Winter 2021 Collective Impact

G R E AT E R

GREEN

B AY

CHAMBER

| WINTER

Talent attraction – Who’s making Greater Green Bay home?

2021

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Content WINTER 2021 | ISSUE 31

PUBLISHED BY THE GREATER GREEN BAY CHAMBER FOR CHAMBER MEMBERS

0 3 President’s message Collective Impact is published quarterly by the Greater Green Bay Chamber, 300 N. Broadway, Ste. 3A, Green Bay WI 54303. Collective Impact is supported by advertising revenue from member companies of the Greater Green Bay Chamber. For information about the advertising rates and deadlines, contact sales at 920.593.3418. Collective Impact (USPS 10-206) is published quarterly for $18 a year by the Greater Green Bay Chamber, 300 N. Broadway, Ste. 3A, Green Bay, WI 54303.

Periodicals postage paid at Green Bay, WI. POSTMASTER: Send address changes to Collective Impact, 300 N. Broadway, Ste. 3A, Green Bay WI 54303. PH: 920.593.3423.

0 4 Introducing the Greater

Green Bay Community

Concierge Program

COMMERCIAL LITHOGRAPHY

1 0 Talent attraction Who’s making Greater

Green Bay home?

ADVERTISERS 00 Northeast Wisconsin Technical College 02 UnitedHealthcare 05 Image Apparel Solutions

0 6 Meet Morgan Doshi

1 8

Chamber partners with Mission-Wisconsin to attract military talent to Greater Green Bay

07 Action Financial Strategies 08 Prevea Health 09 Greater Green Bay YMCA 09 Loyality

2 0 Why talent matters for manufacturing

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P

rosperity requires a comprehensive approach. Talent, a key component of workforce development, is something the Chamber long ago recognized as crucial to the future of our community.

We realized the need to elevate workforce and talent, and defined it as so important to our community’s vitality that we rewrote our mission statement to include it nine years ago.

That need has only intensified. With the continued aging of the workforce and deepening talent gap, attracting and retaining the right talent has hit critical levels in many cases. This hits business deeply as employees are the lifeline/heartbeat of a business.

As the Chamber continues to evaluate our scope, and ensure it is well-balanced and holistic, we have introduced critical programming, services and initiatives. A significant one was the introduction of the Greater Green Bay Economic Development Strategic Plan in May 2017, a 76-page guidebook based on nearly 400 community leaders’ input. That, in turn, launched eight task forces led by community members to drive 11 plan initiatives forward.

All those initiatives fall under the umbrella of economic development strategy and yet, many also fit under the category of workforce development. Namely, work related to the need for the acquisition of talent in a world driven by a global economy and an increasing number of

remote working opportunities accelerated by COVID-19. One piece of fulfilling the need to attract talent is highlighted in this issue. I am very pleased to introduce the Greater Green Bay Community Concierge program, a new offering to help businesses showcase all Greater Green Bay has to offer to candidates or new hires. Its purpose is to significantly – and strategically – enhance the recruitment and integration process through a four-pronged approach: talent recruitment, reception, integration and retention. As with many of our program offerings, the concierge program wasn’t created in a silo; it is the culmination of a nearly five-year process that involved business leaders, human resource managers and other community stakeholders to bring this program to life. Read more about what this strategic plan offers to local business; Morgan Doshi, our director of talent spearheading the program; and other insights in this issue.

Another item that has been in motion for two years: all the groundwork for establishing a Greater Green Bay community-branded website that tells the story of Greater Green Bay. We are well aware of the need of someplace online to send people considering a move here so they can read an encapsulated version of who we are, why we are unique and why they should move here. But, alas, a talent attraction website is not built overnight. I have been among those to learn the road to success is paved with thorough research and creative processes, and our due diligence will make it

meaningful, impactful and relevant to our end users. I recognize how important it is to be clear on the messaging so other people can love Greater Green Bay as much as we do.

This new, much-needed and much-anticipated offering builds upon all the other critical work we are doing. The pandemic has prompted us to re-evaluate what we need to be competitive and understand your business’s changing needs in a world that is still largely working remotely, working differently. Even CEOs of large corporations are telling us that a five-year strategic plan may not be feasible as the world changes; we need to be more flexible than that. So, we are continuing to evaluate what we need to be competitive with the business community as our customer. I have participated in numerous 30-minute calls with each Chamber board member and one message has risen to the top: that while it is important to maintain a company or organization’s mission, it is equally important to evaluate and re-evaluate what you are doing based on the needs of the customer. You, our members, are our customers, and the concierge program is the latest outgrowth of what YOU tell us you need. It is not the Chamber building it; instead, we are filling a need through these ever-changing times. I am sure more change awaits in 2021, and you can count on us for purposeful change that fits with our mission and vision.

Winter 2021 | Collective IMPACT 3

Introducing the Greater Green Bay Community Concierge program

L

et’s say you live thousands of miles away from Greater Green Bay and are considering a career opportunity here. What the Chamber has discovered through intensive research the past two years is that – beyond recognizing the world-renowned Green Bay Packers – most people don’t have much of a reference point for Greater Green Bay. So they largely arrive on our doorstep with a blank slate.

Talk about opportunity. And that’s where the newly established Greater Green Bay Community Concierge program comes in.

