bank Briggs & Stratton Broan-NuTone C2 Centers for Independence CG Schmidt Charter Manufacturing Co. Children’s Wisconsin Circa City of Wauwatosa Colorful Connections Columbus McKinnon Corp.

Cross Management Services Dedicated Computing Deloitte Diamond Discs International Educational Credential Evaluators Ernst & Young First Midwest Bank FIS Foley & Lardner Froedtert Health GE Healthcare Generation Growth Capital GenMet GO Riteway Transportation Group Godfrey & Kahn Good Karma Brands Milwaukee

Goodwill Industries of Southeastern WI & Metro Chicago Grant Thornton Greater Milwaukee Foundation Greendale School District HARIBO of America Harley-Davidson Haywood Group Herzing University Husch Blackwell Husco International Independence First Johnson Controls Johnson Financial Group JP Cullen JWS Classics Kane Communications Group Kohl’s Komatsu Mining Corp.

KPMG LifeWorks Coaching & Training Lubar & Co. Luxe Incentives Magellan Promotions ManpowerGroup Marcus Center for the Performing Arts Marcus Corporation Medical College of Wisconsin Metal-Era Metro Milwaukee Society for Human Resource Managers (MMSHRM) MGIC Michael Best & Friedrich Milwaukee Area Technical College Milwaukee Brewers Baseball Club Milwaukee Bucks & Fiserv Forum Milwaukee Tool MMAC Molson Coors Beverage Co. Mortenson MRA-The Management Association

Mueller Communications Northwestern Mutual Old National Bank PAX Holdings Payne + Dolan | A Walbec Group Co. PNC Bank PricewaterhouseCoopers (PwC) Prism Technical Mgt & Marketing Services Professional Dimensions PS Capital Partners QPS Employment Group Quad Quarles & Brady Reinhart Boerner Van Deuren Rexnord Rivera & Associates Marketing Robert W. Baird & Co. Rockwell Automation Rogers Behavioral Health SaintA SEEK Careers/Staffing Selzer-Ornst Co. Sikich SPEARity Superior Support Resources TEMPO Town Bank Trans International Trefoil Group University of Wisconsin Milwaukee University of Wisconsin - Parkside Versiti Wisconsin VISIT Milwaukee von Briesen & Roper Waukesha Metal Products WEC Energy Group Wells Concrete Wenthe-Davidson Engineering Co. Willis Towers Watson YMCA of Metropolitan Milwaukee Zurn Water Solutions

For more information and how to get involved in the Region of Choice Initiative, visit mmac.org/roc.html

mmac.org | 21

GROWTH

Fueling growth by facilitating corporate expansion, attraction and entrepreneurship

W

e compete every day with regions around the country, and the world, to attract business investment and talent.

Our approach to a thriving economy focuses on three objectives: Aggressively marketing the region to those investing capital and creating jobs, helping business located in Southeastern Wisconsin to expand and grow, and elevating the value proposition that the Milwaukee Region offers to entrepreneurs and investors.

The Milwaukee 7 Regional Partnership (M7) – with a mission to lead business attraction, retention and expansion efforts across Southeast Wisconsin – helps build our economy by supporting businesses that export goods and services outside the region. These businesses bring new revenue into the region and overall pay higher than average wages.

Every job they create has a multiplier effect that leads to more indirect and induced jobs.

2

1

3

MARKET THE REGION FOR INVESTMENT

HELP LOCAL BUSINESSES EXPAND

The Milwaukee 7 markets the region to attract new companies to Southeast Wisconsin – from across the state line to around the globe. M7 serves as a one-stop shop to guide companies through the relocation process, from their first visit to grand opening.

M7 partners with economic development organizations throughout the region to find solutions for companies looking to expand in the region, offering resources around real estate, financing, talent sourcing and incentives.

Milwaukee 7 Metrics 2020 - to date Project Wins

Pledged Jobs

16

3,655

Average Wage

Annual Payroll

Pledged Capital Investment

67,587 $247M $621M

ENTREPRENEURSHIP MMAC launched a new initiative to promote startups and entrepreneurship in the Milwaukee Region.

Our goals are to cultivate a better informed and more connected Milwaukee startup community, creating awareness of resources available to entrepreneurs and elevating Milwaukee’s reputation as a destination for founders and venture capital investors. Our efforts include: • Hiring a startup storyteller and launching MKEStartup.news, a new site featuring the stories and successes of Milwaukee entrepreneurs resources.

• Piloting a Venture Mentoring Service - pioneered by MIT - which will match Milwaukee startups to corporate mentors.

• Adding startup expertise to MMAC’s Board of Directors.

22 | Milwaukee Commerce, Winter 2021

RECENT M7 WINS FOR THE REGION

GENERAC

NOSCO

OPENGOV

70 0 NE W JO B S

350 NE W JOBS

6 5 NE W JOBS

$ 53M CA PITA L INVEST M EN T

$ 7. 5 M CA PI TA L I NVE STM E NT

$4 00K CA PI TA L I NVEST MENT

PE WAU KEE, W I

P LE ASA NT PR A I RI E , WI

M I LWAU K E E , WI

Waukesha-based energy firm Generac is expanding its presence in Wisconsin, including adding a new building in Pewaukee with 300 employees.

Nosco, a health care packaging manufacturer, moved its headquarters from Illinois to Pleasant Prairie and added a new production facility.

Silicon Valley software company OpenGov, a leader in cloud ERP software for government agencies, has expanded into Milwaukee.

GRAND CRAFT BOATS

R+D CUSTOM AUTOMATION

THE EXPERT INSTITUTE

30 NE W JOB S

6 4 NE W JOBS

75 NE W JOBS

$ 1.1 M CA PITA L IN VEST M EN T

$ 6 . 5 M CA PI TA L I NVE STM E NT

$9 5K CA PI TA L I NVE ST MENT

G E N OA C ITY, W I

SA L E M L A K E S, WI

M I LWAU K E E , WI

The custom builder of luxury mahogany boats relocated its headquarters and manufacturing operations to Walworth County from Michigan.

A leading provider of customized automation systems, R+D relocated and expanded its plant operations in Kenosha County from Illinois.

Expert Institute, a legal software firm that connects attorneys with subject matter experts, located its Midwest office in Milwaukee.

M7 WIN UPDATE: HARIBO 4 00 NE W JO B S

$325M CA PI TA L I NVE STM E NT

PL E ASA NT P R AIR IE, WI

Haribo, the German-based maker of the original gummi bears candy, broke ground on its first North American manufacturing facility in Pleasant Prairie in December 2020. Construction of the $325 million, 500,000-square-foot facility continues and the company expects to begin manufacturing production in 2023. Once operational, the facility will employ about 400 full-time workers and be able to produce 66,000 tons of the company’s iconic Goldbears a year. Eventually the plant will also make Sour Goldbears, Twin Snakes and Starmix gummies.

mmac.org | 23

The impact of regional economic development

MILWAUKEE TOOL: Milwaukee 7 Regional Partnership

GLOBAL BRAND, REGIONAL IMPACT

G

rowing our regional economy depends on success stories like Milwaukee Tool. Over the last decade, the company has expanded significantly across the region, adding thousands of employees and growing to $6 billion in revenue.

The Milwaukee 7 Regional Partnership is the cooperative economic development platform for the seven counties of Southeast Wisconsin, with a mission to attract, retain and grow diverse businesses and talent.

Competing as a region broadens our opportunities and gives us the competitive edge we need in today’s global economy.

Milwaukee 7 markets the region to companies looking to expand locally or relocate their operations -- from across the state line to around the globe. M7 provides the tools and the project management to guide companies from their first visit through the opening of their new plant or office. M7 has successfully closed deals and attracted foreign direct investment from companies in Germany, China, India, Great Britain, Spain and Italy.

M7 has been a long-term partner in supporting Milwaukee Tool’s growth plans, working with the company on multiple expansion projects dating back to 2011. During that time, Milwaukee Tool expanded its global headquarters in Brookfield, added new Waukesha and Washington County locations, and is opening a downtown Milwaukee building in 2022 to support its corporate operations.

Together, these projects account for more than 3,000 jobs with an average annual salary of $75,000+.

Powerful Public-Private Partnerships

Strong collaboration between Milwaukee Tool and the Milwaukee 7, Wisconsin Economic Development Corp., City of Brookfield, Waukesha County Center for Growth, and City of Milwaukee has supported the company’s multiple expansion projects.

