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Exporting The Playbook A BROTHER-RUN OMAHA FIRM NOW TRAINS LEADERS IN 75 CITIES BY DAISY HUTZELL-RODMAN
WORKPLACE CULTURE
BEHIND BEST PLACES TO WORK HOW OMAHA COMPANIES EARN A CULTURE-FORWARD HONOR BY DAISY HUTZELL-RODMAN David Isaacks joined Signature Performance in October 2025 after a 20-year healthcare leadership career spanning complex systems and diverse care environments, including roles within the U.S. Department of Veterans Affairs and in academic and research medicine. He is a fellow of the American College of Healthcare Executives and previously served as an ACHE regent. BEST PLACES ON PAGE 11
BEST PLACES TO WORK
Where People Love Work
WINNERS SHARE WHAT SETS THEIR WORKPLACE CULTURE APART SEVEN BUSINESSES Q&A INSIDE • PAGE 13
Blake Hoogeveen didn’t set out to run a leadership company. He wanted to be an actuary — a career built on hard numbers, not soft skills — and for years, that’s exactly what he was, crunching probabilities at Mutual of Omaha while his father, Kim Hoogeveen, Ph.D., built QLI into the nation’s largest rehabilitation center of its kind and a five-time Best Places to Work in Omaha honoree. Today, Hoogeveen is co-founder of BetterCulture, the company he and his brother, Brett, built to package their father’s leadership philosophy into something other businesses could buy, train on and repeat. What started as an in-person consulting practice tied to a single Omaha nonprofit has become a national operation: BetterCulture now licenses its leadership content to more than 75 chambers of commerce across the country, through a partnership with the Association for Chamber of Commerce Executives, with plans to expand further. Hoogeveen doesn’t see the expansion as a departure from Omaha; it’s proof of it. He considers BetterCulture “a quintessential Omaha company,” one built on lessons the city’s business leaders gave his father for free, now being sold back to the rest of the country. He spoke with Midlands Business Journal about sibling dynamics, the dollar value of a
HOOGEVEEN ON PAGE 06
INSURANCE & EMPLOYEE BENEFITS
Renewal quote sticker shock STRATEGIES BRING STABILITY WITHOUT PASSING COSTS TO WORKERS
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IN THIS ISSUE Business Journal
VOLUME 52, No. 37 SEPTEMBER 4, 2026
MBJ Business Insider: Editor’s Pick
Established in 1975
Regional Factories Boom; Rate Hike Looms
Publisher / CEO Andrea “Andee” Hoig Executive Editor Daisy Hutzell-Rodman Editorial & Digital Content Coordinator Anna Blumenthal Sales and Business Development Jane Shinn
The August 2026 Creighton University Mid-America Business Conditions Index rose to 57.1, signaling solid regional manufacturing growth for a seventh consecutive month. Persistent wholesale inflation and increased hiring continue to drive regional economic expansion across the nine-state area. Wholesale price pressures remained elevated, driven heavily by higher tariffs and increased transportation costs for four out of five managers. Consequently, these sustained price
hikes boost the likelihood of a Federal Reserve interest rate hike at the upcoming September meetings. On a highly positive note, the regional employment index climbed safely above growth neutral to 54.4 for only the third time in the past year. Driven by this strong manufacturing momentum, 20% of surveyed firms expanded their workforce, signaling a healthier broader labor market ahead. Regional economic growth is highly likely to continue stimulating the broader national economy in the upcoming months. SEE PAGE 05 FOR MORE BUSINESS INSIDER INFORMATION
Advertising Assistant Julie Whitehead 402-330-1760 mbj.com
CLOSER LOOK 01 AEXPORTING
CONTRIBUTORS
THE PLAYBOOK A BROTHER-RUN OMAHA FIRM NOW TRAINS LEADERS IN 75 CITIES
CREATIVE: Jalapeño Designs • Mike Cottrell Waking Words, LLC • Rob Killmer
CULTURE 01 WORKPLACE BEHIND BEST PLACES TO WORK
PHOTOGRAPHY: Debra S. Kaplan Monica Sempek Photography Roger Humphries Photography
HOW OMAHA COMPANIES EARN A CULTURE-FORWARD HONOR
SENIOR WRITERS: Dwain Hebda Kara Schweiss WRITERS: Chris Hatch Michelle Leach Brooke Strickland Wendy Townley Tim Trudell PRINTER: White Wolf Web
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MBJ BUSINESS INSIDER THINGS TO KNOW
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EVENT HIGHLIGHT UNITED WAY KICKS OFF PANEL HIGHLIGHTS 211, JAG PROGRAMS AIDING METRO FAMILIES
08
WORKPLACE CULTURE WHEN CULTURE COSTS YOU AS MANAGER ENGAGEMENT DROPS, LOCAL LEADERS PUSH BACK
CONTENT 10 SPONSORED EMPLOYEE BENEFITS SERIES
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Robert G. “Bob” Hoig (1932-2019) Founder Zane D. Randall (1925-2006) Co-founder LeAnne M. Iwan (1932-1986) First News Editor The Midlands Business Journal (ISSN 0194-4525) is published weekly by MBJ Inc. and is available for $2.00 per individual copy, $99 per year (print + digital) or $60 (digital only). Editorial offices are 8709 F St. #113, Omaha, NE 68127. Periodical postage paid at Omaha, NE POSTMASTER. Send address changes to Midlands Business Journal, 8709 F St. #113, Omaha, NE 68127. All submissions to the Midlands Business Journal become the property of the Midlands Business Journal and will not be returned. ADVERTISING 402-330-1760 or sales@mbj.com Written permission must be obtained from Midlands Business Journal and MBJ, Inc., to post any of our stories or other published materials on a website. Under no circumstances, because of spamming potential and other issues, will permission be granted to transmit our stories by email. -The Publisher
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SECTION, BEST PLACES TO WORK 2026 16 SPECIAL WINNERS SHARE WHAT SETS THEIR WORKPLACE CULTURE APART SECTION, BEST PLACES TO WORK 2026 20 SPECIAL CONGRATULATIONS, WINNERS! OMAHA AWARD CEREMONY PHOTOS & EMPLOYEE BENEFITS 22 INSURANCE RENEWAL QUOTE STICKER SHOCK STRATEGIES BRING STABILITY WITHOUT PASSING COSTS TO WORKERS & EMPLOYEE BENEFITS 24 INSURANCE Q&A: BENEFITS & EMPLOYEE BENEFITS 25 INSURANCE A VIABLE FUNDING STRATEGY? THINK BEYOND PRICING FOR DEFINED ICHRAS, QSEHRAS LEADERS 26 MIDLANDS BRETT NEELY WORKS TO TEACH AND PRACTICE LEADERSHIP MARKET COMMENTARY 27 WEEKLY COMPUTE BECOMES COLLATERAL CROSSWORD
NOTICES 28 LEGAL CROSSWORD SOLUTION
EVENT highlight
United Way Kicks Off
PANEL HIGHLIGHTS 211, JAG PROGRAMS AIDING METRO FAMILIES BY DAISY HUTZELL-RODMAN | PHOTOGRAPHY CONTRIBUTED United Way of the Midlands officially launched its annual fundraising campaign Aug. 20 at an event that brought together donors, corporate partners and nonprofit leaders to discuss how the organization connects resources across the OmahaCouncil Bluffs metro. Shawna Forsberg, president and CEO of United Way of the Midlands, opened the program by outlining the scope of the organization’s work. United Way supports more than 150 local programs and services addressing four focus areas: healthy community, youth opportunity, financial security and community resiliency. Forsberg said the organization exists to build a safety net rooted in partnership, noting that roughly one in four families in the community cannot cover an unexpected $400 expense and that partner agencies are reporting rising demand for food, housing, transportation and mental health services. Paul Maass, this year’s campaign chair and CEO of Scoular, formally kicked off the campaign alongside his wife, Julie, who is co-chairing the effort. Maass praised United Way’s efficiency, pointing to a 93% efficiency ratio, and outlined three fundraising goals for the year: recruiting 60 new partner organizations, growing the Bridge Builder donor group — those giving $1,000 or more annually — by 5%, and surpassing 400 members of the Tocqueville Society, a giving tier tied to the Warren Buffett Challenge that unlocks additional matching funds. Maass noted Tocqueville Society members have contributed more than $150 million to the community since the program’s inception. The event’s centerpiece was a panel discussion titled “United in Purpose,” moderated by Ben Doody, executive editor of the Omaha World-Herald. The panel featured Meg Blue, vice president of community investments; Johana Fellers, director of community programs; Jerry Jones, JAG Nebraska program manager; and Angelique Shepard, a 211 community resource specialist. Panelists described how United Way’s network functions in practice, particularly through its 211 helpline, United Way’s free service to connect callers to services for rent and utility assistance, mental health support, transportation and housing. Shepard said the helpline handled 380,000 contacts in Nebraska last year alone and has expanded to include specialized lines such as an elder-abuse helpline for people 60 and older, and a military family helpline. Fellers, who leads the team of navigators that follows up with callers needing additional support, said 211 now serves callers across Nebraska, Iowa, parts of Illinois and on a limited basis in Kentucky, New Hampshire and Nevada. Jones discussed Jobs for America’s Graduates, known as JAG, a program for students in seventh through 12th grade that combines project-based learning with trauma-informed instruction and direct engagement with employers. He said the program reported a 99% graduation rate last year across roughly 5,500 students served statewide, and that more than 70% of participants identify a target employer before graduating. Jones attributed the program’s outcomes to smaller class sizes, employer partnerships built into the curriculum, and continued support for graduates during their first year after high school. Blue described her role overseeing how donated funds are distributed to partner agencies, citing organizations including Boys & Girls Clubs, Child Saving Institute, Catholic Charities of Omaha and others providing services from youth programming to substance-abuse treatment and food access. She said United Way’s ability to quickly mobilize partners was demonstrated during interruptions to federal food-assistance benefits, when the organization worked with corporate and nonprofit partners to raise and distribute emergency funds. Doody also highlighted Goodfellows, an Omaha World-Herald-founded emergency assistance fund now administered in partnership with United Way, which provides one-time aid to metro-area residents facing crises. He announced a benefit concert for the fund set for Oct. 22 at Bourbon Theatre in Lincoln, featuring World-Herald reporter Grace Lewis. Panelists shared examples of the assistance they provide, including a case in which Shephard helped an elderly caregiver get utilities restored for a grandchild’s medical needs within 30 minutes, coordinating directly with a utility company and Goodfellows funding after hours. Closing the event, Forsberg thanked attendees for their continued investment and urged the room to advocate for United Way within their own networks, whether through direct giving, volunteering or introducing new partners to the organization. She said the campaign’s success depends on collective action across corporate, nonprofit and individual donors. United Way of the Midlands’ campaign will continue through the coming months, with organizers emphasizing that meeting rising demand in the community will require expanded participation from businesses, donors and volunteers across the metro.
MEMBERS OF THE UWM BOARD OF DIRECTORS: DAVE ANDERSON, KPMG; SHAWNA FORSBERG, UWM; LESLIE VOLK, CFO SYSTEMS; DENISE MCCAULEY, WOODMENLIFE; PAUL MAASS, SCOULAR; JOE SULLIVAN III, U.S. BANK; CHRISTOPHER LEITNER, TENASKA; TROY VIA, OPPD
MODERATOR BEN DOODY OF THE OMAHA WORLD-HERALD WITH PANELISTS
CAROL RUSSELL, DEB DENBECK, ANDEE HOIG AND DAISY HUTZELL-RODMAN
Page 4 • September 4, 2026
MBJBUSINESSinsider
A weekly recap of current, relevant and breaking business news in the area
TOP THINGS TO KNOW Urban core housing fund allocations
The City of Omaha officially approved the deployment of its new $40 million affordable and workforce housing fund, locking in the first four major multi-family construction projects on Aug. 25, 2026. These initial projects will inject roughly $6 million directly into local construction contracts to build or preserve 466 residential units. Major structural projects getting greenlit include the total renovation of the vacant 225-unit City View downtown property and a new 186-unit apartment complex situated at 24th and Dodge streets.
Crossroads plans move ahead
Developers and Omaha officials updated plans for the Crossroads project near 72nd and Dodge streets. The proposal includes market-rate multifamily housing, a Gamescape by Cinemark entertainment block and a new police-and-fire administrative headquarters. The public safety facility is estimated at roughly $180 million, with $155 million in bonds requiring voter approval. The project is now under its third developer.
Drury Hotel wins council backing
The Omaha City Council unanimously backed an eightstory, 210-room Drury Plaza Hotel near 10th and Harney streets, despite recommendations against it from city planning staff and the planning board. The project includes a 160-stall underground garage, restaurant and bar. Drury needed council approval to secure $7.5 million through an occupation tax on hotel guests; the chain says construction will proceed.
Nehawka passes outright data center ban
Leaders in the village of Nehawka voted officially on Aug. 27 to completely prohibit data centers, crypto mining, and blockchain computing within their local zoning jurisdiction. Nehawka is the first municipality in Nebraska to pass an outright ban. It serves as a blueprint for grassroots pushback against the AI data center boom due to local concerns over water pollution, noise, and massive energy grid strain.
Eppley adds central skywalk
Eppley Airfield plans a central pedestrian skywalk linking Level 3 of the south parking garage to Level 2 of a new central pavilion and security checkpoint. Construction was scheduled to begin Aug. 31 and finish in 2028. The project will give passengers a direct garage connection and become the airport’s third parking skywalk, part of the broader modernization of Omaha’s primary commercial gateway.
Puerto Vallarta sets closure
Puerto Vallarta Mexican Restaurant plans to close permanently Sept. 30 at 3312 West Broadway in Council Bluffs, according to Grow Omaha’s latest metro business roundup. The closure removes a longtime restaurant tenant from the West Broadway corridor and gives neighboring operators, landlords and city economic-development officials another signal to track in the cross-river market. No replacement tenant or redevelopment plan was announced.
Apartment boom may be peaking
Omaha’s apartment pipeline may be nearing its 2026 peak as conventional occupancy settles around 90% and new supply outpaces demand, Grow Omaha reports. ALN Apartment Data shows 3,786 units absorbed over the past year, indicating demand remains solid but absorption is taking longer. The Downtown/Midtown/72nd corridor has 5,783 units in its pipeline, while developers face continuing affordability pressure.
UNMC research awards jump 35%
UNMC research-specific awards rose 35% in fiscal 202526, topping $230 million versus $170 million the prior year. Total sponsored awards, including non-research funding, increased 30% to just under $290 million. Federal grants and contracts reached $109 million, while industry-sponsored funding rose to $56.4 million. UNMC cited diversified funding, clinical trials and health-security work, while warning that infrastructure and workforce must keep pace.
Omaha firm secures $654M Naval contract
In major corporate defense news, Omaha-based contractor 1080 Constructors was officially awarded a $654,316,365 firm-fixed-price contract by the U.S. Navy. The massive federal contract is designated for the design and execution of power reliability and water resiliency upgrades at the Portsmouth Naval Shipyard, marking a substantial project win for the local Omaha business.
UNO lands $8M 3D-health grant
UNO received an $8 million National Science Foundation award to establish the Nebraska Center for 3D Innovation, a statewide research and workforce initiative for patientspecific health technologies. Partners include UNL, UNMC and Metropolitan Community College’s Prototype Design Lab. The center will study prosthetics, antimicrobial materials and AI-assisted surgical models while engaging students from high school through graduate school in advanced manufacturing skills.
NU private support tops $532M
The University of Nebraska Foundation reported a record $532.8 million in private support committed during fiscal 2025-26, the first year annual fundraising exceeded $500 million. The campaign drew gifts from 58,433 donors, with 99% restricted to designated purposes. Omaha-related support includes $131.2 million for UNMC and Nebraska Medicine, including the $99.3 million Shikhar and Kristin Saxena Health Center expected to finish in fall 2027.
Daycare franchise adds two sites
The Learning Experience plans two additional Omaha-area childcare centers, adding up to 20,000 square feet of freestanding commercial space and as many as 60 jobs. A Papillion center is slated for the first quarter of 2027, followed by a southwest Omaha site near Gretna in the third quarter. Each center can serve up to 180 children and includes indoor space plus a playground.
I-480 work closes key ramps
Overnight I-480 lane closures between Harney and Dodge streets began Aug. 26 while crews strip bridge overhangs on the Farnam Street bridge, which is expected to reopen in less than six weeks. The I-480/Dodge Street ramp then Page 5 • September 4, 2026
closed Aug. 27 for streetcar-track construction across Dodge and was scheduled to reopen Aug. 31. At least one I-480 lane remains open during the work.
Pure Hockey moves west
Pure Hockey opened this week in a larger relocated space at 14945 Evans Plaza in West Grayhawk, moving from its former 72nd Street location in Ralston. The retailer operates more than 85 stores nationwide, and its Omaha shop remains the company’s only Nebraska storefront. The move brings a specialized sporting -goods tenant to the northwest Omaha retail corridor and expands the area’s consumer-service mix.
Food concepts fill metro pipeline
New food businesses are adding activity across the metro. Wing It On! opened its first Nebraska location at 14544 West Center Road and plans three state locations. Ziggi’s Coffee is building a drive-thru at 180th and Jennifer Road in Sarpy County, while north Omaha’s Roll-N-Sweetz scheduled its grand opening at 3005 Emmet Street. The trio spans quick service, drive-thru coffee and locally owned dessert retail.
Lune plans Little Bohemia launch
Lune, a shared space for independent beauty, wellness and creative businesses, plans to open in late fall at 1262 S. 13th St. in Omaha’s Little Bohemia neighborhood. The concept would give small operators a shared commercial platform rather than separate storefronts, potentially lowering entry costs for service entrepreneurs. Grow Omaha listed Lune among the latest openings and relocations shaping the neighborhood’s small-business ecosystem.