The program, established in late 2020, is a key outgrowth of the Greater Green Bay Economic Development Strategic Plan’s efforts to bolster talent attraction and retention in the Greater Green Bay area. This program recognizes that people considering a move here need to understand why it’s a great place in which to live, work and belong. They need a warm welcome, a customized tour of things relevant to their interests, hobbies and passions and, (once they agree to move here) integration into the 4 Collective IMPACT | Winter 2021

community. The program performs all of that – and more — by offer concierge services to both job candidates and new hires – as well as serving as an adjunct to area businesses in executing and managing a talent attraction strategy and recruitment best practices.

“Access to a skilled workforce is the crucial factor affecting the success of businesses today,” said Eric Vanden Heuvel, vice president of talent and education, Greater Green Bay Chamber.

“When creating the Economic Development Strategic Plan, employers expressed a crucial need for a formal talent attraction strategy to help fill their employment needs including a talent concierge.”

The “who” behind the concierge program is the recently-hired Morgan Doshi as the director of talent. The creation of her role and the associated concierge program is the culmination of nearly five years of work by the business community including human resources leaders, Chamber member businesses and the Chamber. Doshi has compiled best practices

across the nation including canvassing insights from the La Crosse Chamber of Commerce and concierge programs in Eau Claire, Wis., Iowa City and Phoenix.

The resulting Greater Green Bay Concierge program’s potential impact cannot be overstated.

“This role and program will have a direct impact on the success of our region’s talent attraction and retention efforts,” said Laurie Radke, president and CEO of the Greater Green Bay Chamber. “We’re creating a holistic approach for talent development.”

The program focuses on the basic needs of not only individuals but their partners and families, providing them with authentic community connections from the very beginning of the recruitment process with the goal of creating a sense of belonging and commitment to their organization and community.

The concierge program’s approach is four-pronged: Talent recruitment Talent reception Talent integration Talent retention

Equally important, it’s rooted in four additional foundational elements: Being strategic, integrative, customized and connection-oriented. The concierge program offers a streamlined process including customized community tours focused on the individual’s interests, background and beliefs, new hire personal integration assistance and accompanying partner career support. It does so in a systematic, strategic way that enhances their community experience. Businesses that tap the program can choose services a la carte for job candidates and new hires alike.

“It’s really about helping candidates and/or new hires discover Greater Green Bay in a way that’s relevant to them and then jumpstarting their engagement in the community,” said Doshi. “That opportunity to connect to the community early in the recruitment process is crucial; it will provide more personal satisfaction and ultimately result in longterm retention.”

To learn more, visit www.GreaterGBC.org/concierge or contact Doshi at 920.412.0252 or mdoshi@greatergbc.org.

Winter 2021 | Collective IMPACT 5

Meet Morgan Doshi Director of talent and the face of the Greater Green Bay Community Concierge program

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efore long, Morgan Doshi will hit the pavement (and grass, and even turf) throughout the community as she showcases all Greater Green Bay has to offer to both job candidates and new hires of businesses participating in the Greater Green Bay Community Concierge program.

return to the workforce, she sought an opportunity to give back to the community that has given her so much. The newly-created director of talent role with the Greater Green Bay Chamber appeared to be custom-made in offering her opportunities to do her favorite things – including connecting people and being inclusive.

The director of talent role with the Greater Green Bay Chamber is one this born-and-raised Green Bay native is excited to hold. Doshi left the area to attend Northern Michigan University and after graduating from the University of Wisconsin-Green Bay, worked for BioLife Plasma Services for a decade – a variety of roles that were travel-based and took her to Florida, Texas, Washington, California and New York. What it also provided were points of comparison with various-size communities nationally.

What invigorates her most is developing relationships with people – influential and diverse leaders, executives, human resources managers and the dynamic individuals relocating to the area. It’s something that Doshi does authentically, although, “These relationships are invaluable to the Greater Green Bay Community Concierge program, as well as my professional and personal growth.” she said.

“My ability to travel and experience different communities gave me a unique perspective on where I wanted to live and raise a family. It confirmed the many reasons why I love Greater Green Bay and continue to call it home.”

Doshi’s family includes her husband, Mehul, daughter Maya, 5, son Maddox, 3, and the family’s 2-year-old dog, Birdie. When it was time to 6 Collective IMPACT | Winter 2021

The opportunities to provide warm, customized welcomes, “soft landings” into the community and integration to job candidates and new hires alike offers Doshi multiple opportunities to impact people’s lives and the livelihood of local businesses.

“I’m grateful to be in the position to help businesses land top talent, which will make us stronger as a community,” she said. “It’s exciting to work with like-minded individuals who share the same passion for Greater Green Bay and want to make it a more diverse and inclusive place to live.”

Doshi’s Greater Green Bay top 5 list

1

How friendly, supportive, safe and familyoriented the community is.

Experiencing the four seasons and participating in activities during each, including biking on the Fox River Trail, hiking and snowshoeing in Peninsula State Park and enjoying various water sports.

Close-by visits to family favorites – Door County, Three Lakes, Chicago and Marquette, Mich.

4

Bay Beach Wildlife Sanctuary, a family favorite that Doshi loved as a child herself.

Her daughter, Maya, attended the 4k OAK program at the Sanctuary, a “unique and nature-based experience.” Doshi serves on the FOWL board of directors and is committed to maintaining and enhancing the amenities at the Sanctuary so families can continue to enjoy its beauty for years to come.

Convenience and short commute to the different communities within the Greater Green Bay area.