MILWAUKEE TOOL REGIONAL GROWTH

The MMAC is one of the founding partners of the Milwaukee 7, along with the City of Milwaukee and the Greater Milwaukee Committee.

In the last five years, Milwaukee Tool has invested more than $235 million in expansion projects across the Milwaukee Region, accounting for 3,000 jobs.

CITY

PROJECT

JOBS

CAPITAL INVESTMENT

To learn more about Milwaukee 7, visit mke7.com.

Brookfield

Corporate Headquarters Expansion

500

$33M

Brookfield

New Global Product Development Center

350

$32M

Menomonee Falls

Corporate Operations Expansion

770

$100M

Milwaukee

Corporate Operations Expansion

1,200

$30M

Mukwonago

Empire Level Co. Plant Upgrades

80

$16M

West Bend

New Hand Tool Manufacturing Plant

100

$26M

Continued on page 26 24 | Milwaukee Commerce, Winter 2021

DOWNTOWN MILWAUKEE EXPANSION PROJECT EMPLOYMENT

1,200 jobs CAPITAL INVESTMENT

$30M

PAYROLL

$75,000

Average Annual Salary

$90M

Annual Payroll

$75,000

average annual compensation per Milwaukee Tool employee

For every Milwaukee Tool employee, there are

3.76

additional jobs created in Southeast WI

$52 million spend with vendors in the M7 Region

mmac.org | 25

Continued from page 24

Milwaukee Tool: Far-reaching Economic Impact Milwaukee Tool serves as a shining example of how the company’s decision to expand here is a win for all of Southeast Wisconsin. Not only is the company creating thousands of jobs, but thousands of additional indirect jobs are being generated through corporate and employee spending across the region. Milwaukee Tool also draws on an extensive supply chain of businesses in all seven Milwaukee Region counties and across Wisconsin that support the company’s operations.

This economic impact is highlighted in an analysis of Milwaukee Tool’s new building redevelopment in downtown Milwaukee. The office’s future 1,200 employees are projected to create 1,449 spin-off jobs for a total employment impact of 2,659 jobs, producing $143.6 million in annual payroll. The collective impact of these workers’ earnings permeates the entire region.

Collective impact of workers’ earnings in the region Estimated worker spending based on total employment impact (in $ millions)

Housing | $27.4 - 23% Restaurants | $7.0 - 6%

Utilities | $8.5 - 7%

Groceries | $9.7 - 8% Giving | $3.2 - 3%

Transportation | $21.9 - 18%

Education | $1.6 - 1% Retirement & Life Insurance $11.3 - 9% Personal & Discretionary $15.2 - 13%

Clothing | $3.6 - 3% Medical | $10.3 - 9%

From Grafton to downtown Milwaukee to Elkhorn, and everywhere in between, workers are buying homes, dining at restaurants, picking up their dry cleaning and shopping for groceries. Through this stream of daily transactions, they are stimulating their local economies and adding to the state and local tax base.

26 | Milwaukee Commerce, Winter 2021

MMAC launches startup and entrepreneurship initiative

R

ecently, MMAC launched an initiative to promote startups and entrepreneurship in the Milwaukee Region. Goals for the new initiative include:

• Cultivating a better informed and more connected community of people in Milwaukee who are engaged in startups and entrepreneurship.

• Creating more public awareness of the startup process and resources available to entrepreneurs.

• Elevating Milwaukee’s reputation as a destination for founders and venture capital investors by amplifying current success stories and our region’s value proposition.

“The Milwaukee Region has experienced considerable success in corporate expansion and attraction over the past 15 years, thanks in large part to the outstanding efforts of the Milwaukee 7 Regional Partnership,” MMAC President Tim Sheehy said.

“Startups and entrepreneurship are an equally important part of regional economic development, but the successes we’ve seen in this area are not as widely known. Through this new initiative, which is guided by input from the Milwaukee startup community over the past several months, MMAC hopes to play a larger role in amplifying Milwaukee’s existing startup success stories, finding new ways to strengthen our region’s startup muscles and ultimately attract even more founders and funders to our region.”

This initiative is in partnership with MMAC Board Member Chris Abele, the managing director of CSA Partners and former Milwaukee County executive. It was driven by a working group of founders and funders who want to raise the profile of what’s working in the Milwaukee Region and the assets we have, while also surfacing new ways for the region to grow its startup and entrepreneurship landscape. The new initiative is being resourced with more than $500,000 to get it off the ground.

“Milwaukee has an active startup scene, with the potential for massive growth,” Abele said. “But people may not be aware of some of the success stories that started here or the value proposition Milwaukee offers to entrepreneurs and investors. Through this initiative, we hope to raise awareness of everything that is possible here. As is the case with many things

here in Milwaukee, we have a much better story to tell than the one we’re actually telling right now.”

As part of this initiative, MMAC has launched a website dedicated to educating the Milwaukee community on startup and entrepreneurship activity in Milwaukee. The MKE Startup News website is live at mkestartup.news.

MMAC also has hired Anna Lardinois in a newly created role, startup storyteller. She will produce content for the site, serve as a connector within the Milwaukee startup and entrepreneurship community and assist members of the media who are writing about startups and entrepreneurship in our region.

Lardinois is a local author and historian who previously served as the narrator at the Pfister Hotel.

As this initiative evolves, other planned projects include: • A dashboard to track startup and entrepreneurship-related economic data in the Milwaukee Region, in partnership with the Wisconsin Policy Forum.

• Implementation of an entrepreneurship mentorship program based on principles developed at the Massachusetts Institute of Technology (MIT) • Adding startup, entrepreneurship and venture capital expertise to MMAC’s Board of Directors.

Visit mkestartup.news for more Milwaukee Stories

mmac.org | 27

COnovate:

Power Pioneers H

istory was made in a UWMilwaukee lab in 2010, but perhaps you haven’t heard about it — at least not yet. The doctors at the helm of this discovery are confident their finding will disrupt the battery market, and change the way consumers use portable electric devices, Anna Lardinois including electric vehicles. If they are Startup Storyteller right, an important development in the implementation of clean energy is being created in a Milwaukee laboratory right now.

The discovery was made by Dr. Marija GajdardziskaJosifovska, the first female professor of physics on the UWM campus, and Dr. Carol Hirschmugl, the department’s second female scientist. The physicists shared a passion for research. Their specialties — Dr. Hirschmugl’s being condensed matter physics and Dr. Gajdardziska-Josifovska, nanotechnology — complimented each other, making them an effective team in the laboratory. Together, these physicists identified the first known form of solid carbon monoxide at room temperature.

something entirely new, and the team set out to prove it. After a year of lab work that included a number of peer reviews, the team announced their discovery to the scientific community. Academics were enthusiastic about the discovery, but the story didn’t reach beyond the world of higher education.

Undaunted by the lack of attention from the world outside of academia, the professors patented their discovery. They named the product COphite. The substance, when added to lithium-ion anode batteries, results in faster charge times, greater capacity and improves safety. Unlike the graphite battery manufacturers use today, this carbon alternative is abundant, non-toxic and costs less than the traditional material. They knew the discovery would transform the way batteries are used; for example, this substance could make it possible for people to charge electric cars in minutes, rather than hours, dramatically increasing the usability of the emerging technology. Best of all, the product could be made in the United States, and could seamlessly be adopted by battery manufacturers already using graphite. COphite was ready to change the world, but the duo needed a way to share COphite with the battery industry. Fortunately, the professors had an award-winning business incubator located on their campus.

Dr. Hirschmugl was quick to credit the Milwaukee I-Corps Program for transforming the scientists into entrepreneurs.

The program, launched by the National Science Foundation and run by the Lubar Entrepreneurship Center at UWMilwaukee, is open to the students and faculty of five area academic institutions with the aim of commercializing laboratory discoveries. Through the program the professors launched their business in 2016 and met their mentor, Loren Peterson.

Dean of the UW-Milwaukee Graduate School, Dr. GajdardziskaJosifovska is fond of building on Louis Pasteur’s famous adage, “chance favors the prepared mind,” with her oftenrepeated phrase, “the prepared mind knows what to look for.” The scientists were experimenting with carbon when they saw something unexpected when peering into their microscope. Their prepared minds knew they had uncovered

28 | Milwaukee Commerce, Winter 2021

In academia, Dr. Hirschmugl is an experienced fundraiser, but noted funding in the business world is considerably different from what she had experienced in the past. Already skilled at accessing grant funds, she credits the guidance of Peterson and advanced materials expert, Jeff Moore, for navigating the company through the unfamiliar landscape of raising capital through investors.