FNBO awards $2M in grants
FNBO awarded $2,005,500 in Impact Grants to 97 organizations across its footprint, including $1,155,500 to 54 groups in Nebraska and western Iowa. The grants target affordable housing, workforce development and financial literacy. Omaha-area recipients include Autism Action Partnership, while awards elsewhere support entrepreneurship, job training and housing. The program positions a major regional bank as a funder of community economic capacity.
Construction jobs hit record
Nebraska’s July unemployment rate held at 2.9%, well below the national 4.1%, while mining and construction employment reached a record 71,487 for the third consecutive month. The three construction sectors added 435 jobs over the month: 192 in building construction, 144 in heavy and civil engineering, and 99 in specialty trades. Omaha’s gains were driven primarily by specialty trade contractors.
Beef Import Plan Draws Pushback
Nebraska lawmakers and industry groups reacted to a Trump administration plan to temporarily allow more beef imports without higher tariffs. The proposal is sensitive for a state whose economy depends heavily on cattle production and processing. The debate centers on whether additional imports could ease consumer prices while weakening domestic producers. The policy discussion adds uncertainty for Nebraska ranchers, feedlots and meatpackers.
A CLOSER look Exporting The Playbook
A BROTHER-RUN OMAHA FIRM NOW TRAINS LEADERS IN 75 CITIES HOOGEVEEN FROM PAGE 01
healthy culture, and why one of his own company’s core values has become harder to talk about than it used to be. MBJ: You spent your 20s as an actuary at Mutual of Omaha while your father was running QLI toward a fifth No. 1 Best Place to Work award. Was staying out of the family business a deliberate choice at the time, or was it just a path you hadn’t seen yet? Blake Hoogeveen: A little bit of both. Growing up, I never thought I’d work at QLI. I didn’t want to go into healthcare, and I didn’t necessarily want to work for a nonprofit. I probably knew a lot more about the amazing employees at QLI than I did about the mission. I ended up there in fundraising, in part because I found out I didn’t want to be an actuary. I went to school for it because my parents thought it’d be a good job and I was good at math. It was really a comment from my father that led me to QLI. He said, “You’re really enjoying networking.” QLI was looking to hire someone in fundraising, and that led me to take the job once I realized what fundraising actually was: building relationships with people who had the potential to make a big impact. MBJ: What’s the actual moment you remember deciding to leave Mutual of Omaha for QLI’s development team: a conversation, a number, a feeling? Hoogeveen: It was a feeling and an observation. I was living with my brother, Brett, and at the time he’d made a change from being a civil engineer to working at QLI. I observed, day after day, he was practically whistling as he left the door: a positive attitude, looking forward to going to work. That wasn’t my (feeling) at Mutual of Omaha. I had a great experience there, but I didn’t have the connection to the company that he had, and I started getting pretty jealous of that. It made me think: What do I need to do to have that kind of relationship with the company I work for? MBJ: You and your brother co-founded BetterCulture together. Where do the two of you actually disagree about how to run it? Hoogeveen: We disagree a lot, and we’re comfortable disagreeing; I don’t know that we’ve ever had a serious angry disagreement in our entire lives. One of the mindsets we actually teach is “stupid idea, let’s have lunch.” With Brett and me, it’s almost literal; he might say, “Blake, that’s a stupid idea. By the way, I’m hungry, let’s grab lunch.” It symbolizes that in high-functioning teams, ideas collide and people collaborate; you can disagree intellectually without harming the relationship. Here’s a live one: We have a leadership-loop diagram my father originally sketched on a napkin, showing how culture drives customer loyalty, what he’d call “raving fans.” I think there’s a real market in leaning harder into that specific content. Brett isn’t sure it’s in line with what we do. We help companies build culture that lets them recruit and retain great people; I keep coming back to the idea that we’re sitting on incredible content about creating raving fans for a product or service, and I wonder if we should lean into it. Brett isn’t convinced. MBJ: Your dad built the playbook you’re now selling to other companies. What’s one part of his approach you’ve changed, and how did he react? Hoogeveen: The delivery model. He built it, tweaked it and proved it at QLI, then started Mindset in 2011 as an in-person consulting model; CEOs would call, and he’d help them figure out where they were and how to get where they wanted to be. Brett and I realized we’d grown up around the clearest-thinking person I know on what it actually takes to build and protect a culture, and we wanted to build something scalable, supported by technology, rather than just us walking into a room. We’d bought the domain BetterCulture.com years earlier and didn’t know what we’d do with it. Then COVID hit, conferences stopped and we had time to build a better, more scalable solution, giving companies the tools and software to train their own people using our content rather than us delivering it in person every time. Page 6 • September 4, 2026
MIDLANDS BUSINESS JOURNAL BY DAISY HUTZELL-RODMAN | PHOTOGRAPHY BY DEBRA S. KAPLAN
MBJ: As someone trained on hard numbers, what’s a specific way that background changes how you talk to skeptical CFOs about something as soft-sounding as culture? Hoogeveen: You need to be able to measure what you’re doing. In 2013, using my actuarial background, we built our own employee engagement survey because we couldn’t find one that matched our philosophy. We’ve now run hundreds of them, and I haven’t seen a client that didn’t get a good outcome from it. Two questions matter most to us: “I’m proud to be an employee of this organization,” and a question about whether the company effectively addresses poor staff performance. That second one isn’t your worst employees who want it asked, it’s your best ones. They see a coworker who isn’t doing the job and want to know the company will do something about it. CFOs respond to that. It’s rational, it’s backed by data, and it leads to a plan we can execute over months or years, not a day. MBJ: You raised millions for QLI as a fundraiser. What was the hardest ask you ever made? Hoogeveen: A $1 million gift. I was nervous; a million dollars is a lot of money to ask someone to consider. I called a mentor who’d helped raise hundreds of millions for organizations and told him I was struggling. He laughed and said, “Blake, your problem is you don’t know how much money some people have. If you did, you’d be more confident.” He told me he’d never offended anyone by asking them to invest in something he believed in strongly, and to ask people to support it at whatever level I thought was fair. Everything I was raising money for at QLI, I believed in. That’s what got me over the hurdle. MBJ: Which of your 20 tenets of culture gets the most pushback from executives, and what wins them over? Hoogeveen: Tolerance. There’s been a real focus over recent years on diversity, equity and inclusion — an admirable goal — but because of how complex people are, that topic has become a wedge that can introduce polarization inside companies rather than resolve it. One of our tenets is tolerance, and that word alone can be a hot-button issue. Our goal with the 20 tenets is simpler: What attitudes and behaviors let a group of people be better to each other, communicate better, build a more inclusive culture? We’re not asking everyone to agree on every issue in the world. We’re asking for tolerance of different worldviews so we can have an inclusive workplace. Honestly, I’ve struggled to understand why that word specifically has been a concern for some people. MBJ: Give me a specific dollar figure tied to culture work. Hoogeveen: When I was hired at QLI, we studied the value of the culture directly. Because employees are engaged — they pay attention in training, follow the guidance, hold each other accountable, come back to work on time rather than staying out longer than necessary — QLI saves roughly $2.5 million to $3 million a year on workers’ compensation insurance alone. Between that and higher revenue from keeping beds filled, the culture nets the organization about $3 million a year.
Civility Is Strategy
SHOLA RICHARDS
SPEAKER AND AUTHOR
SHOLA RICHARDS ON KINDNESS AS A LEADERSHIP TOOL BY DAISY HUTZELL-RODMAN
Shola Richards is a renowned speaker about workplace culture whose signature keynote is “Strong Enough To Be Kind: How we Build Cultures Worth Fighting For.” Richards was in Omaha Aug. 27 to present this keynote at an Entrepreneurs’ Organization dinner event, and MBJ caught up to him after his speech. MBJ: What’s the single biggest misconception leaders have about what “workplace culture” actually means? S.R.: The biggest misconception is that culture is something you declare. Culture isn’t what you put on a poster in the break room. I believe that culture is shaped by the worst behavior you’re willing to tolerate from your highest performer, full stop. I’d argue that pretty much everyone in the organization already knows where that line is, because they’ve watched what gets excused and what doesn’t. MBJ: You talk about building cultures that are “Strong Enough to be Kind.” Should leaders worry that kindness and accountability are in tension? S.R.: Niceness is about being liked. It avoids conflict, protects the person delivering the message, destroys trust, and it consistently damages teams. Niceness is what allows a leader to smile through eleven months of one-on-one meetings and then blindside an employee at their annual review. Kindness is about doing what’s right for the person in front of you, even when it’s difficult, uncomfortable, or costs you something.
QUICK HITS Drake University or QLI: which one taught you more about how to actually lead people?
MBJ: For a business that thinks its culture is fine — no obvious red flags, no complaints — what should they be looking for that they might be missing?
QLI, no question. Favorite vacation spot?
S.R.: I’d start with this: no complaints is NOT the same as no problems. Here are two uncommon places I’d look to see what’s really going on. First, watch how people treat those who can’t do anything for them: the new hire, the contractor, the UPS delivery person or the person emptying the trash. Your actual culture reveals itself when people feel no one “important” is watching. Second, pay attention to what’s being said in the “meetings after the meeting”. If the real discussions only happen in the hallway, the parking lot, or the group chat, that probably means that your official meetings have become theater.
Minnesota, a week on a lake every year with family. Coffee order? Black coffee with a little cream. Nothing fancy. A book you’ve handed to more than one client? “How to Win Friends and Influence People,” Dale Carnegie. Best piece of advice your dad’s ever given you that had nothing to do with work? “Never accept no from somebody who does not have the ability to say yes.”
Page 7 • September 4, 2026
FOCUS SECTION
WORKPLACE culture
When Culture Costs You
AS MANAGER ENGAGEMENT DROPS, LOCAL LEADERS PUSH BACK BY DAISY HUTZELL-RODMAN Managers are the weak link in workplace culture right now, and the data prove it. Gallup’s “State of the Global Workplace: 2026 Report” found that manager engagement has dropped nine points since 2022, with the steepest single-year decline occurring between 2024 and 2025 alone. Managers used to enjoy what Gallup calls an “engagement premium” over the employees they lead. That premium has nearly disappeared. The stakes go beyond morale. Gallup’s global engagement figure fell to 20% in 2025, its lowest level since 2020, and the firm estimates low engagement cost the world economy roughly $10 trillion in lost productivity last year, or about 9% of gross domestic product. The United States and Canada region held relatively steady at 31% engagement, well above the global average. Managers here still reported substantially more daily stress, anger, sadness and loneliness than the employees they supervise. None of this is inevitable, according to Gallup’s own researchers. Organizations the firm classifies as “best practice” reported 79% manager engagement, nearly quadruple the global average. Something separates those organizations from the ones sliding backward, and interviews with three local executives and one nonprofit leader suggest an answer: Culture holds up under pressure only when leadership treats it as a discipline, not a marketing message. Omaha Steaks President and CEO Nate Rempe put that distinction in the sharpest terms of any source interviewed for this piece. Employers often frame culture and performance as competing priorities, softness against accountability. Rempe rejects that framing outright. “High expectations are a form of respect when they are matched with support, trust and the tools to succeed,” Rempe said. “We can care deeply about people and still challenge one another to accomplish more than we thought possible. In fact, the strongest cultures do both.” Omaha Steaks earned spots on Newsweek’s Greatest Workplaces for Gen Z and Greatest Workplaces for Mental Well-being lists for 2025, recognitions Rempe attributed to a series of deliberate choices rather than a single initiative. Chief among them was a yearlong mental health effort that expanded the company’s employee assistance program, added Spanish-language resources and brought support staff directly into plant meetings so hourly employees could access help without navigating a corporate portal. “A resource has value only when people know it exists, understand how to use it and trust that they can access it when they need it,” Rempe said. Rempe, the first Omaha Steaks CEO from outside the founding Simon family, said the real measure of culture happens away from headquarters. Roughly 1,500 employees work the
company’s plants, fulfillment centers and phone lines, including seasonal staff hired for the holiday rush. “The real test of our culture is not how it feels in the corporate office,” Rempe said. “It is how it feels on the production floor, in a fulfillment center or on the phones during our busiest weeks of the year. If our front-line and seasonal employees do not experience the culture we talk about, then it is not truly our culture.” Supportworks President Amanda Harrington offered the clearest evidence of what that costly, tested commitment looks like in practice. The company has landed on Omaha’s Best Places to Work list multiple years running, including a No. 1 finish in its category, and Harrington credits consistency over reinvention. “Our purpose, mission and values can’t just be words on a wall,” Harrington said. “They have to guide how we make decisions, how we lead, and how we treat one another.” Consistency shaped Supportworks’ response during the COVID-19 shutdown, when many companies moved quickly to layoffs. Leadership instead implemented temporary, tiered salary reductions, with executives absorbing the largest cuts and frontline employees the smallest, in order to protect every job on the payroll. Once conditions allowed, the company restored salaries and back-paid employees for what had been reduced. “Values matter most when following them costs you something,” Harrington said. “It’s easy to talk about being one team when things are going well. That was an opportunity to prove we meant it.” Harrington also pointed to Supportworks’ notoriously long hiring process, which can stretch six months or longer and centers on finding candidates who are, in the company’s language, “humble, hungry and people smart.” Speed loses to fit, in her calculation. “Hiring the wrong person affects far more than that individual’s performance,” Harrington said. “It affects the people around them and, ultimately, the culture you’re trying to build.” Nebraska Medicine Vice President of People Operations Katie Beach made a related case for why culture and outcomes cannot be separated in a people-intensive business. The health system landed on two Becker’s Hospital Review lists in 2025, one for academic medicine excellence and one as a Great Place to Work in the healthcare category. “Healthcare is ultimately a people business,” Beach said. “The way we care for our colleagues directly impacts the way they care for our patients.” Roughly 60% of Nebraska Medicine’s workforce sits on the front line, and Beach said keeping leadership connected to that reality takes deliberate effort rather than assumption. Targeted investments in market-based compensation, student loan
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Values matter most when following them costs you something. — AMANDA HARRINGTON PRESIDENT SUPPORTWORKS
repayment and rehiring former employees have all played a role in retention, she said, but she declined to describe the work as finished. “Culture requires constant attention, listening and adjustment,” Beach said. “We’re proud of the progress we’ve made, but we’re also humble enough to know there is always more work to do.” Stephen Center, the South Omaha nonprofit that provides emergency shelter, addiction treatment and supportive housing, operates under a different kind of pressure than a corporate payroll, but culture and onboarding specialist Ashley Lehr described a similarly deliberate approach. Staff there face daily, direct exposure to homelessness, addiction and mental health crises, and burnout is a constant operational risk rather than an abstract concern. “We know our staff cannot pour from an empty cup, especially when they are doing emotionally demanding work every day,” Lehr said. Human resources staff monitor employees’ paid time off balances to make sure people actually use accrued leave, and a health and wellness employee resource group organizes recurring self-care programming. “Supporting our employees has to be just as intentional as supporting the people we serve,” she said. Career growth reinforces that culture, according to Lehr. One former Stephen Center client returned to the organization as an employee and, 11 years later, now serves as an
officer of the organization. Lehr called that trajectory proof of what sustained investment produces. Executives reading Gallup’s numbers have reason for concern, particularly if their own management ranks are experiencing the disengagement the report describes. Gallup’s data suggest the cost of inaction falls on leaders as much as on ledgers. Managers at disengaged organizations report significantly higher daily stress, anger and loneliness than the employees they lead, and the productivity toll of low engagement is not abstract; Gallup estimates it drained roughly $10 trillion from the global economy last year alone. Rempe, Harrington, Beach and Lehr each described culture as a discipline that gets tested precisely when it is least convenient to maintain, whether that means a pandemicera payroll decision, a six-month hiring process or a policy that forces PTO usage rather than merely offering it. None described culture as a cost center. Each described it as infrastructure, built before it is needed and reinforced when the bill comes due. Gallup’s researchers reached a similar conclusion about manager engagement specifically: Decline is not inevitable, only common. Local leaders who have avoided it point to the same source of resistance, a willingness to make culture expensive when the moment demands it, rather than cheap and constant only in language.
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EMPLOYEE BENEFITS SERIES
Read Your Renewal, Do Not Just Sign It BY CARA KIRSCH, CEO AND FOUNDER, THE KIRSCH GROUP Renewal season is here, and for many employers it arrives as a single number and a deadline. The carrier proposes an increase, the broker passes it along, and the business is asked to sign. If that is the whole conversation, you are not seeing your renewal. You are only seeing the bill. A renewal is not a verdict. It is a starting point, and a good broker treats it that way. Your job, and theirs, is to understand why the number looks the way it does and what can be done about it. That requires details, and you should expect to receive them without having to ask twice. Start with the math behind the increase. Ask your broker to walk you through the components of the renewal. How much is driven by your own claims experience? How much is trend, the general rate of medical inflation the carrier applies across the board? How much are the changes to fees, pooling charges, or administrative costs? When you can see the pieces, you can tell the difference between an increase you caused and one you inherited, and each calls for a different response. Then look at your own utilization. Who is using the plan, and how? Are there a small number of high-cost claims driving the result, or is the increase broad-based? Are employees using the emergency room when urgent care would serve them better? Are there chronic conditions that could be managed more effectively with the right program in place? These answers point you toward solutions rather than simply a higher premium. Two areas deserve special attention during renewal planning, because they change quietly and carry real consequences. The first is your provider network. Networks are not static. Hospitals and physician groups move in and out of them, and a change you never see in the renewal letter can mean that a doctor your employees rely on is suddenly out of network. Before you renew, confirm that the providers your workforce actually uses are still covered, especially the major hospital systems in your area. The second is your pharmacy formulary. The formulary is the list of drugs your plan covers, organized into tiers that determine what each one costs. Formularies are updated regularly. A medication that was covered at a low copay this year can move to a higher tier, require prior authorization, or drop off the list entirely. For an employee managing a chronic condition, that change is not a footnote. It is the difference between an affordable prescription and a painful surprise. Ask your broker what formulary changes are coming and how they will affect your people. None of this is information you should have to dig for on your own. A broker who is doing the job well brings these details to you, explains them in plain language, and lays out the options. If your renewal conversation begins and ends with a percentage, you are not getting the full value of the relationship. You deserve a partner who shows you the why and helps you decide what to do next. Understanding your renewal is not about resisting every increase. Some increases are real and unavoidable. It is about knowing which is which, protecting your employees from disruptions in their care, and making an informed decision rather than a rushed one. Push for
CARA KIRSCH, CEO AND FOUNDER, THE KIRSCH GROUP the details. Ask the hard questions. The renewal is the most important conversation you will have about your benefits all year, and it should be a conversation, not a signature. In October, we turn to open enrollment, where the strategy you set now meets the employees it is meant to serve.