Winter 2021 | Collective IMPACT 7

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Fresh perspectives on Greater Green Bay – Six people’s stories

T

he reasons people move to Greater Green Bay abound – career opportunities, they’re “accompanying talent” to a spouse or partner pursuing a career opportunity, family ties to the area, and let’s be honest, some are just plain die-hard Green Bay Packers fans who want to live in the shadows of Lambeau Field. In many cases, though, what they think about the community before arriving here and what they come to realize after immersing themselves in life here can be downright transformative and enlightening. That’s part of what’s prompting the work on talent attraction as part of the Greater

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Green Bay Economic Development Plan.

(We’ll save the intricate details on what that all entails for another day, but work includes a community website to tell our story, co-branded advertising materials for employers and more.)

With talent attraction weighing heavily on the minds of employers across Greater Green Bay, there’s nothing like having someone share their experience here to learn what about our community clicks with them.

Following, we share six stories of individuals who have relocated to the community and are finding ways to establish roots here.

Green Bay “growing” in the right direction

By Katrina Marshall

A

s a Texas “transplant” now living in Howard, Preston D. Cherry, Ph.D., is a Certified Financial Planner™ (CFP®) with more than 14 years’ industry experience, as well as founder and president of Concurrent Financial Planning, LLC. Last April he made a long-term commitment moving to Greater Green Bay, simultaneously running his business virtually and teaching as an assistant professor of finance at the Austin E. Cofrin School of Business at the University of Wisconsin-Green Bay (UWGB).

“The university is all about growth and momentum,” said Dr. Cherry, whose role includes publishing financial planning-based academic research, as well as leading courses on household insurance, retirement and estate planning for the next generation of financial planners. He enjoys having transformative conversations with students about financial wellbeing and financial literacy, “bringing it back around.”

“We’re always learning; otherwise we’re not advancing our purpose in life,” he said. “Mentorship toward helping students become better people so that they can make sound decisions themselves ... that’s what we do, and that’s our great responsibility as educators.”

Dr. Cherry also is responsible for helping to build UWGB’s CFP Board® Registered Financial Planning Program. With a CFP® designation being the globally recognized top designation in the financial planning industry, goals of the developing program include increasing the number of financial planning internships and entry-level jobs in the area, as well as connecting with professionals to build a network of national resources and relationships.

“This program is so important to the Northeast Wisconsin community: Residents, students, financial planning firms...it’s really an opportunity to link everyone through sound personal finance practice,” he said. “We’re future-minded and like to attract

people to come in and stay. It’s exciting to be a part of that growth and vision.”

Dr. Cherry draws parallels between the growth of this new program and the growth of Green Bay as a city and Greater Green Bay as a community.

“The Cofrin School of Business is growing continuously and extending its identity to this area.

Likewise, the nucleus of Green Bay is trying to push forward, elevate the area and keep the city growing. It takes vision to do that; from the refurbished buildings downtown to the convention center to TitletownTech, I can just see the vision of what greater Green Bay aspires to be. It’s really refreshing.”

Originally from the international hub of Houston, Dr. Cherry believes a vibrant depth of diversity—in ethnicity, age and thought—is “probably the number-one gift of a city.” This “melting pot” aesthetic, combined with a midtown, family-oriented feel, hard work ethic, team spirit and Packers football pride, “are part of the nucleus of Green Bay. All that is what brought me here. And I’m glad to have neighboring cultural centers like Chicago right down the street!”

Dr. Cherry is a self-proclaimed believer in becoming an active member of any community he calls home.

“Greater Green Bay is going to be my home for a while, for the foreseeable future, and I want to be a part of it,” he said. “Because I’m an entrepreneur and a business owner, I’m a champion of chambers of commerce.” He also “puts his money where his mouth is,” serving on several national and local boards, including the UWGB Council on Diversity and Inclusion.

“Wisconsin is unique socially; I’ve always watched it from afar,” said Dr. Cherry. “It’s been very welcoming. I’m glad to be a part of this growth stage of Greater Green Bay. I see cities all the time trying to grow; it takes both the leadership and the community to push forward. This area, with its vision and mission, is going in the right direction—and doing a fairly good job, because they got me here!

It’s been a good journey.”

To learn more about Concurrent Financial Planning, visit concurrentfp.com.

Winter 2021 | Collective IMPACT 11

Midwestern values provide foundation for crosscountry perspective

By Katrina Marshall

W

hile living in Los Angeles, Green Bayborn Tyler Ellison, co-founder and CEO of ChemDirect, was known as “the guy with the 40-foot hello.”

“That’s what we do in the Midwest!” he said.

“It’s different. You don’t have that appreciation if you’ve never been here and come back. I think moving around gives great perspective.”

Throughout his career Ellison worked and resided in several major cities across the country, including Dallas and Portland. But his Midwestern roots run deep, and in 2019 they guided him back to Greater Green Bay—this time to start a business of his own.

Ellison was based in Chicago when he had the idea for what eventually would become ChemDirect, the first purpose-built e-commerce marketplace in the $5 trillion chemical market, funded by Microsoft. He made the decision to “go right to the top” and reached out directly to Craig Dickman, managing director of (then newly established) TitletownTech in his hometown. Not long after, Ellison traveled to Green Bay, where he met with Dickman and the TitletownTech team to continue the conversation that literally defined his next move.

“As an entrepreneur there are many appeals to the Midwest and a couple of key differences,” said Ellison. “Generationally in the Midwest, there seems to be a lack of entitlement, and a symmetry between effort and results. Everything you do, you have to work for. I think that’s just a mindset that’s passed on.”