Once the word got out about COphite, the awards, grants and funding began to roll in. In 2018 the company won SEED

mmac.org | 28

Dr. Marija Gajdardziska-Josifovska (front), the first female professor of physics and Dr. Carol Hirschmugl (back), the department’s second female scientist, University Wisconsin-Milwaukee campus.

SPOT, presented by the Association for Women in Science. And in 2019 the company was awarded a Small Business Technology Transfer (STTR) Phase II grant, as well as funding from the Department of Energy. Additional capital was raised through BrightStar Wisconsin, Tundra Angels and WEDC. The company continues to raise funds and Hirschmugl has recently left her post at UW-Milwaukee to devote her efforts to the development of the company.

program, which provides the support and guidance scientists, and students on campus, need to monetize their discoveries.

When asked to offer advice to others who are ready to move their discoveries from the lab to the boardroom, Hirschmugl offers two suggestions. She recommends scientists apply to America’s Seed Fund, run by the National Science Foundation (NSF). One of the largest seed funders in the nation, the flexible program offers scientists capital without taking any equity in their emerging companies. She is also a strong advocate of the I-CORPS

To follow the developments of COnovate, connect with the team on their website: conovateinc.com

This is only the beginning of the COnovate story. The company is planning for their Series A funding round in the first half of 2022, and is working on a commercial release in 2023. While Milwaukee might not have initially noticed the discovery of the revolutionary COphite, it is certain to feel the impact of its commercial launch.

To read more about the founders and funders who are building the Milwaukee Region’s entrepreneurship community, visit mkestartup.news mmac.org | 29

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30 | Milwaukee Commerce, Winter 2021

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Protect your business: How to avoid ransomware and stay safe online With ransomware attacks increasing in the U.S., it’s a smart business practice to set up preventative measures that reduce the chances of a hacker getting to your files. And, since 51% of all businesses were targeted by ransomware in 2020, it’s a very real threat.

First, what is ransomware?

It’s computer malware that encrypts your data and devices in order to hold them hostage until a fee, or ransom, is paid. It’s an old school tactic funded with new, untraceable cryptocurrency, and it’s spreading due to the sophistication of professional hackers.

How exactly do hackers attempt this, and what can your company do to avoid becoming a victim?

Many instances of cybercrime happen due to human error. Someone clicks on a faulty link and before you know it, the virus is on every computer in the office.

Training your staff is essential because they’re on the front lines in combating hackers.

Don’t click on email attachments or links you don’t recognize. These phishing messages could contain malicious files, which download onto your computer, infect your device, and then lock your files for a ransom.

Even if an email seems to be from a trusted source, double check the sender, subject matter, and links to confirm they are legitimate. Also, keep an eye out for messages with urgent requests that demand immediate action or money, disjointed writing styles, and spelling and grammar errors.

One important way to stay safe is to keep your business’s IT infrastructure strong by always updating your operating systems, applications, and devices with the latest software. You can install official and trusted anti-virus software to act as a buffer against malicious attacks. Making sure the firewall is up on all your devices is also a good preventative measure. And, backing up your IT system before a potential ransomware attack ensures your employees can still access their files to conduct business as usual without the ensuing panic.

What else do I need to know to stay safe?

Recently, the Department of Homeland Security has issued an alert for new ransomware campaigns targeting company networks through remote access systems, since more employees are working remotely than ever before. Hackers are attempting to access tools such as remote desktop protocol (RDP) and virtual private networks (VPNs) to exploit systems with vulnerabilities in their security. It’s important to be aware of these developing trends so you can stay ahead of them.

Lauren Hess Vice President Wisconsin Treasury Sales, Team Lead Wintrust Commercial Banking at Town Bank, N.A. www.townbank.us/

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A Financially Well Employee Is a Happy Employee Employees want financial wellness; 529 plans can help provide it.

With talent recruitment an issue throughout Wisconsin, benefit packages are critical. Most employees are looking for help to manage their financial stress and build their financial health.

One way of providing stability to your current and prospective employees is by offering a 529 plan.

529 college savings plans are a tax-smart way to prepare for the costs of higher education. With American student loans approaching $2 trillion and 1 in 4 Americans* making monthly payments, helping employees plan for their family’s higher education costs is a great benefit.

Consider Edvest at Work, a financial wellness solution from the State of Wisconsin. Adding the program is free and Edvest provides administration and support. Companies that

contribute to employees’ accounts may be eligible for a state tax credit. Please consult a tax advisor for the applicable maximum tax credit per employee per tax year. *Nitro.com. Student Loan Debt: A current picture of student loan borrowing and repayment in the United States.

TIAA-CREF Individual & Institutional Services, LLC, Member FINRA, distributor and underwriter for the Wisconsin College Savings Plan.

To learn more, contact College Savings Consultant, Khaleel Ali at khaleel.ali@ tiaa.org or visit Edvest.com.

EDVEST AT WORK Help your employees continue the Wisconsin tradition of higher education Edvest at Work is a financial wellness benefit that helps your employees save for their children’s or grandchildren’s higher education without costing you a thing! The program is easy to set up, simple to maintain and doesn’t require you to complete any reports or even sign a contract.

Plus, Wisconsin employers may receive a state tax credit when they contribute to their employees’ Edvest accounts. Please consult a tax professional.

To learn more, speak with Wisconsin College Saving Consultant, Khaleel Ali | 414-410-0009 | khaleel.ali@tiaa.org Attend an Edvest at Work Webinar | 888.338.3789 | Edvest.com TIAA-CREF Individual & Institutional Services, LLC, Member FINRA, distributor and underwriter for Wisconsin’s Edvest College Savings Plan. 1644020

32 | Milwaukee Commerce, Winter 2021

2021 ALL MEMBER MEETING

Empowered by You MMAC Chair 2019-2021 Jonas Prising, ManpowerGroup & Tim Sheehy, MMAC

2. Karen Nelson, Rogers Behavioral Health & Stanford Nelson, Rogers Memorial Health 3. MMAC Board member Jaime Hurtado, Insulation Technologies 4. Ryan Brudos and Cory Owen, Uihlein Electric Company 5. Southwest Airlines ticket winners: Rome Seifert, Kris Naidl (Leadership Council), Alicia Wilson – all Laughlin Constable

Photography by Front Room Studios

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Maximize Your Project’s Value Choose Milwaukee Experienced & Safe Union Construction Trades and Contractors Our new normal continues to change how people and businesses use their spaces. Union contractors and trades are here to provide the necessary expertise and support needed to create new or renovated commercial spaces. Choosing union builders means your project will be completed on time and on budget with an attention to detail that only the best craftspeople can accomplish.

With a wealth of experience in every market, union contractors can provide creative solutions to your business’ needs. This experience ultimately means fewer change orders and tighter schedules, saving you valuable time and money. Whether you’re looking to update or create new

office spaces, install safer ventilation systems, optimize outdoor areas, or any other number of needs, Milwaukee’s union contractors and trades are here for you.

If you’re considering building in the greater Milwaukee region, think of the building and construction trades and their affiliated contractors. Think Building Advantage.

Nathan Jurowski Executive Director Building Advantage buildingadvantage.org/ (414) 897-1146

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GO FARTHER TOGETHER, WITH THE MILWAUKEE’S BUILDING & CONSTRUCTION TRADES AND UNION AFFILIATED CONTRACTORS. Building Advantage promotes union commercial construction as the first choice on behalf of union members and the contractors who employ them. Our Member Stakeholders deliver safe, quality construction projects, on time and on budget. They do this through investment in their people, their companies and their industry.

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34 | Milwaukee Commerce, Winter 2021

2021 ALL MEMBER MEETING

Empowered by You Patti Kneiser, Froedtert Health; MMAC Chair 2021-2023 Cathy Jacobson, Froedtert Health; Steve Raasch, Zimmerman Architectural Studios

2. Scott Pohlmann, Milwaukee Electronics Corporation & Rick Zupan, Delta Dental of Wisconsin 3. MMAC Board member Carla Cross, Cross Management Services 4. Presenting Sponsor Dominic Ortiz, Potawatomi Hotel & Casino 5. Alison Sweere, Revitalize Milwaukee Lynnea Katz-Petted, Revitalize Milwaukee; MMAC Board member Ugo Nwagbaraocha, Diamond Discs International; Karen Hung, Silver Rock Consulting; and Michael Sheppard, IronwoodDrive Financial Group

Photography by Front Room Studios

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How CEOs can be proactive in cybersecurity There’s a worrying disconnect between the real risks of cybercrime or data breaches and most organizations’ ability to prevent or respond to and recover from such attacks.