Cara A. Kirsch, CEO & Founder PO Box 540522 Omaha, NE 68154 Phone: 402-979-3670 Email: ckirsch@kirschgroupins.com LinkedIn: https://www.linkedin.com/in/carakirsch/ www.kirschgroupinsurance.com
Page 10 • September 4, 2026
Behind Best Places HOW OMAHA COMPANIES EARN A BEST PLACES TO WORK HONOR BEST PLACES FROM PAGE 01
On Feb. 18, Signature Performance announced a planned leadership evolution designed to strengthen enterprise execution and support the company’s next phase of growth. As part of that change, Isaacks was appointed chief executive officer. Founder and former CEO Allen Fredrickson transitioned to founder and executive chairman, and president and former chief operating officer Karen Hudgins moved into a new role as executive advisor to the chairman. DAVID ISAACKS When Isaacks arrived at Signature CEO Performance, he said he recognized a SIGNATURE PERFORMANCE company with a strong culture, a meaningful mission and enormous potential in healthcare technology and services. Amanda Linse, who has spent 19 years at Signature Performance and now serves as director of operations support on the company’s federal side, describes that culture more simply. “I love working here. I tell people about it,” Linse said. “I’m proud to say that I work here.” This year, that pride comes with hardware: Signature Performance received the Best Places to Work in Omaha program’s Sustained Excellence Award, a distinction reserved for companies that have ranked among the top three finishers in the survey for three consecutive years, or landed on the winners list in eight of the past 10 years.
What the contest is and how it works
For 23 years, the Best Places to Work in Omaha initiative has offered local employers something most awards programs can’t: recognition based entirely on what employees themselves say about where they work, not on what a marketing team claims. Baird Holm LLP founded the program in 2003, and it has grown into an annual fixture of the Omaha business community, sponsored by the Greater Omaha Chamber and administered by Quantum Workplace, a national employee engagement firm that now runs 49 similar Best Places to Work programs across North America. The mechanics are straightforward. Any company with at least 25 full- or parttime W-2 employees in the Omaha area can register. Once registration closes, Quantum Workplace opens a four-week window during which employees complete a confidential online survey. Companies are ranked within one of two size categories — 25 to 200 employees, or 201 and more — based entirely on survey results. “It’s them speaking about it and not the company saying it,” said Kelli Lieurance, a Baird Holm partner who practices labor and employment law and now leads the firm’s involvement in the program. Quantum Workplace built its methodology around what Anne Maltese, the company’s vice president of people insights, calls the conditions for teams to thrive: employees need to understand what’s expected of them and how it connects to company success, feel equipped with the tools and training to do their jobs well; see a path to grow; and feel valued through recognition, pay and benefits. Organizations that consistently deliver on all of those fronts, Maltese said, are the ones most likely to land on the winners list. The program also builds in safeguards against gaming the results. Quantum Workplace runs a security audit on every survey to confirm individual employees actually completed it, and companies have been disqualified when the data suggested otherwise, according to Cassie Bradford, the company’s director of Best Places to Work partnerships. Nor can a company buy its way onto the list: Bradford said there is no registration fee large enough to manufacture a strong culture where one doesn’t exist. This year’s Omaha data reinforced that point. Companies here outscored other CONTINUED ON NEXT PAGE
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Ideas transform communities hdrinc.com
FOCUS SECTION
WORKPLACE culture
Behind Best Places
HOW OMAHA COMPANIES EARN A BEST PLACES TO WORK HONOR
FROM PRECEDING PAGE
Quantum Workplace markets on three specific measures: employees saying they are inspired by their work, that they are proud to work where they do, and that they believe their organization will be successful in the future. Winners are announced each spring and celebrated at a luncheon — this year’s was April 23 at CHI Health Center Omaha — alongside a featured nonprofit contributing to the broader world of work. This year’s nonprofit honoree was The Work Lab. KELLI LIEURANCE For Baird Holm, the payoff is the chance to PARTNER highlight what’s going right in an era when BAIRD HOLM workplace headlines tend to skew negative. “We get to be the cheerleaders,” Lieurance said. She also draws a direct line between her legal practice and the program’s mission: employees who feel valued and fairly treated are less likely to end up in legal disputes with their employers, she said, because engaged organizations tend to communicate clearly instead of blindsiding people with decisions. The Greater Omaha Chamber views its sponsorship through an economic development lens. Heath Mello, the chamber’s president and CEO, said workforce attraction and retention rank among the region’s most defining economic challenges and a program like this addresses the retention half of that equation by giving people a reason to stay once they’re here. “Employers ultimately shape how people experience our region,” Mello said, pointing to factors like affordability and quality of life that influence where people choose to live but noting that the workplace itself consumes the largest share of people’s time. Each year, Baird Holm and the chamber host a breakfast where honorees share best practices with one another, feedback the chamber then folds into its year-round workforce programming. Mello also connected the effort to a longerterm goal: addressing brain drain in the region by building workplaces where talented people want to grow and stay.
Signature Performance: the contest in action
If the Best Places to Work initiative exists to prove that culture can be measured and sustained, Signature Performance is close to a model case. The Omaha-based healthcare administrative services company has now been recognized as a Best Place
to Work at least nine times. Isaacks credits much of that consistency to a culture built by founder Allen Fredrickson and carried forward by the leaders who came after him, one centered on treating employees as the foundation for everything the company delivers to clients. He has tried to reinforce that connection through companywide town halls and by making himself directly accessible to frontline staff, regardless of level. Those on the front lines see the small gestures coming from the C-suite. Linse didn’t mention a policy or an award for why she loves Signature Performance. She described her supervisor, Chief Operating Officer Josh Klein, checking in by text when her 10-year-old son wasn’t feeling well; a small gesture, she said, but one that reflects a broader philosophy that employees need to be whole people to do good work. That philosophy shows up in the resources Signature Performance has built for its associates: a strengths-based coaching program tied to the Gallup Strengths assessment, a peer-led onboarding program called Spark, a daily “We Time” block for training and reflection, an Emerging Leaders development program with built-in mentorship, and an associate-led engagement process that lets employees define their own experience rather than have it defined for them. Isaacks credits that culture to leadership that has made people the priority. “Putting people first and connecting it to the mission builds trust and accountability,” Isaacks said. Linse also pointed to the company’s response when a federal hiring freeze abruptly lifted, requiring nearly 400 new hires almost overnight. She described the moment as proof that Signature Performance’s mission-driven culture translates into real agility under pressure, not because of top-down directives, but because employees understood why the work mattered. That kind of institutional memory matters as Signature Performance keeps growing. The company surpassed 1,500 associates for the first time this year, and Isaacks said preserving the culture through that growth — making sure information and trust still flow freely between the executive suite and frontline teams — is one of his central priorities. “That thoughtfulness and balance around what technology looks like for the next three to five years is going to either build significant credibility with workforces, or it’s going to remove a lot of confidence, depending on how organizations balance it,” Isaacks said. For Linse, the details of that balance are secondary to a simpler point: nearly two decades in, she said she still learns something new most days at the company. She hopes her son will have the chance to work there himself one day; a small measure, perhaps, but one that captures what the Best Places to Work initiative is ultimately trying to identify.
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Where People Love to Work
SPECIAL SECTION
BEST PLACES to work
WINNERS SHARE WHAT SETS THEIR WORKPLACE CULTURE APART BY MBJ STAFF Midlands Business Journal is pleased to present this Best Places to Work Package. Our team reached out to those companies that achieved the honor of being a Best Place to Work and offered them the chance to answer a few questions. The 2026 winners list is: Companies with 25 to 200 employees: 1. 3G Companies 2. Lockton 3. Improving 4. Supportworks 5. Stephen Center
Improving
Companies with more than 200 employees: 1. Nebraska Cancer Specialists 2. Cobalt Credit Union 3. Rotella’s Italian Bakery, Inc. 4. DMSi 5. Olsson
This year’s Sustained Excellence Award winner was Signature Performance, and the featured nonprofit was The Work Lab. Created in 2003 by Baird Holm LLP, and sponsored by the Greater Omaha Chamber, the Best Places to Work in Omaha initiative provides a way to publicly recognize and celebrate local employers who foster an engaged work environment and culture dedicated to organizational success. The competition measures levels of employee engagement through an online survey. The survey is administered and feedback is provided by Quantum Workplace. WHAT WOULD SURPRISE AN OUTSIDER ABOUT YOUR WORKPLACE? One of our most valued traditions is a simple one: we bring the office together regularly for lunch. We sit family style around the lunch tables. There are no meetings or agendas, just conversations that move between work and personal life. This helps new employees quickly feel part of the team. These shared meals have become one of the ways we intentionally build relationships and preserve our culture, even in a hybrid work environment.
Category: 25-200 Employees
3G Companies
IN THEIR OWN WORDS: A LONG-TENURED EMPLOYEE “Working alongside people who are passionate about solving problems, with real opportunities to learn and grow in my career.” Nick Larson, VP of technology — 18 years with the company
NICK LARSON
NICK NALLI
IN THEIR OWN WORDS: A RECENT HIRE “Honesty in our conversations revealed a culture that grows people. They encourage learning and trust their team. That’s how I knew Improving was right.” Nick Nalli, senior consultant — 3 months WHAT WOULD SURPRISE AN OUTSIDER ABOUT YOUR WORKPLACE? We are an EOS (Entrepreneurial Operating System) company. So how we operate from meetings, goals, transparency, and company focus is unique to an outsider, especially if they don't know anything about EOS. IN THEIR OWN WORDS: A LONG-TENURED EMPLOYEE “From the CEO down, everyone truly cares about the employees and proves it week after week with not just words, but actions.” Todd Ernesti, senior project manager — 8 years with the company
TODD ERNESTI
THREE WORDS THAT DESCRIBE THE CULTURE Transparent, caring and culture.
IN THEIR OWN WORDS: A RECENT HIRE “I have felt accepted into the company since day one. People have gone out of their way to make sure I had everything that I needed and I was setup for success.” Jani Karolewski, superintendent — 2 years JANI KAROLEWSKI
HOW DO YOU CELEBRATE A WIN? We get together in a social setting. The last celebration for a win that we had was several projects that we were awarded. We went to Smash Park as a team and had drinks and appetizers. THREE WORDS THAT DESCRIBE THE CULTURE Transparent, unique and hardworking
HOW DO YOU CELEBRATE A WIN? Celebrating people and wins is a big part of our culture and we don’t save it for huge milestones. Most recently, we recognized a major promotion during our company town hall and on the TVs throughout our office so everyone could celebrate. We also celebrate new client wins and successful projects, often gathering over good food or a good drink to recognize the people behind them. Every month, we recognize birthdays and anniversaries and new hires are welcomed with a gift and a special meet-and-greet breakfast. Big or small, we find reasons to celebrate together.
WHO SHAPES THE CULTURE? Our culture is something everyone owns. Our employees have a voice in everything from office events and community involvement to technical user groups, mentoring and knowledge sharing. Leaders focus on removing barriers, creating opportunities and listening, while our team members bring the energy, ideas and willingness to invest in one another. Whether we’re collaborating on client work, welcoming new employees or gathering over lunch, our culture grows through everyday interactions and people caring about each other along the way. COMMUNITY INVOLVEMENT We’re passionate about strengthening the local tech community. We partner with area colleges to host mock interviews, job shadowing and classroom Q&A sessions that help students as they begin their careers. We also host and sponsor local tech user groups in our office, creating space for our community to learn and build connections. But giving back goes beyond donations. It’s about sharing our knowledge and time to help develop the next generation of technology professionals.
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SPECIAL SECTION
BEST PLACES to work
Where People Love to Work
WINNERS SHARE WHAT SETS THEIR WORKPLACE CULTURE APART
FROM PRECEDING PAGE
Category: 25-200 Employees
Supportworks WHAT WOULD SURPRISE AN OUTSIDER ABOUT YOUR WORKPLACE? At Supportworks, recognition comes with a unique industry-inspired twist. Every new hire receives a hard hat to display at their desk or work area when they join the team. But it’s more than just a symbol of the work we do. Employees receive stickers to add to their hard hats when they’re recognized for living out our values, going above and beyond, or making an exceptional impact. Over time, each hard hat becomes a visual story of that employee’s contributions, accomplishments and the many ways they’ve made a difference.
Where the work matters. And so do the people doing it.
Supporting those facing homelessness and substance abuse takes people who care deeply – and a culture that supports them.
IN THEIR OWN WORDS: A LONG-TENURED EMPLOYEE “It’s a company that means everything it says about its culture. We bring about what we talk about. As a result, we’re all surrounded by people that we never want to let down.” Kyle Olson, P.E., director of engineering — 18 years with the company KYLE OLSON
IN THEIR OWN WORDS: A RECENT HIRE “I knew it was the right place when I witnessed that the people here truly live out our values. Everyone works for the good of the team and celebrates each other’s successes.” Brooke Coufal, event manager — 1 year HOW DO YOU CELEBRATE A WIN? If you’re familiar with our Redefine Conference, you know we love a good theme — and celebrating our employees is no BROOKE COUFAL, exception. Whether we’re dressing in our best Western wear for a “Supportworks Ranch” party, rolling out treat trains and snack stations or throwing a full-blown celebration, we find memorable ways to have fun and celebrate together. We recently celebrated our Best Places to Work recognition with a “Social Club” featuring custom T-shirts, sushi and time to connect. We also celebrate “Stop Day,” an annual tradition where, after surpassing the previous year’s results, our leadership team surprises employees with the news that we’re closing for a day of fun and celebration. THREE WORDS THAT DESCRIBE THE CULTURE Collaborative, “family” and fun WHO SHAPES THE CULTURE? We believe culture is something we all own. Leadership sets the tone, models our values and creates an environment where people can do meaningful work. But our employees are the ones who bring that culture to life every day. At the heart of that shared commitment are our values. They really aren’t just words on a wall here. They’re integrated into everything we do. We recognize each other for living up to them, we reflect on them during check-ins and performance reviews and we use them in our everyday language and decisions. We’re all committed to doing great work, supporting one another and building a culture where people feel valued, connected and proud to be here.
OMAHA’S BEST PLACES TO WORK 2026
COMMUNITY INVOLVEMENT Giving back is deeply rooted in who we are. In fact, one of our core values, “One Community,” challenges us to look beyond our walls and find ways to make a positive impact in our community. How we live that out looks a little different each year, but some of our more recent projects include building and delivering beds with Sleep in Heavenly Peace, helping repair a home with Habitat for Humanity, serving lunch at Omaha Street School, stuffing stockings for Open Door Mission, collecting shoes for NCHS’s Lace Up to Learn summer drive and contributing to the Abide Christmas Store. For us, it’s less about any one project and more about showing up, serving together and being a good neighbor. Page 14 • September 4, 2026
voices are heard. We want our employees to know they have a role in shaping our workplace and culture.
Stephen Center Inc. WHAT WOULD SURPRISE AN OUTSIDER ABOUT YOUR WORKPLACE? Something that might surprise an outsider about Stephen Center is how seriously we take recognition—without always taking ourselves too seriously! One of our favorite traditions is delivering employee Kudos in costume. Staff might suddenly find a unicorn, dinosaur, fairy, or chicken showing up to recognize them for something great they’ve done. It’s fun and creates plenty of laughs, but it also has a purpose. Our work can be challenging, so we intentionally create moments of joy while making sure employees know their hard work, contributions and commitment are seen and appreciated. IN THEIR OWN WORDS: A LONG-TENURED EMPLOYEE “It’s an honor to have a front-row seat to the positive changes this team makes every day.” Maggie Nocita, Shelter Guest Serivces — 35 years with the company IN THEIR OWN WORDS: A RECENT HIRE “From day one, I felt I belonged. The genuine smiles, positive culture and respect and compassion shown to every client made me know I had found the right place.” Sheila Kennedy, HERO Clinical Therapist — 2 months
MAGGIE NOCITA
WHO SHAPES THE CULTURE? Our culture is shaped by everyone, not just leadership. Our leaders set the tone by listening, being present, recognizing great work and creating opportunities for employees to have a voice. Our employees bring that culture to life every day through how they support one another, serve our clients, celebrate wins and share ideas for making Stephen Center better. Whether it’s through employee-led groups, recognition programs, surveys, or simply showing up for each other, our culture is something we build together. The best ideas often come directly from the people doing the work. HOW THE WORKPLACE HAS CHANGED Today, we are investing in our people in ways that go far beyond a paycheck. We’ve made changes to pay and benefits, including IRA benefits, while also placing a greater focus on professional development and opportunities for employees to grow. We’ve created employee-led ERGs, expanded team-building opportunities and use quarterly surveys to make sure employees have a voice in shaping the workplace. We also make time to celebrate together through quarterly parties and recognition. It’s about creating an environment where employees feel valued, supported, heard and invested in. COMMUNITY INVOLVEMENT We rally behind causes that strengthen our entire community, not just our own mission. Our team believes strongly in supporting other nonprofits, building meaningful partnerships, volunteering our time and showing up for the organizations that work alongside us. Whether participating in Cinco de Mayo, Heartland Pride, Project Homeless Connect, community fundraisers, sponsorship events, golf outings, donation drives, or other local initiatives, we want to be active members of the community we serve.