12 Collective IMPACT | Winter 2021

In a similar vein, Ellison noted a different work ethic here that he did not necessarily encounter during his myriad travels and employ. “In some of the coastal regions, I think people wake up every day thinking, ‘What can my employer do for me today?’ Here it’s more like, ‘What can I do for my employer?’ People feel compelled to contribute. There’s a level of humility in the Midwest that’s just better.”

risk any time you start a business. I think that risk is mitigated when you surround yourself with people of common values.” His likeminded and tech-savvy colleagues include several interns and recent college graduates, as well as fellow “boomerang” employees originally from the area who returned after spending time living and working as far away as Chicago, Los Angeles and even Europe.

With TitletownTech developed as a place to build, enable and invest in early-stage businesses, Ellison describes the organization’s value system as “very Midwestern.”

“The worst thing to do is to have regrets. There are so many people with great ideas who can’t muster up the courage to pursue them. Doing so in an area of common values gives you a lot more confidence.”

“Conceptually when you pitch an idea, investors either get it or they don’t. But here you could just feel the positive energy,” said Ellison.

Instead of questioning, “What is our return?” or “What are the numbers?”, he recalled the group inquiring about, “What support is needed to make the business succeed?” and, “What can we do to make sure that this business wins?”

After successfully securing an investment relationship and office space with TitletownTech, ChemDirect launched in August 2018 and moved to its current location in March 2019. Today it is a thriving digital marketplace designed specifically for the chemical industry.

The online company offers an innovative way to purchase and discover chemicals—just “point, click and buy!” Customers can shop hundreds of thousands of products from vetted and reputable manufacturers.

For Ellison, nurturing his growing business is much like nurturing a child. “There’s inherent

As a native of this area, Ellison recalls a time when the Greater Green Bay brand was heavily industrial. He explained that employees of local paper mills and trucking companies, and even his own grandfather who was a Wisconsin farmer, have a great work ethic and provided the broad shoulders on which the community stands.

“It is now a much stronger industrial technology center. Here, the heads of big businesses have heard about us and know about us. You can showcase the TitletownTech offices and attract really great talent,” he said. “There’s a real intent and intentionality that the community wants to evolve their brand.”

To learn more about Ellison and ChemDirect, visit chemdirect.com.

For more information about TitletownTech, visit titletowntech.com.

Proactive positivity paves path to Packers

By Katrina Marshall

J

oidon Jennings, digital UX coordinator for the Green Bay Packers, spent her 2020 Thanksgiving holiday and birthday weekend relocating to the area by way of Baltimore. Her first impression of Titletown?

“In a way, it reminds me of growing up in Alabama,” she said. “It’s slower than Baltimore, kind of like Southern charm. I feel like I can actually breathe. It’s refreshing.”

Although still getting used to the snow, Jennings is enthusiastic about being a fresh transplant in the area. So far much of her shopping has been done at the Packers Pro Shop (“I didn’t know the variety of things they had!”) and she is open to local recommendations.

“It’s a good change of scenery,” she said. “In Baltimore, everyone’s in a rush to get everywhere. Here, people let you merge over into lanes and wave at you! They say ‘thank you’ and hold open doors!”

And speaking of doors ...

“Sports have really opened a lot of doors for me,” said Jennings, whose “team-first attitude” and journey into the world of athletics began at a young age playing basketball. “I encourage everyone to be part of a team,” she said, citing how one can learn to see things bigger than oneself and learn responsibility.

Jennings earned a basketball scholarship to attend the University of North Alabama, where she was a member of the women’s team, but soon realized that playing professionally was not going to be a realistic option moving forward. Instead she set her sights on a strategic trajectory to work behind the scenes, majoring in sports management before transferring to Miles College to concentrate on public relations and journalism.

“I found a passion for reporting, seeing sports through a different lens on and off the court,” she said. “Press releases, media guides, learning the design aspects…I discovered what I liked and didn’t like.”

woman in sports…I think that’s another challenge ahead of me: Managing work-life balance.

But I knew what I wanted, and I knew that working in sports was something I wanted to do,” she said.

But after graduating from Miles College in 2017 with a Bachelor of Arts degree in Communication and Media Studies and still no clear idea of what she wanted to do full-time, Jennings decided to continue her education. In 2018, she pursued a Master of Computer Applications degree from Alabama State, which she received in 2019 while staying professionally active as the university’s sports information assistant.

During the next few months, Jennings networked on social media and at numerous sports-related career fairs. She even paid for her own plane ticket and hotel when invited to attend the 2019 NFL Scouting Combine in Indianapolis. One Atlanta area hiring event in particular was “a wake-up call. I got a lot of positive feedback and constructive criticism.

It was a good indication that I was on the right track, but I still saw that I needed to set myself apart,” she said.

“I had a lot of responsibilities, covering events from women’s basketball, softball and track and field to men’s soccer,” said Jennings, who explained that people generally see the “glamorous” side of working in sports—not necessarily the roundabout way of getting there, 40- to 60-hour internship work weeks, holidays spent away from home and need for constant availability in case of breaking news. “Being a

Several interviews later, Jennings secured a digital media internship with the Baltimore Ravens and moved out East, achieving the first step of her dream to work in the professional sports industry. “Just believing in myself…that was a big turning point,” she said.

Her next turning point came in early 2020 during the pandemic. “I was wrapping up my internship when COVID-19 hit,” said Jennings, who was caught in the midst of a five-month interview process for her current position with the Packers. “The Ravens called me in April and said they got approval from human resources to keep me on for a second season, so I said ‘yes’ and renewed my lease, but kept interviewing with the Packers.” When the Packers called Jennings in the beginning of July and offered her the job, she accepted but did not move here officially until November.