Cybersecurity is one aspect of business where you can’t afford indifference or complacency. Here are four ways CEOs can foster a proactive approach to cybersecurity.

Create a culture of security Determining cybersecurity risks (and related legal and regulatory implications) of various product and service offerings, deciding what types of data an organization will collect and maintain as well as methods of interaction with customers and suppliers, are all business decisions. It’s important to make sure cybersecurity is a part of your culture so those making business decisions understand and evaluate the cyber risks of those decisions.

cybersecurity talent pool, there’s a severe shortage of trained professionals. if you’re unable to recruit help directly, consider outsourcing all or part of your cybersecurity management function. You can engage a “virtual CISO” to gain access to cybersecurity executive leadership on a part time basis. Or you could engage a managed detection and response (MDR) service provider to monitor your environment, detect suspicious activity, as well as manage the response to a cybersecurity incident.

Specify cybersecurity responsibilities If you have room, hire a chief information security officer (CISO) to help assess your cybersecurity risks and define and implement relevant cybersecurity controls throughout the organization. Additionally, this role needs to be responsible for reporting cybersecurity issues and risks to top level executives and any board committees overseeing governance of your organization.

Develop measurable KPIs To understand how effective your cybersecurity practices are, you must measure performance. A good KPI would look at the time it took for the team to resolve an incident once detected, and whether that interval met expectations.

Over the course of a month, what percentage of those responses were resolved within expectation? This type of reporting will help with decisions on how and where to funnel resources.

Cybersecurity is not a fix-it-and-forgetit recipe where what you prepare once will still be good tomorrow. Technology is constantly evolving and cybercriminals are sophisticated and persistent, so you need to continually monitor your risks and adjust your safeguards as needed. It’s a great practice to hire an independent set of eyes to test your defenses annually or after you’ve made major technology changes.

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36 | Milwaukee Commerce, Winter 2021

Tom Wojcinski

2021 ALL MEMBER MEETING

Empowered by You Steve Schaefer, Focal Point Coaching; Manuel Rosado, Spectrum Investment Advisors; Jamie Downing, The Sleep Wellness Institute

2. MMAC Board member Joel Quadracci, Quad 3. Jenny Miller, HGA and Kerry Beck, BOLDT 4. Bria Grant, Unite WI 5. Networking Forum Group 8 members: David Pede, River Run & Tony De Almeida, Affordable Office Interiors

Photography by Front Room Studios

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Avoiding and Resolving Shareholder Disputes In Closely-Held Companies Shareholder disputes involving public companies often grab media attention but disputes involving the owners of closely-held companies are far more common. Stakes are often higher because of personal and/ or family relationships, and owners have significant investment in the company. Shareholders should know their rights and consider taking the following steps to protect them.

Defining the Scope of Shareholder Rights A shareholder’s rights are defined by the company’s organizational documents, which can include articles of incorporation, by-laws, shareholder agreements, voting agreements, non-competition and confidentiality agreements, and employment agreements that outline a shareholder’s right to: • Nominations to board of directors • Vote on nominees to board of directors • Vote on certain management proposals of board of directors • Inspect company’s books and records • Receive company’s financial information • Approve certain company and conflict of interest transactions • Receive payment of dividends and liquidation proceeds • Sell and purchase shares • Sue for breach of fiduciary duties

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Areas of Shareholder Disputes Shareholders may disagree over ownership, management, economic and personal issues and disputes can escalate quickly. Common areas of shareholder disputes involve: • Breach of shareholder agreement • Company direction or management • Salaries and bonuses • Transactions between company and one or more shareholders • Breach of fiduciary duties • Lack of payment of dividends and distributions • Personal issues among shareholders • Death or divorce of shareholder

Avoiding and Resolving Shareholder Disputes The most effective way to avoid a shareholder dispute is to have appropriate documentation to address common areas. A properlycrafted shareholder agreement can address governance and management of the company, payment of dividends, and provide an exit plan.

Consider a company where there are four shareholders, two siblings and one child of each sibling. Given family alliances, there is a potential for deadlock. One solution is the appointment of an independent director(s) to the board to resolve disputes and avoid deadlock. Another is the involvement of a mediator.

If shareholders are unable to resolve their differences, the shareholder agreement can address resolution options such as a shareholder buyout by the company or other shareholders for: book value (liquidation value); fair value (no minority discounts applied to share value); or fair market value (applying minority discounts and control premiums).

Many businesses start small and usually with a tight-knit ownership group that shares the same vision.

Over time, particularly as shareholders approach retirement and the next generation steps into ownership, disputes can arise. Those disputes hurt the businesses’ bottom line and are time consuming and expensive.

The best way to avoid problems and provide certainty is with an effective shareholder agreement.

Steve Szymanski

Mark Schmidt

Shareholders at von

Shareholders at von Briesen & Roper, s.c.

Briesen & Roper, s.c.

2021 ALL MEMBER MEETING

Empowered by You Lafayette Crump, Commissioner, City of Milwaukee Department of City Development and Cavalier Johnson, City of Milwaukee

2. Mario Cortez, ManpowerGroup 3. Julie Granger, MMAC and Corry Joe Biddle, MMAC/FUEL Milwaukee 4. Presenting Sponsor Rick LaBerge, HARIBO of America 5. Leadership Council member John Swallow chatted with peers at the reception following the program.

Photography by Front Room Studios

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going beyond

Does your facility need a checkup? A facility assessment determines if your building performs to its highest potential, assists with asset management, and manages capital planning.

Let us help you plan for the future — adding extra value every step of the way.

Building is our science. “Beyond” is our craft.

40 | Milwaukee Commerce, Winter 2021

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Is Your Facility Ready for a Checkup?

Having a clear picture of your current facility’s condition is a critical first step in establishing a long-range master plan. Aging infrastructure including building envelope/enclosure, systems, interiors, and site heavily impact annual operating budgets. Proactively planning to address building infrastructure needs will provide accurate data to support business decisions.

A long-term capital maintenance plan informed by a facility condition’s report (aka facility assessment or facility study) should include estimated costs for updating, replacing, or repairing building components.

The plan should also go a step further and include priorities for a more robust financial picture and forecasting tool. Prioritizing projects based on life cycle estimates and recommendations, and known deficiencies will act as an additional layer for consideration during annual budgeting exercises.

A thorough understanding of a building’s condition to facilitate prioritization should be done in partnership with your facilities team. They are the eyes and ears of your building(s), and their input is vital to your success.

3. Reach out to organizations you know that have recently gone through this process whom you could look to for advice.

4. Look for trusted partners that can assist you with the study.

5. Determine what dedicated financial resources you have to navigate the assessment and beyond?

One final item to take into consideration when performing a facility assessment is how sustainability initiatives can benefit operational expenses needed to maintain a facility. There are numerous energy efficiency options for existing facilities to explore that can lower costs, enhance the workplace, and benefit the environment.

By developing a facility assessment roadmap, you can identify accurate, objective insights about your facility’s health and condition. Being informed with actual data will lead to more knowledgeable and successful decisions about your facilities.

Here are five strategies we’ve successfully used when developing a plan to create a comprehensive plan.

1. Determine the driver for the facility assessment.

Is it growth? Aging facilities? Depending on the answer will determine the type of solutions you will need to consider.

Laura Blood Velotta MEP Group Lead J.H. Findorff & Son, Inc.

2. Identify the internal resources and knowledge to perform the assessment yourselves.

https://findorff.com/

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Healthy Smile, Happy Life Delta Dental of Wisconsin prides itself in our mission to improve overall health by developing and delivering innovate products and services built on a culture of legendary service.

often catch oral and overall health issues at the earliest stages.

Over 120 diseases can be detected in a dental exam. In fact, more than 90% of all systemic disease are linked to oral health.

Overall wellness starts with good oral health, and it’s easy to smile when you feel good. Regular visits to the dentist for checkups and cleanings are fundamental to making your smile last and preventing tooth decay and gum disease. Ideally, employers of all sizes offer a dental insurance plan to their employees, but that is not always the case. Delta Dental of Wisconsin has the option for employees to purchase a dental plan on their own, since many do not have access through their employer due to being part time, seasonal, or retired. Individual dental plans stay with the member, despite job or life changes.