HOW DO YOU CELEBRATE A WIN? One of our favorite recent celebrations was our red-carpet-themed staff party honoring Stephen Center being named the No. 5 Best Place to Work in Omaha. We rolled out the red carpet and made our employees the stars of the event, celebrating the people who SHEILA KENNEDY make Stephen Center such a special place to work. We recognized employees, handed out awards, shared a meal and took time to enjoy what we had accomplished together. Reaching No. 5 was exciting, but the celebration was really about our staff and the culture they help create every day.
IF THE COMPANY HAD A MASCOT If Stephen Center had a mascot, it would be a phoenix. A phoenix represents resilience, transformation and the ability to rise again, which connects so closely to the work we do every day. We have the privilege of watching people rebuild their lives, overcome difficult circumstances and discover what is possible when they have support, resources and someone who believes in them. It also represents our staff, who show up every day with compassion and determination. At Stephen Center, we believe your past does not define your future and the phoenix is a perfect symbol of that belief.
THREE WORDS THAT DESCRIBE THE CULTURE Fun, supportive and collaborative.
THE DREAM PROJECT If our team could take on one dream project, it would be a strong aftercare program for participants graduating from all three of our programs. We know recidivism is real, especially for those who have experienced homelessness, substance use and mental health concerns. Completing a program is a huge accomplishment, but support shouldn’t end at graduation. Our dream is to provide continued connection, resources and encouragement that help people maintain stability, overcome challenges and continue moving forward. We believe aftercare could be a powerful part of creating lasting solutions and truly breaking the cycle of homelessness.
A PEOPLE-FIRST DECISION MADE THIS YEAR One decision we made this past year was to be more intentional about turning employee feedback into action. Through our staff surveys, we asked employees to share what was working, where we could improve and what they needed from us. Instead of simply collecting the results, we shared the feedback with leadership and created department-level action plans based on what employees told us. It mattered because asking for feedback only means something if people can see that their
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SPECIAL SECTION
BEST PLACES to work
Where People Love to Work
WINNERS SHARE WHAT SETS THEIR WORKPLACE CULTURE APART
FROM PRECEDING PAGE
Category: More than 200 Employees
Cobalt Credit Union
WHO SHAPES THE CULTURE? We believe the best cultures are created with employees, not for employees. At Cobalt, our team members help shape our culture through the information they share in engagement surveys, skip-level conversations with leaders and ongoing feedback on what’s working and where we can improve. Our leaders listen carefully and act on what they hear. By creating opportunities for open dialogue and ensuring employees are heard, we’ve built a culture rooted in trust, transparency and shared ownership.
WHAT WOULD SURPRISE AN OUTSIDER ABOUT YOUR WORKPLACE? Since 2014, every employee has walked into our annual all-employee meeting to find a coin waiting on their chair. Each year’s coin features a new theme tied to where we’re headed as an organization and serves as a small but meaningful symbol of each person’s dedication and service over the past year. Employees genuinely collect them and many have kept every coin they’ve received. It’s a simple tradition, but it has become one of the most anticipated moments of the year and a tangible reminder that they belong here. IN THEIR OWN WORDS: A LONG-TENURED EMPLOYEE “It was my position as a Member Service Receptionist, meeting all the members and employees that I have worked with over the years.” Nancy Leiber, Member Services Receptionist — 37 years with the company IN THEIR OWN WORDS: A RECENT HIRE “You know when you come into work each day and it feels less like an obligation and more like an opportunity to contribute alongside my team to the same common purpose.” Toby Wells, VP Fraud Prevention — 4 months HOW DO YOU CELEBRATE A WIN? At Cobalt, we celebrate wins every day. During meetings, team members are invited to share their “Yay for the Day,” reinforcing how much we value recognizing success. One recent organizational win was the launch of our digital recognition program this past March. The platform gives every employee a way to celebrate accomplishments and show appreciation for any coworker. Since its launch, our team has shared more than 4,000 shoutouts recognizing one another! It has given us a central, visible place to celebrate wins together, both big and small and has become a genuine reflection of our culture.
HOW THE WORKPLACE HAS CHANGED Today’s employees expect more from their workplace than they did 10 or 20 years ago and that’s a positive thing. We’ve evolved from simply communicating information to actively listening and responding to employee feedback. Through engagement surveys, skip-level meetings, leadership development programs, mentorship opportunities and our Cobalt Connect employee hub, we’re creating more ways for employees to learn, grow and influence the future of our organization. The result is a workplace where employees aren’t just part of the team; they’re active partners in shaping our culture and success.
NANCY LEIBER
TOBY WELLS
COMMUNITY INVOLVEMENT Giving back is part of who we are. Our employees enthusiastically support many causes, including the SAC Foundation, the charitable arm of Cobalt Credit Union, created by Cobalt team members and still led by employee volunteers. The Foundation’s mission focuses on supporting military service members, veterans, military families and financial literacy initiatives throughout our communities. From assembling predeployment care packages and supporting organizations that serve veterans to providing financial education resources, our employees don’t just donate their time and resources; they build meaningful connections. This cause reflects our commitment to creating lasting impact. IF THE COMPANY HAD A MASCOT If Cobalt had a mascot, it would be a golden retriever. Golden retrievers are loyal, welcoming, dependable and always eager to help others, qualities that reflect the way our employees serve our members, support one another and engage in our communities. They’re approachable and trustworthy, but also full of energy and heart, which feels a lot like our culture. In fact, we already have a four-legged ambassador of our own: Dollar Dog, the mascot for our children’s savings program. So perhaps the real answer is that we have already found the perfect mascot. He just happens to have four paws and a passion for helping people build brighter financial futures.
THREE WORDS THAT DESCRIBE THE CULTURE Supportive, purpose-driven, collaborative A PEOPLE-FIRST DECISION MADE THIS YEAR One of the most important decisions we made this year was investing in a new communication strategy based on employee feedback. While our engagement surveys showed that transparency is one of our strengths, employees also told us they wanted information to be easier to find and more consistent across the organization. In response, we launched Cobalt Connect, a centralized employee hub that brings together key updates, resources, recognition and organizational news in one place. The investment mattered because clear communication builds trust, helps employees feel connected to our mission and ensures every team member has the information they need to succeed.
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Nebraska Cancer Specialists WHAT WOULD SURPRISE AN OUTSIDER ABOUT YOUR WORKPLACE? Something uniquely special about NCS is the way we celebrate birthdays. In caring for patients facing a serious diagnosis, we’re reminded every day of the importance of celebrating life’s moments. Birthdays are certainly one of those moments! Each year, employees receive a PTO day to enjoy on or around their birthday, along with a birthday card signed by their coworkers. Every card also includes a personal, handwritten birthday message from NCS President Dr. Joel Michalski and yes, he personally writes birthday wishes to nearly 400 employees each year! To top it off, employees receive a monetary gift tucked inside the card, encouraging them to pick out a little something just for them. IN THEIR OWN WORDS: A LONG-TENURED EMPLOYEE “I admire how committed our physicians are to their patients, the practice and employees. They truly care about doing what’s right and providing the best care possible.” Rosie Imig, training and events coordinator — 42 years with the company IN THEIR OWN WORDS: A RECENT HIRE “I felt welcomed from the beginning. Building relationships with patients and coworkers & supporting them through a difficult time made me feel like the work I do truly matters.” Cristina Monay, infusion RN — 1 year HOW DO YOU CELEBRATE A WIN? At NCS, we believe every win is worth celebrating — big or small, personal or professional. From birthdays and work anniversaries to promotions, new babies, patient milestones, team accomplishments and organization-wide achievements, we make time to recognize the moments that matter. Sometimes it’s ringing the celebration bell, sharing a patient compliment, recognizing a coworker who went above and beyond, or simply gathering together to celebrate a job well done. It’s all part of our culture of caring — for our patients, our communities and especially for one another. THREE WORDS THAT DESCRIBE THE CULTURE Dedicated, compassionate.and fun.
growth. But our employees are the ones who bring that culture to life every day. They support one another, celebrate wins, step in when someone needs help, share ideas and lead with compassion. Whether it’s caring for a patient or simply making a coworker’s day a little better, our culture is shaped by hundreds of small moments that reinforce who we are. COMMUNITY INVOLVEMENT Giving back has been part of the NCS culture since the very beginning. Our founding physicians believed strongly that caring for our community should extend beyond the walls of our clinics and they intentionally built a spirit of generosity into who we are. Over the years, NCS has been fortunate to support nearly every cancer-related cause in our community through sponsorships, participation, volunteerism and outreach. That commitment also inspired the creation of the NCS Hope Foundation, allowing us to make an even greater impact by directly supporting local cancer patients and families when they need it most.
ROSIE IMIG
IF THE COMPANY HAD A MASCOT We don’t have to imagine a company mascot, we already have one! Her name is Dot and she has become a beloved part of NCS. Dot brings a little CRISTINA MONAY, extra joy, personality and fun wherever she goes, making appearances at community events, employee celebrations and special occasions throughout the practice. She helps us connect with patients, families, employees and our communities in a way that feels approachable and uniquely NCS. In a field that can sometimes feel heavy, Dot reminds us that there is always room for a smile, a little fun and moments of joy along the way.
WHO SHAPES THE CULTURE? Culture at NCS is something we all own. Our leadership team helps set the tone by being accessible, listening to employees, recognizing contributions and creating opportunities for
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CONTINUED ON NEXT PAGE
SPECIAL SECTION
BEST PLACES to work
Where People Love to Work
WINNERS SHARE WHAT SETS THEIR WORKPLACE CULTURE APART
FROM PRECEDING PAGE
Category: More than 200 Employees
DMSi
IN THEIR OWN WORDS: A LONG-TENURED EMPLOYEE “Thirty years in and it’s simple: great culture, passionate people, customers who matter and just enough new challenges to keep learning every day.” Becky Fleming, director of product owners — 30 years with the company IN THEIR OWN WORDS: A RECENT HIRE “Honestly, it was the people. There’s a genuine culture of collaboration here, where people are invested in each other’s success and that kind of culture is hard to find.” Abby Rose, software solutions specialist — approx. 3 months
WHAT WOULD SURPRISE AN OUTSIDER ABOUT YOUR WORKPLACE? One favorite tradition is the annual putt-putt tournament, held at a local golf club. The company splits into two teams, with rosters that stay the same year to year as new members join. Team captains pair up people from different departments, giving everyone a chance to meet someone they’d never normally cross paths with. Matches run over three weeks, with plenty of team spirit as daily scores come in, wrapping with a final playoff where everyone gathers for food and drinks to cheer on their team.
HOW DO YOU CELEBRATE A WIN? Wins are celebrated together rather than limited to specific departments. New customers, go-lives and project milestones are communicated to everyone, recognizing the accomplishment and the people behind it, sometimes with a quote from the customer. For bigger milestones, the celebration grows: When the company brought its largest customer ever live — a major lift pulling in nearly every department — the whole team gathered in the commons area for a catered celebration, complete with remarks from the project leader and a toast to the win.
BECKY FLEMING
ABBY ROSE
Explore our opportunities. dmsi.com
Page 18 • September 4, 2026
advancing in a current role. New tools help team members define goals and track progress, creating more productive career conversations. It’s still a work in progress, but it’s a real shift from what the company was doing a couple of decades ago.
THREE WORDS THAT DESCRIBE THE CULTURE Challenging, collaborative, rewarding. A PEOPLE-FIRST DECISION MADE THIS YEAR As companies grow, teams can become siloed. To protect DMSi’s communal culture, the company built a shared, multipurpose space for the team, complete with three coffee machines, a tea station, a flavored water dispenser, a gaming console for Mario Kart enthusiasts, booths for team lunches and a mural depicting DMSi’s history. It’s more than a breakroom — it’s where people gather for brainstorming, one-on-one chats, ping pong, watch parties and downtime with colleagues; a central place that keeps the team connected as it grows. WHO SHAPES THE CULTURE? DMSi’s culture isn’t something leadership hands down for employees to follow — it’s built together, every day, in how the team solves customer problems. The High Five program, a peer recognition effort, reflects this: Every High Five thanks a colleague and calls out a specific DMSi value they demonstrated, whether elevating the team, going above and beyond for a customer or solving a complicated problem. High Fives post to a dedicated Teams channel and rotate on displays in conference rooms, so the culture is shared and celebrated, not just thanked quietly. HOW THE WORKPLACE HAS CHANGED As the company has grown, so has the opportunity for career growth. Leaders are intentional about talking with team members about where they want to go and helping them build a path to get there, whether that means moving between departments or
COMMUNITY INVOLVEMENT Volunteering is a common team-building activity, with food pantries and shelters as regular stops. Habitat for Humanity felt like a natural fit given the industry DMSi serves — a chance to work hands-on with the same materials and processes its software supports daily. That partnership, called DMSi Builds, is coordinated by an internal committee that schedules build days and makes it easy for anyone to sign up. IF THE COMPANY HAD A MASCOT The Wedge, the orange triangle in the company logo, is an important symbol for DMSi. It shows up on signage, clothing and gifts and even has its own emoji in Teams. The customer portal is called The Wedge and the company band is named The Wedge of Tomorrow. Its forward slant represents momentum and a reminder to keep driving forward. It’s not quite a mascot — hard to picture a giant Wedge dancing at a company meeting — but it represents DMSi to everyone. THE DREAM PROJECT The dream project would be taking DMSi Builds to the next level, partnering with customers across the country to build homes in the communities where they operate. It would bring the DMSi world full circle: Customers supply the materials, the company’s software helps move them and together the team would give back to the towns and cities that support those businesses — a nationwide build initiative powered by the whole DMSi ecosystem.
COMPANIES WITH 25 TO 200 EMPLOYEES
COMPANIES WITH MORE THAN 200 EMPLOYEES
1. 2. 3. 4. 5.
1. 2. 3.
Nebraska Cancer Specialists Cobalt Credit Union Rotella’s Italian Bakery, Inc.
4. 5.
DMSi Olsson
3G Companies Lockton Improving Supportworks Stephen Center
SUSTAINED EXCELLENCE: Signature Performance
FEATURED NONPROFIT: The Work Lab
www.bairdholm.com
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SPECIAL SECTION
BEST PLACES to work
Congratulations, winners! OMAHA AWARD CEREMONY
PHOTOS CONTRIBUTED
3G COMPANIES TEAM
ROTELLA’S ITALIAN BAKERY, INC. TEAM
LOCKTON TEAM
NEBRASKA CANCER SPECIALISTS TEAM
STEPHEN CENTER TEAM CHEERING
Page 20 • September 4, 2026
OLSSON TEAM
SIGNATURE PERFORMANCE TEAM
STEPHEN CENTER TEAM
IMPROVING TEAM
THE WORK LAB TEAM
DMSI TEAM
COBALT CREDIT UNION TEAM
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STEPHEN CENTER EMPLOYEE MAGGIE NOCITA WITH GREATER OMAHA CHAMBER PRESIDENT AND CEO HEATH MELLO, DIRECTOR OF BEST PLACES TO WORK PARTNERSHIPS CASSIE BRADFORD AND BAIRD HOLM MANAGING PARTNER CHRIS HEDICAN
INSURANCE & EMPLOYEE
Renewal quote sticker shock
BENEFITS
STRATEGIES BRING STABILITY WITHOUT PASSING COSTS TO WORKERS BY MICHELLE RENNE LEACH
Generally, August and September remain a good window for implementing meaningful financial improvements. By October, employers who have not explored alternatives often have fewer options and less leverage. — THOMAS COX PRODUCER LOCKTON COMPANIES
Local benefits professionals stress that employers should be shifting from reacting to renewal quotes to negotiating cost reduction strategies in the third quarter. There are still opportunities to take control of runaway expenses. As the year wears on, options and leveraging power dwindle. They also emphasize a shift in mindset: supporting favorable outcomes by treating this process as part of a broader, year-round strategic conversation rather than a seasonal event. Lockton Companies Omaha Office Vice President Cody Beguin said employer health plan costs are trending in the mid-to-high single digits with global consulting houses projecting anywhere from roughly 6.5% to 9.5% increases in health benefit costs. “In Nebraska and western Iowa, however, actual renewal increases can vary dramatically,” he said. “Large, well-performing self-funded employers may see renewals in the 5% to 10% range. Many mid-sized employers are seeing increases closer to 10% to 15%.” However, Lockton Companies Producer Thomas Cox said employers with unfavorable claims experience, specialty drug utilization or several catastrophic claimants can easily see increases exceeding 20%, sometimes approaching 30%. “For many employers, the renewal increase is less about overall inflation and more about a handful of large claims or rapidly increasing pharmacy costs,” he said. Citing Marsh McLennan Agency (MMA) data, MMA Employee Health and Benefits Practice Leader Rochelle Nick said renewal increases are in the range of 5% to 15% with a budget midpoint of 10%, largely because the medical plan cost trend is now at 9%. Nick isolated prescription spending, especially specialty medications and GLP-1 therapies, as among major group plan cost drivers. “This is driven by both higher utilization and high unit costs,” she said. “High-cost specialty drugs used to treat serious conditions such as cancer, autoimmune disease and rare disorders can create significant claim volatility, with a small number of members accounting for a disproportionate share of total Rx spend.” As a result, Nick said, carriers and third-party administrators build higher expected prescription costs into renewal pricing, pushing group renewals above baseline medical trend even when the claims are otherwise stable. Gallagher Central Region President Leah Vetter echoed that the increases her organization is seeing vary dramatically and may be multifactorial. “Employers that are experiencing the highest increases are often dealing with a combination of high-cost claimants, specialty pharmacy drug cost [and] increased utilization that we believe is most often driven by delayed care that has advanced in stage, requiring more complex, higher-cost care,” she said. Conversely, Blue Cross and Blue Shield of Nebraska Vice President, Large Group Market Holly Kovy said those with smaller renewal increases largely have lower claims experience, fewer high-cost claims and stronger engagement in prevention and chronic condition care. “Looking beyond the headline renewal number helps employers understand what is driving the increase and where they may have opportunities to act,” she said, referencing elements like how consistently employees use preventive annual physical and age- and genderappropriate screenings.