As a self-proclaimed “firm believer” in the Law of Attraction (the idea that positive or negative thoughts herald positive or negative experiences into one’s life), Jennings strives to be positive, confident and encouraging.

“I feel like a lot of times, just because things aren’t happening at the time you want them to, if you’ve been proactive and strategically working toward your goals … anything is possible.”

Winter 2021 | Collective IMPACT 13

Community-building and placemaking in Packerland

By Katrina Marshall

“I

was lucky enough to meet a Green Bay local in Los Angeles,” said Jackie Krutz, a native Texan who was attending graduate school in California when she met her future husband Michael. “Born and raised in Green Bay, he wanted to experience something outside the Midwest. We spent almost 12 years on the coast before deciding to pick up and move. That’s how I ended up here. I think a lot of other ‘boomerangs’ like him want to come back to be closer to family.”

After more than a decade of traveling to each other’s hometowns, Krutz and her family now reside in Green Bay and regularly visit her in-laws in De Pere. She had experienced the area for about 10 years before actually moving (including attending at least one Green Bay Packers game per visit!) and in that time witnessed the growth and change in Greater Green Bay. “I remember the old Lombardi Avenue, with the Kmart and other businesses,” she said. “And the transformation of the Broadway District downtown…to see what it is today and how it looks completely different is incredible.”

Krutz has experienced the strategic planning and effort that goes into shaping the heart of a destination. In Los Angeles, she worked for a leading North American land developer and homebuilder, and her role as director of experience and community project manager for Playa Vista expanded significantly after an acquisition.

14 Collective IMPACT | Winter 2021

“Much of my expertise has been in communitybuilding and placemaking,” she said. “Playa Vista is a 460-acre mixed-use community with 10,000 homes, two million square feet of commercial space and more than 200,000 square feet of retail space. The challenge was: How does one turn that urban oasis into a home? With that amount of space and that many residents, it’s not an easy feat and actually has been a longterm project for the company since the ’90s.”

While Playa Vista is still in progress, Krutz was instrumental in the goals of Playa Vista of bringing the community together through everything from small social projects and events to very large activities to attract more people. Krutz explains the goal was to retain homeowners who love where they live and share all aspects of the lifestyle with everyone there.

Although she enjoyed her work, Krutz explained that, “it’s tough to raise a family in a large urban city without family nearby.” As she began her job search, Krutz interviewed in Austin and was offered a position, which would have brought her closer to her family, but Michael suggested she also explore career possibilities in Green Bay. He had heard about the new development the Packers were building and thought that it could be a good fit with his wife’s experience.

Krutz’ career exploration highlights the connectivity of this area. “Someone always knows someone who can get you the information you need. So I emailed Packers President and CEO Mark Murphy, said I heard about the new development they were working on, and

that I’d love to help build a community for this area.” In 2017, her job as Titletown programs and events manager, and most recently Titletown residential and programs manager for Titletown Development LLC, the real estate development arm of the Packers, fell into place.

“Mark emailed me back directly and quickly— and that’s really amazing. I was very humbled to even get a response!” she said.

Today, Krutz’ vast experience in developing other locations is helping to build a stronger community in Titletown and Northeastern Wisconsin. Titletown is a thriving 45-acre mixed-use development just west of Lambeau Field, created with the intent of giving back to the community and offering guests 365 days of fun activities. As a member of both Titletown’s core development team and community relations committee, Krutz is able to use her diverse skill set in a myriad of capacities, including leading the strategic vision for Titletown’s public space by creating and overseeing the planning and production of many daily programs and large events annually.

“There’s really a mindset for future development, continued growth, increase in traffic and guest satisfaction,” said Krutz. “It’s one thing being an avid fan (like my husband) and knowing the Packers are a community-minded organization, but to know they actually live it…for me, I thought, ‘Wow, that shows and says a lot about the leadership within the Packers.’ ” To learn more about Titletown and upcoming activities, visit titletown.com.

Beyond the reach of a (not-so-small) town

By Katrina Marshall

O

riginally from Guyana, South America, Jamila Seaton has experienced her share of travel—living in Virginia, attending graduate school in Florida and eventually moving to Wisconsin to work as a senior health care economics analyst for UnitedHealth Group.

“I first visited the area because of friends I met through my cousin’s wife. She went to Lawrence University in Appleton,” said Seaton. “I liked the pace, I liked the energy, I was a Packers fan … and let’s face it: Who wouldn’t want to live near Lambeau Field?!”

At the time, Seaton was living in Tampa and enjoyed her job, but wanted to expand her skills and “work on a few things professionally.

I wasn’t being challenged in SAS [a health care programming tool], and that was something I really wanted to do.”

When presented with an opportunity to join the team of UnitedHealth Group and turn her attention to analytics, she made the decision to move to Titletown. “My family was probably the most concerned that I hadn’t thought this through, but I said, ‘Why not?’ ” Six years later, Seaton still loves her job—and the city she now calls home. She explains the health care industry is all about finding solutions, and from her perspective, Green Bay is one of the best places to find solutions because of its population size. “It’s an opportunity to see the impact of intervention a lot faster,” she said.

Looking ahead to UnitedHealth Group’s move to De Pere, Seaton says these are exciting times for the company. “I didn’t know that this is what my career would look like, but I’m very solutionoriented, and when I think about the future, I really hope to get more involved in the business’ leadership and decision-making.”