What makes us best in class is our 50+ years of dental experience, innovative plan options, and strong network. In Wisconsin, 93% of dentists participate in our networks.

Our dental plans offered to individuals are backed by the same networks utilized by employer-sponsored plans. We know that overall health is connected to oral health, so by having a dental plan, individuals are more likely to get the routine services that

42 | Milwaukee Commerce, Winter 2021

To promote good overall health, be sure to encourage dental coverage for employees through an employer-sponsored plan or individually; routine oral health care will ensure healthier, happier employees and smiles! I’m happy to answer questions or assist you in any way.

Jackie Bloomer Sales Executive Delta Dental of Wisconsin

Champion of Commerce award:

Dr. John Raymond, Medical College of Wisconsin

N

othing could have prepared us for the COVID-19 pandemic. But in a time of great confusion and disruption, having consistent access to vetted, accurate information was critical to business and community leaders.

And this was only possible thanks to the work of Dr. John Raymond and the Medical College of Wisconsin (MCW) team.

To honor his contributions to MMAC and the Milwaukee Region’s business community, we presented John R. Raymond, Sr., MD, president and CEO of MCW, with the Champion of Commerce award at our 160th All Member Meeting.

“We’re so thankful to Dr. Raymond and the Medical College team for their tireless work on behalf of the Milwaukee community,” MMAC President Tim Sheehy said. “This is unlike any crisis we’ve seen in our lifetimes, and accurate information made all the difference as businesses had to make difficult decisions in the best interests of their companies, their employees and their customers. We at MMAC also needed information to frame our regular discussions with local and state health departments. From the beginning of the pandemic to where we are today, we knew we could count on Dr. Raymond and the MCW team.”

During the initial stages of the pandemic, Dr. Raymond briefed the MMAC’s Board of Directors on a weekly basis.

The Medical College team provided health and safety toolkits that MMAC distributed to members of the business community.

Dr. Raymond and Sheehy also hosted a series of webinars to inform the community -- appearing six times a week during the first several months of the pandemic, reaching thousands of virtual audience members. Those webinars continue today, now on a monthly cadence, and Dr. Raymond and Tim also appear on a weekly segment on WTMJ Radio.

“As a health and science leader, when something of this magnitude happens, I feel it is our responsibility as an institution to step up and care for our communities with the depth of collaborative expertise we have,” Dr. Raymond said. “I am honored that our work here at MCW can continue to make an impact during this extremely challenging pandemic.”

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Let Current Electric help you design and build your next project At some point in time, you may find yourself needing to expand or renovate your business or home.

Whether you are just upgrading a few cosmetic items at your house or building an expansive addition onto your business, you will need to take the time to consider the electrical systems that are involved.

With new technologies and an overwhelming number of contractors to select from, there are several items that you will need to consider.

While the standard way to build of hiring an architect or engineer to help with the design process before going to an electrical contractor to bid on your project is still used, many contractors like Current Electric have become experts at electrical design/build projects.

44 | Milwaukee Commerce, Winter 2021

A design/build project is one where you can reach out directly to Current Electric to help you through the process of putting your thoughts and ideas on paper, discussing value-added options with you, and ultimately implementing the design into a completed project.

Current Electric is here to assist you in navigating the codes and standards to help make sure that receptacles, lighting and controls are installed in the correct locations. We can offer upto-date LED lighting solutions for any type of facility and provide high tech wireless lighting controls. We will also assist you to

Brandon Barlament Senior Estimator/Partner Current Electric callcurrent.com | 262-214-5598

What should people know about your company?

CEO Spotlight

Jim Skogsbergh President and CEO

Under Jim’s leadership, Advocate Aurora Health has been recognized as a national leader for its clinical successes, technological innovation, workplace culture and safety excellence. He is a member of MMAC’s Board of Directors.

We care about safety and great health outcomes for our patients and communities above all else. This was true before the pandemic, and it’s true now. Our purpose is to help people live well and that extends beyond our hospital walls. We’re focused on six areas of community health that address health equity: access to primary medical homes, access to behavioral health services, workforce development, community safety, housing and food security.

In collaboration with community partners, we work to develop programs in Milwaukee and beyond that enable the people we serve the opportunity to thrive. One of those unique partnerships includes the newly formed Milwaukee Anchor Collaborative that brings together local leaders in health care and education with a targeted focus on supplier diversity and workforce development. The collaborative is focused on hiring residents and purchasing from businesses in eight Milwaukee ZIP codes where the combined population is over 200,000, with 33% living in poverty. Initiatives like these unite organizations around a collective goal that ultimately benefit the entire community.

What’s the outlook for the health care industry, both locally and nationally?

The pandemic’s challenges presented opportunities to be more nimble and advance health care innovations that might have taken much longer to implement. The main example is telehealth. We were already ramping that up, but the pandemic forced us to hit the gas on that real quick.

Looking ahead, growth is another key opportunity. The spring will mark four years since Aurora and Advocate merged, and we’ve shown time and time again the value of scaling up a health system like ours. We’re just better able to take on challenges, to innovate, to make the consumer experience more seamless and personalized, and to provide safe, high-quality care our patients expect.

What makes you optimistic about the future of the Milwaukee Region?

This is an easy one. The people.

They’re hardworking and dedicated to each other’s success. It’s our job as business leaders to harness that. As part of our community commitment, we’re expanding our workforce development investments including the new Milwaukee Healthcare Workforce Initiative, which is an employer-led training program to develop a diverse candidate pool for health care systems across the Milwaukee area. Beyond that, we’ve committed to lifting up Minority and Women-Owned Business Enterprises by agreeing to increase spending by at least $1 billion over five years. We’re also deploying $50 million in loans to Community Development Financing Institutions to fund projects across our footprint by the end of 2025 including $1M with Wisconsin Women’s Business Initiative Corporation.

What is the biggest challenge our region needs to solve to reach our full potential?

We have to get diversity, equity and inclusion right. The pandemic unfortunately highlighted the big equity gaps that still exist in communities across the country.

We’re no exception. Equity in health care and all industries needs to be a focus for all of us.

Why does MMAC membership make sense to you and your company?

MMAC is about making Milwaukee the region of choice. We need companies to invest here and a strong workforce for those companies and our company.

Still, it is not just about economic development and jobs. It is also about being engaged in the community.

MMAC is a platform to connect with community leaders, learn what everyone is doing and how we can help each other. It brings us together to solve big problems and lift up our communities. It creates partnership and collaboration that helps Advocate Aurora take care of our communities and help people live well. mmac.org | 45

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A hidden gem of the Midwest. A vibrant and diverse city. A city that World Champions are proud to call home. With our city’s name now squarely in the spotlight, there’s no question that Milwaukee is quickly becoming a highly desirable place to live, work and play.

Even more exciting than a championship title is the opportunity to continue enriching the lives of everyone who enjoys what Milwaukee has to offer. Wells is grateful to be a key part of the built community, transforming how our partners think, design and construct state-of-the-art landmarks that let the people here thrive.

Now more than ever, Milwaukee is the place to be. And Wells is proud to be a catalyst to inspire future champions — whether they’re on the court or rooting for the success of the city itself.

Scott Bertschinger President and COO Wells-Great Lakes

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46 | Milwaukee Commerce, Winter 2021

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What should people know about your company?

After nearly two years of unprecedented challenges, Potawatomi Hotel & Casino is coming back strong as we enter 2022.

After operating at limited capacity, we’ve fully opened our slot floor with more than 2,500 machines on the floor – a staggering number after being at half-capacity only months ago. We began opening our table games in November, and will continually add options to satisfy our guests. Dinein options returned in September at two of our restaurants. Our theater also re-opened in September. We are steadily on our way back to normal operations, with aspirations that far exceed what the property offered pre-pandemic.

What’s the outlook for the gaming industry, both locally and nationally? What challenges and opportunities are you facing?

CEO Spotlight

Dominic Ortiz

CEO and General Manager

Dominic has served as CEO and General Manager of Potawatomi Hotel & Casino since July 2021. He is an enrolled member of the Prairie Band Potawatomi Nation of Kansas and previously served as Chief Financial Officer of Soaring Eagle Gaming Properties and Corporate Services in Mt. Pleasant, Mich. Ortiz, a graduate of the University of Kansas School of Business and the Harvard Business School’s General Manager/Executive Education program, has 17 years of experience in a number of leadership positions at several tribal casino properties across the country.