“Diagnosing” increases
FNIC Senior Vice President and Sales Executive, Benefits Andy Dickmeyer said that drivers like high-cost specialty and gene therapy drugs are not necessarily new leading into the 2027 renewal season. “What is new is the sense I get that the employers in the 9% range are beginning to challenge and not accept this as (an) ‘it could be a lot worse’ situation,” he said. Dickmeyer said larger employers (100-plus covered) should be aware of claim experience and cost projections by their broker/consultant. “So that when the renewal arrives, there are no surprises,” he said. “Brokers should have data analytics and AI-supported prospective analysis tools that can help even small employers — who do not receive claim information from their carrier — know what to expect going forward from a cost perspective.” If a broker’s renewal strategy is “flood the market for alternative quotes,” Dickmeyer said alternative advisers should be considered. Beguin said employers should ask brokers to break the increases into specific categories, rather than accepting a single renewal percentage. For instance, he encourages readers to ask
… no longer are employee benefits a ‘set it and forget it. It requires active engagement from employers’ HR and leadership teams, their advisors, the health insurance companies, pharmacy benefit managers, even pharmacies themselves as well as providers and plan members.
Page 22 • September 4, 2026
— LEAH VETTER CENTRAL REGION PRESIDENT GALLAGHER
Looking beyond the headline renewal number helps employers understand what is driving the increase and where they may have opportunities to act. — HOLLY KOVY VICE PRESIDENT, LARGE GROUP MARKET BLUE CROSS AND BLUE SHIELD OF NEBRASKA
ANDY DICKMEYER
SENIOR VICE PRESIDENT AND SALES EXECUTIVE BENEFITS, FNIC
how much of the increase is due to medical trend versus the group’s own claims experience, as well as breakdowns of largest cost categories by diagnosis and disproportionate costs due to dependants, chronic conditions or ongoing treatments. “A good broker should be able to show exactly what percentage of the increase comes from trend, utilization, large claims, pharmacy and carrier assumptions,” he said. Cox also noted that elements like employee contribution strategies, plan design adjustments, pharmacy management programs, wellness initiatives, alternative funding discussions, voluntary benefits, vendor consolidation and open enrollment communication efforts are usually still negotiable in August and September. However, he noted how things like carrier selection for January 1 plans (if marketing was delayed), significant network changes, major benefit redesigns and complex self-funding conversions are often locked or difficult to change by October. “Generally, August and September remain a good window for implementing meaningful financial improvements,” he said. “By October, employers who have not explored alternatives often have fewer options and less leverage.” Nick said timing depends on employer size, funding (fully-insured versus self-funded), carrier/ TPA and the complexity of proposed changes. “For a January first, 2027, effective date, most mid-sized employers still have meaningful flexibility in August (and) September,” she said. “Carriers often prefer to release renewals as late as possible so they can incorporate the most current claims runout, trend assumptions and underwriting adjustments before finalizing rates.” Employers, Nick said, need renewals finalized earlier to allow enough time to configure payroll and benefits administration systems, and to prepare and distribute clear employee communication ahead of open enrollment. “One way companies are easing this process is by utilizing accessible online platforms to make the enrollment process more convenient and provide employees with easy-to-understand resources,” she said. “In just the past year, we’ve seen a 6% increase in the number of organizations leveraging this type of software." Nick noted the earlier decisions are finalized, the stronger the open enrollment strategy and employee understanding will be, allowing more time to process elections and to confirm carriers have accurate enrollment information.
plan costs affordable without increased deductibles, contributions and other out-of-pocket expenses. “More focused provider networks can help lower costs for both the plan and employees by directing care to providers with stronger negotiated discounts and more targeted cost arrangements,” she said. “These networks work best when they are designed around local access patterns, provider quality and the care needs of the workforce.” Kovy said virtual care programs are another strategy to improve access and convenience without increasing employee costs. “Telehealth offerings, such as Telescope Health, allow members to access care 24/7 and can be especially valuable in rural areas where in-person care may be farther away,” she said. Dickmeyer described pushing more expenses on to plan members as a “played-out” strategy and encouraged employers to adopt an “all of the above” approach to cost containment strategies that brings some cost stability. “For smaller employers, that could mean considering level-funded plans or IHCRAs,” he said. “For larger employers, already level or self-funded, group captives, reference-based pricing, pharmacy carve-out, limiting or excluding specialty and/or orphan medications (and) international sourcing of certain high-cost drugs should all be considered and be measured based on cost savings versus employee disruption.”
Actionable insights
“Many employers think once the renewal arrives their options are limited,” Vetter said. “This is rarely true.” In fact, even late in the process, Vetter said employers can reevaluate funding strategies; explore pharmacy carveouts; review network and provider contracting options; implement targeted chronic condition programs; and adjust plan design to encourage higher-value care. It’s also vitally important to ask, “What can we do differently next year so we are not having the same conversation?” “This question matters because no longer are employee benefits a ‘set it and forget it,’” she said. “It requires active engagement from employers’ HR and leadership teams, their advisers, the health insurance companies, pharmacy benefit managers, even pharmacies themselves as well as providers and plan members.” Kovy referred to implementing narrow provider networks as among meaningful options to keep
Page 23 • September 4, 2026
INSURANCE & EMPLOYEE
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omnifybenefits.com 844.472.6567 Tami Mitzel
Q&A: Benefits Midlands Business Journal asked local benefit professionals the top questions employers in Nebraska and Western Iowa should ask of their brokers, in an effort to improve their positions before renewal and open enrollment. Leah Vetter: • What are the top three things driving our healthcare costs today? • How does our cost compare to similar employers? • Where are we overspending without improving outcomes? • What healthcare decision are employees struggling to navigate? • How are we measuring quality of care, not just cost? • What actions should we take in 90 days to improve our position in 2027? Rochelle Nick: • What renewal levers will you negotiate with our current carrier/TPA and PBM, and what data will you use to support those negotiations? • Where are we ahead or behind our competition? • How can we reduce cost without shifting cost to employees? • What open enrollment tools, communications and support services can you provide to ensure our employees clearly understand their benefit options and recognize our commitment to offering a strong, competitive benefits package? • Holly Kovy: • How much of our renewal increase is driven by our own claims experience versus broader market trends, and what does our carrier’s local data show about drivers? • Are there provider network, pharmacy or virtual care options we should evaluate before open enrollment, and how well do those options fit our workforce and local access needs? • How can we better educate employees so they understand their benefits and make cost-effective care decisions? Cody Beguin and Thomas Cox: • What is the specific breakdown of the drivers responsible for our increase by trend, claims experience, pharmacy, provider costs and admin expenses? • Which five claim categories drive most of our spending? If a broker cannot identify this, they are operating reactively instead of strategically. • What alternatives did you market besides our incumbent carrier? Employers should know who was approached, the options that were evaluated and why they were rejected. • Are we a candidate for level funding or self-funding? Many employers remain fully insured unnecessarily. • What is our specialty-drug risk exposure? These medications increasingly drive renewals. • What cost containment programs are producing measurable results? Ask for data, not promises. • If we do nothing, what will this plan cost in three years? Employers should think beyond a single renewal cycle.
*Member FDIC
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INSURANCE & EMPLOYEE
A Viable Funding Strategy?
BENEFITS
THINK BEYOND PRICING FOR DEFINED ICHRAS, QSEHRAS BY MICHELLE RENNE LEACH Individual Coverage HRAs (ICHRAs) and Qualified Small Employer HRAs (QSEHRAs) are increasingly on the radar as potential funding sources within an environment of soaring premiums and uncertain subsidies. However, local employee benefits professionals stress that defined contribution plans are not a universally-appropriate “silver bullet” to rein in healthcare spend. They caution that many factors must be assessed beyond pricing from changing market conditions to recruiting challenges that demand competitive benefits. Vesta Employee Benefit Solutions President Mike Coppess said ICHRAs allow employers to establish a predictable, monthly budget that they can live with instead of wondering what the next renewal will bring. The composition of the workforce can also make ICHRAs appealing. “If one employee is single, another has four kids and another is on Medicare, it doesn’t always make sense to force everyone into the exact same health plan,” he said. “It’s kind of like giving everyone the same size shoes and hoping they fit.” As Vesta has seen marketplace premiums rise in Nebraska and Iowa, Coppess said the individual market isn’t always the value proposition it was a few years ago, and potential changes in enhanced premium tax credits could significantly impact what employees pay out of pocket. “That’s why I don’t think an employer should ever implement an ICHRA and forget about it,” he said. “It deserves the same annual review as a traditional group health plan.” Holmes Murphy Omaha Office Vice President and Employee Benefits Sales Leader Anna Evans noted adopters primarily are employers with fewer than 50 employees who struggle to qualify for affordable group coverage or have experienced significant renewal increases. “That said, we have groups with much higher employee counts who absolutely can’t sustain the year-over-year increase because they need a defined budget (and are) making the switch,” she said. As subsidies potentially diminish or expire while premiums continue to increase, she said the affordability advantage of the individual market becomes less compelling. “Employers should remember that an ICHRA doesn’t eliminate healthcare inflation; it simply shifts where coverage is purchased,” Evans said. “If the individual market experiences significant premium increases, employers may ultimately feel pressure to increase their reimbursement amounts to remain competitive in attracting and retaining employees.” North Risk Partners Senior Vice President Employee Benefits Sales, Risk Advisor and Partner Lisa Daniels also referenced how smaller employers lean in to ICHRA plans due to their simplicity, whereas others go down this path due to claims or participation challenges in the larger group market. “Some employers choose this model if they have a larger seasonal workforce or are geographically dispersed and regional health plan solutions are a better fit for their population,” she said. Daniels said small employers should consider the competitiveness of small group plans versus individual market plans in their area. “In some states the small group ACA (Affordable Care Act) plans are priced more competitively and are the better option, especially when provider network and cost share limits are considered,” she said.
Evolving considerations, solutions
Coppess said employers should not assume ICHRAs are automatically the better answer. “I’ve actually been surprised more than once,” he said. “There have been situations where I expected an ICHRA to clearly come out ahead, only to find that a traditional group plan provided more value for both the employer and the employees.” Coppess also said ICHRAs are manageable when administered correctly. “But they’re not something you want to learn after implementation,” Coppess said. “The biggest mistake I see is when someone decides they want an ICHRA before they’ve compared all of their options. The numbers should drive the decision, not the other way around.” Coppess also stressed the importance of employee feedback. “If employees are struggling to find affordable coverage or aren’t happy with their options, that’s usually a sign it’s time to take another look,” he said. Twenty years ago, Coppess said employers hoped for the best with a traditional group health plan. “Today there are fully insured plans, level-funded plans, reference-based pricing, ICHRAs, QSEHRAs and several other funding strategies,” he said. Rather than replacing traditional group insurance, Evans expects both models to coexist with employers selecting the one that best fits their workforce. “The decision should align with the organization’s workforce strategy, not simply be driven by premium increases as it can be a challenge to go back and forth between ICHRA and a traditional employer-sponsored group plan,” she said. Evans noted these plans require a lot of education, too. “Another misconception is that employees always prefer individual plans because they have more choice,” she said. “More choice isn’t always better. Many employees value the simplicity of an employer selecting and administering a group plan, especially when they’re unfamiliar with the individual insurance market.” Daniels also urged readers to look beyond today’s pricing. “The decision should be made based on organizational culture, demographics, recruiting goals, market stability and overall employee experience,” she said. Daniels said success for defined contribution strategies will depend on local market conditions, affordability and whether employees can access quality coverage at a reasonable cost. “In many markets, the small group plans are more competitive,” she said. “When you partner this with the administrative fees and compliance requirements of managing this type of program, it may not make sense.” Daniels said the rapidly changing health insurance market is bringing many additional solutions downstream to small groups. “Many of these programs also aid employees at being better consumers of healthcare,” she said. “These plans include solutions such as direct primary care, price transparency and quality provider shopping tools, high-performance networks and even cash-pay programs. All are viable solutions that can also work for smaller employers in addition to the defined contribution plans.”
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MIDLANDS leaders
MIDLANDS BUSINESS JOURNAL STORY AND PHOTOS BY ANNA BLUMENTHAL
BRETT NEELY WORKS TO TEACH AND PRACTICE LEADERSHIP Midlands Leaders is a weekly section showcasing individuals who are making an impact in the community through their professional and volunteer endeavors. To nominate someone for this section, email news@mbj. com with the individual’s name, position, company and email. For Brett Neely, assistant professor of management at the University of Nebraska-Lincoln, leadership is not just something he practices in his own community, it is something he is teaching the workforce of the future about. Neely, who holds a doctorate degree in psychology, initially found his interest in leadership during his time at UCLA through leading the Camp Kesem organization, a student-run camp for children who have had a family member impacted by cancer. He said that by serving as a leader of that organization as well as witnessing leaders before him and after, that he saw that how they all had different approaches to leadership that all worked. That revelation, combined with his studies, led him to pursuing organizational psychology. “Leaders have an opportunity to really make an impact that’s outsized usually for one person, hopefully for good,” Neely said. “And I’m really interested in that and what works for good, or when and why leaders fall short of that, and how we can use that understanding scientifically to impact actual leadership in organizations and the community.” A native of Sacramento, Calif., Neely moved to Lincoln in 2020 after getting a job in UNL’s school of business. He later moved to Omaha, being drawn to the lively atmosphere of the Old Market neighborhood. While he described the weather as being an adjustment at first, he said he now feels at home in Omaha and thinks the city has a nice balance between having things to do and yet still feeling approachable. “I feel like I can make a pretty direct impact here,” Neely said. “Omaha’s big, but it’s not so big that you get lost in the shuffle of things when you’re trying to help out.”
From student to teacher
Neely describes his jobs as having two main components: the research side and the teaching side. He said that the day-to-day research tasks focus on meetings, reading, analyzing data and writing. This semester, he is teaching an in-person undergraduate course called Foundations of Organizational Behavior that provides the basic knowledge for managing people in organizations.
“It’s pretty interactive and trying to meet students where they’re at with their work experience or lack thereof thus far, and then trying to help them see what their role is in the workplace now and into the future,” Neely said. Neely said that one of the biggest challenges he has navigated while stepping into his professional role is the identity shift of transitioning that came from going from student to teacher. He said that going from being in school for a long period of time to suddenly being in a mentoring role has been a transition, but he has had a lot of positive support along the way. “It is just a little bit of a shift where the expectations on you are just bigger all of a sudden,” Neely said.
Meeting students where they are
He has also had to learn how to make the content meaningful and engaging for students. Neely began teaching in the fall of 2020, during the COVID19 pandemic, and he said that with the remote learning, his first classes could be a bit dry. Improvement has involved soliciting a lot of feedback from students, peers and mentors. “It’s my responsibility to make the link between the topics being useful and then students being able to use it, and so I’ve tried to make the class more practically useful for students,” Neely said. “That usually comes through getting support and advice from other people.” For Neely, the most rewarding part of his work is helping students figure out what leadership means and looks like to them. “It’s encouraging to see that there is a generation coming up that is so interested in impact and helping shape things positively,” Neely said.
Serving the community
Outside of work, Neely serves as a leader in his own community, serving with a number of non-profit organizations including Camp Kesem, the Brain Injury Association of Nebraska, the Greater Omaha Chamber of Commerce Young Professionals program and the Downtown Omaha Rotary Club. Neely, who battled brain cancer while in graduate school at Penn State University, said that he has been trying to be more open about his background and use it to help others. He said that community service was instilled upon him at a young age by his family, but he also believe he has a unique perspective to offer on certain things and enjoys using that
BRETT NEELY, ASSISTANT PROFESSOR OF MANAGEMENT, THE UNIVERSITY OF NEBRASKA-LINCOLN
for good. “Throughout all of it, I’m trying to focus on people’s dignity and helping to maintain it and to build it in a sustainable way, so that’s probably what I’m trying to think of as the focus of my community service or engagement,” Neely said. Neely said that his most significant involvement is with the Chamber YPs, where he serves on the committee as the internal membership lead. Being a relative newcomer to Omaha, Neely said that one thing he has appreciated about the organization is having a voice about how things are going, and that city leaders are receptive to it. Leading the next generation of young professionals and being one himself, Neely said he thinks that openness will help with recruiting and retaining young people to the area. “It sets a climate where we want to say, ‘this is important to me as a young professional,’ and they seem to react to that and respond to it in meaningful ways,” Neely said.