Reflecting on her early years of living in Green Bay, Seaton wishes she had sooner tapped networking and resources like those the Greater Green Bay Chamber provides to learn what activities and businesses exist and get the best understanding of the local (professional) climate. “I think that applies to any new area,” she said, encouraging other ‘transplants’ to do their research and get involved in the community early on.

“The biggest thing that was a surprise that helped make the transition easier is that Green Bay isn’t as isolated as I thought it would be. It has a much bigger reach than I expected, with many big corporations headquartered here! It’s actually a great spot to be in—a good hub from east to west. That’s the appeal of the Midwest for me, from a traveling perspective.

“The other thing is to have patience,” she said.“I think it’s easy to think of Green Bay as a ‘small town,’ and like with many small towns, their traditions and culture are lasting. At first you might feel like an outsider, but the more you learn, the more you realize Green Bay has a much bigger reach, and the people are culturally more open to the concept of ‘other.’ Any time there is a lot of ‘new,’ people have to adjust. I definitely think people want to learn and are curious.”

Today, Seaton remains actively involved with several local initiatives, including the Emerging Leaders Society young professional group of Brown County United Way, the Partners in Education board of the Chamber and Big Brothers Big Sisters of Northeast Wisconsin as a Big Sister and board member. Seaton adds that connecting with the Northeast Wisconsin Alumnae Chapter of her Delta Sigma Theta sorority also gave her a way to “root here a little bit more.”

To learn more about UnitedHealthcare, visit uhc.com.

Winter 2021 | Collective IMPACT 15

Safety specialist gets along swimmingly in Greater Green Bay

T

aylor Seyfried’s path into the safety world was pretty much a given from early on; her mom is an environmental attorney and her aunt is a safety manager. What wasn’t as well-established was where she would pursue her safety career – one that brought her to Greater Green Bay about a year ago.

Seyfried grew up in Noblesville, Ind., a suburb near Indianapolis. She always was drawn to the water; she lettered in swimming in college, was named academic all-state, her varsity swim team reached state twice, she served as diving team captain and even worked as a lifeguard during her early college years. College took her to the University of Findlay in Findlay, Ohio, and her first internship wasn’t far from there at Nucor Steel Marion, Inc., in Marion, Ohio. What introduced her to a different environment was her second internship in Phoenix with PepsiCo in summer 2016.

“I quickly learned the West Coast isn’t my style. I definitely missed green trees and everything that grows outside [in the Midwest],” she said. “I realized how much I like the seasons and the people in the Midwest.”

After a final co-op for BP in Toledo in summer 2017, Seyfried graduated with a Bachelor of Science in Environmental, Science & Occupational Health Management.

She knew who her employer was before she finished; Georgia-Pacific recruited her during a Future Safety Leaders Conference during her senior year.

What she didn’t know was where she’d be heading after participating in the company’s entry-level professional training in Atlanta. Soon, she learned it would be Pennington, Ala.

16 Collective IMPACT | Winter 2021

When she saw an opening at Georgia-Pacific in Green Bay, it appealed to her because it was closer to home. She visited Greater Green Bay for the first time in November 2019; like many, she was wowed

by Lambeau Field, especially how the stadium is tucked into a neighborhood as well as the developments including Hinterland and the Titletown District. She and her boyfriend (now fiancé), Russell, moved to the area in January 2020. And while she had dabbled in several outdoor winter activities as a native of Indiana, Green Bay was her introduction to ice fishing, one of her favorite pastimes now on the Peshtigo River.

“I like to get up early, go out on the ice, set everything up and sit in the peace and calm and be in sync with nature,” she said.

The couple’s dogs, Rambo and Avery, also tag along; in addition to joining them for ice fishing, they like to go for walks and hikes in the snow although the Alabama-heralding dogs hadn’t been to exposed to snow previously. The foursome likes to walk in their neighborhood, which is on the edge of the Suamico/Pulaski border, as well as visit different dog parks in the area. Dog parks have also been a great social spot for the couple, who have made new friends there as well as through church and their gym. “The community does a great job with public amenities such as dog parks,” she said.

Seyfried appreciates how close they are to Howard if they need to run to the grocery store – it’s about a 15-minute ride – as well as her commute to work in Green Bay. “It’s a really short commute – the shortest one I’ve had in my life – but it’s enough time to wake up and enjoy my coffee,” she said.

She admits to often stopping at Maplewood Meats on her way home from work; she and Russ count

the meat market’s ribeye steaks among their favorites. They are big fans of charcoal grilling year-round; the night he proposed to her on their patio, under the stars, was one they grilled out for dinner as well.

When they’re not grilling on the patio, the couple enjoys tacos at Vintage Cantina, pizza at Rustique and beer sampling at Badger State Brewing Company and Hinterland. “We were surprised by the number of breweries here,” she said.

Seyfried loves cheese curds, counting Hinterland’s among her favorites, as well as frozen custard from Zesty’s. “I consider myself a cheese curd connoisseur now and try them everywhere. And we have frozen custard back home but this is great,” she said.

She has noticed the variety of neighborhoods in the community as well, each with its own vibe. She likes the contrast between downtown Green Bay, for example, and their county neighborhood in Pulaski, and enjoys elements of both.

The couple loves where they live because they have a big backyard for the dogs and it’s quiet

and close to a lot of the outdoor activities they enjoy. A new outdoor activity they experienced for the first time this past year was making maple syrup. A friend’s family welcomed them to help tap trees, boil the sap and make maple syrup over a wood-fire stove outdoors. “We loved seeing the whole process from the sap coming out of the tree to just enjoying being outside,” she said.