It’s truly an exciting time to be in the gaming industry. People have been careful about what they’ve done and where they’ve gone for the past two years. They’re now acting on that pent-up demand for entertainment. Quarterly gaming revenues nationwide were reported to be at an alltime high during the third quarter of the year.

Locally, there are certainly exciting opportunities on the horizon to expand our guest base. Sports betting is something the property is actively pursuing. With this amenity available across the state line, we hope it’s soon that our guests can avoid making the trip elsewhere and can place a bet on their favorite team soon. This and other amenities will make our property stronger than it’s ever been.

Challenges here are certainly not exclusive to our property. It’s about keeping up with strong guest demand – from both a hiring and supply chain standpoint. It’s no secret the service sector has found challenges in hiring since the economy reopened, and that remains the case. We’re making gains in attracting and retaining our team members by offering bonuses – both on the hiring side and retention side – as well as other perks we’ve rolled out to our team members over the past six months.

New casino competition is coming to our outer markets in Beloit and Waukegan.

Potawatomi is preparing a strategic plan to minimize impacts and re-imagine the gaming facility into a first-class entertainment destination. We will create an attraction that not only benefits Potawatomi, but benefits the entire City of Milwaukee.

What makes you optimistic about the future of the Milwaukee Region?

We’re bullish on Milwaukee. There are a lot or reasons to be enthusiastic about where we’re at. From landing the Democratic National Convention in 2020, to the Bucks winning a world championship, to breaking ground on the expanded convention center, it’s a great time to in live and work here. History tells us that the Milwaukee region is a good bet. Since the original bingo hall opened 30 years ago, we’ve seen this city mature, from both a cultural and economic standpoint. You can see it in our neighborhood – the Menomonee Valley. Three decades ago, the Valley was a shadow of what it once represented.

Thanks to a lot of smart leadership, both in the public and private sector, it’s been rejuvenated. It’s truly a model of urban development.

What is the biggest challenge our region needs to solve to reach our full potential?

I would check back on that question next year. I have not had enough time to be involved in the community issues and listen the people of Milwaukee.

The Potawatomi employees have been positive, friendly, and welcoming. My passion has been to support diversity, inclusion, and equal opportunities. I want to be part of the City and learn about the good or bad. I want to figure out how I can help pay forward the mentorships, encouragement, and support that I received. Without those, I would not be where I am today.

Why does MMAC membership make sense to you and your company?

MMAC’s advocacy goes well beyond the region’s business climate. The organization stands up for everyone in southeastern Wisconsin and helps sustain Milwaukee as an attractive place to live, work and play. The region’s success means our success, and that’s why we stand by the MMAC. mmac.org | 47

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Kicking Off Your 2022 Media Planning One of the biggest challenges Milwaukee-area businesses will face in the year ahead is effectively reaching customers in an ever-expanding media landscape. Companies must adapt their media strategy to the modern multiscreen landscape to increase consumer connections.

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48 | Milwaukee Commerce, Winter 2021

What should people know about your company?

QPS recently became 100% employee owned. We’ve always encouraged our team to have an owner’s mindset and are thrilled to be able to offer the wealth-sharing opportunity to our employees.

What’s the outlook for the employment solutions industry, both locally and nationally? What challenges and opportunities are you facing?

CEO Spotlight

Scott Mayer Chairman & Chief Executive Officer

The demand for workers is at an all-time high, and companies need to rethink how they position themselves to job seekers in the market. Paying a competitive wage is only a first step; smart companies need to identify their “why” when it comes to attracting and retaining talent. The biggest current obstacle QPS is facing is the OSHA vaccine mandate.

While we recognize and respect the choice to get vaccinated, this mandate puts undue pressure on businesses from a logistic and regulatory standpoint in a relatively tight timeframe for compliance. We would say that the biggest opportunity we face is that since there is such a labor shortage, more companies are open to working with staffing firms as a way to find talent.

What makes you optimistic about the future of the Milwaukee Region?

Scott launched QPS Employment Group in 1985 from a one-room office in the Milwaukee suburb of Hales Corners. Under Scott’s leadership, QPS has grown from one office and two employees to nearly 55 branches across seven states. With an internal staff of over 360 and an Associate Employee roster that numbers in the thousands, QPS is today one of the largest independently owned staffing firms in the region.

He is a member of MMAC’s Board of Directors.

Milwaukee has been thrust into the national spotlight recently because of our Champion Milwaukee Bucks, and we are rising to the challenge.

Milwaukee is becoming known as a great city to live, work and play.

The more that people learn about the region and what we all offer, the more they realize that this is a vibrant place. Our potential to attract to the region has never been higher.

What is the biggest challenge our region needs to solve to reach our full potential?

We have started to lay the foundation, but work is still needing to be done to make Milwaukee a region of choice for all. We want people of all backgrounds to want to live and work here, and addressing the disparities and making a continuous push to be more diverse and inclusive will help make Milwaukee an even better place to live and work. QPS is proud of the work MMAC has done with the “Region of Choice” pledge and is doing our part to ensure that our workforce is reflective of our city as a whole.

“ We want people of all backgrounds to want to live and work here, and addressing the disparities and making a continuous push to be more diverse and inclusive will help make Milwaukee an even better place to live and work.”

Why does MMAC membership make sense to you and your company?

Our relationship with MMAC is a great fit because of the opportunities it provides. Many of the companies we do business with are members and we enjoy the MMAC networking events. We also appreciate the educational aspect that MMAC provides with webinars.

Finally, MMAC is a collective voice for businesses in the region and we appreciate the efforts that they do when it comes to legislative or regulatory issues.

mmac.org | 49

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Plus, when you add 2 or more integrated supplemental plans to your UnitedHealthcare All Savers® Alternate Funding plan, you may save on costs. That’s membership with benefits.

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50 | Milwaukee Commerce, Winter 2021

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5 reasons integrated medical and specialty benefits may help you and your employees

By UnitedHealthcare If you’re an employer looking for ways to create a simpler experience for employees and increase value in your company’s health plans, integration may be key.

In a recent UnitedHealthcare survey, 84% of workers said having specialty benefits, such as vision, dental and hearing, is important.1 Bundling medical coverage with these or other benefits, such as pharmacy and disability care, may help increase employee satisfaction and retention. It may also improve overall employee well-being and productivity.

Here are a few more reasons why an integrated approach to benefits may be valuable: 1. Increased collaboration

4. Actionable data and insights

Integrating health benefits may help increase collaboration among health care professionals across the system through data-sharing and the monitoring of care effectiveness.

With access to more data across an employee’s benefits, key insights may help identify needed actions. For example, by cross-checking dental and medical claim data, some plans may be able to determine if employees missed recommended periodontal treatments or cleanings. With this data, clinical intervention teams may be able to proactively follow up with the employees to help schedule recommended treatments, which may help improve overall health.

2. Reduced medical costs Like bundling TV, internet and phone services, combining multiple health plans in one competitive benefits package may help maximize the value of what your company spends on health care. Some health care companies offer employers who bundle a savings on medical plan premiums.

3. A simpler customer experience As an employer, you may appreciate a simplified administrative experience, including having one dedicated account team across your benefit plans; a single premium, eligibility and implementation process; and one self-service website for employees. Additionally, with integration, employees may gain access to resources that would otherwise be unavailable.

5. Increased member engagement When a company chooses to integrate, it may create access to a variety of programs designed to help support the health and well-being of its employees, such as referrals to clinical care and occupational health experts.

For example, if an employee is recovering from back surgery, case managers may help facilitate home health care for assessing the safety of the living area to help reduce the risk of falls. They may also coordinate home physical therapy to help the employee focus more on healing, which could mean a faster return to work.

For more information on integrating benefits, visit uhc.com or contacted a MMAC-affiliated broker.

1

Source: https://newsroom.uhc.com/2020-consumer-survey.html

mmac.org | 51

BUILDING A STRONGER MILWAUKEE.

The Wisconsin Athletic Club wanted to reach more Milwaukeeans.

We, at First Midwest Bank, helped the WAC expand from 2 to 8 clubs to bring more people together and make healthy differences in their lives.

If you have plans to grow your business, we have ideas to help backed by over 100 years of commitment to the Milwaukee community.

Contact us today.