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Compute Becomes Collateral On August 10, Nvidia signed memorandums of understanding with Apollo, BlackRock, Blackstone, Brookfield, Goldman Sachs and KKR to establish independent financing platforms intended to mobilize more than $500 billion for AI infrastructure. The number is staggering, but the more important development is the structure behind it. One of the biggest critiques of the AI buildout has been circularity: chip vendors financing the customers who buy their chips, potentially blurring the line between genuine demand and demand created by financing. Lucent ran a version of that playbook in 1999. These new platforms are a direct answer to that concern. Nvidia sells the hardware, while outside institutions decide whether the economics are strong enough to finance it. That distinction puts the risk where it belongs. Apollo, Blackstone, Brookfield and KKR are not simply betting that AI will be important. They have to underwrite the assets and cash flows. Before hundreds of billions of dollars move, someone has to answer a very practical question: if the original operator fails, what is a GPU worth in year five, and who else will use it? For that residual value to exist, compute (processing power and other resources) has to be fungible enough to move across operators and workloads. It forces compute to be valued as an economic asset, with an expected useful life, a residual value and a market beyond its first owner. That fungibility also points to something broader: compute is becoming commoditized. That sounds negative, but historically it is exactly what happens to transformative technologies as they mature. Standardization drives costs down, expands access and eventually makes the technology ubiquitous. Electricity, railroads, internet and cloud storage all became vastly more useful as they became cheaper and easier to consume. AI compute appears to be moving in the same direction. The more easily it can be priced, transferred and financed, the more quickly it can spread through the economy. If capital can increasingly be raised against the compute itself, the constraint shifts elsewhere. Hyperscalers are already talking more about power procurement, time-to-energy and how quickly new campuses can be energized and monetized. The wait is increasingly on the substation, not the bank. It’s
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important to note these are still memorandums, not completed financings. But the direction of travel is important. AI infrastructure is being pulled into the same financial machinery that has funded other enormous build-outs before it. Once compute can be priced, transferred and financed as an asset, the question is no longer whether the capital exists. It is how quickly the physical world can keep up. Unless otherwise cited, the statements and commentary provided are opinions of Harrison Financial Services as of August 28, 2026 and are subject to change. There is no guarantee that any forecasts made will come to pass. This material does not constitute investment advice and is not intended as an endorsement of any specific investment or security. References to specific securities are intended to explain market drivers. Please remember that all investments carry some level of risk, including the potential loss of principal invested. Past performance is not a guarantee of future performance. No investment strategy can assure profit or protect against loss.
Crossword by Myles Mellor Across 1. Letters after Q 4. Tennis great born in Omaha, ____ Roddick 8. Baseball great born in Omaha, ____ Boggs 12. Starchy South Andes plants 14. Go first 15. Monica of tennis fame 16. Oak or elm, for example 17. Retrievers, for short 18. Ticks over 19. Nightclub shows 21. Gave food to 22. Thick French soup 23. Tear-inducing bulb 26. Make changes to 28. Greedy seabird 30. Heisman winner who spent his early days in Omaha, ____ Crouch 33. Not clean 35. Richard of “Pretty Woman” 36. Weight measurement 37. Slangy turndown 38. Sublime song “___ Seen Better Days” 39. Just a little, 2 words 41. Urge to do something reckless, 2 words 43. Musher’s transport 44. Whistler’s Massachusetts birthplace 46. Circus sight 48. Relating to the kidneys 49. Altogether, in Latin 52. Thurman of “Pulp Fiction” 53. Rising to prominence 55. Actor who lived in Omaha as a young boy, Henry ____ 58. Get ready, informally 59. Retirement accounts, briefly 60. Actor’s script portions 61. Indian wraparound garment 62. Estrada of “CHiPs” 63. Bullfight cheers 64. Group: abbr
65. Time periods, briefly Down 1. Campus military training program: abbr 2. Discard 3. Popular exercise system, 2 words 4. Supposed but unproven 5. Tidying up 6. Small spots 7. Gridiron measurements: abbr 8. Marriage ceremony 9. Every single one 10. Letter before “e” 11. Serpentine shape
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13. Seattle’s airport, informally 15. Tuscan city 20. Male sheep 21. Old-fashioned stick-in-themud 24. Ryan of “Love Story” 25. Audacity 27. Pulls something behind you 29. Set up for a drive, on the links 30. And others, briefly- 2 words 31. Helicopter’s spinning component 32. Struck with wonder, 2 words 34. Cheating partners, 2 words 40. Strips bare 41. Jazz great Fitzgerald
42. Bowling skittle 43. Long cheap cigar 45. Tibetan Buddhist monks 47. Missive: abbr. 50. “The Sword of Truth” series writer whose hometown was Omaha, ____ Goodkind 51. Broadcasting live, 2 words 53. Historic periods 54. Sounds of disapproval 55. Progressive Insurance mascot 56. Olive product 57. Compass direction: abbr. 58. Public service announcement: abbr.
LEGAL notices Midlands Business Journal Legal Notice Submission Guidelines Please visit https://mbj.column.us/place to submit all legal notices to the Midlands Business Journal. Through this platform, you can submit your notice, receive pricing information, make payment, track your notice, and receive proof of publication. For trade names, submit a copy of the approved Application for Registration of Trade Name from the Secretary of State (must include barcode in upper right-hand corner). Trade names run for one week only. The flat fee for a trade name is $50. As a publisher and not a legal advisor, we print notices exactly as they are submitted. Complimentary reruns are only provided when a notice was rejected or affected due to an MBJ error. All companies submitting notices are responsible for ensuring content meets state requirements and bearing the cost of republishing if the notice is rejected due to misinformation or missing information. Submitters are responsible for filing their notice with the Secretary of State as required by law. The deadline is noon on Monday for notices to start publishing that Friday. Payment must be received prior to publication. Questions? Contact our Legal Department at legals@mbj.com.
MARK S. BERTOLINI, ATTORNEY AT LAW 205 Galvin Road North Bellevue, NE 68005 (402) 291-3996 | FAX: (402) 293-0545 | mbertolinilaw@gmail.com IN THE DISTRICT COURT OF SARPY COUNTY, NEBRASKA LEGAL NOTICE TO WHOM IT MAY CONCERN: NOTICE IS HEREBY GIVEN that on the 6th day of July, 2026, EDWARD BELLI LA JOY filed a Petition for Name Change in the District Court of Sarpy County Nebraska, at Doc. CI26-1449, the object and prayer of which is for the change of Petitioner’s name from EDWARD BELLI LA JOY to EDWARD PAUL SCOTT. That the undersigned intends to present this Petition for Name Change before the Honorable Nathan B. Cox, District Court Judge, District Court of Sarpy County, Sarpy County Courthouse, 1210 Golden Gate Drive, Courtroom #6, Papillion, Nebraska 68046 on the 18th day of September, 2026 at 9:00 o’clock a.m., or as soon thereafter as it can be heard, and that unless sufficient cause is shown to the contrary, said Petitioner’s name will be changed from that of EDWARD BELLI LA JOY to EDWARD PAUL SCOTT, as prayed for. BY: EDWARD BELLI LA JOY, Petitioner Mauss Man s MARK S. BERTOLINI, #15627 205 Galvin Road NORTH Bellevue, NE 68005 mbertolinilaw@gmail.com (402) 291-3996 ATTORNEY FOR PETITIONER
Crossword by Myles Mellor – Answers
First publication August 21, 2026, final September 11, 2026
First publication August 28, 2026, final September 11, 2026
NOTICE OF PUBLICATION TO: CORY MININO YOU ARE HEREBY NOTIFIED that on 03/18/26, the Plaintiff Credit Management Services, Inc., filed a Complaint in the COUNTY Court of SARPY County, Nebraska, against you shown as Case Number CI26 1804. The object and prayer of which is a judgment in the amount of 293.98, plus court costs, pre-judgment interest and attorney fees, if applicable. The Complaint prays that judgment be entered against you. You are hereby notified that you must answer the Complaint on or before 10/11/26 at the COUNTY court of SARPY County, PAPILLION Nebraska. Dana Kay Fries #22411 P.O. Box 1512 Grand Island, NE 68802 (308)398-3801 Attorney for Plaintiff services@credit-mgmt.com First publication August 28, 2026, final September 11, 2026
NOTICE OF ORGANIZATION OF M-1 Contracting, LLC NOTICE IS HEREBY GIVEN that M-1 Contracting, LLC has been organized as a limited liability company under Nebraska laws, with its designated office at 17401 Yankee Hill Rd., Bennet, NE 68317. It is organized to transact any lawful business for which a Limited Liability Company maybe organized under Nebraska laws. Its affairs are to be conducted by the manager German Moran Lopez. Its registered agent is German Moran Lopez and his office is located at 17401 Yankee Hill Rd., Bennet, NE 68317. First publication September 4, 2026, final September 18, 2026
NOTICE OF AMENDMENT OF KILDEER MEADOW FOUNDATION, INC. Kildeer Meadow Foundation, Inc., a nonprofit public benefit corporation, filed Articles of Amendment of its Articles of Incorporation. The substance of said amendment changed the name of the corporation to BRIGHT SIZE LIFE FOUNDATION, INC. In all other respects the Articles of Incorporation filed on September 5,2023 remain unchanged. First publication August 28, 2026, final September 11, 2026 PANSING HOGAN ERNST & BUSER LLP BENJAMIN J. PICK, Attorney 10250 Regency Circle, Suite 300 Omaha, NE 68114-3728 NOTICE OF DISSOLUTION OF ORIGINAL 3, LLC ORIGINAL 3, LLC, a Nebraska limited liability company (the “Company”), filed its STATEMENT OF DISSOLUTION with the Nebraska Secretary of State on August 21, 2026. Persons with claims against the Company must present such claim to: Original 3, LLC, c/o Benjamin J. Pick, 10250 Regency Circle, Ste. 300, Omaha, Nebraska 68114. Claims against the Company must include the following information: (i) claimant’s name, address and telephone number during business hours; (ii) any facts which may support the claim; and (iii) any amounts allegedly owed by the Company under the claim. Claims not including this information will not be reviewed. Any claims against the Company will be barred unless a proceeding to enforce such claims is commenced within five (5) years after the date this Notice is last published. First publication August 28, 2026, final September 11, 2026 ERICKSON | SEDERSTROM, P.C. Suite 100, Regency Westpointe 10330 Regency Parkway Drive Omaha, NE 68114 NOTICE OF DISSOLUTION OF HILLTOPPERS BASEBALL OF NEBRASKA On August 21, 2026, Hilltoppers Baseball of Nebraska, a Nebraska nonprofit corporation (“Corporation”) filed Articles of Dissolution with the Nebraska Secretary of State. The terms of the dissolution provide for the payment of all liabilities of the Corporation and the distribution of all remaining assets to Creighton University. Andrew Collins, as President is to wind up and liquidate the corporate affairs and distribute its assets. The Corporation has assets totaling $739.06 and no liabilities. First publication August 28, 2026, final September 11, 2026 LAMSON DUGAN & MURRAY, LLP Daniel J Waters, Attorney 10306 Regency Parkway Drive Omaha, NE 68114 NOTICE OF DISSOLUTION OF COMPANY #410 NOTICE IS HEREBY GIVEN of the dissolution of Company #410, a Nebraska corporation (“Corporation”), effective December 31, 2003. Pursuant to the dissolution, all of the assets and property of the Corporation are to be distributed to the shareholder of the Corporation. There are no known liabilities. Scott Ehlers, a director and authorized representative of the Corporation, is to manage the corporate affairs and distribute the corporate assets. Parties with claims against the Corporation are directed to submit them in writing to the attention of Scott Ehlers c/o Lamson Dugan & Murray, LLP, 10306 Regency Parkway Drive, Omaha, NE 68114. All claims against the Corporation will be barred unless a proceeding to enforce such claims is commenced within three (3) years after the publication of this Notice. 4905-53719240, v. 1 First publication August 28, 2026, final September 11, 2026 NOTICE OF DISSOLUTION OF SCA PROPERTIES, LLC NOTICE IS HEREBY GIVEN that SCA PROPERTIES, LLC (the “LLC”) filed a Statement of Dissolution with the Nebraska Secretary of State and is in the process of voluntary dissolution and winding up of activities. Terms and conditions of the dissolution shall be established by the LLC’s Members in conformity with the Nebraska Uniform Limited Liability Company Act. Claims against the LLC may be presented in writing to Thomas M. Worthington, 1601 Dodge St, Ste 3700, Omaha, NE 68102, and specify the nature of the claim, the amount of the claim and the name and address of the claimant. A claim against the LLC is barred unless an action to enforce the claim commences within five (5) years after the publication date of the third required notice.
Page 28 • September 4, 2026
NOTICE OF ORGANIZATION OF WYOCHAR LLC NOTICE IS HEREBY GIVEN that Wyochar LLC (“the LLC”), has been organized under the laws of the State of Nebraska with the following registered agent and office: McGrath North Mullin & Kratz, PC LLO, c/o Rachel C. Meyer, 1601 Dodge Street, Suite 3700, Omaha, NE 68102. The LLC’s designated office is located at c/o Rachel C. Meyer, 1601 Dodge Street, Suite 3700, Omaha, NE 68102. First publication September 4, 2026, final September 18, 2026 LAMSON DUGAN & MURRAY LLP Phillip T. Sanberg, Attorney 10306 Regency Parkway Drive Omaha, NE 68114 NOTICE OF THE ORGANIZATION OF MONSON BUILDING, LLC NOTICE IS HEREBY GIVEN of the formation of a limited liability company under the laws of the State of Nebraska, and that the name of the limited liability company is Monson Building, LLC. The address of the initial designated office is 13351 Dovers Street, Waverly, NE 68462. The name and address of the registered agent is LDM Business Services, Inc., 10306 Regency Parkway Drive, Omaha, NE 68114. The general nature of the business to be transacted is all lawful business. The company commenced existence on August 26, 2026 and shall have perpetual duration. The affairs of the company shall be conducted by the Members, as prescribed by the Operating Agreement. LDM Business Services, Inc. First publication September 4, 2026, final September 18, 2026 LAMSON DUGAN & MURRAY LLP Phillip T. Sanberg, Attorney 10306 Regency Parkway Drive Omaha, NE 68114 NOTICE OF THE ORGANIZATION OF LA REINA, LLC NOTICE IS HEREBY GIVEN of the formation of a limited liability company under the laws of the State of Nebraska, and that the name of the limited liability company is La Reina, LLC. The address of the initial designated office is 7161 N. 163rd Street, Bennington, NE 68007. The name and address of the registered agent is LDM Business Services, Inc., 10306 Regency Parkway Drive, Omaha, NE 68114. The general nature of the business to be transacted is all lawful business. The company commenced existence on August 26, 2026 and shall have perpetual duration. The affairs of the company shall be conducted by the Members, as prescribed by the Operating Agreement. LDM Business Services, Inc. First publication September 4, 2026, final September 18, 2026 PANSING HOGAN ERNST & BUSER LLP MARK J. LAPUZZA, Attorney 10250 Regency Circle, Suite 300 Omaha, NE 68114-3728 NOTICE OF ORGANIZATION OF 741 NORTH 89 TH PLAZA, LLC NOTICE IS HEREBY GIVEN of the organization of 741 NORTH 89 TH PLAZA, LLC: 1. The name of the limited liability company is 741 NORTH 89 TH PLAZA, LLC ; and 2. The street and mailing address of the initial designated office is 14301 FNB Parkway, Suite 100, Omaha, Nebraska 68154 and the name and street address of the initial agent for service of process is PDM, Inc., 14301 FNB Parkway, Suite 100, Omaha, Nebraska 68154 . First publication September 4, 2026, final September 18, 2026 ERICKSON | SEDERSTROM, P.C. 10330 Regency Parkway Drive Omaha, NE 68114 NOTICE OF ORGANIZATION OF NELLIE TRUCKING, LLC NOTICE IS HEREBY GIVEN that Nellie Trucking, LLC, a Nebraska Limited Liability Company, has been duly organized under the laws of the State of Nebraska with its designated office located at 10330 Regency Parkway Drive, Suite 100, Omaha, NE 68114 and designating its registered agent as Erickson & Sederstrom, P.C., a Limited Liability Organization with its registered office at 10330 Regency Parkway Drive, Suite 100, Omaha, NE 68114. First publication September 4, 2026, final September 18, 2026 NOTICE OF ORGANIZATION OF RC RESIDENTIAL LLC NOTICE IS HEREBY GIVEN that RC Residential LLC (the “Company”) has been organized under the laws of the State of Nebraska. The Designated Office Address of the Company is 1217 Pacific Street, #302, Omaha, Nebraska 68108. The Registered Agent of the Company is DDLG Business Services, Inc., 9500 West Dodge Road, Suite 100, Omaha, Nebraska 68114. Dvorak Law Group, LLC 9500 West Dodge Road, Suite 100 Omaha, NE 68114 First publication August 21, 2026, final September 4, 2026 NOTICE OF ORGANIZATION OF SOWER LVFII GREENWOOD 1276, LLC NOTICE IS HEREBY GIVEN that Sower LVFII Greenwood 1276, LLC (the “Company”) has been organized under the laws of the State of Nebraska. The Designated Office Address of the Company is 920 S. 107th Avenue, Suite 250, Omaha, Nebraska 68114. The Registered Agent and Office of the Company is DDLG Business Services, Inc., 9500 West Dodge Road, Suite 100, Omaha, Nebraska 68114. Dvorak Law Group, LLC 9500 West Dodge Road, Suite 100 Omaha, NE 68114 First publication September 4, 2026, final September 18, 2026 LAMSON DUGAN & MURRAY LLP Phillip T. Sanberg, Attorney 10306 Regency Parkway Drive Omaha, NE 68114 NOTICE OF THE ORGANIZATION OF MOMMI MAT, LLC NOTICE IS HEREBY GIVEN of the formation of a limited liability company under the laws of the State of Nebraska, and that the name of the limited liability company is Mommi Mat, LLC. The address of the initial designated office is 10306 Regency Parkway Drive, Omaha, NE 68114. The name and address of the registered agent is LDM Business Services, Inc., 10306 Regency