Seyfried’s safety career aligns well with her personal values, and Georgia-Pacific has offered her opportunities to use her skills and talents while also becoming a more well-rounded person.

She is working on further improving her soft skills as well as her knowledge, and adapting to changes as a result of the pandemic. “It’s definitely made me stronger,” she said. “And Georgia-Pacific has been great about investing in me and giving me tools to do my job.”

She’s buoyed by how passionate people are as a whole, including about what they do. “Green Bay definitely moves at a faster pace than the south and that challenges me and everybody else to be stronger and smarter, which is good,” she said.

Being new to the community was a little scary, she admits, but when you show your commitment and involvement in the community, people respond, she said. She hasn’t met anyone more friendly than people attending Packers tailgating parties, though; her first tailgate experience was during the playoffs last year. “I was right next to the stadium and people were more relaxed than I thought they’d be,” she said.

Come April 3, the couple will have new reason to toast: They will marry at a location halfway between their two families – in the Smoky Mountains National Park.

Learn more about Georgia-Pacfic at gp.com.

Winter 2021 | Collective IMPACT 17

Chamber partners with Mission-Wisconsin

to attract military talent to Greater Green Bay

A

bout 250,000 veterans transition out of military service every year, ready for their next opportunity.

Greater Green Bay wants to position itself as a viable destination for these veterans – and that’s just what it will do through its partnership with Mission-Wisconsin.

This new partnership is an outgrowth of the Greater Green Bay Economic Development Strategic Plan’s initiative to attract and retain in the area. Mission-Wisconsin is a veteran-owned business that provides transition assistance to the military community – including connecting vetrepreneurs and attracting transitioning military and their families to Greater Green Bay. “We want to be inclusive in providing a receptive community for these transitioning veterans,” said Eric Vanden Heuvel, vice president of talent & education at the Chamber.

18 Collective IMPACT | Winter 2021

“Steve Janke of Mission-Wisconsin is an industry expert who can help to market Greater Green Bay to veterans from all around the country. In doing so, we can build a solid pipeline of talent to our community, our companies and the municipalities we serve.”

The partnership between the Chamber and Mission-Wisconsin is made possible by a Wisconsin Department of Veteran Affairs grant to the Chamber. It allows the two entities to work collaboratively in providing one solution to one of the biggest limiting factors to economic growth: talent.

Mission-Wisconsin provides talent sourcing and so much more.

“We provide comprehensive support to the military family as they transition out of service and into our communities,” said Janke, CEO and founder of Mission-Wisconsin. This includes critical connections to the community,

employment, education and veteran benefits as part of the candidate engagement process, all of which ultimately lead to higher retention by the company that employs them or stronger roots in a startup ecosystem supporting them.

The Chamber also seeks to energize the veteran entrepreneurial spirit through Mission-Wisconsin’s partnership.

“We want to connect vetrepreneurs to those resources specific to them through the virtual front door to the entrepreneurial ecosystem in Greater Green Bay and let military families know our door is open for them to build their lives here,” added Laurie Radke, president and CEO of the Chamber.

Mission-Wisconsin is housed in the Greater Green Bay Chamber’s Urban Hub co-working space in the Rail Yard Innovation District in downtown Green Bay. You can reach Janke at stevenjanke@mission-wisconsin.com or 608.697.6936.

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Why talent matters for manufacturing

G

reater Green Bay is known for being a manufacturing mecca, with the likes of Green Bay Packaging, Georgia-Pacific and Procter & Gamble, among others. And while innovation, technology and more entries into the entrepreneurial ecosystem are increasing, manufacturing is still a foundational industry in Greater Green Bay. With that comes a significant need for employees to serve the sector that employs 23% of our industry. The need to attract talent for a variety of careers in manufacturing prompted the establishment of the Northeast Wisconsin Manufacturing Alliance (NEWMA) nearly 15 years ago, and its focus on talent attraction has only heightened over time – even during the thick of COVID-19, says Ann Franz, executive director, NEWMA. A few facts gleaned from the organization’s recent Northeast Wisconsin Manufacturing Vitality Index survey:

47%

of respondents will hire new personnel the first quarter of 2021

40%

of respondents plan to hire each quarter throughout the year

“That’s the trend for the whole year,” said Franz.

It’s why NEWMA exists: to help Northeast Wisconsin manufacturers find the talent they need. Manufacturing has, much like other industries, had an increasingly difficult time finding employees for roles across the organization. Per the study, 71% of manufacturers can’t find the talent they need. When the study was conducted in 2008, that number was 29%.

“There’s obviously a lot of opportunity here for people to work in manufacturing, and finding them the talent they need is crucial.

If they can’t find talent here, those companies are going to go elsewhere,” said Franz.

20 Collective IMPACT | Winter 2021

A multi-pronged approach

NEWMA seeks to bolster manufacturing success by: Promoting the breadth of opportunities.

NEWMA’s talent attraction efforts are broad; yes, they include plenty of jobs on the front lines on the production floor but there are also roles in manufacturing, accounting, information technology as well as vast opportunities for engineers. “We need all of them, and that’s why it’s been so important for us to work with NEWERA colleges to start and offer four-year engineering degrees,” said Franz. “When we started there were no four-year engineering degrees in our region and so our kids had to go away for engineering school. The question was, ‘Will they come back?’”

Offering bachelor’s degrees in engineering locally.