Jerry Schlitz Senior Vice President 414.270.3234

YOU HAVE PLANS. WE HAVE IDEAS. ®

52 | Milwaukee Commerce, Winter 2021

HISPANIC HERITAGE MONTH

Kick-off Celebration

1

The Hispanic Collaborative kicked off this years Hispanic Heritage Month with a celebration in the Deer District

1. Mexican dancers from Dance Academy of Mexico directed by Marina Garza Croft 2. Andrea Barrutia, Hispanic Collaborative; Patty Checa, Styled by Patty Checa; and Ana Melo, Old National Bank 3. Nancy Hernandez, Hispanic Collaborative; Rolando Rodriguez, Marcus Theatres; Alderwoman JoCasta Zamarripa, MKE Common Council; and Francesca Mayca Wegner, Hispanic Professionals of Greater Milwaukee (HPGM)

2

3

HOW TO TURN DISRUPTION INTO AN OPPORTUNITY Wisconsin Club - City Club 4. Tony Rubleski, Mind Capture Group 5. Patrick Torhorst, Quest CE

4

5 mmac.org | 53

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54 | Milwaukee Commerce, Winter 2021

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MMAC’S BUCKS OUTING

Return of the Champs!

1

Attendees enjoyed the view from the Northwestern Mutual Club Lounge as the Milwaukee Bucks battled the Minnesota Timberwolves.

1. Frederick and Darlene Anderson, WentheDavidson Engineering Co. 2. Chris McArdle, MKE Benefits and Kelly Brainerd, KMB Design Consulting 3. Ben Juech, Coakley Brothers & Brothers Interiors and Mindy Taffel, TaffTel Consulting

2

3

4

5

CEOS OF GROWING BUSINESSES President Perspective with Frank Krejci 4. Frank Krejci, STRATTEC 5. Attendees had the opportunity to network after the program at the new MMAC offices.

mmac.org | 55

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WTA’S GLOBAL BUSINESS INSIGHT SERIES

Networking Social

1

To finish off this virtual series, the World Trade Association brought guests together in person for a chance to connect with speakers and network with other attendees.

1. Stanley Pfrang, WEDC, and Aleda Bourassa, International Customs Services, Inc. 2. Ruth Girmscheid, International Customs Services, Inc. 3. Chad Rasmussen and Charles Zidek, SEKO Logistics

2

3

4

5

BUSINESS AFTER HOURS Central Standard Crafthouse & Kitchen 4. Dan Trimboli, Pure Sound & Vision; David Pede, River Run; and Mindy Taffel, TaffTel Consulting 5. Guests of VISIT Milwaukee and MMAC had the chance to experience the all new Central Standard Crafthouse and Kitchen located in Downtown Milwaukee.

mmac.org | 57

2021 FOCUS ON THE FUTURE AWARDS TALENT | GROWTH | INNOVATION | EQUITY | LIVABILITY

1

At this year’s Focus on the Future Awards Celebration, we recognized some inspiring examples of innovation, resilience and success from Milwaukee region companies.

1. Cherie Harris and Danyale Hegwood, Good Karma Brands/101.7 The Truth; Sheriff Earnell Lucas, Milwaukee County; Steve Wexler, Mya Davidson and Kyle Wallace, Good Karma Brands/101.7 The Truth.

2. Consuela Munoz, Kristin Gupta, Amanda Clossey and Jonathan Heider, KristinAdvising

2

3

4

5

3. Graeme Gross, UW-Stevens Point; Dan Gross, Gross Automation; and Thomas Leek, UW-Stevens Point 4. Justin Lindh, Granular; Edna Lonergan and Temidayo Akande, St. Ann Center for Intergenerational Care 5. Jim Kanter, Central Standard; and Omar Shaikh, Carnevor & 3rd Street Market

58 | Milwaukee Commerce, Winter 2021

6. Kathy Henrich, MKE Tech Hub Coalition; Jane Wochos, CLA; Ian Favill, Caravela 7. Kyle Becker and Daniel Fredrichs, Snip Internet 8. Rob Buettner, Sarah Heesen, Rebecca Arrowood, Jim Kerlin, Israel CazaresZurita, Nick Czaplewski and Linda Hapka, Beyond Vision 501(c)3

6

7

8

9

9. Ashley Mueller, Kyle Matyas, Mike Bradburn and Jillian Culver, First Midwest Bank

mmac.org | 59

New MMAC Members AUGUST, SEPTEMBER & OCTOBER Alclear

Capitoline Intel

HUB International - Sheridan Rd.

Luke Foreman Regional Public Affairs Analyst 65 E. 55th St., 17th Floor New York, NY 10022 (212) 223-5239 clearme.com Airports

Gary Czaplewski, President 4230 N. Oakland Ave., Ste. 265 Shorewood, WI 53211 (414) 837-7098 capitoline.info Background Screening/Drug Testing

Eric Boldger Financial Advisor 735 N. Water St., Ste. 800 Milwaukee, WI 53202 414-551-2044 sheridanroad.com Financial Services

American Pavement Maintenance & Landscape

Jeff Norton, CEO 2025 N. Summit Ave., Ste. 109 Milwaukee, WI 53202 (414) 431-8726 datum-consulting.com/ Computers, IT & Technology

Don Trimboli, Owner 10525 W. Howard Ave. Greenfield, WI 53228 (414) 234-9282 americanpavementwi.com/ Commercial Landscape Services

Bay Ridge Consulting Group David Wallace, Owner 6344 N. Bay Ridge Ave. Whitefish Bay, WI 53217 (414) 375-0253 bayridgeconsultinggroup.com/ Business Consultants

Bird Rides Elizabeth May Manager, Government Relations 406 Broadway Ave., Ste. 369 Santa Monica, CA 90401 1(866) 205-2442 bird.co Transportation Services

Bray Architects Karina Henderson Director of Marketing 829 S. 1st St. Milwaukee, WI 53204 (414) 226-0200 brayarch.com Architects

60 | Milwaukee Commerce, Winter 2021

Datum Consulting

DoorDash Casey Anthony Senior Manager, Public Engagement 314 W. Superior St., Ste. 502 Chicago, IL 60654 doordashimpact.com/ Technology

Feeding America Eastern Wisconsin Suzanne McCoy Philanthropy Manager 1700 W. Fond du Lac Ave. Milwaukee, WI 53205 (414) 931-7400 feedingamericawi.org/ Human Services Organizations

Granite Hills Hospital Deanna Meyer Director of Business Development 1706 S. 68th St. West Allis, WI 53214 (414) 667-4999 granitehillshospital.com/ Hospitals

ISG Ryan Welke Project Manager 18500 W. Corporate Dr. Brookfield, WI 53045 (262) 982-6006 isginc.com/ Engineering Services

JB Entreprises, SC Law & Strategy Timothy Baldwin Managing Partner 10850 W. Park Place, Ste. 560 Milwaukee, WI 53224 (414) 763-5952 jbentreprises.com Legal Services

Lakeshore Chinooks Baseball David Christensen Director of Partnerships N83 W13280 Leon Rd. Menomonee Falls, WI 53051 (262) 618-4659 northwoodsleague.com/lakeshore-chinooks/ Entertainment

McKinsey & Company Alec Wescott External Relations Manager 300 E. Randolph St., Ste. 3100 Chicago, IL 60601 (202) 819-7753 mckinsey.com Professional Services

Metal Masters of Wisconsin

Renaissant

Trane

David Mitchell, Owner W142 N8980 Fountain Blvd.

Menomonee Falls, WI 53051 (262) 703-0277 metalmasterswi.com Manufacturers-Special Equipment

Hans Kirkegaard, VP 840 N. Old World 3rd St., Ste. 500 Milwaukee, WI 53203 (414) 803-4000 renaissant.com Computers Software/Service

Milwaukee Charter Bus Co.