LEGAL notices Parkway Drive, Omaha, NE 68114. The general nature of the business to be transacted is all lawful business. The company commenced existence on August 26, 2026 and shall have perpetual duration. The affairs of the company shall be conducted by the Members, as prescribed by the Operating Agreement. LDM Business Services, Inc. First publication September 4, 2026, final September 18, 2026
DDLG Business Services, Inc., 9500 West Dodge Road, Suite 100, Omaha, Nebraska 68114. Dvorak Law Group, LLC 9500 West Dodge Road, Suite 100 Omaha, NE 68114 First publication August 28, 2026, final September 11, 2026
NOTICE OF ORGANIZATION OF MIDWEST LEGACY PROPERTIES LLC NOTICE IS HEREBY GIVEN that Midwest Legacy Properties LLC (the “Company”) has been organized under the laws of the State of Nebraska. The Designated Office Address of the Company is 10902 South 175th Street, Omaha, Nebraska 68136. The Registered Agent of the Company is DDLG Business Services, Inc., 9500 West Dodge Road, Suite 100, Omaha, Nebraska 68114. Dvorak Law Group, LLC 9500 West Dodge Road, Suite 100 Omaha, NE 68114 First publication August 28, 2026, final September 11, 2026
LAMSON DUGAN & MURRAY LLP Daniel J. Waters, Attorney 10306 Regency Parkway Drive Omaha, NE 68114 NOTICE OF THE ORGANIZATION OF WEALTH CENTRIC SOLUTIONS, LLC NOTICE IS HEREBY GIVEN of the formation of a limited liability company under the laws of the State of Nebraska, and that the name of the limited liability company is Wealth Centric Solutions, LLC. The address of the initial designated office is 12212 Slayton St., Papillion, NE 68046. The name and address of the registered agent is LDM Business Services, Inc., 10306 Regency Parkway Drive, Omaha, NE 68114. The general nature of the business to be transacted is all lawful business. The company commenced existence on August 20, 2026 and shall have perpetual duration. The affairs of the company shall be conducted by the Members, as prescribed by the Operating Agreement. LDM Business Services, Inc. 4916-6081-4537, v. 1 First publication August 28, 2026, final September 11, 2026
GNUSE LAW OFFICE, P.C. Rodney G. Gnuse 11311 Chicago Circle Omaha, NE 68154 NOTICE OF INCORPORATION OF OM NAMAH SHIVAYA, INC. NOTICE IS HEREBY GIVEN of incorporation of Om Namah Shivaya, Inc. under the laws of the State of Nebraska. The number of shares that the corporation is authorized to issue is up to 10,000 shares of voting common stock. The name and address of the initial registered agent is Rodney G. Gnuse, 11311 Chicago Circle, Omaha, NE 68154. The name and address of the incorporator is Rodney G. Gnuse, 11311 Chicago Circle, Omaha, NE 68154. The Corporation shall engage in any lawful business for which a corporation may be formed under the Nebraska Model Business Corporation Act. Perpetual existence commenced July 6, 2026, when articles were filed with the Secretary of State. Affairs are to be conducted by the Board of Directors and Officers authorized by the Bylaws and the Board. Rodney G. Gnuse, Incorporator First publication September 4, 2026, final September 18, 2026 GNUSE LAW OFFICE, P.C. Rodney G. Gnuse 11311 Chicago Circle Omaha, NE 68154 NOTICE OF ORGANIZATION OF SAUNDERS RIDGE HOLDINGS, L.L.C. NOTICE IS HEREBY GIVEN that SAUNDERS RIDGE HOLDINGS, L.L.C., a Nebraska Limited Liability Company, has been organized under the laws of the State of Nebraska, with its designated office located at 1736 N 174th Street, Omaha, NE 68118. The general nature of its business is to engage in and do any lawful act concerning any and all lawful business for which a limited liability company may be organized under the laws of the State of Nebraska. The address of the limited liability company’s initial registered office is 11311 Chicago Circle, Omaha, Nebraska 68154, and the name of its’ initial registered agent at such address is Rodney G. Gnuse. The Certificate of Organization was filed in the office of the Nebraska Secretary of State on August 26, 2026. The Company commenced business thereon and shall have perpetual existence. The affairs of the Company are to be conducted by the Members. Richard Provaznik, Organizer First publication September 4, 2026, final September 18, 2026 NOTICE OF ORGANIZATION OF JDP INSURANCE, LLC NOTICE IS HEREBY GIVEN that JDP Insurance, LLC (the “Company”) has been organized under the laws of the State of Nebraska. The Designated Office Address of the Company is 19710 Marcy Cir., Elkhorn, NE 68022. The Registered Agent of the Company is DDLG Business Services, Inc., 9500 West Dodge Road, Suite 100, Omaha, Nebraska 68114. Dvorak Law Group, LLC 9500 West Dodge Road, Suite 100 Omaha, NE 68114 First publication August 21, 2026, final September 4, 2026 ABRAHAMS KASLOW & CASSMAN LLP, LAW OFFICES 8712 West Dodge Road, Suite 300 Omaha, NE 68114-3450 Telephone: 402-392-1250 Facsimile: 402-392-0816 NOTICE OF DOMESTICATION OF LGS-RLG, LLC The following is a brief resume of the domestication of LGS-RLG, LLC, a District of Columbia limited liability company (“D.C. Entity”) into LGS-RLG, LLC, a Nebraska limited liability company (“Nebraska Entity”): Effective August 25, 2026, the D.C. Entity was domesticated in Nebraska and became a Nebraska limited liability company, and the D.C. Entity surrendered its existence in the District of Columbia. The domestication does not affect the continued existence of the entity. The limited liability membership interests of the D.C. Entity were converted into the same amount/ percentage of limited liability membership interests of the Nebraska Entity. The Certificate of Organization filed with the Articles of Domestication shall be the Certificate of Organization of the Nebraska Entity and any managers or officers of the D.C. Entity shall continue to hold such positions in the Nebraska Entity. First publication September 4, 2026, final September 18, 2026 NOTICE OF ORGANIZATION OF DANDELION GROVE BEHAVIORAL HEALTH AND WELLNESS. NOTICE IS HEREBY GIVEN that DANDELION GROVE BEHAVIORAL HEALTH AND WELLNESS (the “Company”) has been organized under the laws of the State of Nebraska as a limited liability company. The Designated Office Address of the Company is 1515 S. 39th St., Ste 302, Bellevue, Nebraska 68005. The Registered Agent of the Company is Alison L. Condon. 3313 Montreal Dr. Bellevue, Nebraska 68123. The company commenced business on August 25, 2026. First publication September 4, 2026, final September 18, 2026 NOTICE OF ORGANIZATION OF JP & PC WAREHOUSE, LLC NOTICE IS HEREBY GIVEN that JP & PC Warehouse, LLC (the “Company”) has been organized under the laws of the State of Nebraska. The Designated Office Address of the Company is 12325 Emmet Street, Omaha, Nebraska 68164. The Registered Agent of the Company is Paul G. Cech,12325 Emmet Street, Omaha, Nebraska 68164. Dvorak Law Group, LLC 9500 West Dodge Road, Suite 100 Omaha, NE 68114 First publication August 28, 2026, final September 11, 2026 NOTICE OF ORGANIZATION OF GUIDING GRACE AFFORDABLE HOUSING I, LLC NOTICE IS HEREBY GIVEN that Guiding Grace Affordable Housing I, LLC (the “Company”) has been organized under the laws of the State of Nebraska. The Designated Office Address of the Company is 7704 S. 71st Ave., LaVista, Nebraska 68128. The Registered Agent of the Company is
NOTICE OF ORGANIZATION OF IMPERIAL BUILDERS, LLC NOTICE IS HEREBY GIVEN that Imperial Builders, LLC has been organized as a limited liability company under Nebraska laws, with its designated office at 1208 Potter Rd., Bellevue, NE 68005. It is organized to transact any lawful business for which a Limited Liability Company maybe organized under Nebraska laws. Its affairs are to be conducted by the manager Omar Cornejo Ramirez. Its registered agent is Omar Cornejo Ramirez and his office is located at 1208 Potter Rd., Bellevue, NE 68005. First publication September 4, 2026, final September 18, 2026 LAMSON DUGAN & MURRAY LLP Phillip T. Sanberg, Attorney 10306 Regency Parkway Drive Omaha, NE 68114 NOTICE OF THE ORGANIZATION OF SNE HOMES, LLC NOTICE IS HEREBY GIVEN of the formation of a limited liability company under the laws of the State of Nebraska, and that the name of the limited liability company is SNE HOMES, LLC. The address of the initial designated office is 14720 Grant Street, Omaha, NE 68116. The name and address of the registered agent is LDM Business Services, Inc., 10306 Regency Parkway Drive, Omaha, NE 68114. The general nature of the business to be transacted is all lawful business. The company commenced existence on August 20, 2026 and shall have perpetual duration. The affairs of the company shall be conducted by the Members, as prescribed by the Operating Agreement. LDM Business Services, Inc. First publication August 28, 2026, final September 11, 2026 NOTICE OF ORGANIZATION OF SAVANNAH’S LIGHT PUBLISHING, LLC NOTICE IS HEREBY GIVEN that Savannah’s Light Publishing, LLC, has organized pursuant to R.R.S. Section 21-2601 et seq. The registered office is 17325 Douglas St., Omaha, Nebraska 68118 and the registered agent is Frank X. Haverkamp. The nature of the business to be transacted is Publishing. The designated office address is 900 N. 96th St. Lincoln, Ne. 68505. The business commenced on August 20, 2026. The affairs of the company are to be conducted by the President, Secretary and Treasurer. First publication September 4, 2026, final September 18, 2026 ABRAHAMS KASLOW & CASSMAN LLP, LAW OFFICES 8712 West Dodge Road, Suite 300 Omaha, NE 68114-3419 Telephone: 402-392-1250 Fascimile: 402-392-0816 NOTICE OF AMENDMENT AND RESTATEMENT OF CERTIFICATE OF ORGANIZATION The articles of organization of Spanish Chat Company, LLC, a Nebraska limited liability company, originally filed with the Nebraska Secretary of State on January 22, 2010, and amended thereafter by the filing of a Certificate of Amendment and Restatement of the Certificate of Organization with the Nebraska Secretary of State on May 21, 2021, changing the company’s name to My Chat Company LLC, have been amended by the filing of a Certificate of Amendment and Restatement of the Certificate of Organization with the Nebraska Secretary of State (the “Certificate of Amendment”). The Certificate of Amendment changed the name of the company to Spanish Chatshow LLC. First publication August 28, 2026, final September 11, 2026 NOTICE OF ORGANIZATION OF Prairie Bluff Apartments, LLC NOTICE IS HEREBY GIVEN that Prairie Bluff Apartments, LLC has been organized as a limited liability company under the laws of the State of Nebraska. The designated office is 515 N. 162nd Avenue, Suite 202, Omaha, Nebraska 68118. The registered agent is Midwest Housing Equity Group, Inc., 515 N. 162nd Avenue, Suite 202, Omaha, Nebraska 68118. It commenced business on August 19, 2026, and its duration is perpetual. First publication August 28, 2026, final September 11, 2026 SEAN D. MOYLAN, Attorney 1010 South 120th Street, Suite 320 Omaha, NE 68154 NOTICE OF ORGANIZATION OF JIKANY DEANG, LLC The name of the Company is Jikany Deang, LLC, a Nebraska limited liability company engaging in NIL monetization. The initial registered agent is Sean Moylan located at 1010 S. 120th Street, Suite #320, Omaha, Nebraska 68154. The initial designated office of the Company stated in the Certificate of Organization was 1010 S. 120th Street, Suite #320, Omaha, Nebraska 68154. This limited liability company commenced business on August 21, 2026. First publication September 4, 2026, final September 18, 2026 FITZGERALD, SCHORR, BARMETTLER & BRENNAN, P.C., L.L.O. 200 Regency One 10050 Regency Circle Omaha, NE 68114-3794 NOTICE OF ORGANIZATION OF AMR LEASING LLC AMR LEASING LLC has been organized as a limited liability company under the Nebraska Uniform Limited Liability Company Act. The street and mailing address of the initial designated office of the Company is 7404 Lake Cunningham Road, Omaha, NE 68122. The name, street and mailing address of the initial agent for service of process of the Company are Joe Stava, 7404 Lake Cunningham Road, Omaha, NE 68122. Dated this 20th day of August, 2026. First publication August 28, 2026, final September 11, 2026 ABRAHAMS KASLOW & CASSMAN LLP, LAW OFFICES
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8712 West Dodge Road, Suite 300 Omaha, NE 68114-3450 TELEPHONE 402-392-1250 FACSIMILE 402-392-0816 NOTICE OF DOMESTICATION OF GERARD’S VEHICLES, LLC The following is a brief resume of the domestication of Gerard’s Vehicles, LLC, a District of Columbia limited liability company (“D.C. Entity”) into Gerard’s Vehicles, LLC, a Nebraska limited liability company (“Nebraska Entity”): Effective August 25, 2026, the D.C. Entity was domesticated in Nebraska and became a Nebraska limited liability company, and the D.C. Entity surrendered its existence in the District of Columbia. The domestication does not affect the continued existence of the entity. The limited liability membership interests of the D.C. Entity were converted into the same amount/percentage of limited liability membership interests of the Nebraska Entity. The Certificate of Organization filed with the Articles of Domestication shall be the Certificate of Organization of the Nebraska Entity and any managers or officers of the D.C. Entity shall continue to hold such positions in the Nebraska Entity. First publication September 4, 2026, final September 18, 2026 NOTICE OF INCORPORATION OF INTEGRATED HOLDCO, INC. NOTICE IS HEREBY GIVEN that Integrated Holdco, Inc. (the “Company”) has been organized under the laws of the State of Nebraska. The Designated Office Address of the Company is DDLG Business Services, Inc., 9500 West Dodge Road, Suite 100, Omaha, Nebraska 68114. Dvorak Law Group, LLC 9500 West Dodge Road, Suite 100 Omaha, NE 68114 First publication August 28, 2026, final September 11, 2026 NOTICE OF ORGANIZATION OF MI PUEBLITO HOME RENTALS, L.L.C. Pursuant to the Neb. Rev. St. §§ 21-193 & 21-117, NOTICE IS HEREBY GIVEN that the undersigned has formed a limited liability company under the Nebraska Uniform Limited Liability Company Act. The name of the Limited Liability Company is MI PUEBLITO HOME RENTALS, L.L.C. The address of the Company’s initial registered office in Nebraska is 9375 Burt Street, Suite 200, Omaha, NE 68114 and the name of its registered agent at such address is Connor W. Orr. The street and mailing address of the Company’s initial designated office is 4207 S. 18th Street, Omaha, NE 68107. This company is organized to engage in and to do any lawful business for any lawful purpose, for which a limited liability company may be organized under the laws of the State of Nebraska. The Company’s duration is perpetual beginning on the date the Certificate of Organization was filed with the Secretary of State of the State of Nebraska. The affairs of the limited liability company are conducted by Managers, Members and such other officers as may be provided for in the Operating Agreement. Emily Patricia Murillo, Member and Manager Sergio Daniel Murillo Pena, Member and Manager Connor W. Orr, Organizer 9375 Burt Street, Suite 200 Omaha, NE 68114 (402) 408-6488 First publication August 28, 2026, final September 11, 2026 NOTICE OF ORGANIZATION OF WH PRAIRIE BLUFF APARTMENTS, LLC NOTICE IS HEREBY GIVEN that WH Prairie Bluff Apartments, LLC has been organized as a limited liability company under the laws of the State of Nebraska. The designated office is 515 N. 162nd Avenue, Suite 202, Omaha, Nebraska 68118. The registered agent is Midwest Housing Equity Group, Inc., 515 N. 162nd Avenue, Suite 202, Omaha, Nebraska 68118. It commenced business on July 23, 2026, and its duration is perpetual. First publication August 28, 2026, final September 11, 2026 LAMSON DUGAN & MURRAY LLP Phillip T. Sanberg, Attorney 10306 Regency Parkway Drive Omaha, NE 68114 NOTICE OF THE ORGANIZATION OF HOLDERS OF HOPE POTHOLDERS, LLC NOTICE IS HEREBY GIVEN of the formation of a limited liability company under the laws of the State of Nebraska, and that the name of the limited liability company is HOLDERS OF HOPE POTHOLDERS, LLC. The address of the initial designated office is 15715 California Street, Omaha, NE 68118. The name and address of the registered agent is LDM Business Services, Inc., 10306 Regency Parkway Drive, Omaha, NE 68114. The general nature of the business to be transacted is all lawful business. The company commenced existence on August 11, 2026 and shall have perpetual duration. The affairs of the company shall be conducted by the Members, as prescribed by the Operating Agreement. LDM Business Services, Inc. First publication August 21, 2026, final September 4, 2026 LAMSON DUGAN & MURRAY LLP Daniel J. Waters, Attorney 10306 Regency Parkway Drive Omaha, NE 68114 NOTICE OF THE ORGANIZATION OF JCJS PROPERTIES, LLC NOTICE IS HEREBY GIVEN of the formation of a limited liability company under the laws of the State of Nebraska, and that the name of the limited liability company is JCJS PROPERTIES, LLC. The address of the initial designated office is 5629 S. 169th St., Omaha, NE 68135. The name and address of the registered agent is LDM Business Services, Inc., 10306 Regency Parkway Drive, Omaha, NE 68114. The general nature of the business to be transacted is all lawful business. The company commenced existence on August 7, 2026 and shall have perpetual duration. The affairs of the company shall be conducted by the Members, as prescribed by the Operating Agreement. LDM Business Services, Inc. 4913-1524-1926, v. 1 First publication August 21, 2026, final September 4, 2026 NOTICE OF THE ORGANIZATION OF THE FOURTH CABINET, LLC The Fourth Cabinet, LLC, with its designated office located at 6507 S. 162nd Ave, Omaha, NE 68135 gives notice that it filed a Certificate of Organization with the Secretary of State on August 19, 2026. The registered agent is Andrew J. Huber and the Registered Office is 1000 Blackstone Plaza, 3555 Farnam Street, Omaha, Nebraska 68131. The company may engage in any lawful business or commercial activity for which a limited liability company may be organized. First publication August 28, 2026, final September 11, 2026 CARLSON & BLAKEMAN, LLP MATTHEW WURSTNER, Attorney 11429 Davenport Street Omaha, NE 68154 NOTICE OF ORGANIZATION OF NEBRASKA WORD HAVEN, LLC NOTICE IS HEREBY GIVEN that NEBRASKA WORD HAVEN, LLC is organized under the laws of the State of Nebraska. The initial designated office is 11429 Davenport Street, Omaha, NE 68154. The Company’s initial registered agent in the State of Nebraska is: MATTHEW WURSTNER, whose address is 11429 Davenport Street, Omaha, NE 68154. The purpose of the Company is to engage