Through joint work, the region now offers bachelor’s degrees in engineering technology and mechanical and electrical engineering. Students even can begin their schooling at a local technical college and transfer their credits in full to the bachelor’s degree programs at the University of Wisconsin-Green Bay or University of Wisconsin-Oshkosh.

Teaching students about manufacturing careers early.

Franz is the first to acknowledge that attracting individuals to a career in manufacturing is NOT a “one commercial and it’s solved” kind of situation. They knew they needed to start early in students’ lives; to that end, they created innovative “Get Real Math” videos six years ago that show relevancy to what children are learning in school and answer the question of, “When am I ever going to use this [this being whatever they’re learning in math class.]” Franz acknowledges students need to be exposed to manufacturing throughout their academic career, and NEWMA created 60 videos to cover 4th grade to high school skills.

These award-winning videos are used all over the country; they’re free to schools and include lesson plans for teachers.

Change the perception of manufacturing.

One of the things NEWMA tackled in the vein of talent attraction is changing the image of manufacturing through its All Stars program. Northeast Wisconsin companies nominate employees and NEWMA spotlights them in its careers magazine that includes a digital version that links to a video of the spotlighted individual talking about his/her career and love for it. To date, NEWMA has created 130 videos of local talent talking about their manufacturing careers.

“Having real people talk about their passion for their careers in manufacturing really resonates,” said Franz. “We’re seeing a shift in people’s perceptions although there’s still more work to do.”

That’s complemented by a more recent effort to offer virtual plant tours with 30 manufacturing companies to give students an “inside look” at what manufacturing environments look like. “We still combat the idea that all manufacturing jobs are ‘dirty’ jobs,” she said.

She’s heartened to showcase the opportunities in manufacturing and the many career pathways available. “We have lots of stories of people who started as a general laborer and are now supervisors and plant manager,” said Franz. “There are so many wonderful opportunities.”

Winter 2021 | Collective IMPACT 21

Employee retention.

NEWMA recognizes that, much like having a customer you don’t want to lose, it’s always a better, less-expensive option to retain an employee already in the fold versus attracting a new one. Retaining employees requires developing them, and NEWMA’s Industry 4.0 Task Force is helping companies upscale their employees’ talent.

A key example of that: Educating more employees on data analytics, something manufacturing employees increasingly need regardless if they’re a president, supply chain manager or operations supervisor.

“A study we did with St. Norbert College Research Institute in 2019 found that data analytics would be a top skill for people in the manufacturing of today and the future,” she said. NEWMA introduced a series of technology-based trainings, the pilot of which was recommended by every participant. “I think people – even four-year-degree holders – realized that everyone needs to upscale their skills.”

Identifying veterans for employment.

NEWMA is working with state and local veteran groups to identify veterans seeking employment; last year, Franz traveled to a Missouri Hiring Our Heroes event, and NEWMA also partners with My Brother’s Keeper and Forward Services to identify people in their programs for potential employment.

What’s next.

The work continues; NEWMA is supported by community members participating in task forces focused on talent, communications, K-12 outreach, STEM, Industry 4.0, talent risk – the aging workforce, solutions to the Marinette County skill shortage and N. Coast Marine Manufacturing Alliance.

“Having task forces and metrics in our work makes a huge difference,” said Franz. “Hearing the voice of the industry is crucial to all task forces and the talent task force in particular. This way, we’re hearing the voice of our customer and then developing the solution together, bringing the whole ecosystem together to help solve the issue.”

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Key manufacturing takeaways from Franz: • Without manufacturing as a huge economic driver in the region, “We’d be in a crisis of epic scale,” she said.

• Manufacturing, on average pays more than any private-sector industry; these are good-paying, family-sustaining jobs.

• Because our region has such diversity in its manufacturing sectors, we don’t have the “ups and downs” other areas of the country with manufacturing bases do. Think Detroit auto industry, for example.

• Even as we become an even more innovative and technology-based world and region, manufacturing matters. “We will need to make stuff,” emphasizes Franz, whether it’s toilet paper, paper products or machines.

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Winter 2021 | Collective IMPACT 23

Your Chamber team

Since we’ve added a few new faces, we wanted to provide a complete list of the Chamber staff here and ready to serve you!

Kelly Armstrong, vice president of economic development

Lorissa Banuelos, marketing manager/community diversity equity & inclusion liaison

Gary Baranowski, chief financial officer

Samantha Brown, special events assistant

Lauren Cooling, taskforce manager

Kendra Cornell, marketing/digital marketing manager

24 Collective IMPACT | Winter 2021

Julie DeBaker, talent and education coordinator

Eric DeKorne, business retention & expansion manager

Sara Dodge, office manager

Winter 2021 | Collective IMPACT 25

Morgan Doshi, director of talent

Micky Doyle, special events manager

Ron Franklin, Hub manager

Cherie Heath, talent development specialist

Morgan Hicks, graphic designer

Matthew Kee, startup development manager & manager, Tundra Angels

Lori Kaye Lodes, senior director of marketing & communications

Amy Mattek, manager of human resources/ executive assistant to the president & CEO

Mallory Nash, Current Young Professionals program manager

26 Collective IMPACT | Winter 2021

Lindsey Petasek, Youth Apprenticeship manager

Laurie Radke, president/CEO

Rick Sense, vice president of development and government affairs

Norma Olivier, administrative assistant, Startup Hub

Allison Rodriguez, new membership manager

Ashley Skocyznski, leadership and career development manager

Nancy Solberg, accounting coordinator

Eric Vanden Heuvel, vice president of talent and education

Winter 2021 | Collective IMPACT 27

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