Serpe Insurance

Scott Parsons Area General Manager Wisconsin 234 W. Florida St., 6th Floor Milwaukee, WI 53204 (414) 266-5200 trane.com/commercial Building Efficiency

Travis Sanders Representative 5122 N. 39th St. Milwaukee, WI 53209 (414) 369-6343 milwaukeecharterbuscompany.com/ Transportation Services

Dani Aldridge Insurance Agent 2538 N. Lincoln Ave. Chicago, IL 60614 (773) 871-0808 serpeinsuranceagencychicago.com/ Insurance

Milwaukee Kitchen and Bath

Silver Rock Consulting

Rheane Banfield Operations Manager 11800 W. Greenfield Ave. Milwaukee, WI 53214 (414) 279-0900 milwaukeekitchenandbath.com Contractors - Design/Build

Karen Hung CEO & Founder 2470 Buckingham Pl. Brookfield, WI 53045 (203) 904-3877 SilverRockConsulting.com Consultants

Milwaukee Press Club

Swiss-Tek Coatings

Joette Richards Executive Director PO Box 176 North Prairie, WI 53153 (262) 894-2224 milwaukeepressclub.org Nonprofit Trade Association

Peter Bartos, President N27W23310 Roundy Dr. Pewaukee, WI 53072 (262) 784-6100 swiss-tekcoatings.com Manufacturers

MKEsports Alliance Brandon Tschacher, Founder 3720 Bradee Rd. Brookfield, WI 53005 (414) 690-2933 mkeesports.com Sports Clubs

Proven Solutions Consulting LLC Steven Miller, President N61W14560 Brookside Dr. Menomonee Falls, WI 53051 (414) 234-5300 Provensolutionsconsulting.com Consultants/Leadership

The Clearwing Group Maxwell Brunclik General Manager - CSI 11101 W. Mitchell St. West Allis, WI 53214 (414) 258-6333 clearwing.com Audio Visual Production Services

Unite WI Bria Grant Executive Director-CEO 1433 N. Water St., Ste. 400 Milwaukee, WI 53202 (414) 998-0037 weareunitewi.org Nonprofit Education

Upper Iowa UniversityMilwaukee Regina Kovnesky Admissions Counselor 620 S. 76th St., Ste. 100 Milwaukee, WI 53214 (414) 475-4848 uiu.edu/milwaukee Education

WNOV Radio 860AM/106.5FM Sandra Robinson General Manager/CFO 2003 W. Capitol Dr. Milwaukee, WI 53206 (414) 449-5490 wnov860.com Media/Communications

Tools Karen Heiking General Manager W248N5500 Executive Dr. Sussex, WI 53089 (262) 246-3400 toolsinc.com Metal Stamping

Support your fellow members by doing business together.

mmac.org/directory.html

mmac.org | 61

How will you leverage the MMAC advantage?

GROW YOUR BUSINESS

GROW AS A LEADER

GROW YOUR WORKFORCE

INVEST IN THE REGION

“MMAC has been our bedrock, especially amid the pandemic

“Being part of the Leadership Council

and the Networking Forum has been our conduit enabling us to connect with countless peers, partners and organizations throughout the community.”

has also allowed us to speak into the current labor shortage and provide direct input to the state’s leaders about the workforce issues we are

“Supporting professional development is an investment in our company’s future. MMAC’s Emerging Leaders series explores workplace communication, behavior styles and problemsolving skills you cannot pick up on your own.”

“Membership in the MMAC is invaluable when it comes to keeping a pulse on the region’s business community and its needs, challenges, priorities and successes to apply against our own business and those of our clients.”

currently facing.”

STEVE SORRENTINO Director of Accounts Marie Daniel Group

62 | Milwaukee Commerce, Winter 2021

MANUEL ROSADO President & Partner Spectrum Investment Advisors

GARY ZIMMERMAN President Creative Business Interiors

KRIS NAIDL, APR EVP & Managing Director of Public Relations Laughlin Constable

is here to serve our members.

Our team of experts is ready to help!

Gain guidance on your toughest challenges.

CORP. EXPANSION & ATTRACTION

ECONOMIC DEVELOPMENT

TALENT INDUSTRY ECONOMIC TRENDS PARTNERSHIP & RESEARCH

Leverage the MMAC advantage.

Maximize your membership.

As you strategize for opportunity and success in 2022, don’t forget to utilize your MMAC membership.

Let us help with your goals to support your talent needs along with professional development enrichment for your entire team.

Talent Solutions 101 Jim Paetsch 414/287-4171 jpaetsch@mke7.com

Lynn Olberding 414/287-4177 lolberding@mke7.com

EQUITY & INCLUSION

Julie Granger 414/287-4131 jgranger@mmac.org

Corry Joe Biddle 414/287-4137 cbiddle@mmac.org

Susan Koehn 414/287-4136 skoehn@mke7.com

Bret Mayborne 414/287-4122 bmayborne@mmac.org

SMALL BUSINESS & MEMBERSHIP

FEDERAL, STATE & LOCAL GOVERNMENT

Stephanie Hall 414/287-4121 shall@mmac.org

Andrew Davis 414/287-4141 adavis@mmac.org

Grow your peer networks.

ETHNICALLY DIVERSE BUSINESSES

EXECUTIVE ROUNDTABLES

FOOD & BEVERAGE INDUSTRY

Marjorie Rucker 414/287-4172 mrucker@mmac.org

Whitney Maus 414/287-4130 wmaus@mmac.org

Shelley Jurewicz 414/287-4143 sjurewicz@fabWI.com

HISPANIC COLLABORATIVE

INTERNATIONAL TRADE

THE NETWORKING FORUM

Join us for an overview of the MKE region’s talent ”market” and learn about programs and resources to help drive your company’s talent pipeline strategy. Learn about the Milwaukee Region’s current hiring snapshot.

• Where are the jobs? Where are the candidates?

• Details on our talent pipeline strategy.

• How to engage with MMAC talent programs, community resources & solution providers you can use.

Next session:

Monday, January 31 | 9:30-10:30 a.m. mmac.org

FUEL Professional Development Bootcamp

A 3-day, virtual program offering nine workshops on leadership, management, and individual career growth. Workshops are quick, informative, and scheduled during hours that won’t interfere with your employees busy workday.

Tues., January 25 - Thurs., January 27, 2022 FREE for all your employees! fuelmilwaukee.org

Emerging Leaders Series Nancy Hernandez 414/287-4118 nhernandez@mmac.org

Katie Henry 414/287-4123 khenry@mmac.org

Denise Salamone 414/287-4165 dsalamone@mmac.org

Gain exposure for your business.

ADVERTISING & MEMBERSHIP

MEDIA RELATIONS

A comprehensive six-month program designed to develop and equip emerging leaders with the skills and knowledge to influence and interact more effectively with others around them. Only MMAC members can access this highly sought expertise from Living As A Leader at a reduced price.

Watch your MMAC newsletter for 2022 dates

EVENTS & SPONSORSHIPS

It’s YOUR membership.

Let’s put it to work, to support your business goals!

Jane Trenchard-Backes Chris Jenkins 414/287-4114 414/287-4152 jbackes@mmac.org cjenkins@mmac.org

Karen Powell 414/287-4166 kpowell@mmac.org

Barb Smith 414/287-4173 bsmith@mmac.org

mmac.org | 63

Periodicals Postage

Interested in advertising in the next issue of Milwaukee Commerce?

PAID

Milwaukee, WI

Contact Jane Trenchard-Backes at 414/287-4114 or jbackes@mmac.org

Details at mmac.org/advertising.html Milwaukee Commerce magazines are printed by:

275 W. Wisconsin Avenue, Suite 220 | Milwaukee, WI 53203

Presenting Sponsors:

Reception Sponsors:

Thank you to our All Member Meeting Sponsors

Chairman’s Circle Sponsors:

Business Champion Sponsors: A.O. Smith Corporation

Haywood Group

PAX Holdings

Ascension Wisconsin

Herzing University

PNC Bank

Badger Meter

Husch Blackwell

PricewaterhouseCoopers (PwC)

The Bartolotta Restaurants

Husco

PS Capital Partners

Carroll University

Insulation Technologies

Quad

Children’s Wisconsin

Ixonia Bank

Quarles & Brady

Cross Management Services

J.F. Ahern Co.

Reinhart Boerner Van Deuren

Deloitte

KPMG LLP

Rockwell Automation

Diamond Discs International

Lubar & Co.

Ruekert & Mielke

Eaton Corp.

Medical College of Wisconsin

Spectrum Investment Advisors

Eppstein Uhen Architects

Metal-Era

Spectrum Reach

Foley & Lardner

MGIC

SysLogic

GE Healthcare

Michael Best & Friedrich

Wells Concrete

Gilbane Building Co.

Milwaukee Police Association

Wells Fargo

Goodwill Industries of Southeastern WI and Metro Chicago

Milwaukee Tool

Wisconsin Center District

Northwestern Mutual

Wisconsin Lutheran College