LEGAL notices in any lawful business and activity, as may be mutually agreed upon by the Members from time to time, and which are not prohibited by the Nebraska Uniform Limited Liability Company Act. The Company commenced with filing its Certificate of Organization on August 13, 2026, and shall have a perpetual period of duration. The Company is a Manager Managed Limited Liability Company. MATTHEW WURSTNER, Organizer First publication August 21, 2026, final September 4, 2026 LAMSON DUGAN & MURRAY LLP Phillip T. Sanberg, Attorney 10306 Regency Parkway Drive Omaha, NE 68114 NOTICE OF THE ORGANIZATION OF SPANISH 4 EXPATS, LLC NOTICE IS HEREBY GIVEN of the formation of a limited liability company under the laws of the State of Nebraska, and that the name of the limited liability company is Spanish 4 Expats, LLC. The address of the initial designated office is 2209 Power Drive, Bellevue, NE 68005. The name and address of the registered agent is LDM Business Services, Inc., 10306 Regency Parkway Drive, Omaha, NE 68114. The general nature of the business to be transacted is all lawful business. The company commenced existence on August 13, 2026, and shall have perpetual duration. The affairs of the company shall be conducted by the Members, as prescribed by the Operating Agreement. LDM Business Services, Inc. First publication August 28, 2026, final September 11, 2026 LAMSON DUGAN & MURRAY LLP Craig W. Benson, Attorney 10306 Regency Parkway Drive Omaha, NE 68114 NOTICE OF INCORPORATION OF MEAT MASTERS USA, INC. NOTICE IS HEREBY GIVEN of the formation of a public benefit corporation under the laws of the State of Nebraska, and that the name of the corporation is MEAT MASTERS USA, Inc. The name and address of the incorporator and registered agent is LDM Business Services, 10306 Regency Parkway Drive, Omaha, Nebraska 68114. The general nature of the business to be transacted is all lawful business. The corporation commenced existence on August 14, 2026 and shall have perpetual duration. The corporation is authorized to issued One Hundred Thousand (100,000) shares of common stock at Ten Cents ($0.10) par value per share. Out of the shares one thousand (1,000) shall be voting common stock and ninety-nine thousand (99,000) shall be shares of nonvoting common stock. LDM Business Services, Inc. First publication August 21, 2026, final September 4, 2026 Jeffrey T. Palzer 3555 Farnam St., Ste. 1000 Omaha NE 68131 NOTICE OF ORGANIZATION OF BEROZ HOLDINGS, LLC The name of the Company is BEROZ HOLDINGS, LLC. The street address of the initial designated office is 3003 N. Main St., Elkhorn, NE, 68022. The registered agent is David Munoz and the registered agent’s address is 3003 N. Main St., Elkhorn, NE, 68022. The general nature of the Company is holding company. The Company commenced on August 10, 2026, and shall have perpetual existence. The affairs of the Company are to be conducted by Members, the President,
Vice President, Secretary, Treasurer, and such officers as the Members shall determine. First publication August 21, 2026, final September 4, 2026 NOTICE OF ORGANIZATION OF 2106 SOUTH 105TH STREET, LLC NOTICE IS HEREBY GIVEN that 2106 South 105th Street, LLC (the “Company”) has been organized under the laws of the State of Nebraska. The Designated Office Address of the Company is 2110 South 105th Street, Omaha, Nebraska 68124. The Registered Agent of the Company is DDLG Business Services, Inc., 9500 West Dodge Road, Suite 100, Omaha, Nebraska 68114. Dvorak Law Group, LLC 9500 West Dodge Road, Suite 100 Omaha, NE 68114 First publication August 28, 2026, final September 11, 2026 NOTICE OF ORGANIZATION OF 281 OVERLOOK, LLC NOTICE IS HEREBY GIVEN that 281 Overlook, LLC, a Nebraska Limited Liability Company, has been organized under the laws of the State of Nebraska, with its registered office at 260 South 208th Street, Elkhorn, Nebraska 68022 and with its initial agent for service of process being Robin R. Khan, DDS. The general nature of its business is to engage in any lawful business. The company was organized and commenced August 19, 2026, and its period of duration will be perpetual, unless terminated earlier. The affairs of the limited liability company shall be conducted by its Managers until such time as a successor or successors are selected pursuant to the Operating Agreement. Mark E. Novotny, Organizer 9290 West Dodge Road, Suite 302 Omaha, Nebraska 68114 First publication August 28, 2026, final September 11, 2026 NOTICE OF DISSOLUTION OF SCRUB-A-DUB-DUB, INC. NOTICE IS HEREBY GIVEN that Scrub-A-Dub-Dub, Inc., a Nebraska corporation, has filed Articles of Dissolution with the Nebraska Secretary of State on August 12, 2026, and the corporation is in the process of voluntary dissolution. The terms and conditions of such dissolution are, in general, that all debts and obligations of the corporation are to be fully paid and satisfied or adequate provision is to be made therefore. Carrie A. Zach, as President of the corporation, will wind up and liquidate the corporation’s business and affairs. The corporation has no assets or liabilities as of the date hereof. Dvorak Law Group, LLC 9500 West Dodge Road, Suite 100 Omaha, NE 68114 First publication August 21, 2026, final September 4, 2026 LAMSON DUGAN & MURRAY LLP Phillip T. Sanberg, Attorney 10306 Regency Parkway Drive Omaha, NE 68114 NOTICE OF THE ORGANIZATION OF DIVINUS SOLACE CORE, LLC NOTICE IS HEREBY GIVEN of the formation of a limited liability company under the laws of the State of Nebraska, and that the name of the limited liability company is DIVINUS SOLACE CORE, LLC. The address of the initial designated office is 6623 Pinkney Street, Omaha, NE 68104.
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The name and address of the registered agent is LDM Business Services, Inc., 10306 Regency Parkway Drive, Omaha, NE 68114. The general nature of the business to be transacted is all lawful business. The company commenced existence on August 7, 2026 and shall have perpetual duration. The affairs of the company shall be conducted by the Members, as prescribed by the Operating Agreement. LDM Business Services, Inc. First publication August 21, 2026, final September 4, 2026 NOTICE OF THE ORGANIZATION OF JRA JOURNEYS, LLC NOTICE IS HEREBY GIVEN that JRA Journeys, LLC has organized under the laws of Nebraska. Designated office: 1103 Galvin Road South, Suite E, Bellevue, NE 68005. Agent for service of process: Jesse McConnell, 2410 Jackson Street, Bellevue, NE 68005. First publication August 21, 2026, final September 4, 2026 NOTICE OF ORGANIZATION WALNUT GROVE HAUS, LLC NOTICE IS HEREBY GIVEN that Walnut Grove Haus, LLC, a Nebraska Limited Liability Company, has been organized under the laws of the State of Nebraska, with its initial designated office at 11306 Corby Street, Omaha, Nebraska 68164 and with its initial agent for service of process as Michael Schudel, 11306 Corby Street, Omaha, Nebraska 68164. First publication August 21, 2026, final September 4, 2026 GREVENGOED LAW PLLC Tyler J. Grevengoed, Attorney 1901 Howard St., STE 224 Omaha, NE 68102 NOTICE OF ORGANIZATION OF AMERICAN CONTROLS AND ELECTRICAL SERVICES LLC NOTICE IS HEREBY GIVEN that AMERICAN CONTROLS AND ELECTRICAL SERVICES LLC, is organized under the laws of the State of Nebraska. The initial designated office is 1901 Howard Street, Suite 224, Omaha, Nebraska, 68102. The Company’s initial registered agent in the State of Nebraska is: Tyler J. Grevengoed, whose address is 1901 Howard Street, Suite 224, Omaha, Nebraska, 68102. The purpose of the Company is to engage in any lawful business and activity, as may be mutually agreed upon by the Members from time to time, and which are not prohibited by the Nebraska Uniform Limited Liability Company Act. The Company commenced with filing its Certificate of Organization on July 27, 2026, and shall have a perpetual period of duration. The Company is a Member Managed Limited Liability Company. /s/ Tyler J. Grevengoed. Tyler J. Grevengoed, Organizer First publication August 21, 2026, final September 4, 2026 NOTICE OF ORGANIZATION OF GOLDEN ROD BOAT, LLC NOTICE IS HEREBY GIVEN that Golden Rod Boat, LLC (the “Company”) has been organized under the laws of the State of Nebraska. The Designated Office Address of the Company is 14606 Branch Street, Suite 100, Omaha, Nebraska 68154. The Registered Agent of the Company is Goldenrod RA, Inc., 14606 Branch Street, Suite 100, Omaha, Nebraska 68154. First publication August 21, 2026, final September 4, 2026 NOTICE OF ORGANIZATION WARNKE PRODUCTIONS, LLC NOTICE IS HEREBY GIVEN that Warnke Productions, LLC, a Nebraska Limited Liability Company, has been organized under the laws of the State of Nebraska, with its initial designated office at
LEGAL notices 2033 S 182nd Circle, Omaha, Nebraska 68130 and with its initial agent for service of process as Daniel Warnke, 2033 S 182nd Circle, Omaha, Nebraska 68130. First publication August 21, 2026, final September 4, 2026 NOTICE OF ORGANIZATION OF R & R EXCAVATION LLC NOTICE IS HEREBY GIVEN that R & R EXCAVATION LLC is organized under the laws of the State of Nebraska, with an initial registered office at 1102 Douglas Street, Omaha, NE 68102, Registered Agent USCA, Inc., and initial designated office at 4717 N. 127th Street, Omaha, NE 68164, with organizational member being Ryan Steven Andersen. The Limited Liability Company is organized to transact any and all business, and perform services of every kind and nature whatsoever, which are not inconsistent with law. The Limited Liability Company commenced doing business and filed Certificate of Organization with the Nebraska Secretary of State on April 2, 2026, and shall have perpetual existence. RYAN STEVEN ANDERSEN, 8823 Spaulding Circle, Omaha, NE 68134 Organizational Member First publication August 21, 2026, final September 4, 2026 LAMSON DUGAN & MURRAY LLP Phillip T. Sanberg, Attorney 10306 Regency Parkway Drive Omaha, NE 68114 NOTICE OF THE ORGANIZATION OF YOKE YOLK STUDIO, LLC NOTICE IS HEREBY GIVEN of the formation of a limited liability company under the laws of the State of Nebraska, and that the name of the limited liability company is YOKE YOLK STUDIO, LLC. The address of the initial designated office is 10306 Regency Parkway Drive, Omaha, NE 68114. The name and address of the registered agent is LDM Business Services, Inc., 10306 Regency Parkway Drive, Omaha, NE 68114. The general nature of the business to be transacted is all lawful business. The company commenced existence on August 7, 2026 and shall have perpetual duration. The affairs of the company shall be conducted by the Members, as prescribed by the Operating Agreement. LDM Business Services, Inc. First publication August 21, 2026, final September 4, 2026 ERICKSON | SEDERSTROM, P.C. 10330 Regency Parkway Drive Omaha, NE 68114 NOTICE OF ORGANIZATION OF NOURISH MARKET, LLC NOTICE IS HEREBY GIVEN that Nourish Market, LLC, a Nebraska limited liability company, has been duly organized under the laws of the State of Nebraska with its designated office located at 2222 Binney Street, Omaha, NE 68110 and designating its registered agent as Damany Rahn with its registered office at 2222 Binney Street, Omaha, NE 68110. First publication August 21, 2026, final September 4, 2026 LAMSON DUGAN & MURRAY LLP Erin K. Artz 10306 Regency Parkway Drive Omaha, NE 68114 NOTICE OF AMENDMENT TO ARTICLES OF INCORPORATION OF COMPANTY #380, INC.
NOTICE IS HEREBY GIVEN that Company #380, Inc, a Nebraska corporation, has filed an Amendment to its Articles of Incorporation with the Nebraska Secretary of State on July 6, 2026. The Amendment changed the name of the corporation to Summit Wall Systems, Inc. The full text of the amended Articles of Incorporation can be found on the Nebraska Secretary of State website. LDM Business Services, Inc., Incorporator First publication August 21, 2026, final September 4, 2026 LAMSON DUGAN & MURRAY LLP Phillip T. Sanberg, Attorney 10306 Regency Parkway Drive Omaha, NE 68114 NOTICE OF THE ORGANIZATION OF PRAIRIE AVIATION PARTNERS, LLC NOTICE IS HEREBY GIVEN of the formation of a limited liability company under the laws of the State of Nebraska, and that the name of the limited liability company is PRAIRIE AVIATION PARTNERS, LLC. The address of the initial designated office is 1562 County Road 49, Omaha, NE 68152. The name and address of the registered agent is LDM Business Services, Inc., 10306 Regency Parkway Drive, Omaha, NE 68114. The general nature of the business to be transacted is all lawful business. The company commenced existence on August 7, 2026 and shall have perpetual duration. The affairs of the company shall be conducted by the Members, as prescribed by the Operating Agreement. LDM Business Services, Inc. First publication August 21, 2026, final September 4, 2026 NOTICE OF ORGANIZATION OF CCL LOT40 XOXO, LLC NOTICE IS HEREBY GIVEN that CCL Lot 40 XOXO, LLC has been organized under the laws of the State of Nebraska. The address of the designated office is 1604 Le Baron Dr., Papillion, NE 68133. The registered agent for service of process is David A Lawrence, whose address is 1604 Le Baron Dr., Papillion, NE 68133 The general nature of the business to be transacted is any lawful business for which a limited liability company may be organized under the laws of the State of Nebraska. First publication August 21, 2026, final September 4, 2026 NOTICE OF ORGANIZATION OF K & A CLEANING, LLC NOTICE IS HEREBY GIVEN that K & A Cleaning, LLC has been organized as a limited liability company under Nebraska laws, with its designated office at 4741 S. 83rd Street, Apt. 79, Ralston, NE 68127. It is organized to transact any lawful business for which a Limited Liability Company maybe organized under Nebraska laws. Its affairs are to be conducted by the manager Ana Imelda Crespin. Its registered agent is Ana Imelda Crespin and his office is located at 4741 S. 83rd Street, Apt. 79, Ralston, NE 68127. First publication August 21, 2026, final September 4, 2026 APPLICATION FOR REGISTRATION OF TRADE NAME Trade Name to be registered is: EVOLVE SALON SPA AND TATTOOS. Name of Applicant: Hair By Kaylie LLC Address: 4605 CRESTVIEW DRIVE, PAPILLION, NE 68133 Applicant is LLC. If other than an Individual, state under whose laws entity was formed: Nebraska. Date of first use of name in Nebraska: 8/1/2026.
General nature of business: Salon Suites. Signature of Applicant or Legal Representative /s/Kaylie Lett. First publication September 4, 2026 APPLICATION FOR REGISTRATION OF TRADE NAME Trade Name to be registered is: KERNEL ENTERTAINMENT. Name of Applicant: Kernel Entertainment LLC Address: 2542 S 36TH ST, LINCOLN, NE 68506 Applicant is LLC. If other than an Individual, state under whose laws entity was formed: Nebraska. Date of first use of name in Nebraska: 8/23/2026. General nature of business: Video Game Development Studio. Signature of Applicant or Legal Representative /s/Alex Kerr. First publication September 4, 2026 APPLICATION FOR REGISTRATION OF TRADE NAME Trade Name to be registered is: CRAFTWARE. Name of Applicant: K4 Holdings Inc. Address: 7209 N. 153RD CIRCLE, BENNINGTON, NE 68007 Applicant is CORPORATION. If other than an Individual, state under whose laws entity was formed: NEBRASKA. Date of first use of name in Nebraska: March 24, 2023. General nature of business: Wholesale pottery distribution. Signature of Applicant or Legal Representative /s/Matthew Wurstner. First publication September 4, 2026 APPLICATION FOR REGISTRATION OF TRADE NAME Trade Name to be registered is: SEASONAL SOLUTIONS. Name of Applicant: Seasonal Solutions Management, LLC Address: 3220 FARNAM STREET, #2803, OMAHA, NE 68131 Applicant is LIMITED LIABILITY COMPANY. If other than an Individual, state under whose laws entity was formed: Nebraska. Date of first use of name in Nebraska: July 13, 2021. General nature of business: Holiday lighting. Signature of Applicant or Legal Representative /s/Matthew Wurstner. First publication September 4, 2026 APPLICATION FOR REGISTRATION OF TRADE NAME Trade Name to be registered is: WHY NOT PROTECT. Name of Applicant: Why Not Insurance LLC Address: 12020 SHAMROCK PLAZA SUITE 200, OMAHA NEBRASKA 68154 Applicant is LLC. If other than an Individual, state under whose laws entity was formed: Nebraska. Date of first use of name in Nebraska: 07/31/2026. General nature of business: Insurance. Signature of Applicant or Legal Representative /s/Queenie Ross. First publication September 4, 2026
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